Podcasts about mckinsey

Guest: Tim Koller, Partner at McKinsey & Company and Co-Author of Valuation: Measuring and Managing the Value of Companies For over three decades, Valuation has been the definitive guide to corporate value creation. Called “the best practitioners' guide to valuation” by the Financial Times and one of “the most influential contemporary books about the world economy” by The Economist, the book has sold over one million copies worldwide. Now in its 8th edition, Tim Koller and his co-authors bring fresh insights on AI, sustainability, digital transformation, and geopolitics—helping business leaders sharpen their decision-making and balance long-term value creation with the pressures of today's markets. In this episode, Tim shares: Why short-term earnings obsession remains the biggest misconception in corporate strategy How AI can help identify groupthink and bias in real time The real impact of tariffs and geopolitics on company valuations How leaders can balance shareholder value with stakeholder needs Why sustainability priorities should be tailored to the unique risks of each industry Lessons from Warren Buffett and contrarian thinkers who resisted market hype What has—and hasn't—changed about being a great CEO since 1990 Tim also reflects on 35 years of writing Valuation, explaining why timeless principles of growth, innovation, and long-term orientation matter more than ever in both stable and volatile times. About the Guest Tim Koller is a partner at McKinsey's Denver office and founder of McKinsey's Strategy and Corporate Finance Insights team. With more than 40 years of consulting experience, he has helped countless executives, boards, and investors navigate complex financial and strategic decisions. Resources & Links

In this episode of Molecule to Market, you'll go inside the outsourcing space of the global drug development sector with Jason Anderson, Chief Executive Officer at Ensera.   Your host, Raman Sehgal, speaks with Jason about the pharmaceutical and biotechnology supply chain, covering: Why he chose BASF over law school, and why McKinsey ultimately was not for him Moving from corporate life into a venture-backed polymer technology start-up before a major exit The search for a PE-backed specialty manufacturing role that led him to Ensera (formerly SteriPack) The importance of appreciating local knowledge when entering new markets Similarities and differences between outsourced services in pharma and medical devices How today's changes, pain, and uncertainty in the markets are creating opportunity Jason Anderson is CEO of Ensera (formerly SteriPack), a global contract design and manufacturing organization serving the pharmaceutical and medical device industries. He has led the company through a period of significant growth and change, including the integration of new design and product development capabilities with Ensera's core manufacturing services, and the launch of the new Ensera trading name.   Prior to Ensera, Jason held global business unit leadership roles at DJO/Enovis and at Saint-Gobain, overseeing businesses ranging from finished medical devices to customized, high-value components for biopharma and medical device industries. Earlier in his career, he held leadership roles at pre-revenue polymer technology start-up Novomer, at McKinsey and Company, and at BASF.   Jason has lived and worked in North America, Asia, and Europe. He holds a BS in Chemical Engineering from the University of Oklahoma and an MBA from Harvard Business School.   Molecule to Market is sponsored by Bora Pharma, Charles River, and Lead Candidate. Please subscribe, tell your industry colleagues, and help us celebrate the value of the global life science outsourcing space. We'd also appreciate a positive rating!

In dieser Folge des Karriere Insider Podcasts spricht David Döbele mit Jan Mechtel, der nach Stationen bei McKinsey, Rothschild und der Bank of America den Schritt in die Startup-Welt gewagt hat. Jan erzählt von seinen Erfahrungen in Beratung, Investment Banking und Unternehmertum – und was ihn letztlich zur Gründung und dem erfolgreichen Exit seines eigenen Startups geführt hat. Außerdem spricht er darüber, welche Erfahrungen aus seiner Zeit in der Finance- und Consulting-Welt ihm beim Aufbau eines Unternehmens geholfen haben, welche Risiken und Learnings mit dem Schritt in die Selbstständigkeit verbunden sind und was er jungen Talenten rät, die ihren eigenen Weg zwischen Corporate und Startup finden wollen. LinkedIn Jan Mechtel: https://www.linkedin.com/in/janmechtel/Webseite Kontext21: https://kontext21.com/Mein SPIEGEL-Bestseller-Buch: https://nach-ganz-oben.de/?htrafficsource=organic&hcategory=yt_organic&el=VonMcKinseyRothschildBankofAmericazumStartupExitKarriereInsider051125Unsere Website: https://pumpkincareers.com/jetzt-hier-bewerben/?htrafficsource=organic&hcategory=yt_organic&el=VonMcKinseyRothschildBankofAmericazumStartupExitKarriereInsider051125_____________________________________________Timestamps00:00:00 - Vorschau00:00:41 - Vorstellung & Karriereweg00:09:25 - Gründung von Veodin00:18:37 - Entwicklung & Verkauf von Veodin00:24:25 - Startup-Exit: Wie sich der Verkauf nach 7 Jahren anfühlt00:26:10 - Einstieg bei Templafy und Wechsel zu EIDU00:31:58 - Familie & Karriere – Wie Jan Familie und Arbeit miteinander vereinbart00:34:24 - Gründung von Kontext2100:45:19 - Typische Fehler, die Gründer beim ersten Mal machen00:50:22 - Wenn Investoren Gründer über den Tisch ziehen – gibt's solche Fälle wirklich?00:54:28 - Aktuelle Entwicklungen bei Kontext2100:57:50 - Weitere Fragen01:04:39 - Outro_____________________________________________Weitere hilfreiche YouTube-Videos:Der Karriere Insider Podcast: https://www.youtube.com/@KarriereInsiderPodcastINVESTMENT BANKER WERDEN (Guide): https://youtu.be/smtlWs5WPUM?si=nLG14-z-VNx0bk0fUNTERNEHMENSBERATER WERDEN (Guide): https://youtu.be/jLK24iLsGPM?si=5DlTJvVKLf1FhpnUDie besten Unis für den Bachelor: https://youtu.be/n-YSo8ss0KsDie besten Unis für den Master: https://youtu.be/fdKknPZzO4wALLE JOBS NACH DEM BWL-STUDIUM: https://youtu.be/D1Ssf6uAQlYALLE FINANCE JOBS nach dem BWL-Studium: https://youtu.be/6kD05whSvEU_____________________________________________Wenn du dich für den Berufseinstieg in Investment Banking, Unternehmensberatung oder Private Equity interessierst, haben wir hier einige nützliche Links für dich zusammengefasst:Target-Uni-Report: https://pumpkincareers.com/target-uni-report?htrafficsource=organic&hcategory=yt_organic&el=VonMcKinseyRothschildBankofAmericazumStartupExitKarriereInsider051125Investment Banking Analyst Report: https://pumpkincareers.com/investment-banking-analyst-report?htrafficsource=organic&hcategory=yt_organic&el=VonMcKinseyRothschildBankofAmericazumStartupExitKarriereInsider051125Consulting Einsteiger Report: https://pumpkincareers.com/consulting-report?htrafficsource=organic&hcategory=yt_organic&el=VonMcKinseyRothschildBankofAmericazumStartupExitKarriereInsider051125Eine Gesamtübersicht über alle unsere bisher veröffentlichten Reports findest du übrigens hier: https://pumpkincareers.com/reports/?htrafficsource=organic&hcategory=yt_organic&el=VonMcKinseyRothschildBankofAmericazumStartupExitKarriereInsider051125Schau gerne auch noch auf unserem Blog vorbei: https://pumpkincareers.com/blog/?htrafficsource=organic&hcategory=yt_organic&el=VonMcKinseyRothschildBankofAmericazumStartupExitKarriereInsider051125Falls du Fragen hast, die du persönlich mit uns besprechen willst, kannst du uns gerne auch auf LinkedIn (David Döbele, Jonas Stegh) oder Instagram (@pumpkincareers, @david.doebele) anschreiben.LinkedIn: https://www.linkedin.com/company/pumpkincareers/

Coming into this interview I wasn't even sure what “AI Transformation” was, let alone why so many companies pay for it. Here's the deal: Tenex, the company founded by Alex Lieberman & Arman Hezarkhani, goes into companies hunting for ways to save or making them money using AI. Once they find that, it becomes a no brainer for companies to hire them to build it. But Tenex does more than AI Transformation. They also run a dev shop where their developers use AI to build super fast for clients. Alex Lieberman and Arman Hezarkhani are the co-founders of Tenex, a company blending high-performance engineering with AI transformation consulting. Their model aligns incentives around output rather than time, helping enterprises and startups build software faster and integrate AI across people, processes, and tools. Together, they're building what they call the “McKinsey for AI”—a hybrid of dev shop, consultancy, and innovation lab helping companies thrive in the post-AI era. More interviews -> https://mixergy.com/moreint Rate this interview -> https://mixergy.com/rateint

Send us a textWhat separates candidates who crush their case interviews from those who fall short?Former Bain consultant Jenny Rae Le Roux reveals the #1 habit that top performers share – and it's not about frameworks or math. If you're preparing for McKinsey, BCG, Bain, or any consulting interview, this is the mindset shift that changes everything.Additional Resources:Work 1:1 with an MBB coach through our Black Belt program for personalized prep that gets you from practice to offerPartner Links:Learn more about NordStellar's Threat Exposure Management Program; unlock 20% off with code BLACKFRIDAY20 until Dec. 10, 2025Connect With Management Consulted Schedule free 15min consultation with the MC Team. Watch the video version of the podcast on YouTube! Follow us on LinkedIn, Instagram, and TikTok for the latest updates and industry insights! Join an upcoming live event - case interviews demos, expert panels, and more. Email us (team@managementconsulted.com) with questions or feedback.

99% of clients misunderstand learning and practicing. At its essence, you cannot practice McKinsey cases until you learn McKinsey cases. Most candidates start of their case interview preparation by reaching out to colleagues and consultants to practice cases, not having gone through the learning steps. Without a good strategy of separating learning from practicing you will simply absorb what you hear in the practice sessions and none of that is designed to teach you how to do cases. You must separate the learning from the practicing.   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Episode 472 features Dr. Sheila Gujrathi, a biotech entrepreneur, executive, and champion for under represented leaders. Her new book, "The Mirror Effect: A Transformative Approach To Growth For The Next Generation Of Female Leaders" is out now.Chapters:00:00 Introduction and Book Announcement02:15 The Unmet Need: Writing for My Younger Self05:30 Overcoming Challenges: A Personal Journey09:45 The Power of Mentorship and Sponsorship14:00 Spiritual Growth and Finding Purpose18:20 Building a Personal Board of Directors23:10 The Inner Critic and Self-Compassion28:45 The Importance of Storytelling in Leadership33:00 Navigating Negative Work Environments37:15 Conclusion: Embracing Vulnerability and ConnectionFind Sheila Online:Website: ​​https://sheilagujrathimd.com/ TEDxTalk: https://www.youtube.com/watch?v=2DpDx6T3-X4 LinkedIn: https://www.linkedin.com/in/sheila-gujrathi-md/ Instagram: https://www.instagram.com/sheilagujrathimd/ Book: https://sheilagujrathimd.com/book/ About Sheila:Sheila is a biotech entrepreneur, executive, and champion for under represented leaders. Over the past 25 years, she's had the privilege of developing life-changing medicines for patients with serious diseases while building and running private and public biotech companies—including some exciting exits. Today she's a founder, chairwoman, board director, strategic advisor, and consultant to start-up companies and investment funds. Dr. Gujrathi was the co-founder and former CEO of Gossamer Bio and former Chief Medical Officer of Receptos. Her journey started at Northwestern University, where she earned both her M.D. and biomedical engineering degree, and took her from the halls of Harvard, UCSF, and Stanford to the corporate offices of Fortune 500 companies like McKinsey, Genentech, and Bristol-Myers Squibb.Dr. Gujrathi has earned multiple leadership awards, including AIMBE Fellow, BLOC100 Luminary, Healthcare Technology Report Top 25 Women Leaders in Biotechnology, Corporate Directors Forum Director of the Year, and Fiercest Women in Life Sciences. But what really lights her up is creating the inclusive environments she wished she'd had throughout her career. That's why she co-founded the Biotech CEO Sisterhood, a group of trailblazing female CEOs—because we're all better when we support each other.

Lars Hartenstein is a co-founder of the McKinsey Health Institute (MHI) and its Director of Healthy Longevity. Neeraja Nagarajan is co-director of Healthy Longevity, McKinsey Health Institute. Together they join Stan Stalnaker during FII9, the Future Investment Initiative Edition 9, in Riyadh, Saudia Arabia, to delve into new data on longevity and healthy living. Part 1 of a 5 part series from FII9.

Jacob Parks, co-author of The Growth Engine: A Guide to Building a World-Class Business Development Function in Professional Services. He has over 20 years of experience leading strategy, growth, and operations at Profitable Ideas Exchange (PIE for short) where he has helped professional services firms such as McKinsey, KPMG, and Accenture build sustainable growth engines.

Show Notes: Jonathan Hughes talks about his career in consulting, starting with an economic consulting firm, Putnam Hayes and Bartlett, in Los Angeles. He mentions his connection back to Harvard through CMI (Conflict Management Inc.) founded by Roger Fisher and Bruce Patton, and his subsequent roles at Vantage Partners and BDO. The Career Path As a Consultant Jonathan describes his role at CMI, focusing on complex negotiations and business partnerships, and his role in helping to start the boutique firm, Vantage Partners where he spent around 25 years as a partner. He later moved over to BDO, a large professional services firm, where he led the Management Consulting practice in the US, and globally. Working As a Conflict Management ConsultantJonathan discusses his work with CMI, emphasizing the importance of managing conflict constructively and approaching conflict creatively to develop solutions. He shares his experience with a pro bono project for OCHA (Office for Coordination of Humanitarian Assistance) at the UN, focusing on partnerships with the private sector. Jonathan highlights his work with conventional and special forces in the military, including SEALs and Civil Affairs, on negotiation and conflict management training. He explains the challenges of internal and interagency negotiations, as well as those with external parties, in both the military and corporate sector.Influence Training to Special ForcesJonathan elaborates on the influence training provided to special forces, including negotiations with governments and local leaders, partner forces, CIA, and the Department of State.He compares the challenges of internal negotiations within organizations to external negotiations with customer, strategic partners, and suppliers. Jonathan emphasizes the importance of aligning different stakeholders and executives within any organization. He shares an example of a multi-billion dollar negotiation with  a state-owned enterprise a global corporation where understanding the other side's perspective was key to coming to an agreement.Unpacking Negotiation TechniquesThe conversation turns to the influence techniques at McKinsey, including role-playing scenarios and tools like legitimacy, logical persuasion, and appealing to friendship.Jonathan discusses the importance of fact-based negotiation and the role of psychology and emotional motivations in influence. He introduces the concept of "calling people to a higher purpose" and the psychological drive for consistency. Jonathan shares a story about a negotiation where challenging the other side's unreasonable demand led to a more fair agreement.Work History SummarizedWhen asked how conflict resolution training has influenced Jonathan's personal life.Jonathan says that he is sometimes better at giving advice than incorporating it himself. Jonathan mentions that he has pursued a breadth of experiences working across life sciences, and biopharma, energy and natural resources, the semiconductor industry, and the intersection of software, financial services, and data and analytics. He mentioned extensive work with Equifax over the last 13 years. Jonathan discusses the balance between competition and collaboration in his strategy work.Creative Pursuits and Cat RescuersJonathan mentions his current focus on figuring out his next steps after leaving BDO and shares his interest in film. He mentions his experience as an executive producer on a documentary called "The Cat Rescuers." Jonathan mentions his love for travel, scuba diving, reading, and writing, including contributions to Harvard Business Review and MIT's Sloan Management Review, focusing on topics ranging from innovation, to supply chain management, to negotiation, influence, and conflict management. Jonathan expresses his interest in finding another film project in the future. He emphasizes the importance of reading philosophy and science books, which continue to influence his thinking.Harvard ReflectionsJonathan mentions his concentration in philosophy and the impact of professors like John Rawls and Stanley Cavell. He highlights a course called Thinking About Thinking taught by Stephen Jay Gould, Alan Dershowitz, and Robert Nozick. Jonathan discusses the relevance of his philosophy education to his career in consulting.He mentions his continued interest in philosophy and science, despite focusing on business in his professional life. Jonathan shares recently read books, including a new translation of The Odyssey and rereading the Earthsea trilogy by Ursula K. Le Guin. He reflects on the theme of human finitude in Le Guin's books and its relevance to current discussions on human immortality and transhumanism. Jonathan expresses mixed feelings about the pursuit of human immortality and the importance of accepting human limitations. He mentions his recent LinkedIn post predicting future trends, including the impact of AI and technology on society. Timestamps: 02:56: Conflict Management and Pro Bono Work  06:25: Influence Training for Special Forces 11:37: Influence Techniques and Training Methods  22:43: Conflict Resolution in Personal Life  23:44: Professional Evolution and Current Focus  27:28: Personal Interests and Future Plans  29:19: Influential Courses and Professors at Harvard  32:48: Favorite Novels and Personal Reflections  Links: LinkedIn: Jonathan Hughes | LinkedIn Articles: What's Your Negotiation Strategy? HBR Formalize Escalation Procedures to Improve Decision-Making - MIT Sloan Review Unlearning to Innovate - Ivey Business Journal Why Influence Is a Two-Way Street - MIT SMR Store Simple Rules for Making Alliances Work - HBR Featured Non-profit: Hi. This is Mark Messenbaugh, class of 1992. Special thanks to Will Bachman for putting this podcast together to keep us all informed of what one another is doing. Great to hear your stories. The featured non-profit for this episode of The 92 Report is the Boys and Girls Clubs of America. I worked for BGCA back during the 2000s. It is a life changing organization that brings youth development and safe after school and summer programs to neighborhoods around the country that need it most. Saves Lives, saves communities. I hope you'll take a look at them. You can learn more@www.bgca.org and with that, here's Will Bachman with this week's episode. To learn more about their work, visit: www.bgca.org. AI generated show notes and transcript  

Oser la Reconversion, le Podcast, épisode #178Oser La Reconversion est le podcast numéro 1 sur la Reconversion.Notre soirée immersive Oser la Reconversion le 27 novembre à Paris : https://oserlareconversion.com/soiree/S'inscrire à la Newsletter et recevoir le guide gratuit 30 jours pour se reconvertir : https://oserlareconversion.com/newsletter/Aujourd'hui, j'accueille dans Oser la Reconversion, Rose Mariton. J'ai rencontré Rose l'année dernière car elle a été nommée Femme Forbes en 2024 à mes côtés et elle a déjà eu plusieurs vies professionnelles alors que c'est une jeune trentenaire ! Elle a d'abord fait du conseil stratégique pour les entreprises puis a fondé Coquillettes Club, des aventures-enquêtes pour les 3-7 ans autour de l'alimentation et vient de se lancer en politique car elle est candidate aux municipales !Après avoir fait l'ESSEC, Rose devient consultante en stratégie chez McKinsey, un prestigieux cabinet de conseil. Mais après quelques années, son engagement écologique et ses valeurs sont plus fortes et elle décide de tout plaquer du jour au lendemain sans rupture conventionnelle. C'est en devenant Maman qu'elle a l'idée de fonder Coquillettes Club pour aider les enfants à mieux manger. Elle s'associe même mais décide finalement de tout arrêter car elle ne voit pas d'avenir financier à la hauteur de ses espérances. Aujourd'hui Rose est candidate aux municipales à Crest dans la Drôme et est investie dans le parti politique Horizons, le parti d'Edouard Philippe.Avec Rose, on a évoqué son engagement écologique, pourquoi il est essentiel pour elle d'avoir un métier aligné avec ses valeurs, pourquoi elle a décidé d'arrêter Coquilles Club et comment elle vit le fait que son associé ait continué sans elle et pourquoi elle pense qu'il est essentiel que des femmes comme elles s'engagent en politique. Retrouvez Oser la Reconversion sur Instagram : https://www.instagram.com/oserlareconversion/Télécharger le cahier d'exercices d'Oser la Reconversion pour se reconvertir : https://oserlareconversion.com/Notes & Références : - Linkedin de Rose : https://www.linkedin.com/in/rose-mariton/Contactez-moi ! Si le Podcast vous plait, le meilleur moyen de me le dire, ou de me faire vos feedbacks (et ce qui m'aide le plus à le faire connaître), c'est simplement de laisser un avis sur Apple Podcast, un commentaire sur Youtube et d'en parler autour de vous. ça m'aide vraiment alors n'hésitez pas.Pour me poser des questions, participer au podcast ou suivre mes aventures, c'est par ici :- Sur Instagram @clervierose : https://www.instagram.com/oserlareconversion et @clervierose : https://www.instagram.com/clervierose- Sur Linkedin : https://www.linkedin.com/in/clervie-rose-boennec-a09065102/- Sur Youtube https://www.youtube.com/channel/UC7Qzm4HrS5OdmdXoY344vqA- Par mail : partenariats@oserlareconversion.com

Znudziło Cię pytanie, jak AI zmieni rynek pracy? W tym odcinku nie ma futurystycznych prognoz – jest analiza tego, co dzieje się tu i teraz. Rynek się zmienia: dla jednych to szansa na awans do technologicznej elity, dla innych przyspieszona automatyzacja pierwszych szczebli kariery.Jarosław Kuźniar przygląda się fenomenowi Forward Deployed Engineers – nowej, poszukiwanej grupie zawodowej, która łączy kod z biznesem. Z drugiej strony pokazuje kulisy projektu Mercury, gdzie byli bankierzy uczą AI… jak wykonywać ich pracę. Felieton stawia pytania, które wielu chciałoby przemilczeć: co się stanie, gdy AI już się nauczy wszystkiego? Czy edukacja i tradycyjna ścieżka zawodowa jeszcze mają sens? Nie chodzi tylko o technologię. Chodzi o wybory, które firmy podejmują dziś – między „zatrudnimy mniej” a „wykorzystajmy ludzi inaczej”.Z tego felietonu dowiesz się:- Kim są Forward Deployed Engineers i dlaczego firmy technologiczne prowadzą o nich bitwy?- Jak OpenAI szkoli AI, karmiąc ją wiedzą od byłych pracowników Wall Street?- Czym różni się podejście McKinsey („technologia wspiera ludzi”) od Amazonu („potrzebujemy mniej ludzi”)?- Dlaczego znikają stanowiska juniorskie i co to oznacza dla młodych?- Jakie strategie pomogą przetrwać na rynku pracy, który już nigdy nie będzie taki sam?

Donnez-moi votre feedback par SMS (mobile uniquement)!Cet épisode retrace la généalogie de l'impératif de croissance, du capitalisme de Marx aux modèles contemporains de McKinsey.De la reconstruction d'après-guerre au PIB de Kuznets, de Keynes à Drucker, la croissance est passée d'indicateur à idéologie : grandir, c'est survivre.Puis sont venues les crises — financières, écologiques, sociales — et la question oubliée : croître, oui, mais pour quoi ?Avec Tim Jackson et Kate Raworth, une nouvelle vision s'esquisse : croître dans les limites du donut, entre plancher social et plafond écologique.Et si le véritable enjeu n'était plus d'accélérer, mais de choisir — enfin — ce qui mérite vraiment de croître ? Accès gratuit à toutes nos ressources: www.coapta.ch/campusAccès aux archives du podcast: www.coapta.ch/podcast© COAPTA SàrlTous les épisodes disponibles sur www.coapta.ch/podcast ou sur votre plateforme préférée (Spotify, Apple Podcasts, Google Podcasts); cherchez "Leadershift" ou "Vincent Musolino" Faites partie de notre communauté sur le Discord officiel COAPTA!

The moment that stayed with him began at a marketplace where sales dashboards showed 40% gross margin—yet finance closed the books at 20%, Boon tells us. The gap, he discovered, lived in the shadows: rebates, discounts, and “free” services that never touched operational metrics. He manually traced economics to the client level and found margins many considered healthy were thin—or nonexistent. One customer representing roughly 30% of revenue delivered 0% gross margin, Boon tells us.That scene explains his broader path. He started in London investment banking “working on deals 24/7,” then spent five years at McKinsey across Europe on corporate finance and strategy. At Zalando he founded Strategic Finance to ready the company for IPO—tightening the P&L and working capital. Hypergrowth taught him that unchecked hiring breeds overlap and data drift, so ownership and reporting must evolve with scale, Boon tells us.He gravitates to complexity. At his current company—public since 2021 and combined with a U.S. competitor bought for “about a billion USD”—systems sprawl and legacy platforms made accuracy difficult while two-thirds of revenue came from the U.S., across 130 countries with people in 14, Boon tells us. He cut legal entities from 28 to 14, moved to one ERP, and shortened the monthly close from “15 days” to “five or six days,” Boon tells us. Two efficiency programs, a 120 million refinancing, and a rights issue 60% oversubscribed rebuilt credibility.Back at the marketplace, he installed a pricing director reporting to finance, killed blanket rebates, and tied commissions to net revenue. Within 12 months, margin rose from 20% to 40%, Boon tells us—proof that disciplined economics, not dashboards, drive durable turnarounds.

Kate Lowry discusses her book "Unbreakable" and how to thrive under fear-based leaders. Kate is a Silicon Valley veteran, CEO coach, and a venture capitalist. She has worked with high-pressure organizations like McKinsey and Meta. Kate explores how to thrive in environments dominated by intimidation. Host, Kevin Craine Do you want to be a guest? https://Everyday-MBA.com/guest Do you want to advertise on the show? https://Everyday-MBA.com/advertise

Inside the AI Classroom: Dan & Ray's Big AI-in-Education Download In this fast-paced news roundup, Dan and Ray dive head-first into the latest research and developments shaping AI in education. From MIT's Perspectives for the Perplexed guide for schools, to McKinsey's take on "agentic AI," to Google's LearnLM experiments with AI-powered textbooks, the duo unpack what every educator needs to know right now. They explore what's happening inside classrooms, universities, and edtech labs — including new findings on AI literacy, evolving assessment design, and why "policing AI use" misses the point. Plus, they debate the rise of AI-integrated browsers like ChatGPT Atlas, what it means for assessment integrity, and how tools like Microsoft Copilot are reshaping both teaching and admin work. It's the ultimate AI-in-education briefing — thoughtful, fast, and full of insights (and laughs) from two of the field's most passionate voices. Here's all the links to news and research mentioned in the podcast (and, most importantly) the Two Ronnies Fork Handles sketch! Fork Handles https://youtu.be/sO6EE1xTXmw?si=5Iix8Jo_xiZCRVCn News MIT "Guide to AI in Schools: Perspectives for the Perplexed" https://tsl.mit.edu/ai-guidebook/ https://tsl.mit.edu/wp-content/uploads/2025/08/GuideToAIInSchools.pdf One year of agentic AI: Six lessons from the people doing the work https://www.mckinsey.com/capabilities/quantumblack/our-insights/one-year-of-agentic-ai-six-lessons-from-the-people-doing-the-work OpenAI Atlas (and Perplexity Comet) https://openai.com/index/introducing-chatgpt-atlas/ An Opinionated Guide to Using AI Right Now https://www.oneusefulthing.org/p/an-opinionated-guide-to-using-ai Google "Learn Your Way" pilot https://learnyourway.withgoogle.com/ Towards an AI-Augmented Textbook https://arxiv.org/abs/2509.13348 Experimentally Testing AI-Powered Content Transformations on Student Learning https://arxiv.org/abs/2509.18664 PEW Research into AI attitudes around the world https://www.pewresearch.org/global/2025/10/15/how-people-around-the-world-view-ai/ Copilot in Windows https://blogs.windows.com/windowsexperience/2025/10/16/making-every-windows-11-pc-an-ai-pc/ Copilot consumer updates https://www.youtube.com/watch?v=j4jXM8yTdnQ&feature=youtu.be M365 Copilot Education updates https://www.microsoft.com/en-us/education/blog/2025/10/designing-microsoft-365-copilot-to-empower-educators-students-and-staff/?msockid=0a3b30f5f88b6061226e245bf9b96140 BBC: The lecturers learning to spot AI misconduct https://www.bbc.com/news/articles/c2kn3gn8vl9o UNE are rolling out their Madgwick AI system to all students https://www.linkedin.com/posts/aaronbdriver_aiineducation-highered-enterpriseai-activity-7378920493543845888-aZ3I Research The Bubble and Burner Model of AI-Infusion: A Framework for Teaching and Learning https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5501341 Firm or Fickle? Evaluating Large Language Models Consistency in Sequential Interactions https://aclanthology.org/2025.findings-acl.347/ GASLIGHTBENCH: Quantifying LLM Susceptibility to Social Prompting, https://openreview.net/forum?id=0BYRYwGCbK What does 'good teaching' mean in the AI age? https://journals.sfu.ca/jalt/index.php/jalt/article/view/3649 How university students work on assessment tasks with generative artificial intelligence: matters of judgement https://www.tandfonline.com/doi/full/10.1080/02602938.2025.2570328 AI Knows Best? The Paradox Of Expertise, Ai-Reliance, And Performance In Educational Tutoring Decision-Making Tasks http://arxiv.org/pdf/2509.16772v1

Il a perdu 50 % de sa fortune pendant la bulle internet. Et c'est ce jour-là qu'il a commencé à se trouver. Marc-Antoine est un ancien consultant chez McKinsey, serial entrepreneur devenu coach de dirigeants internationaux. Après avoir tout connu — la réussite, la perte, la reconstruction — il enseigne aujourd'hui l'art de décider sans peur. Dans cet épisode, on parle de : La différence entre le mode survie (fondé sur la peur) et le mode abondance (fondé sur la création) Sa méthode P.O.D. — Pause. Observe. Décide., un outil simple pour prendre des décisions claires même dans le chaos Les 3 clés du discernement : s'aimer, respecter la relation, et n'attendre rien en retour Et de ce qu'il appelle la posture de service, qui transforme la manière d'entreprendre et de diriger “Décider sans peur, c'est revenir à soi avant d'agir. C'est là que commence le vrai leadership.” Une conversation à la croisée du business, de la psychologie et du sens. Un épisode pour celles et ceux qui veulent diriger, entreprendre ou accompagner autrement — sans perdre leur humanité en route. --- Pour échanger ensemble → https://calendly.com/borisduda/30min S'abonner à ma newsletter → https://substack.com/@borisdudaHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Exhaustion signals TESLA - a rabbit out of a hat! Fed meeting in focus S&P earnings week - its a big one PLUS we are now on Spotify and Amazon Music/Podcasts! Click HERE for Show Notes and Links DHUnplugged is now streaming live - with listener chat. Click on link on the right sidebar. Love the Show? Then how about a Donation? Follow John C. Dvorak on Twitter Follow Andrew Horowitz on Twitter Warm-Up - Don't fight the tape - Exhaustion signals everywhere - but plenty of money floating around it seems - Seeing lots of overheated signs..... - BUT, everything is fine. Nothing to worry about Markets - Fed Meeting today and tomorrow - Rate decision on Wednesday - Biggest week for earnings (S&P) - ATH - Let' GO! First time over 6,780 for the S&P 500 - Profit margins with those Tariffs - Surprise! - Emerging markets - On FIRE! Factoid - Ft Lauderdale Boat Show - The economic impact of the Fort Lauderdale International Boat Show (FLIBS) is significant, generating over $1.78 billion in economic output for Florida, supporting more than 100,000 jobs, and creating millions in sales and taxes. The Fort Lauderdale International Boat Show is considered to be the largest boat show in the world, with over 3 million square feet of exhibition space across multiple marinas. Godcaster is turning churches into local radio stations - Get the Godcaster app on Android and iOS - An Adam Curry Project Fed Meeting - Stock and All time highs - GOLD, SILVER rocking - Crypto doing just fine - GDP good - Employment good - Housing market improving - Limited information about economic activity due to Government is CLOSED - Inflation is well about Fed's own measures (3%) - FED IS GOING TO LOWER RATES REMEMBER - NOTHING TO WORRY ABOUT - TRUST THE GOVERNMENT  CPI - The consumer price index showed a 0.3% increase on the month, putting the annual inflation rate at 3%, both lower than expected. - Excluding food and energy, core CPI showed a 0.2% monthly gain and an annual rate also at 3%, less than forecast. - The Bureau of Labor Statistics released the data specifically because the Social Security Administration uses it as a benchmark for cost-of living adjustments in benefit checks. Otherwise, the federal government has suspended all data compilation during the shutdown. Quick Meme Update - BYND - fell back to earth - down to $1.75 from $7 last week... - We should have shorted for the game like we talked about - It was supposed to be the next Apple! Qualcomm News! - They are in the game now - seems that Qualcomm now has the goods to compete with AMD and NVDA - Stock up 15% on this news (AMD and NVDA unfazed) - Qualcomm's data center chips are based on the AI parts in Qualcomm's smartphone chips called Hexagon neural processing units, or NPUs. - Nearly $6.7 trillion in capital expenditures will be spent on data centers through 2030, with the majority going to systems based around AI chips, according to a McKinsey estimate. (3% of of annual GDP for the ext 5 years) Why Not Intel? - The U.S. has formed a $1 billion partnership with Advanced Micro Devices  to construct two supercomputers that will tackle large scientific problems ranging from nuclear power to cancer treatments to national security, Energy Secretary Chris Wright and AMD CEO Lisa Su told Reuters. - The U.S. is building the two machines to ensure the country has enough supercomputers to run increasingly complex experiments that require harnessing enormous amounts of data-crunching capability. The machines can accelerate the process of making scientific discoveries in areas the U.S. is focused on. NVDA Spending Spree - Massive announcements today and $1billion stake in Nokia - Nokia announced on Tuesday that Nvidia is taking a $1 billion stake in the networking company, the latest partnership for the artificial intelligence chipmaker. - Shares of Nokia soared 26% higher following the news.

Send us a textJenny Rae was told she had the *worst case interview ever.* Her McKinsey mock interview was a total disaster. The feedback from her friend at McKinsey? Cancel the real interview or prepare harder than ever.In this episode, Jenny Rae shares how she went from bombing that mock to becoming Bain's #1 recruit on the East Coast. You'll hear the exact prep strategy she used, the case interview mistakes that almost cost her everything, and how she turned it all around.Additional Resources:Join the Black Belt program for the same playbook Jenny Rae used, now used by 15,000+ candidatesGet our best case interview prep resources, from deep dives to free guides and practice material Connect With Management Consulted Schedule free 15min consultation with the MC Team. Watch the video version of the podcast on YouTube! Follow us on LinkedIn, Instagram, and TikTok for the latest updates and industry insights! Join an upcoming live event - case interviews demos, expert panels, and more. Email us (team@managementconsulted.com) with questions or feedback.

Ami Shah has one mission: to change the way families experience financial advice.In this episode of The Advisor Journey, Ami Shah, co-founder and CEO of Steward, shares how her path from McKinsey and Facebook led her to build a firm designed for first-generation wealth builders. She opens up about the personal story that sparked her calling, the operational systems that fueled Steward's $60M growth, and how her “CORE” framework (Confident, Organized, Relieved, Engaged) helps families feel in control of their money and their future.From developing a 60-point custodian evaluation matrix to using automation to enhance trust and empathy, Ami proves that modern advice can be both deeply human and highly efficient.Advisors will walk away with tactical insights on building scalable systems, fostering emotional connection, and serving clients who've worked hard to earn what they have—often for the first time.ABOUT ALTRUIST: We're on a mission to make independent financial advice better, more affordable, and accessible to everyone. As a modern custodian, Altruist helps high-growth, client-centric, and tech-forward RIAs deliver great advice to more clients at lower costs. Want to find out how Altruist can help you grow? Talk to our team by visiting www.altruist.com/talk-to-us STAY CONNECTED: Instagram ► https://www.instagram.com/altruistcorp/ Twitter ► https://x.com/altruist Linkedin ► https://www.linkedin.com/company/altruistcorp/ ABOUT THE ADVISOR JOURNEY: Real-life strategies for the modern financial advisor who's ready to scale. Join Altruist leaders and guests as they share proven tactics, unfiltered advice, and hard-won lessons you can apply to your own practice. These conversations will propel your career to the next level—don't miss it. Disclaimer: Altruist Corp ("Altruist") offers technology and tools designed to help financial advisors achieve better outcomes. Advisory and certain other services are provided by Altruist LLC, an SEC-registered investment adviser, and brokerage related products and services are provided by Altruist Financial LLC, a member of FINRA/SI...

Our show today is being sponsored by Free Float Analytics, the only platform measuring board power, connections, and performance for FREE.DAMIONAmazon to announce largest layoffs in company history, in AI push. WHO DO YOU BLAME?Former CEO Jeff BezosAICovid (This wave of layoffs results from overhiring during the pandemic)Executive Chair and largest shareholder Jeff BezosF5 Expects Revenue Hit From Cyber Attack. F5, a $20B billion technology company with impressive gross profit margins of 81%, experienced a cybersecurity incident involving unauthorized access to certain company systems by a sophisticated nation-state threat actor. WHO DO YOU BLAME?The Risk committee: Dreyer, Klein, Montoya, Budnik*Chair Marianne Budnik is deemed to have Cybersecurity experience because she serves as a Chief Marketing Officer in the cybersecurity industryPeter Klein was the CFO at Microsoft for less than 4 years, then was the CFO for WME for 6 months and then has only been a director since 2014.Risk committee member Michael Montoya specifically. F5 revealed that the director mysteriously resigned in the same filing it disclosed the cyberattack, despite having served for only 4 years. According to the proxy, had “extensive experience as an information security executive.” Following his resignation from the Board, Mr. Montoya continued his service with the Company and has been appointed as F5's Chief Technology Operations Officer.The entire board, for doing dumb modern day board things: announced that CEO François Locoh-Donou, would assume the additional role of Chair of the Board following the Company's next Annual Meeting of Shareholders 12 days after they announced the cyberattack.Investors. 98% YES average this year: 7 over 99.2%, including Risk Committee Chair Marriane Budnik with 99.6%. Nobody feels like they have to work hard to impress anyoneF5! It's a god damn cybersecurity company!How climate change is fueling Hurricane Melissa's ferocity. WHO DO YOU BLAME?Exxon CEO Darren Woods because he sued his own shareholders last year: Arjuna Capital, LLC and Follow ThisExxon CEO Darren Woods because just yesterday: Exxon sues California over new laws requiring corporate climate disclosuresExxon CEO Darren Woods because gas and oilClimate ChangeOpenAI says U.S. needs more power to stay ahead of China in AI: ‘Electrons are the new oil' WHO DO YOU BLAME?The fear-and-spending geniuses behind the original Cold War: Truman, Stalin, ChurchillPeople who historically ignored Eisenhower and his statements on the U.S. military-industrial complex when he explicitly warned that defense contractors and the military could exert undue influence on government policy. Sound familiar?Anyone who empowered the board to not be empowered when they tried to fire Sam Altman for such reasons as:Conflicts over OpenAI's rapid growth and direction, especially the tension between aggressive AI deployment vs. safety oversight.Power dynamics between Altman, key researchers, and board members — some may have felt he had too much unilateral control.The college that let Sam Altman drop outSammy Altman Citi's Jane Fraser consolidates power with board chair vote — and a $25 million-plus bonus to boot. WHO DO YOU BLAME?The entire Compensation, Performance Management and Culture CommitteeThese two long-tenured Compensation, Performance Management and Culture Committee membersDiana L. Taylor* 10 other directorships: Brookfield Corporation, Accion (Chair), Columbia Business School (Board of Overseers),Friends of Hudson River Park (Chair), Mailman School of Public Health (Board of Overseers), The Economic Club of New York (Member), Council on Foreign Relations (Member), Hot Bread Kitchen (Board Chair), Cold Spring Harbor Lab (Member), and New York City Ballet (Board Chair)Peter B. Henry*8 other directorships: Nike, Inc., Analog Devices, Inc., National Bureau of Economic Research (Board), The Economic Club of New York (Board), Protiviti (Advisory Board), Biospring Partners (Advisory Board), Makena Capital (Advisory Board), and Two Bridges Football Club (Board)The lowest common denominator effect of bank compensation committees:Wells Fargo CEO Charlie Scharf: ~$30M special equity grant tied to becoming Chair as well as CEO (3 months after meeting)Goldman Sachs: CEO David Solomon & COO John Waldron ~$80M each (retention RSUs vesting in ~5 yrs)KeyCorp: CEO Chris Gorman & four other senior execs: ~$8M for Gorman; ~$17M combined for the five NEOsThe passive ownership (re: management-friendly) of BlackRock, State Street, and Vanguard (combined 22%): without their votes at Goldman then Say on Pay was nearly tied, which might have dissuaded the year of one-off bonuses for banking CEOs??The world is about $4.5 trillion short of securing a sustainable food supply for the future, global food and ag business CEO [Sunny Verghese, CEO of food and ag company Olam Group] says. WHO DO YOU BLAME?The world's top 28 richest people (those worth ~$160 B each) together would equal $4.5 trillionThe world's greatest sycophant Tesla chair RobynDenholm: “On the pay package specifically: “It's not about the money for him. If there had been a way of delivering voting rights that didn't necessarily deliver dollars, that would have been an interesting proposition.”Any two of these basically redundant techbro companies' market caps would sufficeNvidia ~$4.2 trillion Microsoft ~$3.8 trillion Apple ~$3.1 trillion Amazon ~$2.4 trillion Alphabet ~$2.2 trillion Meta Platforms ~$1.8 trillion Broadcom ~$1.3 trillion Taiwan Semiconductor Manufacturing Company ~$1.2 trillionBill Ackman. Because he's a douche.MATTTarget is eliminating 1,800 roles as new CEO Michael Fiddelke gets set to take over the struggling retailer - WHO DO YOU BLAME?Current CEO Brian Cornell, who's “stepping down” to the role of Executive Chair - which is basically still CEO, just on the board and doesn't have to talk to employees anymore, so he can eliminate 1800 jobs and then fade away into a multimillion dollar unaccountable board roleFuture CEO Michael Fiddelke, who starts February 1, 2026, but is current COO and was forced to send the memo to employees telling them 8% of the workforce will be cutMonica Lozano, chair of the compensation and human capital management committee of the board, who's also on the BofA and Apple boards and is the most connected board member at a highly connected board - does the chair of the human capital committee have to weigh in on firing?OpenAI - the memo makes zero mention of the fact that part of Target's problem is that it shit on gays and blacks because of a feckless internet toad named Robby Starbuck, but feels very written by AI which would account for phrases like:“Adjusting our structure is one part of the work ahead of us. It will also require new behaviors and sharper priorities that strengthen our retail leadership in style and design and enable faster execution so we can: Lead with merchandising authority; Elevate the guest experience with every interaction; and Accelerate technology to enable our team and delight our guests.”Does anyone know what that word salad actually means? Doesn't it just mean “you're fired because we basically sucked at our jobs”?Hormel recalls 4.9M pounds of chicken possibly 'contaminated with pieces of metal' - WHO DO YOU BLAME?The audit committee, the closest committee responsible for enterprise risk (ie, metal in chicken) - Stephen M. Lacy, William A. Newlands (also lead director), Debbra L. Schoneman, Sally J. Smith (chair), Steven A. White, Michael P. ZechmeisterThe governance committee - James Snee, the now retired CEO who retired somehow in January but the company still hasn't found a permanent replacement 9 months later - so they're being run by Jeff Ettinger, interim CEO? Chair Gary C. Bhojwani, Elsa A. Murano, Ph.D., William A. Newlands (also lead director), Debbra L. Schoneman, Steven A. WhiteThe one black guy on the board - Steve White - who works at Comcast, is somehow qualified to be on Hormel board, and is on BOTH the audit committee AND governance committeeThe conveyor belt that spit pieces of metal as large as 17mm long into “fire braised chicken” sent to hotels and restaurantsCervoMed appoints McKinsey veteran David Quigley to board of directors - WHO DO YOU BLAME? Board is 2 VCs, a longtime biotech CFO, and five MD/PhDs. And among those 8, there are just two woman - the co-founder/wife of the CEO and a VC. And when they did their search, they could only find a longtime professional opinion haver - a consultant from the big three?Nominating committee for lack of imaginationEx or current McKinsey, Bain, and BCG employed directors - the opinion industrial complex - make up a whopping 4% of ALL US DIRECTORSAmong boards with MULTIPLE ex opinion directors: Kohl's is 25% consultantStarbucks is 27% consultantDisney is 30% consultantsWilliams-Sonoma is 38% consultantCBRE is 40% consultant!Nominating committee chair Jane Hollingsworth, for not looking around the room and saying, “hey dudes, can we add, like, maybe, ONE other lady?”Co founders Sylvie Gregoire and John Alam (also CEO) who own 17.3% of voting power - add in Josh Boger, board chair and 12.3% voter, and you basically have the CEO daddy and his buddy Josh with 29.6% of voting controlSylvie and John's bios, which neglect to mention they're married to one anotherWe are all terrified of the future - which headline is worse for your terror? WHO DO YOU BLAME?The world is about $4.5 trillion short of securing a sustainable food supply for the future, global food and ag business CEO saysBill Gates Says Climate Change ‘Will Not Lead to Humanity's Demise' - ostensibly because billionaires in bunkers will, in fact, survive on cans of metal-filled Hormel chili.Sorry, Yoda. Mentors are going out of styleMan Alarmed to Discover His Smart Vacuum Was Broadcasting a Secret Map of His HouseJennifer Garner's baby food company is going public on the NYSE — should investors be putting their eggs in this basket?Woman Repeatedly Warned by Canadian Exchange Not to Transfer Crypto, Gets Scammed AnywayOpenAI completes restructure, solidifying Microsoft as a major shareholder - MSFT owns 27%, the non profit which controlled the company “for the benefit of humanity” now will only control it for 26% of humanity?Tesla risks losing CEO Musk if $1 trillion pay package isn't approved, board chair says - IF MUSK LEAVES, WHO DO YOU BLAME?Robyn Denholm, board chair, whose job it is to manage Musk, but does it like an overwhelmed permissive mother who parents with chocolate and Teletubbies when the kid has a tantrumKimbal Musk - I was told by a bunch of directors and institutional investors at a conference, no joke, that Kimbal was still on the board (ie, not voted out) to control his brother's ketamine intake and crazy episodes. So if he throws a tantrum and leaves, isn't it bro's fault? This is a binary trade - Musk gets extra pay/control, stock goes up and isn't de-meme'd. Musk doesn't, he leaves and the stock is de-meme'd and drops arguably by 66% or more to be more like a car company with some tech. So do we blame investors, no matter what they do? They meme'd the stock in the first place, he couldn't get a trillion extra dollars if they hadn't pumped up the stock - and now they could vote with humanity (no pay) or meme capitalism (pay)!Techbro middle school conservatism - is this Ben Shapiro and Joe Rogan's fault? A Yale economist paper suggests that Musk's politics cost between 1 and 1.26 million Tesla car sales… Would we even be worried if Musk stayed out of politics? Wouldn't the market have just paid him whatever?Pop quiz: which directors stay on the board if Musk leaves in a tantrum?Jeffrey StraubelKimbal MuskRobyn DenholmJames MurdochKathleen Wilson-ThompsonIra EhrenpreisJack HartungJoe Gebbia

Eric Resnick joins host Brandon Sedloff to discuss his remarkable journey from a lifelong passion for skiing to leading one of the world's most prominent travel and leisure investment firms, KSL Capital Partners. Eric shares how early lessons in combining vocation with avocation shaped his career, from his first role at McKinsey to helping professionalize the ski industry with Vail Resorts. He details KSL's evolution from its early recreation roots to its current global platform investing across hotels, resorts, health clubs, and hospitality businesses. The conversation explores the firm's investment philosophy, the development of the Ikon Pass, and the operational discipline behind building authenticity at scale in leisure-focused businesses. They discuss: • The origins of KSL and its transformation from recreation to global travel and leisure investing • Lessons from the early institutionalization of the ski industry and creation of the Epic and Ikon Passes • How KSL creates value through operational excellence and alignment between real estate and operations • The future of travel: luxury experiential trends, wellness, and the role of AI in shaping guest experiences • Leadership lessons on authenticity, culture, and staying nimble in times of uncertainty Links: Eric Resnick on LinkedIn - https://www.linkedin.com/in/eric-resnick-1b96a8b6/ KSL Capital Partners - https://www.kslcapital.com/ Topics: (00:00:00) - Intro (00:01:51) - Meet Eric Resnick: CEO of KSL Capital Partners (00:14:43) - The evolution of Vail Resorts and the ski industry (00:18:14) - Founding of KSL Capital Partners (00:22:24) - KSL's investment strategy and industry impact (00:24:01) - The intersection of real estate and private equity (00:29:39) - Challenges in raising a first-time fund (00:30:58) - Key factors for success in platform investing (00:34:24) - KSL's current scale and investment strategies (00:40:51) - The Icon Pass: revolutionizing the ski industry (00:46:40) - Future trends in travel and leisure (00:52:01) - Balancing authenticity and scale in hospitality (00:55:41) - Navigating volatility and cybersecurity concerns (00:59:19) - Conclusion and final thoughts

In this episode of Conversations on Careers and Professional Life, I explire one of the most powerful frameworks for structuring clear, persuasive business communication: the Minto Pyramid Principle. The framework, created by Barbara Minto at McKinsey, is a simple but transformative way to organize ideas. Think of your communication as a pyramid: At the top is your main point — your recommendation, your answer, your "so what." Beneath that are the supporting arguments — the key reasons your audience should agree with or believe your main point. At the base are the evidence and details — the facts, data, and analysis that give those arguments weight. The beauty of the Pyramid Principle is that it works at every level. Your entire presentation can follow it, each section within your presentation can follow it, and even each individual slide can follow it. Every idea should ladder up neatly to the one above it. Why does this matter? Because most presentations and meetings fail not because the ideas are bad, but because the structure is confusing. When you cram multiple ideas into a single slide, include disconnected data, or bury the lead, your audience can't follow the story. If everything is important, nothing is important. The Pyramid Principle forces you to make choices. It asks: What's the single most important point I want my audience to remember if they leave after five minutes? That's the point that belongs at the top of the pyramid. Everything else exists to serve that idea—or it doesn't belong. Here's how to apply it. Start with your answer—your key recommendation. Imagine that the most senior person in the room gets a phone call and leaves six minutes into your presentation. If they walk out then, will they know what you're recommending? Don't make your audience wait until slide 17 to find out your point. Put it right up front. Then, support it with your major premises—ideally three. There's a reason consultants love the "rule of three." Research shows that once you go beyond three supporting points, credibility actually drops. Four or five reasons feel like overkill; three feels complete. For example: "We recommend launching the pilot in Austin—because customer adoption is highest, operational costs are lowest, and the competitive landscape is still open." That single sentence is a mini pyramid: a clear main point supported by three reasons. Each reason could then become a section, a slide, or even a paragraph of an email—each with its own evidence and analysis. Finally, check that every piece of content—every chart, bullet, and image—supports one of those reasons. If it doesn't, cut it. Anton Chekhov said, "If there's a gun on the wall in Act I, it must go off by Act III. If it's not going to be fired, take it down." The same is true for your slides: if it doesn't serve your main point, it shouldn't be there. Common pitfalls? Starting with background or methodology. You want to show your process, but your audience doesn't care how you got there until they know where you're going. Start with the destination. Overloading slides. Each slide should have one key message, and the title should say it, not label it. Instead of "Customer Survey Results," say, "Customers are willing to pay 20% more for faster delivery." Forgetting your audience. The Pyramid Principle works best when grounded in AIM—Audience, Intent, Message. Who are you talking to? What do they care about? What action do you want them to take? Before you build your next deck, don't start in PowerPoint. Start with a piece of paper. Write your main point at the top, your three strongest supporting arguments underneath, and then only the data or visuals that prove those points. When you've done that, you've built a story pyramid that's clear, concise, and persuasive. Remember—slides don't cost anything. Use as many as you need, but only one idea per slide. Start with the answer. Support it with logic. End with confidence. That's the Minto Pyramid Principle—and it's how you turn information into influence. Resources Mentioned Barbara Minto, The Pyramid Principle Nancy Duarte, Resonate and Slide:ology Scott Berinato, Good Charts HBR: "How to Give a Killer Presentation," by Chris Anderson

Vik Malhotra, McKinsey senior partner and coauthor of CEO Excellence and A CEO for All Seasons, examines the strategic pressures that now define the CEO role: a "30- to 40-year tech revolution," intensifying geopolitics, shifting consumer behavior, and demographic change. As he notes, "every business at some level is a tech business," and this multipolar, fast-changing environment places a premium on leaders who can "thread the needle" between paradoxes, short-term delivery versus long-term reinvention, legacy versus disruption, and analysis versus decisiveness. The conversation connects these macrotrends to practical leadership mechanics, how to set direction, allocate scarce resources, and design institutions that can learn, adapt, and scale without losing their core. Key strategic insights and takeaways Set an audacious, persistent north star. "The very best leaders set bold, some might say audacious, aspirations early in their tenure," Malhotra explains. Through downturns and market noise, they "persevere" and repeat a few priorities "until the organization internalizes them." Consistency, not novelty, creates credibility and followership. Treat resource allocation as a hard choice. "Capital, expense, and talent, it's a zero-sum game," he recalls from his interview with Jamie Dimon. Great CEOs "starve something" to fund their boldest bets and resist spreading resources "like peanut butter." Make culture operational and selective. Effective leaders focus on one or two levers that reinforce strategy, Satya Nadella's emphasis on a growth mindset at Microsoft being a prime example. They design rituals, incentives, and role modeling that embed new behavior. Build a star team, not a team of stars. As one CEO told Malhotra, "This is not about a team of stars, it's about a star team." Complementary strengths, mutual accountability, and candor matter more than individual brilliance. Institutionalize continuous learning and reinvention. Exceptional leaders avoid the "sophomore slump." They systematize learning—internally by seeking dissent and externally by "looking around corners." "You can never be complacent," Jamie Dimon told him. "You've got to keep pushing forward." Operate as a technology-native company. "Every company is a tech company," Malhotra insists. Technology must be business-led, embedded in cross-functional product teams, and scaled deliberately beyond experimentation, especially in AI. Anticipate nonmarket shocks. Leading teams now run geopolitical and demographic scenarios "to understand how the company might have to pivot." This preparedness extends to smaller firms "thrust into geopolitics" for the first time. Distinguish between experimentation and bet-the-company decisions. Leaders should allow "rapid, cheap failure" to learn quickly, but apply exhaustive risk management to the few "truly consequential, bet-the-company" decisions. Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf Get Exclusive Episode 1 Access of How to Build a Consulting Practice: www.firmsconsulting.com/build Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

I episode #126 prater vi med Martin Schütt; medgründer og daglig leder i Askeladden & Co, miljøet bak selskaper som Dr.Dropin, Squeeze, Blid, Verd, Randi og Edda.ai.Som 13-åring hentet han ødelagte mobiler fra en telekiosk, fikset dem, og solgte dem på Finn.Han solgte “gullnumre”, sykler, PC-er – og 30 000 munnbind under svineinfluensaen.Etter NHH og noen år i McKinsey oppdaget han at mange av verdens største selskaper egentlig ikke fungerte så bra på innsiden.Det ble startskuddet til Askeladden & Co - et miljø som bygger selskaper som utfordrer det etablerte.I dag har Askeladden over 17 selskaper, 2 000 ansatte, over 2 millioner kunder - og nær 3 milliarder kroner i omsetning.I episoden snakker vi om oppveksten som formet ham, gleden ved å bygge, og hva som skjer når nysgjerrighet, risiko og råskap møter struktur og ledelse.Vi snakker om å pusse opp kjøkkenet for å starte et imperium, kostymelageret i kjelleren, limoturene under pandemien, og den følelsen av frihet når sjøflyet letter.Dette er episode #126 og Martin Schütt. 00:00 – Intro: Om Askeladden & Co og 17 barn på kontoret03:00 – Oppveksten: Nøtterøy, munnbind, gullnumre og nysgjerrighet07:00 – Samfunnet og skapegleden: Hvorfor nordmenn har sluttet å «gasse»16:00 – Barndommens avtrykk: Flytting, selvstendighet og drivkraft24:00 – Vennskap og balanse: Hvordan relasjoner endrer seg med årene27:00 – Kostymelager og limoturer: Lekenhet som livsfilosofi31:00 – Å bli far: Hvordan barn gjorde ham mykere som menneske og leder35:00 – Starten på Askeladden: Fra Cutters til et gründersystem45:00 – Lærdom og feil: Hva som faktisk fungerer når man bygger selskaper49:00 – Folk og ledelse: Hva han ser etter når han rekrutterer – «grit og gnist»57:00 – Kostymer fredag og kultur: Hvordan lek skaper prestasjon59:00 – Kunsten å fly: Friheten, mestringen og flytsonen1:02:00 – Avslutning: Refleksjoner om liv, frihet og å gønne på

What happens when a high-powered executive walks away from a billion-dollar corporate role to build a life of passion-driven ventures? In this episode of Beyond the Thesis with Papa PhD, David speaks with George Appling – former McKinsey partner turned “passionpreneur,” festival founder, and author of Don't Settle: A Pick-Your-Path Guide to Intentional Work. George shares his transformative pivot from strategy consulting and telecom leadership to launching a medieval theme park, a summer camp rooted in artisan crafts, a mead company, and a nonprofit for veterans. His story is a blueprint for mid-career reinvention and aligning work with personal values.

The promise has been titillating: quiet, electric taxis taking off vertically, floating over urban traffic. The consulting firm McKinsey says in a matter of five years, flying taxi fleets could rival airlines in size.Well, maybe. It's already taking longer than predicted. Marketplace's Henry Epp has been tracking the industry and its evolution.

The promise has been titillating: quiet, electric taxis taking off vertically, floating over urban traffic. The consulting firm McKinsey says in a matter of five years, flying taxi fleets could rival airlines in size.Well, maybe. It's already taking longer than predicted. Marketplace's Henry Epp has been tracking the industry and its evolution.

In this special re-run episode of the AgCulture Podcast, we revisit our conversation with Aidan Connolly, President of AgriTech Capital. Aidan explores how AI and advanced technologies are reshaping agriculture, sharing his insights on innovations such as robotics, precision farming, and data-driven tools that are changing the way farms operate. Tune in to learn how these advancements are helping the industry become more sustainable, more efficient, and better equipped to handle labor challenges!Discover Aidan Connolly's book The Future of Agriculture – now available in 4 languages!

The workplace is changing fast.From economic uncertainty to cultural shifts and the rise of AI, business leaders are operating in a constant state of pressure, and a troubling leadership style is on the rise.In this episode, I sit down with CEO coach, venture capitalist, and author Kate Lowry to unpack what fear-based leadership looks like and how to protect yourself from it.We explore:- Why fear-based leadership is on the rise- How to spot a fear-based leader before you sign on- Tactical “upward management” techniques that actually work- The psychology behind leaders who operate through shame, manipulation, and control- Gendered differences in how fear-based leaders show up at work- The critical skillsets you must develop to thrive in today's environmentIf you've ever felt gaslit, overworked, or subtly manipulated by someone in power, this episode is your blueprint for protection and empowerment. Listen now.“You are not powerless. You just need new tools for a new era of leadership.”—Kate Lowry is a CEO coach, venture capitalist, and author based in Silicon Valley. An expert in fear-based leaders, Kate developed her methodology growing up in a personal hierarchical family, then refined her approach in the elite worlds of start-ups, private equity, management consulting, and big tech at McKinsey, Meta, and Insight Partners. She is the author of Unbreakable: How to Thrive Under Fear-Based Leaders. In her free time, you can find her writing comedy and music and cuddling her service dog, Annie.Learn more and grab the book at:www.katelowry.comYou can also connect with her on:LinkedInFacebookInstagram

On this episode of The Founder's Sandbox, Brenda McCabe sits down with Jen Apy, Area Managing Partner and Chief Marketing Officer at Chief Outsiders, to explore how scaling companies can unlock growth through fractional marketing leadership. Jen shares insights from her 30+ years of marketing experience—spanning Mattel, Adobe, Intuit, and now Chief Outsiders—and introduces listeners to the Growth Gears framework: a strategic methodology designed to help small and mid-sized companies grow efficiently and sustainably. Jen and Brenda also dive into key trends such as the rise of “flash teams,” how AI is transforming the marketing playbook, and the importance of being a learning organization in a fast-moving world. You can find out more at https://www.chiefoutsiders.com        transcript:  00:04 So  welcome back to the Founder's Sandbox. I am Brenda McCabe, the host of this monthly podcast where I am joined by business owners, founders, and professional service providers that are scaling businesses. 00:34 with great corporate governance. This podcast is now in its fourth season and very excited to have Jen Apy as my guest today. For those that are subscribed to the Founder Sandbox, you always know that we have a story that's going to be told about the origins of the company and the founder  and the professional's experience as the introduction here. And we will always come back to the... 01:02 the sandbox where we're talking about resilience, purpose-driven and scalable growth. And when Jen, who I've known now for several years, we work in the same ecosystem, spoke to me about the growth gears, that is kind of the overarching framework  of chief outsiders. I was fascinated and wanted to offer the platform of the podcast to get the message out to  business owners that are 01:30 scaling and have not yet thought about using fractional marketing services. So welcome, Jen, to this fourth season. um Absolutely delighted to have you here. Oh, I'm delighted to be here. Excellent.  So we did choose a title. We're gonna you're gonna hear the word growth gears throughout this podcast. So the title for the podcast today is growth gears for scaling. And 01:56 Jen and I kind of share a similar background in the sense that we've been out there over three decades.  I um had my own consulting business. I worked in the McKinsey & Company and reinvented myself uh around really bringing the expertise that I had at multinationals into the ecosystem  of growth stage companies. Jen, tell me you are multifaceted marketing professional over three decades. 02:26 of experience contributing to marketing excellence. Tell us a bit about your origin and your currently, I think since five years ago, the area managing partner and chief marketing officer of Chief Outsiders. So share a bit how your role has evolved and what's it like to be with this company that was once a startup itself. Well, thank you so much for having me, Brenda. It's been a wild ride. 02:56 I feel like I was so lucky  early in my career to work with fabulous marketers at Mattel and Intuit and Adobe.  And now to have  the opportunity to apply those skills to help small to mid-sized companies grow. It's really been a fantastic experience. I feel like this is my purpose. Oh, beautiful. To share these enterprise little marketing skills with smaller companies that 03:25 are hungry for growth.  you when I, when I meet founders or I meet CEOs, I'm always really curious about, know, what's working, what's not working. You know, how do we create this flywheel that can help them grow in scale? It really is, is something I enjoy. You know, you found your purpose and then  I guess your purpose found you  working with chief outsiders because you were also a solopreneur  for years. What would be your 03:54 tagline if if anybody were to just listen to five minutes of the founder sandbox, what would be. Jen appease tagline such a good question. I think it would be be something like committed to growth. I feel like that is my purpose. That's what I enjoy. And you know now it's part of outsiders. I I now have 125 colleagues who feel the same way. They've all been fortune 1000. 04:23 and larger company marketers from a variety of different industries. think collectively we've probably covered over 80 industries, over 5,000 engagements. I mean, it's just incredible that the people at Cheap Outsiders that I get to work with every day. And I do feel like commitment to growth is almost a shared purpose for all of us. That's why we're here, because we love to make an impact, to see that impact on smaller companies and  be a part. 04:52 of their leadership team. We say that we're outsiders, but we're really embedded as insiders and therefore we can have that impact on  companies and watch them grow in scale. It's very gratifying as a marketer. m I  also work in the small and medium sized enterprise area.  And last month I actually wrote a blog on enterprise,  forms of enterprise and the like. 05:18 Did some research  on actually SMEs.  How many  SMEs in your estimation actually  reach  or go beyond $10 million in revenues? SMEs are 47%, I believe, for the number of enterprises in the United States. But how many actually scale beyond the $10 million revenue? You know, it's a surprisingly small number,  like maybe less than 1%. But you know, that's why we're here. 05:47 We want to increase the chances that those companies can scale, you know, 10 million, 50 million, 100 million. We believe that by really applying the market insights, customer insights, competitive insights into, you know, the strategies around positioning and offers and target marketing will lead to the cost of 06:14 efficient and cost effective strategies and execution that will help companies scale. that really is the heart of the growth gears methodology and approach. Well, that's  a great segue. You and I met at the recurring revenue conference, I guess, in the seventh year. And as you walk me through  the growth gears,  you also have an assessment tool. Would you like to  share? 06:42 overarching what is what are the gears, the growth gears, what are the key aspects that  one can be surveyed about and then and how to engage with  the chief outsiders, because I found it fascinating.  And I actually used it with one or two of my clients to kind of get the wheels, no pun intended, right to  to start moving, right? 07:12 Yes, so the assessment that we use asks companies and leaders questions about the business, about how much do they know about their customers, their competitors,  the company, they looked at market trends? And then starts to ask about, do they know where their revenue  comes from, where their growth is gonna come from? they  understand what channels are most efficient and are they measuring uh the effectiveness  of the marketing? 07:41 programs that they have in motion. And it's not every single question that we could ask, but just enough to get them thinking about where growth is gonna come from. And so we use this assessment, usually around this time actually, we're getting close to Q4. And we use it about this time in order to help them think ahead in terms of what are the priorities that are needed for the following year in order to stimulate. 08:08 enable or actualize growth. So if anyone's interested in doing this assessment with me, it's free. Just, you know, reach out to me on LinkedIn, happy to provide you with the link and then have a conversation about what the answers mean. Absolutely. Jen, we'll put those, the survey or the assessment, pardon me, in the show notes. All right. Great. In addition to other areas. So talk to me a little bit about Chief Outsiders. You did say it was a startup at one time. 08:37 How long has it been around? What's the organization look like? And what are the challenges that you particularly are dealing with with the advent of AI? That's a very little question.  That's a great question,  though. But  Chief Outsiders has been around for over 10 years. I think we've been around before the term fractional  executive or fractional marketer was even a term. think 09:01 Maybe early on we might've been discussed as strategic business consultants, right? Because we're helping companies grow in scale. But we've been around for over 10 years. We've been on the Fortune 5000 for quite a few years. I think definitely 10 or more. the way that we've grown is by really focusing on what marketing leadership needs to do. 09:30 for companies, which at the end of the day, it's about  knowing who your customers are, where to find them,  and  then how to grow the company  based on  that focus on finding and retaining customers, whether it's increasing market penetration within a certain target segment or  finding new markets or launching new products,  whatever that growth strategy is, how to harness that  and  help 10:00 a company,  um, scale over time  and marketing has changed so much. I know over the years, mean, I've seen that with your companies is  overwhelming. I pardon. I will get back to the question, but I, many, many years ago, McKinsey, was a marketing expert research. We didn't have all these amazing tools we have today to conjoin analysis, you know, with your Excel sheets, right. And focus groups. 10:29 Right. So the sophistication, channel, you know, growth explosion is, you know, I threw my talent a long time ago. Well, you know, it used to be, you know, direct mail and then websites, right. And then e-commerce and, and then it was about social media and content marketing and then SEO. I mean, it's just daunting. And now we have to be thinking about AI in all facets of the 10:59 the marketing toolkit, right? It's  impacting every aspect of what we do as marketers.  And we have to be thinking about AEO, like answer engine optimization in addition to SEO. So it really is rather overwhelming. So I think that over the years, Chief Outsiders has recognized that the marketing tactics and strategies are going to change and we need to change with it. But that the focus on 11:27 growth is going to come from really the growth gears, right? The approach to understanding the market, understanding how to go to market,  understanding how to  execute cost effectively. So recently in the advent of AI, knowing that it was going to impact so much of the marketing mix, we actually started to develop an AI platform for us to use. Yes, for us to use internally. What it does is confidentially, 11:57 takes all of the insights for all of the engagements that we've done with companies so that when we are working with clients, we can benefit from that collective knowledge and be able to deliver  better, deeper, faster insights from day one for our clients. So deeper insights, proven strategies, best practice execution. There isn't a workstream for marketing sales that isn't going to be impacted by AI. 12:25 So we've definitely thought about that and made sure that we can  leverage all this knowledge in order to help us be better marketers for our clients. That's  fascinating. It's kind of scary, right? So you've basically like in the healthcare industry, you've anonymized, right?  The plethora of data, right?  Within the  walls  of 12:54 chief outsiders of the 10 years of experience and I don't know how many clients, right? To then really document and have your own, for lack of another word, I guess, is it? The knowledge base. The knowledge base, but it's kind of an ocean, right? Data ocean. Yeah. And, you know, and this is how the AI tools work. 13:19 We figured we might as well have something that we can use on a proprietary basis and that can help us not only create our deliverables and have better deliverables, but also to help us manage processes.  Because as we talked about with marketing, there's just so much going on, so much to consider, so much to do. This AI platform also helps us to manage those processes.  And one of the things we haven't talked about yet is fractional resources. 13:47 I believe really are the future of work. And that's one of the reasons why I'm so excited to be a part of Chief Outsiders because we believe that as well. And that's also part of the reason why we built this platform.  Right. So one thing that I want to  highlight just from the last discussion here is 14:08 AEO rather than SEO or in addition to SEO that I mean, heard it here on the founder sandbox. Not only do we have to be looking to have our SEO optimization, it's AEO optimization. Yes. So answer engine optimization. And that's coming of course, from the AI tools. You know, I think the stat is something like 70, 71 % of searchers, anyone searching. 14:37 They're now using the AI engines instead of, or sometimes in addition to regular search. But it's the reason why Google is losing traffic share, right? Because people are going to these AI engines sometimes exclusively for certain things. And so this has had an impact on marketing in a couple of ways. One is we need to now optimize our content for answer engines, which it's not that much different from SEO. We still have to adopt the same good. 15:06 SEO practices, you keywords, relevance, backlinks, things like that. But now we call it LL  or large language model optimization in 2025. uh In order to be able to rank in those answer engines, we need to also consider  brand strength and authority, oh citations, quality of content, sentiment.  You know, we really 15:35 PR  from  authoritative sources is really going to become  more important. And so we do a lot of testing ourselves  in terms of how Chief Outsiders ranks in these engines. I was going to ask you, have you done that?  Yes. And that's how we know that it's not just the SEO good practices that's helping to rank in answer engines. um 16:02 It's also these other things, brand strength and authority. The content needs to answer questions. these engines are understanding when content is authoritatively answering a question. And there's so many factors involved in figuring that out. There are a number of tools we use to see how we're ranking. There are a number of tools we use to figure out how we're 16:33 uh how we're able to, uh I guess, for lack of better words, out the competition, right? And score, right? In our content. And we use this knowledge of how it's working for us  to help our clients as well. And we've been doing this from the beginning because we were very aware of all the changes. um So you have your own growth gears operating system. 17:00 It's a remote working AI enabled platform, right? That also enables remote and hybrid teams  that come together.  Speak to me a little bit about that. GrowthGear's operating system is effectively your LM?  Yeah, that's the, well, that's the AI platform that we developed is called the GrowthGear's operating system. And so not only does it leverage  the best content, the best tools, but because of the way that we're designing it and it's really to support us, right? And how we work. 17:29 we are really enabling fractional resources  and remote and hybrid teams to work together effectively on  the projects,  the marketing, the growth plans that companies need to scale.  this is kind of the way, I mean, if we believe that fractional resources are  of economic benefit to both companies because they don't have to hire 17:56 A lot, you know, heavy talent, right for long term. They can hire just what they need when they need it.  And also as they evolve and grow, they might need different resources, right? So they can they can cycle through  the skill sets they need, but but also because there's economic value because workers, if they want to be more flexible, if they want to leverage a specific skill set and not necessarily be tied to one company gives them  the freedom and flexibility to. So I think for for both reasons, there's there's a lot of. uh 18:26 momentum toward this style of working. the platform that we have, you know,  it  can enable these operational fractional resources, not only marketing, but any part of the organization in the future.  Let's go. Let's take that idea or what you're observing in the market and actual client work a little bit further. So how would a potential client 18:54 engage with chief outsiders. They're at, you know, 3 million AR, they have not yet hired a marketing full time, right? How, what would would walk us through a typical, for lack of another word, engagement, or how do they engage with chief outsiders? And particularly, the second part of that is, if you're talking about 19:21 Flash teams, I think is the term that you and I discussed, right? Yeah, it's actually the title of a book being launched by a professor from Stanford,  Melissa Valentine. She's coined this phrase flash teams, which essentially  is what cheap outsiders does, right? We  pull together the resources that a company needs at that moment in time in order to solve their growth problems.  we're essentially a flash team enabled by 19:51 the growth gears operating system. Cool. So I'm not I'm the CEO. I've got to hit some revenue milestones. I've interviewed some candidates. I'm not yet sold for you know, bringing in full time, full time chief marketing officer. Jen gives me a call. How do I how do you how do I engage with you? Yeah, well, the first thing I want to understand is, is what what keeps you up at night? 20:21 Right? What, what are some of your growth challenges that, you're struggling with? Because the first thing I want to do is really understand, you know, what resources do you need at this moment in time in order to get you from A to B?  so oftentimes  we'll look at this and say, is this, is this going to be solved by a marketing led team or sales led team? Sometimes that's the first  thing that we're thinking about. And then how much do we know already about the situation in terms of. 20:49 customers, competitors, market insights, customer buying journey, channels that are working and not working. We're wanna know all of that so that we can figure out the most efficient way to approach solving those growth challenges and what work streams are needed. So we'll bring in a fractional executive that's a good fit for that company and then orchestrate the resources that are required to get to the next step. And then when that engagement  is through, 21:18 we'll figure out what the next level is. Maybe the next level is bringing in full-time permanent resources to help execute and to help scale where we paid ourselves out of the picture. Or maybe it's just dialing back to more of an advisory role and then bringing in fractional resources from different places in order to be able to test and scale and see what's going to work, what's going to land  before we orchestrate on a more. 21:48 So we're very flexible with what a company needs at any point in time. And no two companies are alike. You when you're a $3 million company, you might have talent and skills and gaps that are different from the last client that we had. And we know that. We can recognize those situations just because we've had so much experience working with so many different companies. We can very quickly figure out what's needed for the next step and just give a company exactly what it needs. 22:16 to it. You do tap into your, your network of your 125  professionals with them, know, goodness,  the years of experience that you all have obtained while at fortune 1000 companies. Amazing. Oftentimes, I've seen you  with as keynote speaker, you do give conference speak and you speak at conferences. What one of the most recent 22:42 conferences.  I'm not uncertain where it was, but you the topic you spoke to, Jen, was winning website traffic in the age of AI, what CEOs need to know? Can you without sending us to  you know, that I don't know whether it's on online, we can put that in the show notes. But what's the top, you know, line messages from that conference where you spoke about winning website traffic? Yeah. 23:10 Well, I did it with a couple of my colleagues who are very experienced in digital transformation and now how to win traffic with the answer engines. And  so we talked about some of the uh tactics that we're finding work nowadays and how that's going to change how companies need to think about orchestrating their marketing mix. So Mike. 23:36 Colin Angela gave an example of a very specific example of an article that had been written for SEO that now needs to be written for AEO just so that people  could see the difference. But I think the main message that we were trying to send uh to companies is uh marketing is not static. Just because you've figured out your marketing mix doesn't mean it's going to work two years down the line. It's constantly evolving. And so you need leadership. 24:04 who can be thinking about how are customer behaviors changing? How do I reach them differently?  And the fact that  71 % of searchers are going to answer engines, that's a huge shift and marketers need to be ready to  address that. So  if you're a smaller company and you just don't have the resources to keep retraining your staff. 24:29 every year or so  and you need that expertise in the know how do I compete now today? How do I set myself up for success? That's where we as Fractional Resources can come in and help you be that learning organization, that resilient organization that's going to survive through the next sea of change. 24:51 That is  fascinating. Yeah, it's it's a living beast, right? marketing and it's moving so rapidly, it would be hard. I'm to actually have the inside resources, the talent inside unless they're constantly being retooled. So it is  an opportunity to use fractional resources, depth of expertise that you have.  Yeah.  And that's one thing that I value about the chief outsiders culture is the fact that I think what's made us 25:21 so resilient is the fact that we're really a learning and sharing organization. We've recognized that change happens rapidly. To be resilient, we need to change and constantly be learning and retooling ourselves. And that is something  we highly value.  But to be able to do that quickly,  no one person can do all this on their own. It's nearly impossible and very overwhelming. You can't do it in a silo. So we have a culture of sharing where 25:50 If we learn something new, um we'll share with the rest of the organization. So that, that, uh, that webinar that we did was just as much for us and our executives as it was for the clients that we, that we serve in this culture of sharing really creates resiliency in the sense that  if, a company brings in one of our fractional executives and let's say they encounter a market challenge or a sales challenge that that particular 26:19 executive hasn't seen before, they can turn to the other 125 marketers and say, hey, let's get together. Let's put our best brains on this business and determine what things we might be able to try or what things we should put in place in order to benefit this organization. And I think there's no individual fractional out there that has access to that much talent and expertise. 26:49 on a moment's notice as we do. And that's part of what's going to create the resiliency that we need as an organization  to survive in the next decade, because everything is just going to start to move faster and companies are going to just need that much more speed. So, but we also believe that's a value that we can bring in addition to being interim  and not being full-time and bringing in the expertise they need to write at that moment.  We can also draw on the collective expertise of the tribe. So the brain trust. 27:19 Well, that's a good term. love that. Right. Brain trust. I love that brain trust. One  technical question of the 125  professionals within chief outsiders and interim roles. Is it solely in the marketing area or do you also offer maybe in the sales?  there other interim roles?  That's a really good question. So we do focus on marketing and sales primarily, but sometimes we're actually brought in as fractional COOs. 27:49 as well or division heads. And it's because of our broad leadership expertise. And some of our executives have been  CEOs  of their own companies. They founded companies, they've sold companies. So they do have that broader business perspective, but primarily it's marketing and sales. Excellent. We're going to switch gears, to  the standby. No pun intended. 28:17 That's right. That's  here in the founder sandbox. I'm passionate about building resilience, scalable and purpose-driven companies. And I like to ask my guests briefly, what is the meaning of resilience? What does that mean to you? Or does he chief outsiders? It's a fascinating part of the podcast for me become that you have very different definitions. And that's the beauty of asking this. Yeah.  Well, I think that resilience, at least for for me, for us, a chief outsiders means 28:46 being able to survive and move forward and grow in the face of massive change.  Right. It's not, it's not bending to the will of the market. It's,  it's, it's basically saying, you know what? We know how we can add value at this moment in time. And we have the tools to address this change and add value. that, you know, it is one of the reasons why we constantly are thinking about 29:15 how do we bring more  to the table for our clients? So in addition to the growth years operating system that we created, we also have an ecosystem called team outsiders of fractional marketing execution resources that we can draw on at any point in time and create our own flash teams for our clients. So let's say we've gone through the strategy and we've determined that we really need an e-commerce expert 29:45 that can optimize Amazon or we really need somebody who can take charge of developing the content that's going to  address not only SEO and or but also AEO and we'll draw from our pool of team outsiders resources and we'll put together that fractional team for the client at a moment's notice. So we believe that that is going to make us a lot more agile. 30:13 for our clients because sometimes they just need to get started,  but they don't have time to go higher or they don't have time to go evaluate a new agency. We can bring somebody in. We can, we can set the stage. We can get things going and then let them have the time to decide really who they want on a longer term basis. So, you know, agile teams, flash teams, it comes from our ability to be able to,  draw on this network  of. 30:42 team outsiders and to be resilient.  How about purpose? What's purpose mean to you?  Purpose. You know, I think that when I look back on my career and also what I'm doing here at Chief Outsiders, I get the most satisfaction from seeing smaller companies grow from helping founders make their dreams come true. You know, there are so many great companies out there. 31:12 that just need a shot at the big time, right? And we can do that because we've seen it. We know how to get a company from one to a hundred. We've seen it. We know what a company at one or a company at zero, what they're faced with from the standpoint of  challenges, time, resources, focus, right? And so we can adjust what we do in order to adapt to that environment. But we know what an organization is going to need 31:41 to be competitive and to need to grow at 30, 50, 100. And we can keep our sights on what that needs to be and advise the companies we're working with on how they're gonna get there. So yes, we're implementing this today, but it's gonna look like this tomorrow, but we're not ready for that yet. We're just gonna do this here today because you don't have the time or the bandwidth or the money to do that many things. But this is, we've done the analysis, we've done the research, we've done the testing. 32:11 This is what you need to scale for right now. So, you know, being able to do that and then see  these companies grow from 10 to 30 to 50 million, it's a thrill. it  is very, very rewarding. So I think that, you know, I found my purpose and this is the, in speaking with my colleagues, they're all, we're all here for the same reason. So we really do have that shared. 32:39 purpose and we really enjoy what we do. Fantastic last one and then we'll move to how to contact you scalable growth. I'm certain you're going to talk about those the growth gears, but what's scalable right? What's that mean to you?  Scalable growth to me means we figured out what works and we can replicate it cost efficiently and cost effectively. So that is 33:07 our focus when we're working within the growth gears methodology, we're looking for the way to scale most cost-efficiently effectively. I know that one of the things that you are really big on with your  companies, the companies you invest in is governance. Yes. You're really big on governance.  And when I think about governance, I think about responsibility and accountability. And what that means to me as a marketer, 33:35 And  as a revenue leader is making sure that the spend that we commit to in marketing and sales is going to drive revenue and growth cost effectively.  so by making sure that we've done the analysis, that we figured out what's going to work, that we've tested before we scale is that responsible governance approach, right? To marketing and so 34:05 You know, I think that there are some companies that are in situations where they have to scale no matter what. They just throw money at it, you know, scale no matter what. And there are situations where that needs to happen. But we find with the companies that we work with that the more responsible, prudent, accountable, you know, organic growth is what the founders are looking for. And we know how to do that. 34:35 Replicable, right? Replicable, yes.  Amazing.  So Jen, um last question before  we listen to how to contact you. you have fun today in the Founder's Sandbox? Oh, it's always a pleasure to talk with you, Brenda. I really enjoy our conversations. We're of like minds. That's true. That's true. Avid readers and bringing the best to our clients. So thank you. How can my listeners 35:04 find you  and best reach chief outsiders. Yes. So they can find me on Jenna,  but they can also find me on the chief outsiders website on the leadership tab. And from the chief outsiders website, you can also learn about all of the things that we do. can meet all of the 125 executives that we have. You can learn more about growth gears, OS and team outsiders. Excellent.  And 35:32 In the show notes, will provide the assessment so that you listeners that are actually considering, you know, what do I need to do at this last quarter of the year, right? To plan my marketing resources, just download the assessment. It's a very interesting tool. So thank you. Well, to my listeners, if you enjoyed this episode with Jen Appie of 35:56 chief outsiders. I'd encourage you to subscribe to this monthly podcast where we have founders, business owners, corporate board directors and professional service providers that are really building scalable, purpose driven and resilient companies with great corporate governance. Signing off for this month. Thank you for joining us here on the Founder's Sandbox.  

Send us a textA wedding week. A sudden collapse. An operating room that opened into something luminous.In this deeply moving conversation, Mike McKinsey shares the near-death experience that transformed the ruptured appendix into a profound awakening of meaning, faith, and purpose. He recalls the moment he says Jesus took his hand, the breathtaking landscape of living light and domed cities, and the jolt back to a hospital bed.It's a story told with honesty and detail — one that gently reminds us there's more to life than the body.We explore what came after the vision just as much as the vision itself: pneumonia, ICU nights, and a second encounter that arrived as a quiet but unmistakable voice — tell our story, expect valleys, keep walking. Over two decades, Mike has learned to live by that guidance, listening for small promptings, testing them through action, and meeting scepticism with empathy. His message now reaches millions through podcasts, books, and the near-death experience community.

FinovateFall Best of Show winner Krida's AI layer is transforming the lending process and deepening relationships to make the process easier for everyone. Detailed Summary: Krida, cofounders by Shivangi Khanna and Sophie Jewsbury join Greg on this episode to talk about their assistive AI tools for commercial loan officers in relationship banking and localized community banking. Krida focuses on streamlining the commercial lending process through workflow automation. The platform they demoed in New York addresses the universal pain point of document collection and processing by automating the feedback loops between borrowers and loan officers, pre-filling forms, and reducing overall cycle time from lead generation to loan application completion. The system can work as a standalone solution that integrates with existing core banking systems or it can function alongside loan origination systems to maintain established workflows. Shivangi and Sophie share their experience post-demo, where they discovered broader market appeal than they anticipated. While they originally designed their product alongside community and regional banks, they were pleasantly surprised by significant interest from credit unions looking to build out their commercial banking platforms. Additionally, super regional and national banks approached them, expanding their potential customer base beyond their initial target market. Both co-founders emphasized that the pain points they address - manual document processing, understanding diverse business requirements across different locations, and data entry work - are universal across all types of financial institutions, regardless of size or organizational structure. The conversation concludes with some personal background for both Sophie and Shivangi. Shivangi talks about spending nearly a decade in finance and technology, including time at JPMorgan Chase working with interest rates and regional bank balance sheets, which provided deep insights into banking operations and regulatory compliance. For her part, Sophie previously built an SME lender in Southeast Asia and worked as a bank consultant at McKinsey, giving her firsthand experience with manual processes in lending workflows. These experiences have helped them to make Krida into the Best of Show winning solution that it is today. More info: Krida: https://www.krida.ai/ ; https://www.linkedin.com/company/krida-ai/ FinovateFall Demo: https://finovate.com/videos/finovatefall-2025-krida/ Shivangi Khanna: https://www.linkedin.com/in/shivangik/ Sophie Jewsbury: https://www.linkedin.com/in/sophiejewsbury/ Greg Palmer: https://www.linkedin.com/in/gregbpalmer/ Finovate: https://www.finovate.com; https://www.linkedin.com/company/finovate-conference-series/ #Finovate #Krida #FinovateFall #BestofShow #lending #podcast #fintechpodcast #financialservices #AI #relationshipbanking #loanorigination #digitraltransformation #fintech #finserv #modernization #innovation #startup #banking #creditunions #communitybanks

Wyndham rolled out a $95/year Wyndham Rewards Insider subscription for U.S. customers, offering at least 10% off rates at 8,000+ properties (excluding Echo Suites), automatic Gold status, and flight discounts up to 15% international and 5% domestic to keep the brand relevant between stays. Major hotel chains head into a tough earnings season after two straight quarters of RevPAR declines through September, with economy hotels down 3% year-over-year and analysts watching for further corporate headcount cuts following reductions at Marriott and Hyatt. Meanwhile, GetYourGuide says it's profitable for the first time, booking a record 10 million experiences in Q3 (up 30% YoY) and nearly $1.2B in annual revenue, as a Skift x McKinsey report pegs global experience spending at over $1T and up to $310B for paid, structured activities. Connect with Skift LinkedIn: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/company/skift/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ WhatsApp: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://whatsapp.com/channel/0029VaAL375LikgIXmNPYQ0L/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Facebook: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://facebook.com/skiftnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/skiftnews/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Threads: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.threads.net/@skiftnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Bluesky: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bsky.app/profile/skiftnews.bsky.social⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ X: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/skift⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Subscribe to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@SkiftNews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and never miss an update from the travel industry.

53. Didn't think the Tradwife Movement would make its way to U.S. workplaces? It's here. Here's what we can do about it.Half of Americans want a return to traditional gender roles. But here's the breakdown that should worry you: 60% of men vs. 40% of women. That's a 20-point gender gap—and it's affecting your workplace whether you realize it or not.What if the tradwife trend isn't just TikTok noise—what if it's quietly undermining your career advancement, normalizing sexism at work, and making "mom guilt" even worse?In this episode, I'm unpacking how cultural shifts toward traditional gender roles are pushing women out of the workforce—and why job sharing is one of the most powerful tools to fight back with real equity at work AND home.In episode 53:The polling data that reveals the gender divide (Gen Z gap: 19 points!)Why the tradwife movement is gaining traction—and the 5 forces driving it4 major ways this cultural shift is affecting your workplace right now

221 is the number of New Yorkers who joined CBC's Mayoral Smart Choices Half-Day Conference. In part 2 of a three-part series, a panel explores important questions about delivering services to New Yorkers: how do we ensure that the most high-quality and effective programs rise to the top and are managed well? How do we shrink what isn't working even if it's politically popular? - Henry Garrido, Executive Director, District Council 37 - Melanie Hartzog, President & CEO, The New York Foundling; former Deputy Mayor for Health and Human Services, and Budget Director - Meera Joshi, President, Green-Wood Cemetery; former Deputy Mayor for Operations - Anthony Shorris, Partner, McKinsey; former First Deputy Mayor - Andrew Rein (moderator), President, CBC

How can the right combination of curiosity, collaboration, community, and classes equip students to be changemakers? How can you expand the definition of and participation in entrepreneurship and what are the outcomes? How is AI changing education and work to prepare students for change? We dive into these questions with Cornell Suhartono, current Berkeley student, Samiha Singh former student and now a McKinsey consultant, and Laura Paxton Hassner Executive Director of the Berkeley Changemaker® program.

Stop burning money on AI subscriptions that aren't generating revenue. While Fortune 500 companies waste millions on AI implementations that never pay off, savvy solopreneurs are quietly building AI-powered revenue engines that work 24/7. Discover the enterprise framework that turns your $20 AI tools into profit machines. Most solopreneurs are drowning in AI subscription costs without seeing real returns. You're paying for ChatGPT Plus, Gemini Advanced, and multiple AI tools, yet you're still trapped in the same administrative quicksand that's killing your growth. Eva Dong, Lead of AI Value Realization at Google Cloud, reveals why this happens and how to fix it. With over a decade helping Fortune 500 companies unlock millions in AI value at McKinsey & Company and Visa, Eva knows the enterprise secrets that actually work. As a former entrepreneur herself, she understands the solopreneur struggle—every dollar must generate a return. In this mielstone 100th episode of The AI Hat Podcast, recorded live at MAICON 2025 with 1,500 AI leaders from 47 states, this episode exposes the critical mistakes killing your AI ROI and shares the proven framework that transforms AI expenses into profit centers. Learn why your agility as a solopreneur is actually your secret weapon against enterprise bureaucracy. Ready to stop wasting money on AI and start generating real revenue? Download the free AI Work Buddy template that helps you identify your highest-ROI AI use cases in under 10 minutes. https://theaihat.com/ai-work-buddy-guide/ Get it and start building your AI revenue strategy today. CHAPTERS: 00:00 Enterprise Bureaucracy vs. Solopreneur Agility 01:47 Introduction to The AI Hat Podcast at MAICON 2025 02:08 The Real Value of AI for Solopreneurs 02:41 Interview with Eva Dong: Enterprise AI Insights 03:55 Adapting Enterprise AI Strategies for Solopreneurs 09:16 Efficiency and Innovation: Two Buckets of AI Use 12:20 Avoiding Common AI Implementation Mistakes 23:29 Exploring Google AI Studio 23:43 Understanding Temperature Parameter 23:57 Creative Applications and Nano Bananas 24:30 Uploading and Synthesizing Data 24:53 Managing Data with Cloud Providers 25:28 Training AI and Measuring ROI 27:16 Adoption, Trust, and Acceleration Metrics 31:18 Solopreneurs vs. Enterprises: Speed and Agility 35:28 Future of AI: Less Human Touch, More Agents 38:38 Conclusion and Contact Information SHOW TRANSCRIPT & NOTES: https://theaihat.com/stop-burning-money-on-ai-tools-that-dont-generate-revenue/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us a textWe break down a simple framework for growing a B2B network without spam: expand into the right communities, deepen ties without more calls, and invite people closer with specific five-minute asks. Clear systems, steady cadence, and trust-first behavior turn goodwill into predictable revenue.• the three seasons of growth: expand, deepen, invite• how to spot season changes in your pipeline• deepening without Zoom: comments, spotlights, intros, resources• making small, specific asks that get a yes• blocking a weekly sacred sales hour for five touches• prioritizing past clients, referrers, superconnectors, supersharers• joining one new niche community per quarter• right-sizing asks to relationship trust levels• avoiding vague referrals with researched introductions• using light tools to avoid outreach overwhelmHead down to the show notes page and sign up for the wait list to join the tiny marketing club where you get to work one-on-one with me with trainings, feedback, and pop up coaching that will help you scale your marketing as a B2B service businessMeet Jessica Lackey - **Jessica Lackey** is the founder of Deeper Foundations, a consulting and training firm that helps expertise-based business owners grow and scale sustainable companies rooted in stronger business foundations. She brings a unique blend of corporate expertise and soulful business building, drawing on an MBA from Harvard Business School, a coaching certification from iPEC, and experience at McKinsey & Company and Nike, Inc. Jessica has supported over 200 entrepreneurs through her programs, blending systems thinking, operational rigor, and deep values alignment. She lives in Charlotte, North Carolina, with her husband.WebsitePredictable Revenue RoadmapLinkedInJoin my events community for FREE monthly events.I offer free events each month to help you master your business's growth through marketing, sales, systems, and offer strategy. Join the community here! Are you tired of prospects ghosting you? With a Gateway Offer, that won't happen.Over the next Ten Days, we will launch and sell our Gateway Offers with the goal of reaching booked-out status!Join the challenge here.Support the showApply for the Tiny Marketing Club >>> Join the ClubCome tour my digital home :) >>>WebsiteWanna be friends? >>> LinkedInLet's chat every Tuesday! >>> NewsletterCatch the video podcast on YouTube >>>YouTubeJoin my event group for live events >>>Meetup

In this episode of Noob School, we sit down with Jake Bennett (via Zoom), cofounder and Principal of Well Street Partners. You can find him on LinkedIn here: linkedin.com/in/jake-bennett314 Jake is a Virginia native whose journey spans systems engineering at West Point, five years of active duty in the U.S. Army (with assignments in Colorado, Oklahoma, and Afghanistan), and an MBA from Michigan Ross. After his service, he joined McKinsey's Chicago office—leading operational transformations for lower/middle-market industrial firms and executing procurement strategies across industries. Today, Jake and his cofounder are focused on acquiring, operating, and growing small and mid-market businesses through Well Street Partners. In this episode, we dig into: How his systems engineering and military background shaped his leadership and operational mindset What he learned at McKinsey and how that informs his approach to transformation and execution The “what, why, and how” behind Well Street Partners – investment criteria, operations playbooks, and value creation Sales, execution, and building credibility in small / middle market businesses Career transitions: how to lean into your strengths, navigate uncertainty, and build upward momentum Whether you're early in your career or plotting your next pivot, Jake offers a compelling blueprint at the intersection of operations, strategy, and mission-driven investing. Get your sales in rhythm with The Sterling Method: https://SterlingSales.co I'm going to be sharing my secrets on all my social channels, but if you want them all at your fingertips, start with my book, Sales for Noobs: https://amzn.to/3tiaxsL Subscribe to our newsletter today: https://bit.ly/3Ned5kL #SalesTraining #B2BSales #SalesExcellence #SalesStrategy #BusinessGrowth #SalesLeadership #SalesSuccess #SalesCoaching #SalesSkills #SalesInnovation #SalesTips #SalesPerformance #SalesTransformation #SalesTeamDevelopment #SalesMotivation #SalesEnablement #SalesGoals #SalesExpertise #SalesInsights #SalesTrends#salestrends

Send us a textTauseef spent a decade at BCG, rising to Principal and leading AI transformation and go-to-market strategy projects across the globe. In this convo, he breaks down exactly how to stand out in today's competitive recruiting landscape.You'll learn:How Tauseef secured offers from BCG, McKinsey, and moreWhat separates candidates who land offers from those who don'tThe X factor that will make you unforgettable in interviewsHow to design your consulting experience once you're in the firmTauseef also shares how networking helped him shape his entire BCG career – including how he had his pick of projects for four straight years.Whether you're preparing for interviews, trying to land a referral, or curious about what life inside MBB is really like, this episode is packed with insights from someone who's lived it all.Additional Resources:Work directly with Tauseef on case and behavioral prepJoin Black Belt for structured prep that covers networking, resumes, and interviewsBook a free 15-minute call with Katie for personalized guidance on which program fits you bestPractice live cases on YouTubeListen to the Market Outsiders podcast, the new daily show with the Management Consulted teamConnect With Management Consulted Schedule free 15min consultation with the MC Team. Watch the video version of the podcast on YouTube! Follow us on LinkedIn, Instagram, and TikTok for the latest updates and industry insights! Join an upcoming live event - case interviews demos, expert panels, and more. Email us (team@managementconsulted.com) with questions or feedback.

We are living in a post-trust era. Trust is at an all-time low, and people are more on guard than ever. How does this impact the property management industry? In this episode of the #DoorGrowShow, property management growth expert Jason Hull sits down with Darryl Stickel of Trust Unlimited to talk all about building and maintaining trust. You'll Learn [01:30] The Foundations of Building Trust [06:51] Where Uncertainty Comes From and How to Eliminate it [11:37] The Golden Bridge Formula [21:27] The Role of Vulnerability in Building Trust [31:49] AI and the Post-Trust Era Quotables “Sales and deals happen at the speed of trust.” “Trust is the willingness to be vulnerable when you can't completely predict how someone else is going to behave.” “There's three levers within us as individuals, and those are benevolence, integrity, and ability.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:00) This is really what property managers sell. They sell trust. They don't really sell property management.   Darryl (00:03) Yeah. Jason Hull (00:05) All right, I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. At DoorGrow, we have spoken to thousands of property management business owners, coached, consulted, and cleaned up hundreds of businesses, helping them add doors, improve pricing, increase profit, simplify operations, and build and replace teams. We are like bar rescue for property managers. In fact, we've cleaned up and rebranded over 300 businesses. We run the leading property management mastermind with more video testimonials and reviews than any other coach or consultant in the industry. And at DoorGrow, we believe that good property managers can change the world and that property management is the ultimate high trust gateway to real estate deals, relationships, and residual income. We are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now, let's get into the show. And today, I am hanging out with Darryl Stickel of Trust Unlimited. Welcome, Darryl to the DoorGrow Show. Darryl (01:26) Thanks for having me, Jason. It's a pleasure to be here. Jason Hull (01:29) It's great to have you. So I'm really excited about the topic of trust because I talk about this all the time. In fact, one of my most common phrases that I say to clients when talking about sales is that sales and deals happen at the speed of trust. And so I'm excited to get into this. So give us a little bit of background on you and then we'll get into the topic at hand. So tell us a little bit about Darryl and how you sort of Darryl (01:45) They do, yeah. Jason Hull (01:56) arrived at Trust Unlimited. Darryl (01:59) Yeah. So I was born and raised in a small town in Northern British Columbia, Canada, fairly isolated community, harsh winter conditions. And so people learned that they had to pull together and it meant that you needed to look out for your neighbor and that if you could help someone, you should. And so growing up in that background, I had a sense of responsibility to others, desire to be helpful. When I was 17 years old, I was playing hockey in a neighboring community and I was attacked by a fan at the club. And he shattered my helmet, knocked me unconscious. I ended up with a severe concussion and I had a visual impairment. I knew that I was going to become legally blind, which I am now. So my plan had been to think for a living. Jason Hull (02:32) I ended up with a severe concussion. And I had a visual impairment. Hmm. ⁓ Darryl (02:46) And now all of a sudden I had the attention span of a fruit fly and I couldn't think. and so this experience promoted a sense of empathy for me because there were such feelings of, of helplessness and hopelessness. And fast forward a few years and I'm studying psychology and moving towards becoming a clinical psychologist. And people would just come up to me and.   Jason Hull (02:52) And so this experience promoted a sense of empathy. I like... Yeah. Darryl (03:08) start telling me their problems. I'd be sitting on a bus and a complete stranger would sit down next to me and say, I'm really having a hard time. And so I wanted to understand why that was happening. And I went and did a master's degree in public administration, worked in native land claims in British Columbia. And they would ask me these sort of deep philosophical questions like, what is self-government or what will the problems look like 50 years after claims are settled? Jason Hull (03:15) So I went to understand why that was happening. And I went to do the master's degree in public administration. I worked in native land claims in British Columbia. They would ask me certain questions like what is self-government? What will the province look like 50 years after claims are settled? The last question they asked me was how do I condescend people who have shafted for over 100 years and should trust us? I thought man, that's Darryl (03:35) The last question they asked me was how do I convince a group of people who have shafted for over a hundred years, they should trust us? I thought, man, that's a good question. So I went to Duke, wrote my doctoral thesis on building trust in hostile environments. Um, had a couple of leading experts in the field of trust on my committee. And when I finished, they said, you know, when you first started, we first came to us, we had a conversation. We agreed too big, too complex. He never solves it. Jason Hull (03:43) So I went to Duke, wrote my doctoral thesis on building trust in hostile environments. Had a couple of leading experts in the field of trust on my committee. And when I finished, said, you know, when you first started, when you first came to us, we had a conversation. We agreed, too big, too complex, you never saw us. Darryl (04:03) We'll give him six months and then he'll come crawling back to us and we'll let him chisel off a little piece of this and that'll be his thesis. I said, six months in, you were so far beyond us, we couldn't help anymore. All we could do was sit and listen. And here we are years later, we think you've solved it. And so I went and worked for McKinsey and Company, a big management consulting firm, and got to start applying the concepts that I'd learned. Jason Hull (04:03) gave him six months to come from the back to us. we just left with a piece of this. would be the thesis. He said six months in, you were so far beyond us, couldn't help it. All we could do was send him us. And here we are years later, we're all sold. And so I went and worked for McKinsey Company, a big management consultant for him. Yeah. Darryl (04:25) And then on the way to a client side, was involved in a car accident, ended up with post-concussion syndrome again, and couldn't work those kinds of hours anymore. So I just started a small company called Trust Unlimited and started helping people better understand what trust was, what it is, how it works, and most importantly, how to build it. Jason Hull (04:36) started helping people better understand what trust was, what it is, how it works, and most importantly how it goes. And that's quite the journey. That's quite the story. And so now this is what your, this is your gig. This is what you focus on. You focus on helping people understand trust. Yeah. Darryl (04:52) Yeah, it's what I've devoted my career and my life to. And so for the last 20 years, I've been helping nonprofits, private sector, public sector, Canadian military got me to help them figure out how to try to build trust with the locals in Afghanistan. Yeah, so I've been trying to help solve problems. Jason Hull (05:10) Well, let's make this one of those opportunities for you to help some people that are listening figure out this challenge of trust. Because trust, really feel like, is fundamental and foundational to any relationship and to sales and to growing a business and all of that. Darryl (05:27) It is. It's so critical for your audience because they need the trust of the property owners, but they also need the trust of the tenants. They act as an intermediary and so they need to be experts at building relationships with others. Jason Hull (05:36) Yeah. Right. Yeah. So I'm sure this is, I don't know if this can be answered in a short time period, but give us an idea of how do we create trust from scratch? How do we make this work? What did you figure out? Darryl (05:56) Yeah, so we start with the definition, trust is the willingness to be vulnerable when you can't completely predict how someone else is going to behave. And that definition has two elements in it. It's got perceived uncertainty and perceived vulnerability. And those actually multiply together to give us a level of perceived risk. So we've got uncertainty times vulnerability gives us a level of perceived risk. We each have a threshold of risk that we can tolerate. Jason Hull (06:03) Okay. Darryl (06:21) If we go beyond that threshold, we don't trust. If we're beneath it, then we do. And so.   If we want to understand trust, need to understand where does uncertainty come from? Where do perceptions of vulnerability come from? And how do we take steps to manage those? Because early in a relationship, uncertainty is really high. means we can only tolerate a small range of vulnerability and still fit beneath that threshold. As that relationship gets deeper, the uncertainty declines, the range of vulnerability we can tolerate starts to grow. Jason Hull (06:41) Right. that relationship gets deeper, the uncertainty declines, the range of vulnerability increases. And so really, for your audience, it's going to be about how do I take steps to understand somebody else's uncertainty. Darryl (06:51) And so really for your audience, it's going to be about how do I take steps to understand somebody else's uncertainty? How do I help reduce it? Jason Hull (07:00) What are some typical examples of uncertainty that people might have? Darryl (07:06) Yeah. So uncertainty comes from two places. comes from us as individuals and it comes from the context we're embedded in. And so for owners, their uncertainty is what are the tenants doing? How are they treating the property? Is it going to be well maintained? Are they going to pay on time? And so property managers can help manage that by helping them set up contracts, helping. Jason Hull (07:17) Hmm. Yeah. Darryl (07:31) by reviewing the property on an occasional basis, monitoring behavior patterns for tenants, understanding tenant behavior in a way that most property managers don't have the opportunity to, or property owners don't have the property, because you see a much broader swath of humanity than the typical property owner does. You're more engaged, you're on the ground. And so, Jason Hull (07:35) monitoring behavior patterns for tenants, understanding tenant behavior in way that most property managers... Because you see a much broader swath of humanity than the typical property of the country. You're more engaged, you're on the ground. And so if we start to think about how we reduce uncertainty, uncertainty comes from me and it comes from the context. Well, what are the things that I can do as a property manager to reduce some of this uncertainty? Darryl (07:59) If we start to think about how we reduce uncertainty, uncertainty comes from me and it comes from the context. Well, what are the things that I can do as a property manager to reduce somebody's uncertainty? There's three levers within us as individuals, and those are benevolence, integrity, and ability. Jason Hull (08:18) benevolence you said in integrity what was the last what was the third one ability ability yeah okay got it I got it okay Darryl (08:19) integrity and ability and benevolence is just ability, competence. Yeah. Can I do the job?   And so Jason, we, all have the ability to build trust with others. Just some are better than others at it. Those who aren't very good have a lever that they pull and they pull that lever over and over again and just hope it lines up. Those who are better have multiple levers. Those who are really good have multiple levers and they know when to pull which one. And so. Jason Hull (08:37) This one. Hmm. ⁓ So what I do is I walk people through the different levers and help explain how to pull them. So benevolence is just the belief you got my best interest. Darryl (08:54) What I do is I walk people through the different levers and then help explain how to pull them. So benevolence is just the belief you've got my best interest at heart and that you'll act in my best interest. Jason Hull (09:03) Right. Darryl (09:06) So as a property manager, you're thinking about what does the property owner's best interest look like? What does success look like for them? How do I help them get there? Integrity is do I follow through on my promises and do my actions line up with the values that I express? Jason Hull (09:16) integrity is do I follow through on my promises? ⁓   Darryl (09:22) And so what are the both the explicit promises I'm making to people and the implied promises, the things that they're expecting from me. And then ability is, I actually have the competence to do the job? And a lot of times when we pull the ability lever, we make assumptions about what excellence looks like, but we don't include the other person in that conversation. Jason Hull (09:41) Hmm. Okay. Darryl (09:41) So as a property manager, you may think having the right forms in place and, you know, having a scheduled set of routines and you've got an idea of what excellence looks like. But if you actually included your stakeholders in that conversation, you might come up with a different list of things. And that's both the property owner and the tenant. Jason Hull (09:49) scheduled set of routines and you've got an idea of what essence of something. But if you actually included your stakeholders in that conversation, like both the property owner and tenant. Darryl (10:03) So including them in that conversation can be really eye-opening. Jason Hull (10:03) So including them in that conversation could be really helpful. Yeah. Yeah, just making sure you're both on the same page. Darryl (10:09) And then exactly. And we interpret the world through stories. one of the challenges that your audience faces is that they may have a story about what's going on with the property. The owner might have a different story and the tenant might have a third story. And that's where we run into conflict. Jason Hull (10:14) What are the challenges that your audience faces? they may have a story about what's going on. Yeah. Right. And so if we're not active, you know, a lot of times I'll talk to owners and senior executives and I'll tell them about those three levers and they'll say, well, I do all Darryl (10:29) And so if we're not active, you know, a lot of times I'll talk to owners and senior executives and I'll tell them about those three levers and they'll say, well, I do all those things. And my response will always be says who, because if it's me telling you I'm benevolent, Jason, it doesn't carry a lot of freight. You have to actually believe it. Right. So I need to include you in the conversation to understand. Jason Hull (10:42) And my response will always be, says who? Because if it's me telling you about the devil, Jason, going to carry a lot of freight. Right. I need to include you in the conversation to understand what are your best interests? How do I help you be successful? What are your best Darryl (10:56) What are your best interests? How do I help you be successful? What are your values? What are your, what's your understanding of my values and the actions I take? And can I tell a story about each decision I make and how it aligns with my values? Am I transparent about following through on my commitments? Do I say to you, I'm going to check the property every three months or every six months or once a year. Here's how I'm going to do that. Here's how I'm going to monitor.   Jason Hull (11:11) Okay. Am I transparent and I follow through on my commitments? Do I say to you, I'm going to check the property every three months or every six months or once a year? Here's how I'm going to do that. Here's how I'm going to monitor it. And then do I follow up with the owner and say, Darryl (11:28) And then do I follow up with the owner and say, as per our agreement or as per my commitment, this is me following up on the promise that I made. Jason Hull (11:31) As for our Okay, so Darryl, I love this. This aligns a lot with a book that I'm writing right now called The Golden Bridge Formula. And this Golden Bridge Formula is something that I've used in creating trust quickly in order to facilitate sales. And it's a formula that I've taught my clients. And I think it aligns really well with this. And the basic formula is, Darryl (11:44) Okay. Okay. Jason Hull (12:00) It's based on the idea that everybody trusts others to follow their own motives, to do what's in their best self-interest. We generally can trust that. And so the Golden Bridge formula is basically in simple form is me sharing my personal why, what drives and motivates me, connecting it to the business and the business's why, and then connecting the business why to the prospects why, or your targets why, like what they want. Darryl (12:07) Okay. Jason Hull (12:26) which means you have to figure out their why first, right? You gotta figure out and ask questions first and then you can share and reveal. You know, once you figure out what they want, you can share and where they wanna go. You can share your motives. so, the more extended version of the formula is personal why, what that means, plus the business why, what that means, which is where we get into the values of the company, stuff like this. And then connect it to the prospects why and what that would mean for them. And this is... Darryl (12:47) right. Jason Hull (12:52) One of my greatest shortcuts for getting somebody that's terrible at sales to do sales in an authentic way and dramatically increase their close rate. Because any objection really always boils down to, I don't trust you. That's really the only true objection in sales. I don't trust your product or your service enough to believe that it's worth the price or that it's actually gonna work or it's gonna benefit me. The one thing people trust is for others to be selfish. Darryl (13:00) Nice. Right. Jason Hull (13:20) They trust people to do what's in their best interest. So if I can share my motivation, my golden bridge, and the actual bridge is the business. The business is this vehicle that gets me what I want and it gets my client what they want, right? And so if I can relate that, it creates this connection where we can both trust each other because if I'm selfish, I am able to help them and I get what I want. And so I'll give you my example. Darryl (13:34) Right. Jason Hull (13:46) personal why is to inspire others to love true principles. And so what that means is I love learning what works and sharing it with other people. I would do that for free for fun. I love paying for it. I take it coaches and mentors and door grow secretly not so secretly exist because I love being able to spend a lot of money on coaches, mentors, programs to be able to learn new stuff that I can turn around and then benefit and share with other entrepreneurs, with my clients. Darryl (14:12) Great. Jason Hull (14:13) And they can trust that if I continue to do that, I'm going to benefit them. DoorGrow exists because everyone on my team, our why at DoorGrow is to transform property management business owners and their businesses. And so everybody on my team buys into that. We want to see our clients win and we want to change their businesses. And so that's why they come to us. And so they know if they come to us that I'm going to continue to learn, I'm going to continue to share the best stuff that I can find. in hopes that we achieve this business goal because it selfishly feeds my addiction to learning and it's going to benefit them. It's a win-win-win for everybody that's involved. Darryl (14:46) Right. Yeah, that's a powerful approach, finding shared superordinate goals, right? Finding the overlap between wins for both of us. And partly that requires, you're right, the conversation with the other to find out what their goals and objectives are, how we help them be successful. It also requires an awareness on our part of what our goals and objectives are. Right. And I mean, for me, I'm trying to have a positive impact on the world. Jason Hull (14:55) Hmm. Yeah. It also requires an awareness on heart rate.   And I mean, for me, I'm trying to have a positive impact on the world. I get a charge out of it. Trying to make the world a place. And so I'm trying to get the signal through the noise. There's a number of folks who've said I'm one of the world's leading experts on trust. There's a couple of well-placed people who said I'm the guy. I'm just really trying to have as much positive impact as I can. Darryl (15:15) I get a charge out of trying to make the world better place. And so I'm trying to get the signal through the noise. There's a number of folks who've said, I'm one of the world's leading experts on trust. There's a couple of well-placed people who've said I'm the guy. Um, and I'm just really trying to have as much positive impact as I can. And you're right. It's selfish. I've got two sons that are 24 and 21. I want the world to be a better place for them. And I like it when people are able to be successful and have powerful, productive relationships because I believe that that's one of the few things we actually control. It's how we show up in the world, how we engage with others. Jason Hull (15:49) I love it. Yeah, great stuff Let's pause there and I'll share a little word from our sponsor and then we'll get back into the topic of trust because I really love this topic. And I know that this is super beneficial because This is really what property managers sell. They sell trust. They don't really sell property management. All right. So our sponsor is CoverPest. CoverPest is the easy and seamless way to add on-demand pest control to your resident benefit package. Residents love the simplicity of submitting a service request. Darryl (16:18) Yeah. Jason Hull (16:33) and how affordable it is compared to traditional pest control options. Investors love knowing that their property is kept pest free and property managers love getting their time back and making more revenue per door. Simply put, CoverPest is the easiest way to handle pest control issues at all your properties. To learn more and to get special door grow pricing, visit coverpest.com/doorgrow. That's coverpest.com/doorgrow. All right, Darryl. back to trust. Cool. I love this idea. You talked about benevolence, integrity, and your ability, and figuring out how to relate those in a way that is believable to others. I shared a little bit about my Golden Bridge formula. I'm curious what you think of that because you're the expert on trust. Maybe I'll have to quote you in my book or something. Darryl (17:04) Yeah. Right. Yeah. that'd be awesome. Yeah. So I think part of the DoorGrow principle or part of the golden bridge principle is finding a way to be benevolent and have it be transparent. Right. Because what I, the conversation I convince, or I get my clients, my coaching clients to go through is find someone to practice with. Cause that's how we really learn and have the following conversation. Jason Hull (17:37) Yeah. Yes. Yeah. Darryl (17:52) I heard this guy, Darryl, he was talking about trust. He said that benevolence is really important, which is just a fancy word for having someone's best interest or having their back. And I think I do that, but it doesn't always seem to land that way. Have you ever experienced that? Jason Hull (18:00) Sure, yeah,   Darryl (18:07) Yeah, and just what everyone has. And so... Now we get curious and we ask the other person, can you think of an example of when you tried to act on someone's behalf and it backfired or they had the wrong story? And it creates this conversation and it starts priming them. Then we narrow the funnel and we say, has someone ever really had your back? Have they ever really looked out for you? What did they do? How did it feel? Jason Hull (18:12) Now, we get curious and we ask the other person, can you think of an example of when you tried to act on someone's behalf and it backfired or they had the wrong story? And it creates this conversation and starts priming them. Then we narrow the funnel and we say, has someone ever really had your back? Have they ever really looked out for you? What did they do? How did it feel? Now we're priming them even more. Darryl (18:36) Now we're priming them even more and we're getting a chance to get some hints about what benevolence looks like for that person. So that when we do try to pull that lever, it really lands. Then we narrow the funnel further and we say, a success for you. How do I help you get there? What would it look like if I had your best interest at heart? And that's what you guys do every day when you're trying to help companies grow the number of doors that they sell. Jason Hull (18:38) And we're getting a chance to get some hints about what benevolence looks like to that person. So that when we do try to pull that lever, it really lands. Then we narrow the funnel further and say, what's success for you? How do I help you get there? What would it look like if I had your best interest and heart? And that's what you guys do every day when you're trying to help companies grow the number of doors that they sell. You're trying to help them be successful. Darryl (19:04) you're trying to help them be successful. And so. Jason Hull (19:08) Absolutely. It sounds like almost a variation of a common sales question that some call the crystal ball question, which is like, 12 months from now, if we were to work together, how would you know that this was a success? What would success look like? If this was a win for you, what would have been true for you to feel like this was really a great decision? Darryl (19:23) Right. Right. And then here's how I'm going to help you get there. And it opens up the opportunity for us to be transparent moving forward. Because we can say, you remember when you told me this is what mattered to you? This is what success looked like? This is me doing that. So there isn't room for misinterpretation or a crossing of the wires. Now context is the other element of uncertainty, right? It's the rules of the game. Jason Hull (19:41) This is me doing that. So there isn't room for misinterpretation or crossing the border. Now, context is the other element of uncertainty. Right? It's the rules of the game. And you just talked about pest cover. That's a way to change the context so that there's a structured system in place where people can respond more consistently. It reduces uncertainty. Darryl (19:55) and you just talked about CoverPest. that's a way to change the context so that there's a structured system in place where people can respond more consistently. It reduces uncertainty. Similar with the programs that you develop for your clients. was listening to one of your podcasts around leadership. You have offerings that help them change the context. So it becomes more automated, more consistent, which creates a greater consistency for property owners and for clients or tenants that you're interacting with.   Jason Hull (20:09) Similar with the programs that you develop for your clients. was listening to one of your podcasts around leadership. You have offerings that help them change the context so it becomes more automated, more consistent, which creates a greater consistency for property owners and for clients or tenants that you're interacting with. And so you're taking steps to reduce uncertainty. Darryl (20:34) And so you're taking steps to reduce uncertainty. So how do we have a conversation with property managers about doing that same thing, about putting rules and regulations in place that govern their behavior, that push them towards a more consistent place? Jason Hull (20:38) So how do we have a conversation with property managers about doing that same thing? About putting rules and regulations in place that govern their behavior, that push them towards a Yeah, yeah, could be, I mean, it's a lot of factors go into this, right? Like their company core values certainly is how they might go about doing this. Their policies and procedures goes into more specific tactical implementation of those values. And then you're getting into like, what's the motive behind it? Which is where we maybe define like some sort of external focused client centric mission statement. Which. Darryl (20:57) Yep. and the incentive structures and the job descriptions, right? Jason Hull (21:16) relates to that benevolence. Yeah,   so even with individual team members having really solid job descriptions where there's clear outcomes defined. Yeah. Darryl (21:27) Then we go to the vulnerability side of the equation. Sometimes a sale doesn't happen because people feel too vulnerable. They want to find a solution that's cheaper or easier. Think about ice cream stores that let you try a sampling of different flavors before you buy. Or retail outlets that have return policies that are very generous. These are all ways for them to reduce your perceived vulnerability. Jason Hull (21:27) And we could They want to find a solution that's cheaper or easier. Think about ice cream store. Yeah. Darryl (21:52) So if I'm trying to grow doors, partly I want to get referrals, but partly I also want to have an opportunity for people to try me out a little bit so that they can reduce that uncertainty so that we've got varying levels of vulnerability that they can experience with us so that our relationship with them can grow over time. And so does that mean that I'm having conversations with them, sharing information with them, giving things to them for free? Jason Hull (21:53) So if I'm trying to grow doors, partly I want to get referrals. But partly I also want to have an opportunity for people to try me out a little bit so that they can reduce that uncertainty so that we've got varying levels of vulnerability that they can experience with us. So that our relationship with them can grow over time. So does that mean that I'm having conversations with them, sharing information with them, giving things to them for free? Darryl (22:22) so that they start to get a better sense of who I am and what my why is, and they can see the consistency between my values that I've expressed and the actions I'm taking. Jason Hull (22:22) so that they start to get a better sense of who I am and what my line is. And they can see the consistency between the lines that I've expressed in the actual company. Darryl (22:32) Once we've made the trust decision, we have what I call perceived outcomes. So we can have exactly the same experience, but have dramatically different interpretation of what's just happened. And we, in the outcome section, we have two levers. There's was the outcome a success or a failure and who gets the credit, who gets the blame. And because we interpret the world through stories, if we're not active in the creation of the narrative, Jason Hull (22:32) Once we've made the trust decision, we have what I call perceived outcomes. So we can have exactly the same experience, but have dramatically different interpretation of what's just happened. And we, in the outcome section, we have two levers. There's, what is the outcome of success or failure? And who gets the credit? Who gets the blame? And because we interpret the world through stories, if we're not active in the creation of the narrative, Darryl (23:01) we run the risk of people coming up with a completely different story from ours. And that perceived outcome then feeds back into our next interaction with that same person. Jason Hull (23:02) we run the risk of people coming up with a completely different story from ours. And that perceived outcome that feeds back into our next day of rationing that same person. True. Yeah. In the middle of all this, Jason, is our emotional states. So 99 % of the trust research treats people like rational actors. You've met people, right? Darryl (23:13) In the middle of all this, Jason, is our emotional states. So 99 % of the trust research treats people like rational actors. You've met people, right? Jason Hull (23:24) Yeah, they're not rational actors. We're not. We're emotional actors. Yeah.   Darryl (23:25) we're not always rational. And the more emotional, yeah, the more emotional we become, the less rational we are. Right? And so we, need to find a way to reset those emotional states before we pull these other levers because otherwise we're just wasting our time. Jason Hull (23:35) Yeah. Right. So we need to find a way to reset those emotions. Right, yeah. If we start trying to attack their story or start trying to attack when they're already preloaded or angry with logic, it's not generally gonna be super effective. Darryl (23:55) doesn't tend to work. And so the research that I do and the doctoral thesis that I wrote is different from most of the trust research in a few different ways. One is I include context, which the other work tends not to, which helps explain why we trust some people without knowing anything about them, right? Go to a doctor's office. Doctor says, off your clothes and, and you do, right? Jason Hull (24:11) Hmm. Yeah, they're kind of an earned authority in some people's minds. They've got the lab coat and they are the person we were shown to after we got through the lobby. And so we're like, I guess I will do what they tell me to do unless it gets weird. Yeah. So now take that and shift it from a doctor's office to a gas station restroom. Same two people, guys wearing the white lab coat. Darryl (24:20) Yeah. Yeah. So now take that and shift it from a doctor's office to a gas station restroom. Same two people, guys wearing the white lab coat.   Same conversation, take off your clothes. goes from credible to creepy in a heartbeat, right? Jason Hull (24:42) Right, context is definitely going to have an impact. Darryl (24:46) And then I include vulnerability, which most of the trust research doesn't, which means that trust is a continuous variable, not a dichotomous one, right? Dichotomous variable means that it's like an old time light switch. It's either present or absent. Reality is we trust some people more than the others and the trust can grow and evolve over time. Yeah. And so what I do is I try to help people learn how to build deeper relationships. Jason Hull (24:51) which means that trust is a continuous forever. The conness variable means that it's like a Right. It's on or off. Yeah. Yeah. It's a spectrum. Darryl (25:15) so that they're more resilient. So that when something goes wrong, you don't lose clients. And when things go wrong, because they inevitably go wrong, right? Jason Hull (25:20) Right. Darryl (25:27) Our response is given the most positive story you can. Tenants who leave for one reason or another aren't bad mouthing our company or are less likely to. That's what trust buys us. Jason Hull (25:28) Our response is given the most positive story you can.   Tendents to leave for one reason or another aren't bad. likely to, that's what trespassers. Yeah, yeah, absolutely. They give us the benefit of the doubt if we, and I think, you know, a lot of this is established even before the sale, during the sales process, that's how we get to the sale. And then afterwards, how we onboard them can have a massive impact so that they don't have buyer's remorse. And, you know, it's that beginning of the relationship because it's so fresh and new, it's where we're kind of establishing. Darryl (26:00) Yeah. Jason Hull (26:07) and showcasing benevolence, integrity, and ability, right? Darryl (26:11) That's right. And we're setting that story for the future interactions that we have so that they look for confirming evidence. Jason Hull (26:18) Yeah, because if we create some confirming strong evidence in the beginning and then something is out of congruence or there's something seems off to them, they may give us the benefit of the doubt. They may look at this and go, well, they've always been good to me in the past. So maybe something's off here. So they might be a little more open to having a conversation to understand why things went the way they did. Right. Darryl (26:39) Right, they might give you the opportunity to retain their business rather than just leave it. Jason Hull (26:44) Yeah, got it. Cool. Well, yeah, this is really fascinating. I really have enjoyed this. Is there anything in wrapping up that you feel would make a big impact for people that are wanting to increase this? Maybe how do they know how vulnerable to be without making themselves look like they're incompetent and hurt the ability thing? Yeah. Darryl (26:44) Yeah. Yeah. So share, don't scare, right? Yeah. ⁓ a lot of times when I talk about building trust, I talk about small dose of vulnerability, share, don't scare, you know, acknowledge that you're not perfect or that you don't know something or that you're curious about the other party. and heavy dose of benevolence. So Jason Hull (27:09) Yeah. Hmm. videos Darryl (27:26) really trying to find out what's in the best interest of the other party. ⁓ I think if we do it right, if we engage with a small dose of vulnerability to start, it triggers a natural response in the other party to want to respond the same way. Jason Hull (27:29) Right. I if we do it... gauge with a small dose Yeah. Well, I have a good example. So I have a client and I thought I was being benevolent. He felt he hadn't really utilized our services for a couple of months or a few months because he was focused on other things. So he was looking to cancel. So I said, hey, why don't we discount your monthly fee down to like a third and to take care of you and make sure you're getting the benefit. And Darryl (27:44) And yeah. Okay. Jason Hull (28:07) I got on a call with him and he hadn't really fulfilled his part of the deal, which was he was gonna work on adding another 25 units in outdoors and I was gonna sponsor him or lower our fee for two to three months. And he came back and he was like, well, I thought you were gonna let me continue this indefinitely until I got 100 doors. And I'm like, but you're not doing any work. So he's frustrated, I'm frustrated and he's wanting to cancel and... Darryl (28:30) Great. Jason Hull (28:35) I want to let him cancel because I feel like he's taking advantage of me and our team's goodwill. But I can see he feels that we'd sort of made some promise, even though we misunderstood it, that we would just help him indefinitely until he got to 100 doors, regardless of whether he's doing the work or not. Darryl (28:51) Right. Yeah, and sometimes being benevolent isn't being nice. Right. Jason Hull (28:52) Yeah, and sometimes you... Hmm. Yeah, yeah, sometimes people what people need is a punch in the face metaphorically. Yeah. Darryl (29:02) Right. Or a kick in the butt. Yeah. So my, my son wanted to get a baseball scholarship and he told me that. And I said, well, to do that, you need to have good grades. You need to work hard. You need to play well. You've got to be a good coach, a good assistant to the coach. Like the coach needs to like you to advocate on your behalf and you've got to be a good teammate. And so I, I said, I'm going to.   Jason Hull (29:08) Hmm. Do that. Yeah. ⁓ on your behalf. And so I said, I'm going to ask you about all these things. so I'm like, are you eating right? you doing your homework? Are going to get good grades? Are you working hard? And so I'm asking him all the things that parents don't ask their kids, except that he perceives it as me having his back, not being on his back. so holding into a count in that moment, similarly, if we've got Darryl (29:29) ask you about all these things. And so I'm like, are you eating right? Are you doing your homework? Cause you gotta get good grades. Are you working hard? And so I'm asking him all the things that parents normally ask their kids, except that he perceives it as me having his back, not being on his back. And so holding him to account in that moment, you know, and similarly, if, if we've got people in our office who want promotions, well, Jason Hull (29:54) in our office who want promotion. Well, that means that you need to show up like that. Darryl (29:58) That means that you need to show up like that new role. Right? I need to be confident that you can handle that role before I give it to you. So that means I need to ask more of you. I need to hold you to a higher standard. Need to push you harder. And if your client says he's going to get 25 doors and he hasn't... Jason Hull (30:03) I need to be confident that you can handle that role before I give it to you. So that means I need to ask more of you. I need to hold you to a higher standard. I to push you harder. And if your client says he's gonna get 25 doors and he hasn't... Darryl (30:23) then the response may well be, want you to be successful, but right now I'm just enabling you to kind of coast. And I may not be the right solution for you at this moment. Jason Hull (30:23) then the response may well be, I want you to be successful, but right now I'm just unable to cut costs. And I may not be the right switch for you at this point. Yeah, yeah, it's true. Yeah, absolutely. Yeah, I don't need his money, so I generally wanna help him grow, but yeah, you can lead a horse to water, but you can't make him drink, I guess. But you can't the roads, right? Darryl (30:43) Yeah. Right. Yeah. And so if you really want to have his best interests at heart, it starts to become a conversation of what's getting in the way. How do we help pull away some of those barriers that you're experiencing? And if, if we're just part of the noise, then we probably need to stop for awhile. Jason Hull (30:48) I don't know. Yeah, and so if you really want to have these best interests at heart hmm it starts to become a conversation of what's getting Yeah Right is there something else that would help you be more productive and if you Darryl (31:11) Is there something else that would help you be more productive? And if you really had his best interest at heart, you might have other solutions or suggestions that you could offer to him.   Jason Hull (31:17) If you really have his best interest in art, you might have other solutions or suggestions that you can offer him. Yeah. And I have, yeah. He doesn't want to do the sales. So I said, you need to get a salesperson and you need to hire. Yeah. Yeah. So, Well, Darryl, I really appreciate this. This is really interesting. I'd like to stay connected. think, I think your, you know, your message and I would be very interested in reading your book. What's the name of your book if people are looking? Darryl (31:29) Yeah. Yeah. It's called building trust, exceptional leadership in the times of uncertainty. Jason Hull (31:48) That's good for today. Yeah, we're living what a lot are calling the post trust era. Darryl (31:49) Yeah. Trust levels are the lowest we've ever measured. And if you think about the model that I proposed, our vulnerability hasn't really gone down, but our uncertainty is bouncing all over the place. it makes asking people to trust us just a little more hard, a little more difficult than it has been in the past. Jason Hull (32:01) Yeah Yeah, I think one good final question is how do you perceive trust being impacted by AI? Because a lot of people are trying to leverage AI, use AI. They're pretending that it's them that did something and they're using AI. What do you see for the future of trust related to this AI revolution that we're going through right now? I think it's going to be an extreme challenge. think social media has caused problems to start with. Yeah. Darryl (32:29) I think it's going to be an extreme challenge. think social media has caused problems to start with. ⁓ Our relationships tend to be a mile wide and an inch deep now. They're not as resilient as they used to be. Jason, when I grew up, I could be an idiot multiple times in a row and people were stuck with me. And so I learned. Now people have this feeling that if I make one mistake, I'm done. Jason Hull (32:42) Yeah. Yeah. Yeah. Disposable friendships and relationships. Darryl (32:56) And I'll just find somebody, some other group to hang out with on the internet. we need to be more right and isolated and lonely and talking to AI, like it's a real human being. And so I think we need to be more intentional than we've ever been about building trust. And that's, that's why I do the work I do. Jason Hull (33:00) And then we end up in these echo chambers for sure. Right. And isolated at moment, not in AI, like it's really easy to be. Okay, yeah. And so I think we need to be more intentional than we've ever been to build trust. Yeah, yeah. And that's why I do the work I do. Yes, I think it's more valuable than ever. more valuable than ever, yeah. Darryl (33:21) I try to teach people how to build stronger relationships. Yeah. Jason Hull (33:27) Yeah, and I think it'll become more valuable. I think that our failings and flaws as human will become more valuable because we're imperfect. And I think that humanity is going to be, or just our humanness is gonna be a premium. It's gonna be a premium experience to be able to be with a human. And so I think that relationships will matter even more and trust certainly. Darryl (33:50) Yeah. Jason Hull (33:52) And there's a lot of people that are trying to eliminate the need for trust. It's like forced blockchain stuff and tech and things are defined and there's no way they could steal, or lie. And like we force it so we can eliminate the need for trust. And maybe there's a little progress that can be made that way, but I think for sure trust will be a premium. Yeah, it's, it may eliminate. Darryl (33:58) Yeah. Yeah, it may eliminate our need for trust, it doesn't eliminate the need for us to be able to build trust with others. We still need to engage with other human beings. Jason Hull (34:18) Yeah. Yeah, well said. Well, Darryl, how can people get in touch with you or find out more about what you do? Tell us a little bit about what your offerings are and how they can get in touch. Darryl (34:23) Yeah. Right. So I offer executive coaching, consulting, uh, training and development, uh, workshops, those kinds of things. Uh, the book was written because I don't want what I know to go away if I do. and they can find me on my website at trust unlimited.com. Uh, there's a blog section there with plenty of articles and topics like rebuilding trust with the police or. Jason Hull (34:45) because I don't And they can find me on my website at trustunlimited.com. There's a blog section there with plenty of articles and topics like rebuilding trust with the police or Darryl (35:01) Trust in parenting or trust in leadership. ⁓ I have a podcast called the imperfect cafe. ⁓ Jason Hull (35:02) trusting parenting or trusting leadership. I have a podcast called The Uperca Cafe. Darryl (35:09) and they can reach out to me directly by email at Darryl at trust unlimited.com. Jason Hull (35:09) and they can reach out to me directly by email, darryl.trusthumbln.com. Perfect. Darryl, it's been a pleasure. Appreciate you coming on the show. Thanks for being here. Thanks for the opportunity. Absolutely. All right. So for those of you that enjoyed the show and you maybe have felt stuck or stagnant and you want to take your property management business to the next level, you can reach out to us at doorgrow.com. Darryl (35:22) Thanks for the opportunity, Jason. Jason Hull (35:37) Also join our free Facebook community just for property management business owners at doorgrowclub.com. And if you want tips, tricks, ideas, and to learn about our offers, subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe and leave us a review. We'd really appreciate it. And until next time, remember the slowest path to growth is to do it alone. So let's grow together. Bye everyone.

The vast majority of my interviews have focused on innovations, investing and advocacy related to climate mitigation – that is, what we can do to cut greenhouse gases and minimize the rise in global temperatures. What we do or don't do now, will have lasting consequences and it is climate mitigation that is driving the transformation of the global economy. So it's not surprising that mitigation dominates climate investing. Adaptation and resilience, meanwhile, focus not on limiting or reversing climate change but rather on improving quality of life in a warmer world. Adaptation ventures receive only a small fraction of climate investments, but rising temperatures are creating tremendous demand for a new category of products. In a joint report by Boston Consulting Group (BCG) and Temasek, it's estimated that between $500 million and $1.3 trillion could be spent annually by 2030 on technologies that help people adapt to a changed climate. That's the opportunity Darren Clifford is targeting with a new fund called Adapt[us]. Darren has worked for two decades on new markets as a founder, consultant at McKinsey & Co, and as an angel investor, and I found his perspective on the climate adaptation market to be packed with nuance and insight. We spoke about his background, three different categories of adaptation tech, the unique challenges they face, how they'll make the future more livable, and much more. On today's episode, we cover:[02:45] Darren's Background & Career Journey[06:39] Why Focus on Climate Adaptation?[08:07] Insights from Angel Investing & Supporting Founders[12:14] Why Adaptation is Underfunded; Adapt[us] Fund Overview[16:19] Challenges in Scaling Adaptation Solutions[17:31] Adapt[us] Fund: Focus & Stage, Why For-Profit[18:53] Measuring Impact & Third-Party Well-being Validation[23:10] Market Segmentation: Resilience, Repair & Recovery, Demand Adaptation[25:38] Market Size and Investment Allocation[27:50] Business Model Challenges for Adaptation Startups[30:23] Concrete Examples of Target Companies [32:59] Adapt[us] Venture Building Approach & Founder Support[36:42] The Venture Builder/Capital Model: Criteria & Structure[38:27] Norwegian Talent & Global Competitive Advantages[41:03] Building a Movement, Not Just a Fund[42:06] Short-Term Goals for Adapt[us] & Team Building[44:41] Closing RemarksResources MentionedAdapt[us]BCG x Temasek Report: The Private Equity Opportunity in Climate Adaptation and ResilienceToronto Climate WeekGIC Report: Sizing the Inevitable Investment Opportunity: Climate AdaptationWRI Study: Strengthening the Investment Case for Climate Adaptation: A Triple Dividend ApproachConnect with us

At the Trapital Summit, we were joined by the CEO of VERZUZ, Steve Pamon. His career is all about turning events into big moments, from his time at McKinsey, HBO, NFL, WWE, IMAX, and more. We discussed how major shows scale into franchises, covering team execution, fan value, storytelling, and lessons from Beyoncé, Roger Goodell, and more. 03:50 Story and Execution in Live Events 09:49 Music Industry Challenges 16:23 WWE and IMAX Takeaways 24:02 What's Next for Verzuz This episode is brought to you by Laylo, a platform built for artists, creators, and live-event teams that helps turn shows into fandom. Laylo powers drops, tour campaigns, fan lists, SMS & DM outreach, and more to grow engagement and enable deeper connections. Listen in for our Chartmetric Stat of the Week.

Send us a textIn this case example, former McKinsey consultant Ravi Chandra leads a profitability case in Greece's cheese industry – with a real candidate tackling it live before an audience. Listen as Ravi tests structuring, math, and communication under pressure, while offering real-time coaching and feedback.You'll learn how to:Build clear, MECE frameworksTackle profitability casesTurn math into actionable insightsAvoid common pitfallsWhether you're prepping for McKinsey, BCG, or Bain, this episode gives you a front-row seat to what top firms expect.Work with Ravi:Book a 1:1 coaching session with RaviJoin the Black Belt case prep program for 1:1 coaching with Ravi Connect on LinkedInAdditional Resources:Subscribe on YouTube for more live casesUnlock your next consulting job – create a free profile on the Management Consulted Job BoardPractice McKinsey-style math with MC's free Math DrillsListen to the Market Outsiders podcast, the new daily show with the Management Consulted teamConnect With Management Consulted Schedule free 15min consultation with the MC Team. Watch the video version of the podcast on YouTube! Follow us on LinkedIn, Instagram, and TikTok for the latest updates and industry insights! Join an upcoming live event - case interviews demos, expert panels, and more. Email us (team@managementconsulted.com) with questions or feedback.

https://staciebaird.com/the-hx-podcastIn this episode, I'm kicking off a new series that's very near and dear to my heart: talent. I was struck by a McKinsey study called "The War for Talent," published back in 1998, which happened to be the first year I was in recruiting. Reading it again, I was shocked to realize that the core challenges it identified; a shortage of leadership talent, a lack of manager accountability for developing people, and the need for a compelling employee value proposition - are issues we are still grappling with today, perhaps more acutely than ever. It really made me ask, why are we still hiring like it's 1998? This realization is why I'm launching this series. We're going to dig into what it truly means to attract, develop, and retain people in 2025 and beyond. We'll question everything, from legacy practices like requiring a bachelor's degree for every job posting to how we can elevate the human experience for candidates in an era dominated by applicant tracking systems. We'll explore how to build a real talent pipeline, how to measure potential, and how to create a workplace where great people actually want to join and stay. I want to be clear that I don't have all the answers; I'm here to learn right alongside you. This is a conversation I want us to have together. I'm excited to talk about what has evolved over the last 25 years, what has stubbornly stayed the same, and what we need to do now to finally move forward. If you're passionate about this topic, I want to hear from you as we explore how to finally win this long-running war for talent. Stacie More episodes at StacieBaird.com.

Carolyn Dewar shares insights from top CEOs on how to master each season of your leadership career.— YOU'LL LEARN — 1) How to avoid the nearly universal blind spot of leaders 2) How
 to thrive in any leadership role3) How to nail your first impressions and set the right tone Subscribe or visit AwesomeAtYourJob.com/ep1101 for clickable versions of the links below. — ABOUT CAROLYN — Carolyn Dewar is a senior partner in McKinsey's San Francisco office. She coleads McKinsey's CEO Excellence service line, advising many Fortune 100 CEOs how to maximize their effectiveness and lead their organizations through pivotal moments. She has published more than 30 articles in the Harvard Business Review and McKinsey Quarterly and is a frequent keynote speaker. She is also the founder of and faculty member for many of McKinsey's client master classes for sitting CEOs and those preparing for the role.• Book: A CEO for All Seasons: Mastering the Cycles of Leadership• LinkedIn: Carolyn Dewar• Corporate Profile: McKinsey & Company— RESOURCES MENTIONED IN THE SHOW — • Book: Born a Crime: Stories from a South African Childhood (One World Essentials) by Trevor Noah• Past episode: 1066: How to Thrive When Your Resilience Runs Out with Dr. Tasha Eurich— THANK YOU SPONSORS! — • Strawberry.me. Claim your $50 credit and build momentum in your career with Strawberry.me/Awesome• Vanguard. Give your clients consistent results year in and year out with vanguard.com/AUDIO• Quince. Get free shipping and 365-day returns on your order with Quince.com/AwesomeSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

#650: Sarah Williamson is the kind of person who shapes the decisions that move trillions of dollars. She earned her MBA with distinction from Harvard Business School and holds both the CFA and CAIA designations, two of the most demanding credentials in finance. In this episode, she helps us understand how investing really works, who the major players are, how capital flows through the system, and why the incentives driving investors, activists, and asset managers often collide. Sarah spent more than twenty years at Wellington Management, where she rose to Partner and Director of Alternative Investments, after working at Goldman Sachs, McKinsey & Company, and the U.S. Department of State. Today she leads FCLTGlobal, an organization dedicated to helping companies and investors focus on long-term value creation. She is also the author of The CEO's Guide to the Investment Galaxy. She explains why index funds now dominate corporate ownership, how Reddit and retail traders changed the market's dynamics, and what it means when activists push companies to “bring earnings forward.” She also introduces a framework for understanding the “five solar systems” of investing, a map that connects everyone from day traders to trillion-dollar sovereign wealth funds. Whether you are a passive investor or simply curious about what drives the market, this episode gives you the clarity to see how capital really moves and why it matters. Key Takeaways Reddit and the meme-stock movement permanently changed how individual investors move markets Index funds now dominate ownership, creating both stability and new corporate challenges Activists often prioritize short-term profit over long-term innovation Sovereign wealth funds act like national endowments, investing with century-long horizons Understanding who owns what (and why) makes you a more informed, confident investor Resources and Links The CEO's Guide to the Investment Galaxy by Sarah Williamson FCLTGlobal, a nonprofit that helps companies and investors focus on long-term value creation Chapters Note: Timestamps will vary on individual listening devices based on dynamic advertising segments. The provided timestamps are approximate and may be several minutes off due to changing ad lengths. (00:00) Meet Sarah Williamson: CEO, CFA, Harvard MBA, global finance leader (5:41) The five “solar systems” that organize the investing world (7:55) Reddit and the rise of the retail investor (16:25) Tesla, brand loyalty, and shareholder activism (22:57) How sovereign wealth funds invest for generations (28:57) Inside asset managers and their incentives (41:56) Activist investors and the tension between short and long term If you want to understand the real power dynamics behind modern investing, from Reddit traders to trillion-dollar endowments, don't miss this episode. Share this episode with a friend, colleagues, and your cousin who is obsessed with latest meme stocks: https://affordanything.com/episode650 Learn more about your ad choices. Visit podcastchoices.com/adchoices

Swig started the Dirty Soda trend that's taking over America… and now it's overtaking alcohol.David Beckham's financials leaked… He makes more $$$ today than as a star soccer player.McKinsey breeds more Fortune500 CEOs than any other org… because their young spar with elders.Plus, Co-CEOs make stocks go up… just look at the Olsen Twins.Vote for The Best Idea Yet to win “Best Business Podcast”: ​​https://vote.signalaward.com/PublicVoting#/2025/shows/genre/business$PEP $MCD $SPYNEWSLETTER:https://tboypod.com/newsletter OUR 2ND SHOW:Want more business storytelling from us? Check our weekly deepdive show, The Best Idea Yet: The untold origin story of the products you're obsessed with. Listen for free to The Best Idea Yet: https://wondery.com/links/the-best-idea-yet/NEW LISTENERSFill out our 2 minute survey: https://qualtricsxm88y5r986q.qualtrics.com/jfe/form/SV_dp1FDYiJgt6lHy6GET ON THE POD: Submit a shoutout or fact: https://tboypod.com/shoutouts SOCIALS:Instagram: https://www.instagram.com/tboypod TikTok: https://www.tiktok.com/@tboypodYouTube: https://www.youtube.com/@tboypod Linkedin (Nick): https://www.linkedin.com/in/nicolas-martell/Linkedin (Jack): https://www.linkedin.com/in/jack-crivici-kramer/Anything else: https://tboypod.com/ About Us: The daily pop-biz news show making today's top stories your business. Formerly known as Robinhood Snacks, The Best One Yet is hosted by Jack Crivici-Kramer & Nick Martell.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.