Podcasts about mckinsey

Vivek Viswanathan is one of the brightest, kindest, most thoughtful individuals I have ever known. A son of immigrant parents, Vivek excelled in school attending Harvard, Cambridge, and Stanford. He then excelled in business, working for McKinsey (kind of) and Kleiner Perkins. Then Vivek excelled in politics working for Governor Brown, Governor Newsom, Hilary Clinton's presidential campaign, and eventually serving as Special Assistant to the President of the United States. In this episode we walk through Vivek's career progression as well as some of the lessons he learned along the way. We also discuss the following: While I was intrigued by so many things in this interview, starting with how high-school Vivek preferred policy camp to sports camp, I was especially intrigued by Vivek's perspective on living an integrated life: combining our values and passions, and then spending time with people who reflect those values. Vivek is a master at building and maintaining relationships, and then constantly striving to learn all he can from others. While Vivek's professional achievements are remarkable, I'm most impressed by his commitment to doing good in the world. As Vivek reminded us, to achieve anything worthwhile in life, we have to work really hard, all the while accepting the uncontrollable.   Connect on Social Media: X: https://twitter.com/nate_meikle LinkedIn: https://www.linkedin.com/in/natemeikle/ Instagram: https://www.instagram.com/nate_meikle/ Youtube: https://www.youtube.com/@nate.meikle

One in four Americans is enrolled in Medicaid, yet the system designed to support them is constantly at risk—underfunded, politically vulnerable, and often overlooked.Dr. Alastair Bell, President and CEO of Boston Medical Center Health System, shares how his organization is reimagining what it means to care for underserved populations, while managing nearly 40% of Massachusetts' Medicaid enrollees. In this conversation, we explore the financial realities of running an “essential” hospital system, the opportunities and pitfalls of Medicaid ACOs, and why AI might deepen inequity if essential providers are left behind.We cover:

In this episode of Money Tales, our guest is Filipa Lancastre, PhD. Filipa is someone who has never been afraid to do things differently. While most young adults in Portugal stay under their parents' roof until their 30s, Filipa took a different route. As a rising McKinsey consultant, she bought her own place, got her parents to guarantee the loan, and walked away five years later with a 50% return. But that was just the beginning. Filipa is an Assistant Professor (adjunct) of Strategy at Universidade Católica Portuguesa. She holds her PhD in Management from NOVA SBE. Filipa was a senior researcher and faculty at Nova SBE and Universidade Europeia. Prior to her academic activities, Filipa worked in telecom, serving as advisor to the board at ZON and leading the customer relationship management department at TV Cabo. She was also a strategy consultant at McKinsey & Company. Filipa is an Industrial Engineer from Instituto Superior Técnico (Universidade de Lisboa) and holds an MBA from INSEAD.

Dealmaking between Western and Chinese biopharmas has been one of the year's bright spots, as a maturing biotech landscape in China converges with Western demand for innovative assets, driving record deal flow. At the same time, the Hong Kong stock exchange has emerged as the hottest market for biotech IPOs, at a time when the NASDAQ window remains shut.These themes will be in the spotlight at the 12th BioCentury-BayHelix China Healthcare Summit Oct. 22-24 in Shanghai. On this special edition of the BioCentury This Week podcast, a trio of biopharma leaders join BioCentury's analysts to discuss the landscape: McKinsey's Franck Le Deu, former BD executive Ji Li, and HBM Holdings' Mike Patten.BioCentury, BayHelix and Insights Partner McKinsey & Company invite you to visit Shanghai for the 12th China Healthcare Summit at the St. Regis Shanghai Jingan. For more information, click here; to apply to join the 2025 Class of Presenting Companies click here. View full story: https://www.biocentury.com/article/656773#ChinaBiotech #CrossBorderDeals #HongKongIPO #BiotechInvesting #LifeSciencesFinance00:00 - Introduction02:09 – Key Trends06:03 – View from McKinsey13:36 – Evolution of Deal Landscape20:24 – Learning from China24:00 – China-China M&A & NewCosTo submit a question to BioCentury's editors, email the BioCentury This Week team at podcasts@biocentury.com.Reach us by sending a text

Socrates Rosenfeld is the CEO and Co-Founder of Jane Technologies, a leading technology company for the cannabis industry. A visionary entrepreneur, combat veteran, and MIT graduate, Soc and his team have revolutionized cannabis commerce by creating a trusted platform that serves thousands of dispensaries and brands across 39 U.S. states. Jane powers the majority of all legal cannabis transactions in the U.S.After leaving active duty in 2011 as a U.S. Army veteran and Apache helicopter commander, Soc turned to cannabis to help him re-acclimate to civilian life. Living in Massachusetts, where cannabis was illegal at the time, he faced challenges navigating the black market. Frustrated and motivated to improve access for veterans, Soc co-founded Jane with his brother Abraham to create a transparent platform for cannabis consumers. Prior to launching Jane, Soc earned an MBA from MIT Sloan and worked at McKinsey & Company, gaining strategic business expertise.Since launching in 2017, Jane has become the cannabis industry's leading digital provider, offering solutions like ecommerce, AI, market analytics, payments, advertising, POS, and a consumer-facing app. Its Universal Product Catalog ensures consistent inventory across thousands of retailers, while the AI-powered MyHigh engine personalizes the shopping experience. Jane Gold, a brand-sponsored rewards program, deepens consumer engagement and highlights personalized product recommendations. With 13 software patents, Jane continues to set the standard for innovation in cannabis retail.Soc and his team at Jane have been recognized with multiple distinctions including Forbes' America's Best Startup Employers (2022, 2023, 2024 & 2025), Forbes' The Cannabis 42.0 (2024), Inc. 5000's Fastest-Growing Companies (2023), Inc. Power Player (2023), Inc.'s Best Workplaces (2023), and Deloitte's Technology Fast 500 (2022), in addition to participating on panels at SXSW and MJBizCon. To View This Episode- https://youtu.be/q73Owow14f8#whoknewinthemoment #podcast #philfriedrich #Janetechnologies

In today's episode of the Elevate Your Career podcast, Nicole is joined by Alison Fragale, professor at the Kenan-Flagler Business School at the University of North Carolina, an organizational psychologist, speaker, and author of Likeable Badass: How Women Get the Success They Deserve.In this conversation, Alison recounts an unexpected moment from her past that reshaped how she viewed a personal challenge. The discussion moves through moments of vulnerability, resilience, and the surprising ways our circumstances can force us into growth. Along the way, you'll get glimpses of practical steps and mental shifts that helped turn what could have been a long-term setback into a defining turning point.They explore both the emotional impact and the strategic thinking that emerged from the experience. You'll be drawn into the process of reframing obstacles as opportunities and leveraging them to build something greater than before. Alison offers insights on shifting perspective, finding balance, and maintaining determination when facing adversity.This episode offers a mix of personal story, mindset evolution, and actionable wisdom, woven together in a way that encourages curiosity about the full scope of the experience and its surprising outcomes.If you've enjoyed this episode of the Elevate Your Career podcast, be sure to leave a review and subscribe today! Enjoy!Key takeaways:How Alison's experience with a senior colleague at McKinsey, who was a self-promoter but lacked actual competence, sparked a career shift to organizational psychology.The idea of being both likable and competent to gain respect and status, and how small actions can demonstrate both warmth and competence.Practical tips for navigating status issues and building influence in the workplace.How to handle rejections and use them as opportunities to learn and improve future negotiations.The importance of being strategic and intentional in one's actions and interactions. And much more...Guest Bio:Alison Fragale is a professor at the Kenan-Flagler Business School at the University of North Carolina, an organizational psychologist, speaker, and author of Likeable Badass: How Women Get the Success They Deserve. With over 20 years of experience, she empowers ambitious women to confidently advocate for their needs, navigate career advancement, and build authentic personal brands using science-based strategies. Known for her engaging style that blends education with humor, Alison speaks on topics including gaining status and influence, negotiation, leadership, and networking. She holds a Ph.D. in Organizational Behavior from Stanford and a B.A. in Math and Economics from Dartmouth. Formerly a McKinsey consultant, her insights have been featured in major publications like The Wall Street Journal and The Washington Post.Resources:Alison's websiteAlison's LinkedInLikeable Badass bookIrvine Technology CorporationDisclaimer: The views, information, or opinions expressed during this podcast are solely those of the individuals involved and do not...

Episode 185 with Kailas Nair, Chief Growth Officer and Co-founder, and Jon Kornik, Chief Executive Officer and Co-founder of Plentify, an award winning clean tech AI company transforming home energy management in Africa and beyond.Kailas Nair and Jon Kornik bring a wealth of experience from global leaders such as McKinsey, Google, Tesla, and Vitality to this conversation on how artificial intelligence and innovative hardware can make electricity more affordable, reliable, and clean for African households. In this episode, they share how Plentify's solutions, including the HotBot and SolarBot, help households shift energy consumption to cheaper and cleaner times, stabilise strained grids, and maximise the value of solar energy.They discuss how a demand side focus, combined with user-centric design, is unlocking new opportunities for African utilities, communities, and consumers. From securing multi-million dollar deals and international funding to being recognised in the Bloomberg 50 Startups to Watch and shortlisted for the Earthshot Prize, Kailas and Jon reflect on the challenges and opportunities of scaling a climate tech business from South Africa to global markets.What We Discuss With Kailas and JonThe personal and professional journeys that led them from global careers at Google, McKinsey, and Vitality back to South Africa to tackle the energy crisis.How Plentify's AI-powered HotBot and SolarBot help households shift energy use to cheaper, cleaner times while stabilising strained electricity grids.Why focusing on the demand side of the energy equation can unlock new solutions for Africa's affordability, reliability, and sustainability challenges.Lessons learned from scaling a South African climate tech startup into global markets and tailoring solutions for diverse African energy contexts.Strategies for building credibility and securing investment in Africa's clean energy sector.Verto CornerIn this week's Verto Corner, Cornelius Coetzee, Verto's Country Director for South Africa, shares his perspective on how smarter cross border payment strategies can give importers and exporters a real advantage. He outlines the hidden “icebergs” in international trade such as changing regulations, levies and tariffs that can quickly erode profitability if not managed well. Cornelius explains how improving payment processes is not only about reducing costs but also about building resilience, improving cash flow and strengthening competitiveness in fast changing markets. Discover how our Verto's solutions can help you accept payments, manage expenses, and scale effortlessly. Visit Verto to get started.Did you miss my previous episode where I discus Building a Borderless Economy: How Itana is Creating Africa's First Digital Special Economic Zone? Make sure to check it out!Connect with Terser:LinkedIn - Terser AdamuInstagram - unlockingafricaTwitter (X) - @TerserAdamuConnect with Kailas and Jon:LinkedIn - Kailas Nair and Jon Kornik Twitter - @plentifyHQDo you want to do business in Africa? Explore the vast business opportunities in African markets and increase your success with ETK Group. Connect with us at www.etkgroup.co.uk or reach out via email at info@etkgroup.co.uk

What happens when a global brand famous for saving the planet from itself decides to challenge the very DNA of corporate leadership?In this first episode of The Conscious Capitalists' Summer Series, hosts Timothy Henry and Kate Adams speak with Charles Conn, Chair of Patagonia, co-founder of Monograph, and former senior partner at McKinsey. Together, they explore how conscious enterprises can thrive in a world of radical uncertainty — from geopolitical shocks to disruptive technologies — by rethinking the way leadership works.Charles takes us inside Patagonia's approach to leading with purpose, agility, and trust, showing why the old top-down, control-heavy playbook is no longer fit for a future that demands resilience, innovation, and courage. From breaking hierarchies to empowering frontline teams, he reveals how to build organizations that adapt fast and stay true to their values.This is more than a conversation about business — it's a blueprint for a new era of leadership. Charles shares stories and strategies from the boardroom to the trailhead, illustrating how authenticity, curiosity, and conscious capitalism can create lasting impact in both business and society.Listeners will gain insights into:Why traditional leadership models are collapsing — and what's replacing themPatagonia's trust-first culture and how it fuels innovationHow conscious capitalism drives agility in uncertain marketsThe role of curiosity in making better decisionsPractical ways to shift from hierarchical control to empowered teamsBalancing purpose with performance without losing momentumHow leaders can thrive — not just survive — in disruptive timesWhether you're a CEO looking to future-proof your organization, a startup founder hungry for agile growth, or a leader seeking to balance profit with purpose, this episode offers a rare inside look at what it takes to lead consciously in the face of unprecedented change.**If you enjoy this podcast, would you consider leaving a review on Apple Podcasts/iTunes? It takes only a few seconds and greatly helps us get our podcast out to a wider audience.Please subscribe on Apple Podcasts / Spotify / Stitcher, or wherever you get your podcasts.For transcripts and show notes, please go to: https://www.theconsciouscapitalists.comThis show is presented by Conscious Capitalism, Inc. (https://www.consciouscapitalism.org/) and is produced by Rainbow Creative (https://www.rainbowcreative.co/) with Matthew Jones as Executive Producer, Rithu Jagannath as Lead Producer, and Nathan Wheatley as Editor.Thank you for your support!- Timothy & KateTime Stamps02:02 Introduction to Summer Series00:45 Understanding Radical Uncertainty01:40 Introduction of Kate Adams02:34 The Future of Conscious Enterprise03:57 Introduction of Charles Conn06:17 Rethinking Business Strategy09:17 Organizational and Leadership Changes13:19 Patagonia's Approach to Purpose and Strategy21:08 Leading Through Disruption27:57 Decision Making and Purpose34:48 Leadership for the Future

What happens when the finish line finally arrives, only to leave you asking, What now? Jerome Myers talks with Tad Fallows, founder of Long Angle, about building and selling a company on his terms and the surprising challenges of life after the deal. They reveal the truth about “work optional” wealth, finding meaning beyond money, and what comes after you win. Listen now to uncover life after success. [00:00 – 12:00] From Harvard to High Growth Tad's unconventional path from Ivy League to McKinsey to co-founding a SaaS company in an unlikely market Why early success is more about relationships than résumés How bootstrapping through the 2008 downturn shaped his approach to risk [12:01 – 24:00] Scaling Without Selling Out Growing 40–50% every year without venture capital Why an unsolicited offer wasn't enough to pull the trigger How a year of preparation expanded their market story and increased exit value [24:01 – 36:00] The Exit on His Terms Choosing the right buyer over the highest bidder Why does Tad want all of his chips off the table, not half The surprising upside of post-sale stock grants [36:01 – 46:00] Building Long Angle The sudden wealth questions no one prepares you for: estate planning, alternative assets, and raising grounded kids Why peer-to-peer wisdom beats Wall Street advice How a Slack channel for friends became a thriving founder community [46:01 – End] Redefining “What's Next” The Founder's Exit Paradox: when money solves the math but not the meaning Why purpose doesn't have to be permanent to be valid Finding fulfillment in family, community, and building again Key Quotes: “If you have 10 times as much wealth, you're probably 2x as happy.” – Tad Fallows “The hardest part of the exit is what happens next.” – Tad Fallows Connect with Tad: Website: longangle.com LinkedIn: linkedin.com/in/fallows Don't miss The Entrepreneur Event of the Season, the $100M Money Models Book Launch streaming live on YouTube, Aug 16, 2025.  Register Here for Free

Send us a textGet the latest recruiting scoop you can't afford to miss. In this Recruiting Intel Drop, we break down McKinsey interview timing, Bain's creative case format rollout, and key application deadlines for MBB and top boutique firms.Whether you're an undergrad, non-MBA master's student, or advanced degree candidate, you'll hear exactly what's happening right now — and what to expect in the coming weeks.Timestamps:[01:02] McKinsey interview invites[02:35] Bain's "creative" case interviews[03:34] Application deadlines (MBB and boutique)[05:35] Resources you can't missAdditional Resources:Recruiting live blog: Up-to-the-minute updates on interview timelines and recruiting process changesApplication deadlines tracker: All deadlines, all in one placeJob Board: Over 1,000 amazing consulting and corporate strategy jobsCase Interview Hub: Everything you need to prep for case interviewsCase Prep Programs:Black Belt: 10 hours of 1:1 coaching with an expert + a personal strategy callDon't want the full 10 hours? Start with 1 hour of coaching and upgrade to Black Belt laterListen 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.

Esta semana hablamos de qué publican los CEO mexicanos en LinkedIn, de Carvana, de McKinsey y de Strava. En el deep dive discutimos reportes trimestrales de algunas de las empresas de nuestro país, incluyendo ASUR, Liverpool y Bafar.notas del episodio 03:14 - LinkedIn10:33 - Carvana17:08 - McKinsey23:27 - Strava30:40 - deep diveNos vemos en Summit Regias el 5 de septiembre en el nuevo Hotel Intercontinental. Asegura tu entrada aquíPrueba Whitepaper 30 días gratisCompra tu gorra o ilustraciones de Whitepaper aquí

Critical thinking is one of the most lauded graduate skillsets, praised by academics, sought after by employers and upheld as a solution to many contemporary challenges from AI to polarisation. But are universities equipping students with the capabilities and mindset needed to properly question information and assumptions, to self-reflect, overcome biases, analyse, empathise and reason? And if not, what could higher education do differently? To find out, in this podcast episode we speak to two experts in education and strategic decision-making: Olivier Sibony is an affiliate professor at the business school HEC Paris and a specialist in strategic decision making and the role that heuristics and biases play in this. Olivier spent 24 years as a management consultant with McKinsey and Company in New York, Paris and Brussels and has produced hit books including You're About to Make a Terrible Mistake in 2020 and Noise, A Flaw in Human Judgment in 2021, which he co-wrote with Nobel prize winner Daniel Kahnemen and Cass R Sunstein. Tony Wagner is a senior research fellow at the Learning Policy Institute. Prior to this, Tony worked at Harvard University for more than twenty years, as expert in residence at the Harvard Innovation Lab and the founder and co-director of the Change Leadership Group at the Harvard Graduate School of Education. He has also worked as a high school teacher, a K-8 principal, university professor and founding executive director of Educators for Social Responsibility. And he is the author of eight books with his next, Mastery: Why Deeper Learning is Essential in an Age of Distraction, published in September. In these interviews, we break critical thinking down into its component parts, discuss its role in decision making, why it can be so challenging and why contemporary education systems need a rethink if they are to truly equip students to think independently amidst the flood of digital information with which they are bombarded daily. For more practical insight and advice on teaching and practicing critical thinking in higher education, go to our latest spotlight guide: Critical thinking in teaching and research.

The term ‘agtech' now encompasses so many different types of businesses and innovations, that from an investment perspective, it can look overly complex. However perhaps the opposite is true?Mark Kahn, Managing Partner of Ominvore, shares his ‘agtech-agribusinesss convergence theory'; where agtech startups eventually grow to look like a more conventional agribusiness company. He argues that if an agtech startup can't see a pathway to either becoming an agribusiness or at least complementing one, then it's likely to fail. The recent agtech startup failures in animal protein and vertical farming are an example of this.So what does this argument mean for venture capital, which is all about high growth potential, disruption, and of course, high risk? Are VCs likely to invest in startups which are going to become ‘just another agribusiness'? And does that even matter?For important context, Mark Kahn is based in India, which has a vastly different investment landscape compared with western countries. India has an incredibly large agriculture economy,  worth about $US600 - 700 billion, with about 50% of the Indian workforce employed in agriculture.  If you compare that with Australia, only 2.5% of the national workforce is involved in agriculture. In the United States, it's around 10%. Mark and Sarah discuss:Omnivore's investment thesis and how it has evolved over time to focus on food security, agricultural prosperity, resource efficiency & rural resilienceThe unique agtech investment conditions in India and how it compares with markets in western countries such as the US, Canada, and Australia Whether we are starting to see a global uptick in agtech investmentWhy Mark believes there is an agtech-agribusiness convergenceHow the Indian agtech market can be overlooked by western investors, because they do not take the time to understand itUSEFUL LINKS:Value creation in Indian agriculture - McKinsey and Company, 2025DeHaat - the largest farmer platform in India and portfolio company of Omnivore.What caused the farmer protests in India and what does it mean for innovation in Ag?- Agtech… So What? episode, featuring Mark Kahn and other investors.For more information and resources, visit our website. The information in this post is not investment advice or a recommendation to invest. It is general information only and does not take into account your investment objectives, financial situation or needs. Before making an investment decision you should seek financial advice from a professional financial adviser. Whilst we believe the information is correct, we provide no warranty of accuracy, reliability or completeness.

John Horn, professor of economics at Washington University's Olin Business School and former McKinsey strategist, shares a disciplined framework for understanding competitive behavior by applying game theory and structured simulations. In this episode, he explains how companies can elevate competitor analysis from basic intelligence gathering to actionable strategic insight.   Horn begins by debunking the common misconception that many competitors behave irrationally. As he puts it: “Every single time a client said the competitor is irrational, I could ask them... two, three questions which would explain... why the company was being rational in what they were doing.”   He outlines a four-step framework leaders can use to model likely competitive behavior: Observe what competitors say and do, including press releases, earnings calls, and other public data. Assess their assets, resources, and capabilities, and imagine what you'd do in their position. Identify the decision-maker and their background to infer how they think: “If you grew up as a marketer and you became a CEO, you're going to look at the world from a marketing perspective.” Make a short-term prediction, write it down, and revisit it: “It becomes a virtuous cycle of getting a better insight into how that competitor thinks.”   Horn emphasizes that many firms fall short because they stop at step one or lack mechanisms to feed deeper insights into decision-making. He also stresses the role of empathy—not sympathy—in strategy: “I do have to empathize, understand why they're making the choices they make.”   War gaming, in Horn's view, is a powerful simulation tool, not theater. “It's a chance to practice business choices in a risk-free way... and just a much more realistic discussion.”   For entrepreneurs or under-resourced teams, Horn offers a lighter-weight version called "War Gaming Lite," which enables rapid, structured thinking about competitive responses using only internal knowledge and role-playing.   He also discusses how human biases, short-term incentives, and lack of time make both your firm and your rivals more predictable than you might think: “People really are predictable... It's not rocket science—it's about being disciplined.”   Whether you're a startup founder or a Fortune 500 executive, this episode offers practical steps to improve your strategic foresight and competitive positioning, grounded in empathy, behavioral realism, and iterative prediction.   Get John's book here: https://shorturl.at/6DOyh Inside the Competitor's Mindset: How to Predict Their Next Move and Position Yourself for Success.   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  

Vitor Asseituno breaks down the harsh reality of building multidisciplinary healthcare teams. Everyone talks about bringing together doctors, developers, engineers, and business people, but simply putting a 60-year-old physician next to an 18-year-old coder doesn't magically create collaboration. The secret sauce? People who are already multidisciplinary themselves. Asseituno, a physician who coded before medical school and runs companies, serves as a natural translator between worlds. His team includes doctors from McKinsey with MBAs, lawyers who understand healthcare, and businessmen who've built hospitals. These "bridge people" become the connectors who can actually make interdisciplinary collaboration work, rather than just hoping different expertise will somehow mesh together.Watch Full Podcast- http://bit.ly/4lS6mPQ

Timestamps:5:00 – How much should you raise in a Series A?12:39 – Should you get existing investors to invest again?19:12 – How to approach investors for a Series A30:00 – How to mitigate risk for your investors35:09 – What if you just bootstrapped?This episode was originally a live webinar co-hosted with Holycode, a software development partner that's helped more than 140 startups scale by providing customized products and teams for every stage.Click ⁠here⁠ to order your copy of “Swiss Startups” today.About Laurent Decrue, Kai Eberhardt & Fredrik Isler:⁠⁠Laurent Decrue⁠⁠ is the co-founder of the moving company ⁠MOVU⁠ and the software company ⁠⁠Holycode⁠⁠, and the former CEO at ⁠Bexio⁠. Currently he is active as CFO and co-CEO at Holycode. He holds an MBA from the University of Basel and previously worked at DeinDeal.Kai Eberhardt is the co-founder and CEO at Oviva, an app which provides personalized advice and individual support for targeted dietary changes. He holds a PhD in Physical Chemistry from ETH and previously worked for McKinsey and Groupon.Fredrik Isler is the CFO of ANYbotics, a Swiss AI company dedicated to creating the future workforce of autonomous robots. He holds an MA in Accounting and Finance from HSG and worked for companies like Sonova Holding, Interbrand and Zetra International AG before joining ANYbotics in 2018.During their chat with Silvan, Laurent, Kai and Frederik reflected on the dos and don'ts of raising a Series A round. Firstly, they defined their terms: a Series A round is a fundraising round where you give up a “Class A” of shares, which go “on top of” the common shares. At a Series A stage, founders usually raise 5-20M, and accept a 20-33% dilution range. Our guests recommended that founders first reflect on how much cash and time their company needs to become profitable, before even raising a pre-seed round. Then, based on this calculation, founders should break the number down into as many rounds as are needed, and carefully plan which milestones will need to be achieved before each round, and set a timeline for these achievements. Frederik recommended that founders space their rounds every 12-24 months.Coming into a Series A round, it is ideal to both bring along existing investors and also acquire new investors. Being able to bring existing investors into your new round will signal to other potential investors that your company is doing well, since the people who believed in your vision in the previous round still believe it currently. However, not all your existing investors will have the cash for this follow-up round, so you cannot rely on them exclusively. It is also good, in general, to grow your investor pool each time you raise funds. You should make use of your existing investors to get intros to new potential investors. Don't forget to give us a follow on⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠ TikTok⁠⁠⁠⁠⁠, and⁠⁠⁠⁠⁠ Youtube ⁠⁠⁠⁠⁠so you can always stay up to date with our latest initiatives. That way, there's no excuse for missing out on live shows, weekly giveaways or founders' dinners.

The world's biggest strategy consultant has smaller rivals nipping at its heels. As it nears 100 years old, we ask how it will navigate a tricky AI-inflected future. It is already hard enough to fiddle with travel plans to get the cheapest flight. A new thing to consider? Whether you're flying solo. And in America, women's-sports bars are proliferating.Get a world of insights by subscribing to Economist Podcasts+. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account. Hosted on Acast. See acast.com/privacy for more information.

The world's biggest strategy consultant has smaller rivals nipping at its heels. As it nears 100 years old, we ask how it will navigate a tricky AI-inflected future. It is already hard enough to fiddle with travel plans to get the cheapest flight. A new thing to consider? Whether you're flying solo. And in America, women's-sports bars are proliferating.Get a world of insights by subscribing to Economist Podcasts+. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account.

Leading today is not for the faint of heart. Between generative AI, market instability, rising employee expectations, and the pressure to make fast, high-stakes decisions with limited data, leaders are being tested like never before. So, how do the best ones not only survive but thrive? In this episode, we dive into the neuroscience of leadership under pressure and explore the powerful idea of the leadership factory, a system for growing future-ready leaders at scale. Inspired by a recent McKinsey article and backed by the science of how the brain responds to uncertainty, we unpack what the best organizations are doing to grow resilience, agility, and innovation deep into their culture. You'll learn: • Why grit, balance, and servant leadership are now essential traits—not nice-to-haves • How to create psychological safety that unlocks creative thinking and decision-making • What neuroscience says about how humans lead under threat—and how to override it • How executive leadership, HR, and organizational leaders are turning leadership development into a strategic engine Whether you're a CEO, a first-line leader, or someone who wants to lead better in uncertain times, this episode will give you practical insights and inspiration to build your leadership factory and why now is the time to do it. QUOTES BY DR. BRAY "If you can approach periods of disquiet, of change with calm, clarity, confidence and a focus on future needs... you're going to be a great leader." "Whether you manage people or not... you for sure influence other people." "Such growth cannot be left to chance."

In this episode of Hashtag Trending, host Jim Love discusses a variety of consumer protection and scam-related stories. Topics include an Airbnb host accused of using AI-generated photos for a fake $9,000 damage claim, scammers sending mystery packages with QR codes for phishing attacks, and AI's impact on consulting firms like McKinsey. Additionally, the episode covers a US court blocking the click-to-cancel rule meant to simplify subscription cancellations, and Atlassian's controversial use of prerecorded videos to lay off staff. The overarching theme highlights the increasing challenges consumers face as technology advances. 00:00 Introduction and Overview 00:52 AI-Generated Scams: The Airbnb Incident 02:34 QR Code Phishing Scams 04:07 AI's Impact on Consulting Firms 05:45 Consumer Protection Setback: Click to Cancel Rule 07:25 Atlassian's Controversial Layoffs 08:47 Conclusion and Sign-Off

Tim Soulo posted on LinkedIn asking if anyone wanted the full breakdown of the publishing process behind Ahrefs' AI-written articles that actually ranked. Over 400 people commented “do it.”This episode is the result.Ryan Law, Director of Content Marketing at Ahrefs, walks Tim through the entire AI content workflow he built — from crafting detailed briefs to editing hallucinated links.It's not a “push-button” prompt. It's a repeatable system that combines ChatGPT with real editorial oversight.And the results are nearly indistinguishable from human-written content.You'll hear how Ryan builds outlines, adds expert-level insight, handles internal linking, and avoids the usual AI traps.If you're serious about using AI in your content strategy — and not just experimenting — this is the episode to watch.LinkedIn post:https://www.linkedin.com/posts/timsoulo_we-built-a-10-step-process-to-create-ai-generated-activity-7348327597769953283-mpQWIn this episode:(00:00) Why We Made This Episode(01:03) How We Know This Workflow Works(02:05) The Basic Setup in ChatGPT (Foundational Instruction Files)(05:45) Setting up the Content Brief(14:19) Join Ryan at Ahrefs Evolve(16:03) Generating a Solid Outline(19:36) Improving AI Output(27:05) The Importance of Human Review(29:33) Polishing the Formatting(30:43) A Closer Look at the 7 Foundational Documents(44:01) Outro–––Where to find Ryan:LinkedIn: https://www.linkedin.com/in/thinkingslow/X: @thinking_slowWebsite: https://ryanlaw.me/Where to find Tim:LinkedIn: (https://www.linkedin.com/in/timsoulo/)X: @timsouloWebsite: https://www.timsoulo.com/–––Referenced in this episode

For this episode, let's revisit one of Strategy Skills classics, where we interviewed Kate Smaje, Senior Partner at McKinsey & Company and Global Leader of McKinsey Digital.   In this episode, Kate offers a clear-eyed and disciplined perspective on what it takes for organizations to succeed in digital transformation. Drawing from deep client work across industries, she outlines a practical, results-focused view of how digital can be embedded into the operating core, not treated as a parallel initiative or buzzword.   Kate Smaje challenges conventional narratives around innovation, urging leaders to look beyond technology adoption and focus instead on talent systems, cultural alignment, and strategic clarity. “We often start with a conversation about tech, but the value comes from the way you bring it all together,” she says. “If you think digital is the job of the digital team, you've missed the point. It's about how the whole organization behaves.”   Key Takeaways: Digital Transformation Must Be CEO-Led and Enterprise-Wide Smaje emphasizes that meaningful transformation requires the involvement of the full organization, not just IT or digital teams. “Digital is everyone's job. The companies who really succeed have a CEO and leadership team who are actively engaged.” Shift Metrics from Volume to Value She critiques outdated performance metrics: “If you're just measuring lines of code or hours worked or features shipped, you're not measuring outcomes.” Technology Without Architecture Is Just Chaos Many companies overemphasize agile practices but underinvest in foundational tech and data coherence. “You can't run 300 agile teams and not have an architecture that supports it. It's like having everyone run at speed but in different directions.” Product Ownership and Cross-Functional Clarity Are Essential Successful organizations empower teams with clear product mandates while maintaining enterprise-wide alignment. “The product owner model is about creating real accountability, with multidisciplinary teams who have the context to make decisions.” Leadership Behavior Drives Cultural Change Where leaders focus their time is a key signal: “One of the biggest indicators of success is how leadership spends its calendar.” This conversation is essential listening for senior executives who want to move beyond surface-level digital initiatives and embed durable capabilities that support both innovation and performance. Smaje leaves no doubt: digital excellence is not a side project—it's a leadership discipline.   Get Kate's book here: https://shorturl.at/hxqk6 REWIRED: The McKinsey Guide to Outcompeting in the Age of Digital and AI. Eric Lamarre, Kate Smaje, Rodney Zemmel.   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

Big-ticket consulting is wobbling. McKinsey, Accenture, Deloitte, EY, KPMG—together they've announced tens of thousands of layoffs while clients feed generative-AI the questions they once paid armies of analysts to answer. In this episode, Chris Cooper unpacks the coming “consulting crash,” explains why AI has punctured the information moat, and predicts that only one in ten traditional consultants will survive.But advice-giving won't vanish. Instead, it splits:Mentors deliver high-level strategy—now super-charged by AI that runs instant market sims.Coaches drive execution—now backed by 24/7 GPT check-ins that break work into bite-sized actions.Using Two-Brain Business's own Simple Six Mentor GPT as a live example, Chris shows how solo experts can scale to a million-dollar practice without bloated overhead, while clients build skills faster than ever.Whether you're a consultant, coach, founder, or policymaker, this episode reveals how to pair human judgment with machine leverage in the new Augmentation Age.Key Takeaways / Timestamps0:00 – 3:15 Peter Thiel's “short consulting” quote3:15 – 10:30 Layoffs & margin squeeze: data from McKinsey, Accenture, etc.10:30 – 16:45 Why governments still hire consultants—and why that shrinks16:45 – 24:00 Mentorship vs. coaching vs. AI augmentation24:00 – 32:00 Live demo: Simple Six Mentor GPT at BusinessIsGood.com32:00 – 36:00 Action plan for founders & advisors in the Augmentation AgeConnect with Chris Cooper:Website - https://businessisgood.com/

What really makes a team high-performing? In this episode, I take a look at recent research, including findings from McKinsey and Google's Project Aristotle - to unpack what separates great teams from average ones. You'll learn: The 5 key factors that define high-performing teams How psychological safety influences performance What you can do as a leader to create the right conditions You don't need everything to be perfect to lead a strong team. You just need to focus on the right things. Resources: 1:1 Coaching: Work with me McKinsey article on high-performing teams – Article link. Google's Project Aristotle – https://rework.withgoogle.com/en/guides/understanding-team-effectiveness Tuckman's team development model: The 5 Stages of Team Development.

It's never been harder to be a CMO—and never more important to get it right. Budgets are shrinking, burnout is rising, and the pressure to deliver pipeline and prove impact hasn't let up. If you're still trying to lead through this alone, you're already behind.Hey there, I'm Kerry Curran, B2B Chief Revenue Officer, Industry Analyst, and host of Revenue Boost: A Marketing Podcast.In Scale Smarter Under Pressure: How CMOs Win with Peer Collaboration, I'm joined by Kathleen Booth, SVP of Marketing and Growth at Pavilion. We talk about how today's most effective CMOs are navigating change, pressure, and AI disruption—without losing their edge. Kathleen shares what she's seeing across Pavilion's global network of go-to-market leaders and why the ones still winning are focused on three essential pillars:Profitable, efficient growth AI for go-to-market Personal transformation Because resilience isn't a luxury anymore—it's a leadership requirement.We also dive into what makes GTM25, Pavilion's flagship event, different from any other conference out there—and why it's a must-attend for marketing and revenue leaders looking to scale smarter in 2026 and beyond.Be sure to stay tuned to the end, where Kathleen shares a powerful mindset shift that redefines what it means to be a modern CMO—and how to become the strategic growth architect your business needs now.If you get value from this episode, hit follow, drop a quick rating, and send it to someone in marketing, sales, or the C-suite who needs to hear it. Let's go.Kerry Curran, RBMA (00:01.417)Welcome, Kathleen. Please introduce yourself and share your background and expertise.Kathleen Booth | Pavilion (00:06.382)Hey Kerry, thanks for having me on the show. My name is Kathleen Booth. I am the SVP of Marketing and Growth at Pavilion, a global private membership community for go-to-market executives. Our mission is to help go-to-market leaders succeed in their careers at a time when tenures are notoriously short and the pressure is extremely high.Kerry Curran, RBMA (00:33.417)Excellent. Thank you so much for joining today, Kathleen. As we've discussed, I'm a bit obsessed with Pavilion right now. There are so many smart examples, learnings, coursework—just tons of content to up-level executives. But what I love is that it emphasizes that marketing, sales, and customer success must work together to drive revenue and business growth. I know you're talking to a lot of CMOs, CROs, and customer success executives. What are you really hearing today? What are the challenges or what does the marketplace look like for them?Kathleen Booth | Pavilion (01:19.086)The theme word of the year is “uncertainty.” We get a lot of feedback from our members and more broadly. We're living through a time of tremendous pressure on go-to-market leaders in general—and CMOs in particular. It wouldn't be a podcast if we didn't mention AI.Artificial intelligence is transforming everything so quickly, it's difficult to find solid ground. As soon as you think you understand something, it changes again. Data shows buying complexity is increasing. Leadership turnover is high. Legal, regulatory, and geopolitical instability make it hard to predict even six months out.Recent data from G2 shows vendor shortlists are shrinking—from four to seven options previously, to just one to three now. That makes it harder to even get considered. Marketers have to step up brand awareness and demand, but budgets are under pressure.According to Gartner, only 24% of CMOs say they have enough budget to execute their strategy. Marketing budgets as a percent of total revenue are down 11% from 2020. The challenges are growing, but our toolset is shrinking. Then there's AI. It brings promise—but also complexity.Salesforce found that marketers see AI as both the top opportunity and the top challenge. One person called it a “proble-tunity.” Around 75% of marketers have experimented with AI, and marketing is seen as the most advanced department when it comes to adoption. But only 32% say they're using it adequately.And the result of all of this? Burnout.Gartner's CMO Leadership Vision report shows that marketers facing high levels of change are twice as likely to experience burnout. We're all feeling it. To make it worse, only 14% of CMOs are viewed as effective at shaping markets—a skill that's crucial for hitting revenue targets.All of this suggests the modern CMO must be commercial, creative, and AI-powered. We're in a first-principles moment where we need to rethink what marketing organizations look like, how to build go-to-market motions, and what role AI should play.We can't just be storytellers or data crunchers. We need to be strategic growth architects.Kerry Curran, RBMA (06:10.941)Yeah, I wholeheartedly agree. To your point, where the CMO was once seen as the creative or visual lead, now marketing is more directly connected to revenue. McKinsey did a study a year and a half ago saying companies that put marketing at the core of their growth strategy outperform their peers.Then in June, they released another study saying the biggest challenge for CMOs now is getting closer to the CFO—earning respect at the leadership table. And you're right: it can't all be done by AI. It's not just branding and communications anymore. It's more complex—and CMOs have more demands, tighter budgets, and higher expectations.What frustrates me is that it still falls to the CMO to educate the rest of the executive team on the value of marketing. I know Pavilion does a great job helping upskill and educate executives—especially in marketing and sales. What's the solution? How are you solving this? And how should leaders outside of marketing be thinking about it?Kathleen Booth | Pavilion (07:49.068)At the start of the year, we identified three cross-cutting themes for the Pavilion community—not just for marketing. And they've held up, even with how much has changed.First is “profitable, efficient growth.” This speaks directly to marketers needing to understand the P&L and get closer to the CFO to make smarter bets.Second is “AI for go-to-market.” Unsurprisingly, we have to lean in. I love that marketers are seen as AI leaders within their organizations. If we can solidify that position, it's not just job security—it's a way to lead from the front. We should be saying, “I'm out ahead of this, and I'm bringing the company with me.”The third theme—maybe a little “woo-woo”—is “personal transformation and resiliency.” Because it is hard. The stress is real. You and I were talking before we started recording about unplugging for vacation. That's not just a luxury—it's essential. We can't teach people how to take care of themselves, but we can remind them that it matters just as much as staying on top of AI.Kerry Curran, RBMA (09:54.183)Yeah, definitely. I love those three pillars—and they truly are cross-cutting. Can you go deeper on how Pavilion is helping marketers in each area? I know you're doing a lot with AI onboarding, upskilling, and coursework. And yes, marketers are definitely carrying the torch there.Kathleen Booth | Pavilion (10:24.046)Sure! One way to encapsulate it is with our flagship event: GTM2025. It's happening September 23–25 in Washington, D.C. (you can learn more at attendgtm.com). It brings our members together to share perspectives and preview where our “product”—which is really an experience—is heading.For marketers specifically, we have a dedicated sub-community led by incredible members. They host regular roundtables because—let's be real—the landscape is changing too fast for blogs and newsletters to keep up. You need peers. You need the hive mind.Then, tied to profitable, efficient growth, we have our CMO School—teaching what it takes to be world-class. GTM2025 will feature sessions on P&L fluency, leadership, and more.AI and GTM is a huge theme. The entire conference focuses on “AI and the Future of GTM.” It's not just a buzzword—every speaker is talking about how it's transforming their work. We're also teaching specific courses on building an AI-augmented go-to-market team: tools, workflows, and real-world examples.For the personal transformation side, we're one of the only conferences with a wellness room—sound baths, guided meditations. We also include topics outside the typical ABM and ad campaign tracks. This year, our keynotes reflect that.One I'm super excited about is Will Guidara, author of “Unreasonable Hospitality.” He was GM of Eleven Madison Park—the world's first vegan Michelin-starred restaurant. The book is about how hospitality—not just great food—helped them become the best restaurant in the world. It's surprisingly a business book: process, customer orientation, service. He'll talk about hospitality as a driver of business excellence.Then we have Henry Schuck, CEO of ZoomInfo. They just changed their NASDAQ ticker to GTM—so they're clearly committed to go-to-market alignment. I'm excited to hear his perspective.We'll also feature Noelle Russell, author of “Scaling Responsible AI.” AI is still the Wild West, and we need to understand the guardrails. What are we accountable for as adopters?Finally—and this is a first—we're hosting a geopolitical keynote panel because the event is in D.C. We can't talk go-to-market strategy and ignore what's happening with the economy, regulation, supply chains, tariffs, and labor.Our panel features Josh Barro and Megan McArdle—both independent, balanced journalists—plus one more speaker TBD. They'll focus on facts, implications, and how leaders should incorporate them into strategic planning.And for those who prefer to skip political talk, don't worry—the bar opens early!Kerry Curran, RBMA (17:47.997)Yes! That is so relevant for what's on business leaders' minds—especially CMOs. I love that you're hitting every angle. From hospitality and customer-centricity to AI and global context—it's all interconnected. And I'm especially excited for the Women's Summit the day before.Kathleen Booth | Pavilion (19:00.758)Yes! Anne and Lindsay—leaders of our Women of Pavilion community—have built something special. They led our first Women's Summit last year, and it was incredible. This year's agenda is entirely member-driven, sourced from our networks, and centered around the real issues facing female leaders.Kerry Curran, RBMA (19:40.647)Lindsay was a guest on the podcast—she's brilliant. And Anne as well. Every event and session I've attended has been so thoughtful. Kathleen, this has been incredibly valuable. For listeners unfamiliar with Pavilion, can you share what resources and support it provides?Kathleen Booth | Pavilion (20:08.110)Of course. Pavilion is a private membership community for go-to-market executives and aspirants. We offer:- A private Slack community with functional groups- 50+ local chapters around the world- Pavilion University (with CMO School, GTM School, AI School, etc.)- Career services, job board, mentorship- Events: GTM, CMO Summit, local dinners, and moreIt's about creating a trusted peer network, providing operator-built education, and fostering connection. That's how we support leaders through this new GTM era.Kerry Curran, RBMA (21:34.439)Totally agree. I joined in March and wish I had joined sooner. The coursework has brought structure and rigor to initiatives I previously had to figure out on my own. The peer learning is incredible. And the dinners are next-level—I'm headed to one in Boston tomorrow. Last time we joked we should build a better CRM on a cocktail napkin.Kathleen Booth | Pavilion (22:45.709)I love that.Kerry Curran, RBMA (22:56.605)We're clearly biased, but for those thinking about how to grow and lead in today's GTM world, what should they be focusing on?Kathleen Booth | Pavilion (23:15.118)I'll close with some data and advice: 84% of leaders believe their company's identity will need to significantly change in the next five years. That's massive.CMOs are well-positioned to lead that change—if they step up:First, build cross-functional leadership muscles. Pavilion excels at this. It's not just about marketing—it's learning to partner with sales, CS, ops.Second, shape the market. Be the narrative builder and operationalize brand trust. With AI exploding, brand is having a renaissance. CMOs must lead here.Third, guide the customer experience. We've talked about hospitality, but post-sale is more important than ever. Marketing needs to drive loyalty, retention, and evangelism.With AI and product data, we can now create truly personalized journeys—at scale. That opens a world of opportunity.Kerry Curran, RBMA (27:01.095)So many valuable points. Thank you for joining us today, Kathleen! How can people learn more about GTM2025, Pavilion, or connect with you?Kathleen Booth | Pavilion (27:19.886)You can learn more at joinpavilion.com and attendgtm.com. And feel free to connect with me on LinkedIn—just mention you heard this podcast!Kerry Curran, RBMA (27:40.585)Thank you! Looking forward to seeing you in September.Kathleen Booth | Pavilion (27:45.623)I can't wait.Thanks for listening to Revenue Boost: A Marketing Podcast. If Kathleen's insights resonated with you and you're ready to stop leading in a vacuum, remember this: the best CMOs aren't doing more—they're doing it smarter, together. If you got value from this episode, do me a quick favor: hit follow, leave a rating, and share this with someone in marketing, sales, or the C-suite who needs to hear it.And don't miss the event of the year for go-to-market leaders: GTM2025, hosted by Pavilion. It's where marketing, sales, and customer success executives come together to connect, learn, and lead what's next. Register today at attendgtm.com.If you want more growth frameworks, peer strategies, and go-to-market insights, head to revenuebasedmarketing.com or connect with me, Kerry Curran, on LinkedIn. More powerhouse episodes are coming soon, so stay tuned and keep scaling smart. Flat or slowing revenue? Let's fix that—fast.Revenue Boost: A Marketing Podcast delivers the proven plays, sharp insights, and “steal-this-today” tactics that high-growth teams swear by.Follow / Subscribe on Apple, Spotify, and YouTubeTap ⭐⭐⭐⭐⭐ if the insights move your metrics—every rating fuels more game-changing episodes

In this episode, Bobby welcomes Donnchadh Casey, CEO of Calypso AI, who shares his fascinating journey from a petrol forecourt in Cobh to leading an innovative cybersecurity firm. Donnchadh reflects on his diverse career in engineering, including his time at McKinsey and Qualtrics, before diving into the world of AI and its transformative impact on business and society. Discover how Calypso AI is safeguarding organizations as they harness the power of artificial intelligence, and hear insights on the opportunities and challenges that lie ahead in this rapidly evolving landscape.

My fellow pro-growth/progress/abundance Up Wingers,The innovation landscape is facing a difficult paradox: Even as R&D investment has increased, productivity per dollar invested is in decline. In his recent co-authored paper, The next innovation revolution—powered by AI, Michael Chui explores AI as a possible solution to this dilemma.Today on Faster, Please! — The Podcast, Chui and I explore the vast potential for AI-augmented research and the challenges and opportunities that come with applying it to the real-world.Chui is a senior fellow at QuantumBlack, McKinsey's AI unit, where he leads McKinsey research in AI, automation, and the future of work.In This Episode* The R&D productivity problem (01:21)* The AI solution (6:13)* The business-adoption bottleneck (11:55)* The man-machine team (18:06)* Are we ready? (19:33)Below is a lightly edited transcript of our conversation. The R&D productivity problem (01:21)All the easy stuff, we already figured out. So the low-hanging fruit has been picked, things are getting harder and harder.Pethokoukis: Do we understand what explains this phenomenon where we seem to be doing lots of science, and we're spending lots of money on R&D, but the actual productivity of that R&D is declining? Do we have a good explanation for that?I don't know if we have just one good explanation. The folks that we both know have been both working on what are the causes of this, as well as what are some of the potential solutions, but I think it's a bit of a hidden problem. I don't think everyone understands that there are a set of people who have looked at this — quite notably Nick Bloom at Stanford who published this somewhat famous paper that some people are familiar with. But it is surprising in some sense.At one level, it's amazing what science and engineering has been able to do. We continue to see these incredible advances, whether it's in AI, or biotechnology, or whatever; but also, what Nick and other researchers have discovered is that we are producing less for every dollar we spend in R&D. That's this little bit of a paradox, or this challenge, that we see. What some of the research we've been trying to do is understand, can AI try to contribute to bending those curves?. . . I'm a computer scientist by training. I love this idea of Moore's Law: Every couple of years you can double the number of transistors you can put on a chip, or whatever, for the same amount of money. There's something called “Eroom's Law,” which is Moore spelled backwards, and basically it said: For decades in the pharmaceutical industry, the number of compounds or drugs you would produce for every billion dollars of R&D would get cut in half every nine years. That's obviously moving in the wrong direction. That challenge, I don't think everyone is aware of, but one that we need to address.I suppose, in a way, it does make sense that as we tackle harder problems, and we climb the tree of knowledge, that it's going to take more time, maybe more researchers, the researchers themselves may have to spend more time in school, so it may be a bit of a hidden problem, but it makes some intuitive sense to me.I think there's a way to think about it that way, which is: All the easy stuff, we already figured out. So the low-hanging fruit has been picked, things are getting harder and harder. It's amazing. You could look at some of the early papers in any field and it have a handful of authors, right? The DNA paper, three authors — although it probably should have included Rosalyn Franklin . . . Now you look at a physics paper or a computer science paper — the author list just goes on sometimes for pages. These problems are harder. They require more and more effort, whether it's people's talents, or whether it's computing power, or large-scale experiments, things are getting harder to do. I think there's ways in which that makes sense. Are there other ways in which we could improve processes? Probably, too.We could invest more in research, make it more efficient, and encourage more people to become researchers. To me, what's more exciting than automating different customer service processes is accelerating scientific discovery. I think that's what makes AI so compelling.That is exactly right. Now, by the way, I think we need to continue to invest in basic research and in science and engineering, I think that's absolutely important, but —That's worth noting, because I'm not sure everybody thinks that, so I'm glad you highlighted that.I don't think AI means that everything becomes cheaper and we don't need to invest in both human talent as well as in research. That's number one.Number two, as you said, we spend a lot of time, and appropriately so, talking about how AI can improve productivity, make things more efficient, do the things that we do already cheaper and faster. I think that's absolutely true. But we had the opportunity to look over history, and what has actually improved the human condition, what has been one of the things that has been necessary to improve the human condition over decades, and centuries, and millennia, is, in fact, discovering new ideas, having scientific breakthroughs, turning those scientific breakthroughs into engineering that turn into products and services, that do everything from expand our lifespans to be able to provide us with food, more energy. All those sorts of things require innovation, require R&D, and what we've discovered is the potential for AI, not only to make things more efficient, but to produce more innovation, more ideas that hopefully will lead to breakthroughs that help us all.The AI solution (6:13)I think that's one of the other potentials of using AI, that it could both absorb some of the experience that people have, as well as stretch the bounds of what might be possible.I've heard described as an “IMI,” it's an invention that makes more invention. It's an invention of a method of invention. That sounds great — how's it going to do that?There are a couple of ways. We looked at three different channels through which AI could improve this process of innovation and R&D. The first one is just increasing the volume, velocity, and variety of different candidates. One way you could think about innovation is you create a whole bunch of candidates and then you filter them down to the ones that might be most effective. Number one, you can just fill that funnel faster, better, and with greater variety. That's number one.The candidates could be a molecule, it could be a drug, it could be a new alloy, it could be lots of things.Absolutely, or a design for a physical product. One of the interesting things is, this quote-unquote “modern AI” — AI's been around for 70 years — is based on foundation models, these large artificial neural networks trained on huge amounts of data, and they produce unstructured outputs. In many cases, language, we talk about LLMs.The interesting thing is, you can train these foundation models not just to generate language, but you can generate a protein, or a drug candidate, as you were saying. You can imagine the prompt being, “Please produce 10 drug candidates that address this condition, but without the following side effects.” That's not exactly how it works, but roughly speaking, that's the potential to generate these things, or generate an electrical circuit, or a design for an air foil or an airframe that has these characteristics. Being able to just generate those.The interesting thing is, not only can you generate them faster, but there's this idea that you can create more variety. We're usefully proud as humans about our creativity, but also, that judgment or that training that we have, that experience sometimes constrains it. The famous example was some folks created this machine called AlphaGo which was meant to compete against the world champion in this game called Go, a very complex strategic game. Famously, it beat the world champion, but one of the things it did is this famous Move 37, this move that everyone who was an expert at Go said, “That is nuts. Why would you possibly do that?” Because the machine was a little bit more unconstrained, actually came up with what you might describe as a creative idea. I think that's one of the other potentials of using AI, that it could both absorb some of the experience that people have, as well as stretch the bounds of what might be possible.So you come up with the design, and then a variety of options, and then AI can help model and test them.Exactly. So you generate a broader and more voluminous set of potential designs, candidates, whether it's molecules, or chemicals, or what have you. Now you need to narrow that down. Traditionally you would narrow it down either one, through physical testing — so put something into a wind tunnel or run it through the water if you're looking at a boat design, or something like that, or put it in an electromagnetic chamber and see how the antenna operates. You'd either test it physically, and then, of course, lots of people figured out how to use physics, mathematical equations, in order to create “digital twins.” So you have these long acronyms like CFD for computational fluid dynamics, basically a virtual wind tunnel, or what have you. Or you have finite element analysis, another way to model how a structure might perform, or computational electromagnetic modeling. All these ways that you can use physics to simulate things, and that's been terrific.But some of those models actually take hours, sometimes days, to run these models. It might be faster than building the physical prototype and then modeling it — again, sometimes you just wait until something breaks, you're doing failure testing. Then you could do that in a computer using these models. But sometimes they take a really long time, and one of the really interesting discoveries in “AI” is you can use that same neural network that we've used to simulate cognition or intelligence, but now you use it to simulate physical systems. So in some ways it's not AI, because you're not creating an artificial intelligence, you're creating an artificial wind tunnel. It's just a different way to model physics. Sometimes these problems get even more complicated . . . If you're trying to put an antenna on an airplane, you need to know how the airflow is going to go over it, but you need to know whether or not the radio frequency stuff works out too, all that RF stuff.So these multiphysics models, the complexity is even higher, and you can train these neural nets . . . even faster than these physics-based models. So we have these things called AI surrogate models. They're sort of surrogates. It's two steps removed, in some ways, from actual physical testing . . . Literally we've seen models that can run in minutes rather than hours, or an hour rather than a few days. That can accelerate things. We see this in weather forecasting in a number of different ways in which this can happen. If you can generate more candidates and then test them faster, you can imagine the whole R&D process really accelerating.The business-adoption bottleneck (11:55)We know that companies are using AI surrogates, deep learning surrogates, already, but is it being applied as many places as possible? No, it isn't.Does achieving your estimated productivity increases depend more on further technological advances or does it depend more on how companies adopt and implement the technology? Is the bottleneck still in the tech itself, or is it more about business adaptation?Mostly number two. The technology is going to continue to advance. As a technologist, I love all that stuff, but as usual, a lot of the challenges here are organizational challenges. We know that companies are using AI surrogates, deep learning surrogates, already, but is it being applied as many places as possible? No, it isn't. A lot of these things are organizational. Does it match your strategy, for instance? Do you have the right talent and organization in place?Let me just give one very specific example. In a lot of R&D organizations we know, there's a separate organization for physical testing and a separate organization for simulations. Simulation, in many cases, us physics-based, but you add these deep-learning surrogates as well. That doesn't make sense at some level. I'm not saying physical testing goes away, but you need to figure out when you should physically test, when you should use which simulation methods, when you should use deep-learning surrogates or AI techniques, et cetera, and that's just one organizational difference that you could make if you were in an organization that was actually taking this whole testing regime seriously, where you're actually parsing out when the optimal amount of physical testing is versus simulation, et cetera. There's a number of things where that's true.Even before AI, historically, there was a gap between novel, new technologies, what they can do in lab settings, and then how they're applied in real-world research or in business environments. That gap, I would guess, probably requires companies to rewire how they operate, which takes time.It is indeed, and it's funny that you use the word “rewiring.” My colleagues wrote a book entitled Rewired, which literally is about the different ways, together, that you need to, as you say, rewire or change the way an organization operates. Only one of those six chapters is around the tech stack. It's still absolutely important. You've got to get all that stuff right. But it is mostly all of the other things surrounding how you change and what organization operates in order to bring the full value of this together to reach scale.We also talk about pilot purgatory: “We did this cool experiment . . .” but when is it good enough that the CFOs talks about it at the quarterly earnings report? That requires the organization to change the way it operates. That's the learning we've seen all the time.We've been serving thousands of executives on their use of AI for seven years now. Nearly 80 percent of organizations say they're regularly using AI someplace in the business, but in a separate survey, only one percent say they're mature in that usage. There's this giant gap between just using AI and then actually having the value be created. And by the way, organizations that are creating that value are accelerating their performance difference. If you have a much more productive R&D organization that churns out products that are successful in the market, you're going to be ahead of your competitors, and that's what we're seeing too.Is there a specific problem that comes up over and over again with companies, either in their implementation of AI, maybe they don't trust it, they may not know how to use it? What do you think is the problem?Unfortunately, I don't think there's just one thing. My colleagues who do this work on Rewired, for instance — you kind of have to do all those things. You do have to have the right talent and organization in place. You have to figure out scaling, for instance. You have to figure out change management. All of those things together are what underpins outsized performance, so all those things have to be done.So if companies are successful, what is the productivity impact you see? We're talking about basically the current technology level, give or take. We're not talking about human-level AI, superintelligence, we're talking about AI more or less as it exists today. Everybody wants to accelerate productivity: governments around the world, companies. So give me a feel for that.There are different measures of productivity, but here what we're talking about is basically: How many new products, successful products, can you put out in the market? Our modeling says, depending on your industry, you could double your productivity, in other words, of R&D. In other words, you could put out double the amount of products and services — new products and services — that you have been previously.Now, that's not true for every industry. By the way, the impact of that is different for different industries because for some industries you are dependent — In pharmaceuticals, the majority of your value comes from producing new products and services over time because eventually the patent runs out or whatever. There are other industries, we talk about science-based industries like chemicals, for instance. The new-product development process in chemicals is very, very close to the science of chemistry. So these levers that I just talked about — producing more candidates, being able to evaluate them more quickly, and all the other things that LLMs can do, in general, we could see potential doubling in the pace of which innovation happens.On the other hand, the chemicals industry — let's leave out specialty chemicals, but the commodity chemicals — they'll still produce ethylene, right? So to a certain extent, while the R&D process can be accelerated a great deal, the EBIT [Earnings Before Interest and Taxes] impact on the industry might be lower than it is for pharmaceuticals, for instance. But still, it's valuable. And then, again, if you're in specialty chem, it means a lot to you. So depending on where you sit in your position in the market, it can vary, but the potential is really high.The man-machine team (18:06)At least for the medium term, we're not going to be able to get rid of all the people. The people are going to be absolutely important to the process.Will future R&D look more like researchers augmented by AI or AI systems assisted by researchers? Who's the assistant in this equation? Who's working for who?It's “all of the above” and it depends on how you decide to use these technologies, but we even write in our paper that we need to be thoughtful about where you put the human in the loop. Every study, the conditions matter, but there are lots of studies where you say, look, the combination of machines and humans — so AI and researchers — is the most powerful combination. Each brings their respective strengths to it, but the funny thing is that sometimes the human biases actually decrease the performance of the overall system, and so, oh, maybe we should just go with machines. At least for the medium term, we're not going to be able to get rid of all the people. The people are going to be absolutely important to the process.When is it that people either are necessary to the process or can be helpful? In many cases, it is around things like, when is it that you need to make a decision that's a safety-critical decision, a regulatory decision where you just have to have a person look at it? That's the sort of necessity argument for people in the loop. But also, there are things that machines just don't do well enough yet, and there's a little bit of that.Are we ready? (19:33). . . AI is one of those things that can produce potentially more of those ideas that can underpin, hopefully, an improved quality of life for us and our children.If we can get more productive R&D, and then businesses get better at incorporating this into their processes and they could potentially generate more products and services, do we have a government ready for that world of accelerated R&D? Can we handle that flow? My bias says probably not, but please correct me if I'm wrong.I think one of the interesting things is people talk about AI regulation. In many of these industries, the regulations already exist. We have regulations for what goes out in pharmaceuticals, for instance. We have regulations in the aviation industry, we have regulations in the automobile industry, and in many ways, AI in the R&D process doesn't change that — maybe it should, people talk about, can you actually accelerate the process of approving a drug, for instance, but that wasn't the thing that we studied. In some ways, those processes are applied now, already, so that's something that doesn't necessarily have to changeThat said, are some of these potential innovations gated by approval processes or clinical trials processes? Absolutely. In some of those cases, the clinical trials process gait is not necessarily a regulation, but we know there's a big problem just finding enough potential subjects in order to do clinical trials. That's not a regulatory problem, that's a problem of finding people who are good candidates for actually testing these drugs.So yes, in some cases, even if we were able to double the amount of candidates that can go through the funnel on a number of these things, there will be these exogenous issues that would constrain society's ability to bring these to market. So that just says, you squeeze the balloon here and it opens up there, but let's go solve each of these problems, and one of the problems that we said that AI can help solve is increasing the number of things that you could potentially put into market if it can get past the other necessities.For a general public where so much of what they're hearing about AI tends to be about job loss, or are they stealing copyrighted material, or, yeah, people talk about these huge advances, but they're not seeing them yet. What is your elevator optimistic pitch why you may be worried about the impact of AI, but here's why I'm excited about it? Why are you excited by it?By the way, I think all those things are really important. All of those concerns, and how do we reskill the workforce, all those things, and we've done work on that as well. But the thing that I'm excited about is we need innovation, we need new ideas, we need scientific advancements, and engineering that turns them into products in order for us to improve their human condition, whether it's living longer lives, or living higher quality life, whether it's having the energy, whether it's to be able to support that in a way that doesn't cause other problems. All of those things, we need to have them, and what we've discovered is AI is one of those things that can produce potentially more of those ideas that can underpin, hopefully, an improved quality of life for us and our children.On sale everywhere The Conservative Futurist: How To Create the Sci-Fi World We Were PromisedMicro Reads▶ Economics* The Tariffs Kicked In. The Sky Didn't Fall. Were the Economists Wrong? - NYT Opinion* AI Disruption Is Coming for These 7 Jobs, Microsoft Says - Barron's* One Way to Ease the US Debt Crisis? Productivity - Bberg Opinion* So far, only one-third of Americans have ever used AI for work - Ars▶ Business* Meta and Microsoft Keep Their License to Spend - WSJ* Meta Pivots on AI Under the Cover of a Superb Quarter - Bberg Opinion* Will Mark Zuckerberg's secret, multibillion-dollar AI plan win over Wall Street? - FT* The AI Company Capitalizing on Our Obsession With Excel - WSJ* $15 billion in NIH funding frozen, then thawed Tuesday in ongoing power war - Ars* Mark Zuckerberg promises you can trust him with superintelligent AI - The Verge* AI Finance App Ramp Is Valued at $22.5 Billion in Funding Round - WSJ▶ Policy/Politics* Trump's Tariff Authority Is Tested in Court as Deadline on Trade Deals Looms - WSJ* China is betting on a real-world use of AI to challenge U.S. control - Wapo▶ AI/Digital* ‘Superintelligence' Will Create a New Era of Empowerment, Mark Zuckerberg Says - NYT* How Exposed Are UK Jobs to Generative AI? Developing and Applying a Novel Task-Based Index - Arxiv* Mark Zuckerberg Details Meta's Plan for Self-Improving, Superintelligent AI - Wired* A Catholic AI app promises answers for the faithful. Can it succeed? - Wapo* Power Hungry: How Ai Will Drive Energy Demand - SSRN* The two people shaping the future of OpenAI's research - MIT* Task-based returns to generative AI: Evidence from a central bank - CEPR▶ Biotech/Health* How to detect consciousness in people, animals and maybe even AI - Nature* Why living in a volatile age may make our brains truly innovative - NS▶ Clean Energy/Climate* The US must return to its roots as a nation of doers - FT* How Trump Rocked EV Charging Startups - Heatmap* Countries Promise Trump to Buy U.S. Gas, and Leave the Details for Later - NYT* Startup begins work on novel US fusion power plant. Yes, fusion. - E&E* Scientists Say New Government Climate Report Twists Their Work - Wired▶ Robotics/Drones/AVs* The grand challenges of learning medical robot autonomy - Science* Coal-Powered AI Robots Are a Dirty Fantasy - Bberg Opinion▶ Up Wing/Down Wing* A Revolutionary Reflection - WSJ Opinion* Why Did the Two Koreas Diverge? - SSRN* The best new science fiction books of August 2025 - NS* As measles spreads, old vaccination canards do too - FT Faster, Please! is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit fasterplease.substack.com/subscribe

Charles Mudede & Claire from Becoming Press sit down to discuss Exocapitalism: Economies w/ Absolutely No Limits!Charles Mudede is an author, critic, filmmaker, and thinker whose work is everywhere. Watch Zoo, it's absolutely nuts. We were honored to have him write the prologue to Exocapitalism. You will almost never get a chance to watch a master get to work like this in this interview, absolutely dancing through the entire legacy of Marx with incredible speed and approachability, lobbing grenades and jokes at every turn. He's so incisive and clear-eyed; it's just really refreshing -- and Claire knows exactly how to set him up!Buy the book -- buy the whole catalog. If you haven't bought the book already you're missing out on "the Das Kapital of the 21st century," "the most anticipated book of the year," "the book drop of the century" (your peers' words not mine :p).

Meet the man who scaled Kindle and turned McDonald's, Volvo, and MGM into truly digital businesses. Atif Rafiq has helped reshape some of the world's biggest brands by challenging how organizations make decisions and execute bold ideas. As the first Chief Digital Officer in the Fortune 500 and author of the Wall Street Journal bestseller Decision Sprint, Atif believes the true competitive edge lies not in execution alone, but in mastering the messy, often misunderstood process of decision-making.Atif breaks down how to foster a culture where problem-solving thrives, people feel heard, and collaboration leads to clarity. He knows what he talks about: Atif led the transformation of McDonald's customer experience through self-service kiosks and shares how old school carmaker Volvo reimagined its digital strategy.Now as founder of Ritual – an AI-native workspace designed for strategy, product, and cross-functional collaboration – Atif is building what some have called a “McKinsey Killer.” He offers a compelling take on how AI can democratize high-quality problem-solving and why consultants will need to evolve to stay relevant.He also shares his most important piece of communication advice for leaders: seek clarity before you provide it. In a world moving faster than ever, Atif's approach to thoughtful decision-making, human-centered innovation, and transparent leadership offers a powerful roadmap for change.00:00 Welcome00:19 Establishing a Culture of Problem Solving01:31 Leadership and Cultural Shifts at McDonald's04:12 Digital Transformation at McDonald's07:48 Innovations at Volvo09:18 Decision Sprint: The Book16:58 Methodology for Effective Decision Making18:25 AI and the Future of Decision Making20:03 Introducing Ritual: AI Native Workspace20:58 Key Questions for Exploration and Discovery21:14 Ritual: AI-Powered Collaboration21:38 Overcoming Information Sharing Challenges22:10 Human-AI Collaboration in Ritual22:32 Structuring Problem Spaces with AI23:24 Measuring Confidence in Recommendations23:37 Ritual vs. Traditional Consultants24:44 Future of Consulting in the AI Era28:38 Upskilling and the Next-Gen Knowledge Worker32:47 Challenges and Opportunities for Founders34:41 Building Long-Term Relationships36:05 Advice for Younger Self and Community Building38:39 Final Thoughts and Communication Advice

Join Jim and Greg for the Wednesday 3 Martini Lunch as they applaud Environmental Protection Agency Administrator, Lee Zeldin for wanting to rein the power of his agency, They're also happy to see decent economic growth in the second quarter, and they berate Pete Buttigieg for his pathetic response about the future of the Democratic Party. First, they praise Zeldin for urging the courts to restrict the Environmental Protection Agency's powers to what Congress has explicitly authorized. Jim notes that if Democrats want the EPA to expand its reach, they need to pass legislation, not rely on regulatory overreach. Greg applauds Zeldin for respecting the limits of government power and willingly ceding authority not grounded in law.Next, Jim and Greg are thrilled to see the resilience of the economy as the second quarter GDP rose by three percent. Although not a fan of tariffs, Jim is pleasantly surprised to see the economy doing well. Meanwhile, the positive growth means we are nowhere near a recession, forcing Democrats to find different talking points. Last, they slam Buttigieg for his substance-free response to The Breakfast Club's Charlamagne tha God, who asked whether the future of the Democratic party is someone more like New York City mayoral candidate Zohran Mamdani or someone like Buttigieg. Buttigieg's response included such rhetorical gems as "we're each going to be putting forward the version of the message that's truest to who we are" and what young Democrat politicians have in common is that "they are who they are." Jim and Greg have fun with Buttigieg's meaningless answers and consider what answers would have actually been interesting.Please visit our great sponsors:No missed calls, no missed customers with OpenPhone. Get 20% off your first 6 months at https://Openphone.com/3ml Keep your skin looking and acting younger for longer. Get 15% off OneSkin with the code 3 ML at https://www.oneskin.co/

AI is transforming the job market faster than we think - and Claudia Harris is on the frontlines. In this episode of Jimmy's Jobs of the Future, Jimmy sits down with Claudia Harris, CEO of Makers and former CEO of The Careers & Enterprise Company. From working inside government to leading one of the UK's most innovative tech training companies, Claudia shares hard-won insights into how AI is reshaping work, the urgency of upskilling, and what we can do to bridge the talent gap. She also discusses gender gaps in AI, employer-funded bootcamps, and how her own early career shaped her drive to change the system.

Redefining leadership requires authenticity, cross-functional collaboration, and a willingness to embrace non-linear career paths. Kari Wilhelm, SVP of Data Strategy and Commercialization at Worldpay, embodies these principles as she navigates the complex intersection of payments technology and data innovation.In this fascinating conversation, Kari reveals how her unconventional journey from economic research in Hong Kong to management consulting at McKinsey ultimately led her to the payments industry. Rather than viewing her diverse background as a limitation, she's leveraged these varied experiences as strategic assets that provide unique perspectives on complex business challenges. As she notes, "I've really experienced that kind of non-linearity as more of a strength rather than a setback."Kari offers profound insights on modern leadership, emphasizing the importance of building inclusive team cultures, setting clear expectations, and providing the necessary tools for success. She highlights how the pandemic has transformed leadership dynamics, creating new challenges for maintaining collaborative environments across dispersed teams. Her practical solutions for adapting leadership approaches in virtual settings demonstrate her thoughtful, pragmatic approach to team management.The conversation explores the unique strengths women bring to payments leadership, particularly their ability to work cross-functionally and build consensus across stakeholders. Kari observes that women often excel at listening deeply to understand underlying needs rather than just surface requests, allowing them to craft solutions that address fundamental issues and build alignment across diverse groups.As leader of Worldpay's data strategy initiatives, Kari provides fascinating glimpses into how AI and data analytics are transforming the payments landscape. Her current focus on leveraging Worldpay's vast transaction data to provide merchant insights represents the cutting edge of payments innovation, with potential to reshape how consumers discover and purchase products.Whether you're a payments veteran, an aspiring leader, or simply curious about the human elements that drive technological innovation, Kari's perspective offers valuable guidance on navigating today's complex business environment with authenticity and purpose.

Today Chris Nichols sits down with Matt Quale, who serves as President of Digital Banking at Forbright Bank. He has decades of experience in consumer experience, technology, and financial services, having held leadership roles at Texas Capital Bank, Bask Bank, Brighthouse Financial, MetLife, American Express, WebMD, McKinsey, ConAgra, Coca-Cola, and General Mills. Chris and Matt dive into the methodology behind creating a high-performing digital strategy through technology, marketing, and traditional bank strategy. REQUEST YOUR SPOT FOR OUR COMMUNITY BANK SUMMER PERFORMANCE SERIES HERE The views, information, or opinions expressed during this show are solely those of the participants involved and do not necessarily represent those of SouthState Bank and its employees. SouthState Bank, N.A. – Member FDIC

At least 90% of aspiring management consultants assume that all McKinsey et al cases MUST be solved with frameworks. That is a dangerous myth. At least 60% of all McKinsey full cases (we are not referring to brainstorming, estimates, etc) cannot be solved with structures and you will fail if you used structures to solve them. In this podcast, we use the experiences of a client, Felix, to explain how to identify this second group of cases and what you can do to solve them. We particularly look at Felix's coaching session with Kevin Coyne, ex-McKinsey Worldwide Strategy Co-Leader, in Season One of The Consulting Offer.   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

In this episode, Faith Driven Movement's co-founder, Henry Kaestner, sits down with Ndidi Okonkwo Nwuneli, CEO of the ONE Campaign and serial social entrepreneur from Nigeria. With a background spanning McKinsey, Harvard Business School, and founding multiple organizations including LEAP Africa and Sahel Capital, Ndidi brings a unique perspective on Africa's role in the global economy.Key Topics DiscussedThe current state of global advocacy and the retreat from international cooperationHow the flattening of USAID affects Africa and global stabilityThe power of individual voices in shaping policy (PEPFAR example)Investment opportunities in Africa's food ecosystemWhy Africa is the continent of the future with 2.5 billion people by 2050The role of faith-driven investors in transforming African agricultureNotable Quotes"You interact with Africa every day, whenever you have a cup of coffee, when you have a chocolate bar, it's not a continent of lack, it's a continent of opportunity.""We've been too dependent on a few men and their ideologies, and we've kind of drifted away from the foundations of our faith.""$1 invested today saves $103 in defense action."Key TakeawaysEvery individual has a voice that can influence policy decisionsAfrica's food ecosystem presents significant investment opportunities across the spectrumThe continent's young workforce (70% under 35 by 2050) represents the future global workforceFaith-driven partnerships can create sustainable change beyond government programs

Agentic AI has emerged as the leading technological trend according to McKinsey's latest report, with job postings for these roles skyrocketing by nearly 985% between 2023 and 2024. This surge reflects a growing interest in AI systems capable of performing complex tasks autonomously. Alongside this trend, the report highlights the importance of digital trust in cybersecurity, especially as organizations face new challenges from AI-enhanced cyber threats. The divide in attitudes towards AI in the workplace is significant, with non-users, particularly older adults and those in lower-paid jobs, perceiving AI as a threat to their job security, while younger, professional users view it more positively.A recent study from Carnegie Mellon University raises concerns about the reliability of large-language model chatbots, which often become overconfident after providing incorrect answers. This overconfidence can lead to misleading interactions with users, as these AI systems fail to adjust their confidence levels after mistakes. The study involved popular chatbots like OpenAI's ChatGPT and Google's Gemini, revealing that even when these tools perform poorly, they remain unaware of their shortcomings. This issue underscores the need for responsible AI deployment, emphasizing the importance of governance and oversight in AI services.In the realm of cybersecurity, Broadcom's VMware division is facing criticism for restricting access to essential security patches for customers with perpetual licenses who lack active support contracts. This situation raises significant concerns about the vulnerability of systems and the potential for cyberattacks. Despite promises of free access to zero-day security patches, many users report difficulties in obtaining these critical updates, leading to fears of increased risks. VMware's shift to a longer release cycle and extended support durations aims to address customer concerns, but the underlying issue of trust remains critical.The podcast also discusses the manipulative design tactics employed by major platforms to push AI features onto users, labeling this phenomenon as "forced use." This approach raises questions about genuine consumer interest in AI tools, as many are deployed without organic demand. Additionally, the controversial case of the AI coding startup Windsurf highlights the risks associated with equity sharing in the tech industry, as a failed acquisition deal left many employees uncertain about their futures. As the landscape of AI and technology continues to evolve, the need for transparency, trust, and responsible practices becomes increasingly vital. Three things to know today 00:00 Agentic AI on the Rise, but Overconfident Bots and Worker Fears Signal a Trust Crisis05:38 Broadcom's VMware Shift Raises Alarms: Patch Access Locked Behind Subscriptions, Trust Erodes08:36 From Forced Features to Fumbled Equity: The Growing Backlash Against AI Hype and Misaligned Incentives  Supported by: https://getflexpoint.com/msp-radio/  Tell us about a newsletter!https://bit.ly/biztechnewsletter All our Sponsors: https://businessof.tech/sponsors/ Do you want the show on your podcast app or the written versions of the stories? Subscribe to the Business of Tech: https://www.businessof.tech/subscribe/Looking for a link from the stories? The entire script of the show, with links to articles, are posted in each story on https://www.businessof.tech/ Support the show on Patreon: https://patreon.com/mspradio/ Want to be a guest on Business of Tech: Daily 10-Minute IT Services Insights? Send Dave Sobel a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/businessoftech Want our stuff? Cool Merch? Wear “Why Do We Care?” - Visit https://mspradio.myspreadshop.com Follow us on:LinkedIn: https://www.linkedin.com/company/28908079/YouTube: https://youtube.com/mspradio/Facebook: https://www.facebook.com/mspradionews/Instagram: https://www.instagram.com/mspradio/TikTok: https://www.tiktok.com/@businessoftechBluesky: https://bsky.app/profile/businessof.tech

Do you ever feel that, unless you achieve the things you think you should be achieving, you'll cease to exist? That you'll fade away, become invisible, fail to be a fully-realised human? If so, you're in good company. For many of us, living a fulfilling life is inextricably linked with achievement, striving, productivity, winning.I'm not here to tell you not to care about achievement. But I am going to tell you that you're wrong if you think that the only life worth living is a life that prioritises achievement. And not only do I have Aristotle in my corner to back me up, but there's some fascinating recent research on what Gen Z care about that ought to be a wake-up call for anyone who thinks that if they're not achieving, they're failing. Do the Values Bridge survey here (registration required to view summary of results, payment required to view full results).Find my Core Values exercise here (no sign-up or payment required - I'm not that fancy)References:Suzy Welch, 'CEO: One stunning data point explains the "Gen Z stare"—and why it's going to backfire on them', CBNC, 17 July 2025.Melissa De Witte, 'What to know about Gen Z' (interview with Dr Roberta Katz), Stanford Report, 3 January 2022.André Dua et al., 'What is Gen Z?', McKinsey & Company, 28 August 2024.

The global strategy consulting market stands at $39.5 billion, with Asia commanding $9.1 billion. India contributes just $1.09 billion. This is despite having the talent; Indians run global back-offices for McKinsey, BCG, Bain, Deloitte, and other consultancies. Yet, India continues to outsource strategy to the Big 4.Sanjeev Sanyal, PM Modi's Economic Advisor joins us to break this down.We discuss the factors helping and hindering India's growth opportunities. Sanjeev has long worked on improving the process reforms with the belief that this country needs small reforms that will bring huge impact.We also discuss AI, with a policymaker who strongly believes unregulated AI will be catastrophic. Sanjeev shares his opinions on what could be the government's approach to regulation, with acceptance of the limited predictability of future with AI.If you want to understand India from a policymaker's eye this episode is for you.0:00- Trailer0:55 – Why India Needs Many Small Reforms2:50 – Was WFH Technically Illegal Until 2000?3:57 – India as the GCC Capital for the world7:02 – How did India go from filing 6,000 to 1 Lakh Patents?13:45 – Why India Can't build Its Own Big 4+317:40 – When professional bodies in India don't work together21:05 – What happens when branding is banned?24:08 – Restrictions That need to stay27:11 – How India's IT Sector Grew Without a Governing Body30:06 – Are we risking catastrophic failure with Unregulated AI?36:10 – Can We Regulate AI Like the Stock Market?41:39 – Why India Must Shut down Population Control47:10 – Will AI Replace Lawyers and Accountants?49:14 – What India Isn't Ready For?51:31 – India as a historically risk taking nation54:31 – Why are professional bodies holding onto protection?56:55 – The Business Culture Problem in Kolkata58:32 – Sanjeev's Work in Agroforestry-------------India's talent has built the world's tech—now it's time to lead it.This mission goes beyond startups. It's about shifting the center of gravity in global tech to include the brilliance rising from India.What is Neon Fund?We invest in seed and early-stage founders from India and the diaspora building world-class Enterprise AI companies. We bring capital, conviction, and a community that's done it before.Subscribe for real founder stories, investor perspectives, economist breakdowns, and a behind-the-scenes look at how we're doing it all at Neon.-------------Check us out on:Website: https://neon.fund/Instagram: https://www.instagram.com/theneonshoww/LinkedIn: https://www.linkedin.com/company/beneon/Twitter: https://x.com/TheNeonShowwConnect with Siddhartha on:LinkedIn: https://www.linkedin.com/in/siddharthaahluwalia/Twitter: https://x.com/siddharthaa7-------------This video is for informational purposes only. The views expressed are those of the individuals quoted and do not constitute professional advice.Send us a text

Richard Medcalf gets to the heart of why so many high achievers get stuck—and offers a transformative solution for reaching the next level.— YOU'LL LEARN — 1) Why strategy alone won't get you to the next level2) The signs you're playing too safe or slow3) The bold reframe that leads to a more meaningful lifeSubscribe or visit AwesomeAtYourJob.com/ep1078 for clickable versions of the links below. — ABOUT RICHARD — Richard Medcalf describes himself as "what you get if you were to put a McKinsey consultant, a slightly unorthodox pastor and an entrepreneur into a blender".He is the founder of Xquadrant, which helps elite leaders reinvent their 'success formula' and multiply their impact. His personal clients include CEOs of billion-dollar corporations, successful serial entrepreneurs, and the founders of tech 'unicorns'.Richard has advised the C-Suite for over 25 years. After a Masters at Oxford University, where he came top in his year, he joined a premier strategy consultancy and later became the youngest-ever Partner. He then spent 11 years at tech giant Cisco in an elite team reporting to the CEO.Richard is bi-national English/French, lives near Paris, and is happily married and the proud father of two. He has an insatiable love for spicy food and the electric guitar.• Book: Making TIME for Strategy: How to be less busy and more successful• Book: The 10X Reckoning: Why great leaders get stuck, play small, or go slow—and how to ignite your life's greatest work • Free digital version: The 10X Reckoning• LinkedIn: Richard Medcalf • Podcast: The Impact Multiplier CEO Podcast• Website: XQuadrant.com — RESOURCES MENTIONED IN THE SHOW — • Article: “ChatGPT May Be Eroding Critical Thinking Skills, According to a New MIT Study” by Andrew R. Chow• Study: “Your Brain on ChatGPT: Accumulation of Cognitive Debt when Using an AI Assistant for Essay Writing Task” by Natalia Kosmyna et al. • App: Streaks• Past episode: 867: How to Stop Being Busy and Start Being Strategic with Richard Medcalf• Past episode: 1000th Episode Special! — THANK YOU SPONSORS! — • Strawberry.me. Claim your $50 credit and build momentum in your career with Strawberry.me/Awesome• Plaud.ai. Use the code AWESOME and get a discount on your order• Rula. Connect with quality therapists and mental health experts who specialize in you at Rula.com/Awesome• LinkedIn Jobs. Post your job for free at linkedin.com/beawesomeSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Tesla's second-quarter profits fell 23 per cent as sales of its electric vehicles continued to slide, private equity firms made record use of a controversial tactic to cash out their clients this year, and McKinsey has stopped its China business from undertaking some generative artificial intelligence work. Plus, Taiwan will hold a recall election this weekend and the outcome could mean a lot for its relationship with China.Mentioned in this podcast:Elon Musk warns ‘rough quarters' ahead for Tesla after Trump cancels EV incentivesPrivate equity firms flip assets to themselves in record numbersMcKinsey bars China practice from generative AI work amid geopolitical tensionsTaiwan's once-dominant KMT falls ‘out of step' with the electorateTaiwan launches unity drive as China threat loomsEmail Swamp Notes your questions: marc.filippino@ft.comToday's FT News Briefing was produced by Henry Larson, Sonja Hutson, and Marc Filippino. Additional help from Blake Maples and Gavin Kallmann. Our acting co-head of audio is Topher Forhecz. Our intern is Michaela Seah. The show's theme song is by Metaphor Music. Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

In this episode of Lifted, Tembi Locke sits down with visionary entrepreneur and changemaker Shiza Shahid – co-founder of the Malala Fund, founding partner of NOW Ventures, and CEO of Our Place – for a conversation that weaves together purpose, innovation, and heart. Shiza reflects on her journey from organizing protests in Pakistan as a teenager to becoming one of the most influential mission-driven entrepreneurs of her generation. Together, she and Tembi explore how service, storytelling, and social justice shaped Shiza's worldview, and how she's used each chapter of her life to uplift others. She shares the personal pivots that led her from McKinsey to the Malala Fund, and then to launching Our Place, a company that reimagines the kitchen as a place of cultural connection and community care. Shiza also speaks candidly about embracing her immigrant identity and learning that impact doesn't always come through scale but through the values we center each day. For anyone building a life or business rooted in meaning, this episode is a powerful meditation on leading with empathy and purpose. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Lately, we've been talking to some of the most incredible women in Tech about some of the most non-incredible moments in their careers - stories of setbacks, mistakes that felt unrecoverable, and outcomes that seemed like failures.  We've been doing this because we want all of you in our community to know you're not alone - this happens to all of us. We truly believe that you can learn some of the most important lessons from the times you think things went irrevocably wrong. But what about when you feel like the career ladder has just broken beneath you despite doing great work? Why does it sometimes seem like the only option is to leave the tech field behind instead of finding new ways forward? In this episode, Brenda sits down with Lareina Yee — senior partner at McKinsey, co-author of “The Broken Rung,” and champion for women in tech — to talk about setbacks, resilience, and the real strategies that help women move forward during those crucial forks in their career paths. Lareina gets real about micro-failures, the power of honest feedback, and why bold career moves matter. Plus, why building your own “board of directors” can be a game-changer, and how to pack a “round trip ticket” for your career — no matter how long you plan to step away. Whether you're navigating your own broken rung, considering a big leap, or just need a reminder that you're not alone, Brenda and Lareina have you covered with practical advice, actionable insights, and the support to keep climbing, no matter how high on the ladder you are. For more, check out Lareina on... LinkedIn - /lareinayee And you can find out more about The Broken Rung, and order your own copy, here. --- At AnitaB.org, our mission is to enable and equip women technologists with the tools, resources, and knowledge they need to thrive. Through innovative programs and initiatives, we empower women to chart new paths, better prepared to lead, advance, and achieve equitable compensation. Because when women succeed, they uplift their communities and redefine success on their terms, both professionally and personally. --- Connect with AnitaB.org Instagram - @anitab_org Facebook - /anitab.0rg LinkedIn - /anitab-org On the web - anitab.org  --- Our guests contribute to this podcast in their personal capacity. The views expressed in this interview are their own and do not necessarily represent the views of Anita Borg Institute for Women and Technology or its employees (“AnitaB.org”). AnitaB.org is not responsible for and does not verify the accuracy of the information provided in the podcast series. The primary purpose of this podcast is to educate and inform. This podcast series does not constitute legal or other professional advice or services. --- B The Way Forward Is… Hosted and Executive Produced by Brenda Darden Wilkerson. Produced by Avi Glijansky Associate Produced by Kelli Kyle Sound design and editing by Ryan Hammond  Mixing and mastering by Julian Kwasneski  Additional Producing help from Faith Krogulecki Operations Coordination for AnitaB.org by Quinton Sprull. Creative Director for AnitaB.org is Deandra Coleman Executive Produced by Dominique Ferrari, Stacey Book, and Avi Glijansky for Frequency Machine  Photo of Brenda Darden Wilkerson by Mandisa Media Productions For more ways to be the way forward, visit AnitaB.org

Will Trice is the Executive Director of the Arkansas Repertory Theatre and has been since 2019. He has served as a producer for nearly 30 productions on Broadway, the West End, and National Tours. Trice is a three-time Tony Award winner for All The Way, Who's Afraid of Virginia Woolf?, and Porgy & Bess, though he gives away any credit to the fabulous actors, writers, and production crew. He is a five-time Tony nominee for Fiddler on the Roof, The Royal Shakespeare Company's Wolf Hall, You Can't Take It With You, The Glass Menagerie, and The Best Man. Other credits include: American Son, starring Kerry Washington; The Lifespan of A Fact, starring Daniel Radcliffe; American Buffalo; American Psycho; Lady Day At Emerson's Bar & Grill, starring Audra McDonald (Broadway & West End); The Realistic Joneses, starring Toni Collette, Michael C. Hall, & Marisa Tomei; Blithe Spirit, starring Angela Lansbury (West End & National Tour); The Bridges of Madison County; and Glengarry Glen Ross, starring Al Pacino. Prior to his career in producing, Trice served as a Business Analyst with management consulting firm McKinsey & Company, an Artistic Administration Associate with The Metropolitan Opera, and a Strategic Growth Associate with alternative asset managers D.E. Shaw & Company. He holds degrees from Southern Methodist and Northwestern Universities.

For this episode, let's revisit a Case Interview & Management Consulting classic where we talk about brainstorming with definitions.   Brainstorming is very difficult and a crucial skill to have when solving cases, especially with McKinsey where the interviewer will constantly ask you to probe and brainstorm different areas of the case. This podcast examines the initial parts of the brainstorming structure. Since brainstorming happens in such a rapid-fire format and appears unstructured, the speed at which it is done creates the illusion it lacks structures. Yet, it does have structure, but is merely done very quickly in the candidate's mind. This podcast will teach candidates how to generate a structure/definition that can be used to guide the development of options or paths in the brainstorm.   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

Melissa Dinwiddie doesn't have an MBA. She's never worked for a consulting giant, such as McKinsey, Boston Consulting, or Bain. She is a ukulele-playing, jazz-singing, Julliard-trained dancer and improv entertainer. Yet when companies, including Meta, Google, Uber, Intuit, and Salesforce, seek fresh thinking on innovation and team creativity, they turn to Melissa for results. Melissa draws parallels between performance troupes, such as her All That Jazz improv jazz group, and business teams. To be successful, she notes, all members must listen closely, support one another, adapt on the fly, and create something from nothing.   Melissa is the founder and CEO of Creative Sandbox Solutions, communication, connection, and creativity experts. Her firm's specialty is helping teams blast through creative roadblocks. She is the author of The Creative Sandbox Way: Your Path to a Full-Color Life, which she wrote to help readers be comfortable with and embrace their own, authentic creativity. As Melissa explains this week, her unconventional background and unorthodox methods —  including having six- and seven-figure salaried executives build with Lego bricks — consistently unlock breakthrough ideas and enhance team performance. Monday Morning Radio is hosted by the father-son duo of Dean and Maxwell Rotbart. Photo: Melissa Dinwiddie, Creative Sandbox SolutionsPosted: July 21, 2025 Monday Morning Run Time: 49:42 Episode: 14.7

What happens when you bring together a practicing monk, a seasoned tech entrepreneur, and an AI education pioneer? In this episode of The Tech Talks Daily Podcast, I sit down with Prashant Raizada, the driving force behind Lumi Network, to explore how we can build a workforce ready for the AI era, not just in skills, but in mindset and purpose. Prashant shares how his journey from global banking and McKinsey to founding five startups worth over $2 billion eventually led him to education technology. But Lumi is not just another edtech venture. It's a mission-driven platform focused on upskilling the current and future workforce through human-AI collaboration, regional transformation initiatives like the Scale Up North East campaign, and a clear-eyed view of what education should look like in a rapidly changing world. We talk about the need to rethink our approach to curriculum design, the limits of traditional university models, and why collaboration between industry, academia, and government isn't just helpful, it's urgent. Prashant explains why AI isn't a threat to humans but an amplifier of our abilities when used with intention. And he shares how Lumi's "Quest" programme trains participants in collaborative problem-solving while subtly building the 12 essential skills for thriving in an AI-powered economy. We also tackle the bigger picture: why education has often been overlooked in AI investment conversations, and what needs to change for the sector to finally unlock the $10 trillion opportunity ahead of it. Prashant doesn't shy away from the challenges but makes a compelling case for why the UK could become a global exporter of a scalable, human-centric education model. So, what would it take to scale this nationally? And if we're serious about upskilling 7.5 million people by 2030, who's going to deliver it? Prashant believes startups like Lumi could be a central part of the answer and the time to act is now. Could meaningful AI education be the missing piece in our national skills strategy? And what does real collaboration between humans and machines actually look like in practice? Let us know your thoughts after listening.

Send us a textSaahil's path to McKinsey was anything but typical. He started in law school in India, built two startups, earned an MBA at UVA Darden, and ultimately broke into consulting. In this episode, he shares exactly how he translated his legal and entrepreneurial skills into a top‑tier consulting offer.Listen in for practical tips on consultifying your resume, networking from a non‑traditional background, and preparing for McKinsey's PEI and case interviews. If you're a lawyer - or in any other non‑traditional field - wondering if consulting is possible, Saahil's story will show you how to make it happen.Additional Resources:Accelerate your transition to consulting with Black Belt, the world's #1 consulting prep programPrevious Strategy Simplified episode: From Law to Consulting: How to Make the Leap SuccessfullySubscribe to Management Consulted on YouTubePartner Links:Stax is hiring! See open roles and requirementsReal Talk About MarketingAn Acxiom podcast where we discuss marketing made better, bringing you real...Listen on: Apple Podcasts SpotifyConnect 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.

On this special episode of the Walker Webcast, recorded live at the Walker & Dunlop Summer Conference, guest host Gary Pinkus — Walker & Dunlop board member and former Chairman of McKinsey & Company — sits down with Gillian Tett, award-winning journalist, author, Chair of the Financial Times' Editorial Board, and Provost of King's College, Cambridge. You won't want to miss Gillian's unique perspective on everything from the global repercussions of the Trump presidency and the use of tariffs as a political lever, to shifting ESG narratives, varying attitudes about AI worldwide, the politicization of higher education, and what all this means for the future of real estate. Learn more about your ad choices. Visit megaphone.fm/adchoices

Want to Start or Grow a Successful Business? Schedule a FREE 13-Point Assessment with Clay Clark Today At: www.ThrivetimeShow.com   Join Clay Clark's Thrivetime Show Business Workshop!!! Learn Branding, Marketing, SEO, Sales, Workflow Design, Accounting & More. **Request Tickets & See Testimonials At: www.ThrivetimeShow.com  **Request Tickets Via Text At (918) 851-0102   See the Thousands of Success Stories and Millionaires That Clay Clark Has Helped to Produce HERE: https://www.thrivetimeshow.com/testimonials/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire   See Thousands of Case Studies Today HERE: www.thrivetimeshow.com/does-it-work/