Podcasts about mckinsey

BONUS: Conflict Is the Yellow Brick Road to Success — How Embracing Conflict Transforms Teams and Leaders In this bonus episode, we explore why fear, conflict, and courage sit at the heart of true agility with Dan Tocchini, a leadership catalyst who has spent over four decades helping teams at organizations like ESPN, Disney, and Homeboy Industries break through the human barriers to high performance. Dan shares powerful stories and practical wisdom on how leaders can embrace conflict as a generative force, build trust through vulnerability, and restructure their teams for genuine agility. The Power of Vulnerability in Leadership "I'd rather have it on an honest basis, where she knows what I'm thinking, what I'm aiming at, and we're shoulder to shoulder, not head to head."   Dan's career-defining moment came when he told a CFO at ESPN — while he was competing against McKinsey for the same contract — that she was the problem behind her department's 75% turnover rate. Rather than sugarcoating or deflecting, Dan chose vulnerability and honesty, even at the risk of losing the contract. This radical transparency became his superpower. The CFO hired him, and within six months, turnover dropped to 15%. Dan stayed with ESPN for eight years. The lesson for Scrum Masters and leaders: you can only truly connect with someone if you're willing to be honest, even when it might cost you. Listening for Openings, Not Outcomes "Most people listen for outcomes. I listen for openings."   Dan draws a critical distinction between chasing outcomes and discovering openings. When faced with an angry car buyer who felt ripped off, Dan didn't try to close the sale. Instead, he leaned into the conflict, acknowledged the customer's perspective, and opened all the books. The result? A sale with 17% margin — above the dealership average — because the customer chose the price himself. For leaders, this means detaching from your desired outcome and focusing on understanding the opening in front of you. That shift builds trust and often produces better results than pushing for what you want. Why Team Drama Is a Distraction Strategy "Whenever there's drama, it's because people don't want you to see something."   Drama in teams happens because people are siloed, and they silo because they don't trust each other. They share only the information that serves their position without jeopardizing their role. The drama itself is a distraction — like a child throwing a tantrum so you'll forget what they did wrong. Dan's approach: ask three questions. What are they committed to causing? How much of that are they producing? And what's the story between the two? The problem is never the problem — the problem is how you think about the problem. Restructuring for Agility: A Restaurant Case Study "Your way of being needs to be bigger than the structure."   Dan illustrates agile restructuring through a top-25 restaurant in Boise where the general manager flows seamlessly between roles — bussing tables, coordinating with the kitchen, and leading the team — without ever pulling rank. The secret? He grounds his team before every shift with genuine connection, shared meals, and open dialogue. When he gives direction, people move — not from fear, but from respect. Structure alone won't solve problems; it only organizes them so you can see them better. Leaders must be committed to what the structure is designed to accomplish, altering it in motion when needed. Conflict as a Generative Force "What you're not willing to face will eventually defeat you."   Dan's core philosophy centers on embracing conflict rather than avoiding it. When people face conflict, they either seek comfort by avoiding it or realize what's at stake and find a way through. The Stoic principle "the obstacle is the way" applies: to find the path, you must hug the cactus and pull the problem close. In relationships — whether marriage, team, or client — breakdowns should deepen intimacy and trust. Dan reports that 90% of the time, authentically facing into mistakes with clients deepens relationships and keeps contracts alive. What Keeps Dan Going After Four Decades "People love to accomplish things they didn't think they could do. To me, that's exciting."   After more than 40 years in this work, Dan remains energized by working with people to accomplish challenges they initially thought impossible. He describes his work as akin to family — that same depth of connection and shared purpose. His one-liner: "We turn leadership into leadership." It sparks curiosity and opens conversations about what real leadership transformation looks like. About Dan Tocchini   Dan Tocchini has spent 35+ years working with leadership teams across the spectrum — from ESPN to nonprofits like Defy Ventures — helping them evolve from functional to fully alive. His work focuses on the human systems that make agile succeed… or silently kill it.   You can find out more about Dan and his leadership training programs at TakeNewGround.com.

Send us a textIn this Strategy Simplified episode, you'll hear a McKinsey case interview example built around a real-world investment decision.The client is a public university considering whether to add an inter-collegiate football program. Led by former McKinsey Senior Associate Jali Packer, this case challenges a candidate to assess costs, revenues, and strategic tradeoffs for a football program at a 10,000-student university in the Southern U.S.If you want to practice structuring an open-ended question like “Is this a good idea?” – and see how McKinsey interviewers test thinking along the way – this case is for you.Work with Jali:View Jali's 1:1 coaching calendarJoin the Black Belt case prep program for personalized coaching with Jali and a prep strategy tailored to your goals and timelineConnect with Jali on LinkedInAdditional Resources:Book a free 15-minute call with Katie to explore coaching optionsWatch more McKinsey, BCG, and Bain case interview demos on YouTubeConnect 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.

In this special episode of the Experience Strategy Podcast, Joe Pine shares with Dave and Aransas background about the book!  To celebrate the release of his new book, The Transformation Economy. The conversation traces the book's origins from the final two chapters of The Experience Economy, explores why the world is finally ready for this idea, and unpacks key frameworks — including encapsulation (preparation, reflection, and integration) — that make experiences truly transformative. The trio also discusses the role of AI in enabling transformation, why businesses must foster human flourishing, and who stands to benefit most from reading the book. Key Topics Why now for The Transformation Economy? Joe waited over 25 years because "the world wasn't ready" and he "didn't know enough." Research through Stone Mantle's collaboratives, the World Experience Organization, and post-COVID shifts toward meaningful experiences signaled the time had come. Catalysts for transformation. The most prevalent catalyst is trauma — illness, loss, job changes, retirement. These disruptions create the conditions where people seek to see, do, and be differently. The four spheres of human flourishing: Health & well-being Wealth & prosperity Knowledge & wisdom Purpose & meaning Encapsulation — the essential framework (Chapter 4): To turn a memorable experience into a transformative one, you need three layers around the core experience: preparation (priming beforehand), reflection (making meaning afterward — which retroactively increases the value of the experience), and integration (sustaining change over time). The business model problem. Most companies get paid for the event, not the outcome. Shifting to outcome-based pricing — as McKinsey is doing with AI projects — aligns incentives with lasting transformation. AI as a transformation enabler. AI makes the hardest parts of delivering transformation (especially ongoing integration and support) dramatically more accessible and affordable. Who Should Read This Book? Companies in education, finance, health, and well-being Any business focused on improving the lives of families and individuals The creator economy — creators already doing transformation work who need frameworks to do it well and realize its full value Notable Quotes "The entire raison d'être of business is to foster human flourishing." — Joe Pine "Reflection retroactively increases the value of the experience." — Joe Pine "If you don't do it, it's just lazy." — Aransas Savas, on using available technology to encapsulate experiences Mentioned in This Episode The Transformation Economy by Joe Pine The Experience Economy by Joe Pine & Jim Gilmore Stone Mantel's Experience Strategy Collaboratives The World Experience Organization (founded by James Wallman) Arrival 360 Conference Daniel Kahneman's experiencing self vs. remembering self McKinsey's outcome-based AI pricing model Podcast Sponsors: Learn more about Stone Mantel https://www.stonemantel.co Sign up for the Experience Strategist Substack here: https://theexperiencestrategist.substack.com

The Neuroscience of Thriving: How Women Leaders Transform Burnout Into Happiness and High Performance With 60% of senior women reporting record burnout (McKinsey, 2025) and 82% of all employees at burnout risk, the happiness crisis demands neuroscience-based solutions. Dr. Paul Zak reveals the "key moments" framework, Love Plus algorithm, and immersion science that transforms workplace well being, leadership culture, and sustained career success. • Happy workers are 13% more productive, with wellbeing interventions showing 10-21% productivity gains (Oxford, 2024) • 50% of happiness comes from quality social relationships—80% of "key moments" are social experiences • Women leaders who invest in relationships develop different brain activity patterns for sustained thriving • The "do-not-do list" creates bandwidth for extraordinary experiences that prevent burnout • Silence, volunteering, and authentic vulnerability are neuroscience-backed practices for long-term happiness As an executive coach with over 30 years of experience (MA, MFT, PCC) and host of the Women's Leadership Success Podcast (900,000+ downloads, top 1.5% globally), I'm witnessing an unprecedented crisis: 60% of senior-level women report feeling frequently burned out—the highest level ever recorded (McKinsey, 2025). And it's getting worse. WebMD Health Services research shows burnout perceptions increased by over 25% from 2022 to 2024, with 82% of all employees now at burnout risk. Gen X women leaders, senior managers, and directors face the highest rates—precisely the women who should be thriving at the peak of their careers. But what if the solution isn't "work-life balance" programs or meditation apps? What if neuroscience reveals a completely different approach to sustained happiness and high performance? In Part 2 of my interview with Dr. Paul Zak—pioneering neuroscientist and author of "Immersion: The Science of the Extraordinary and the Source of Happiness"—we explore the brain-based framework for thriving that transforms how women leaders approach wellbeing, create extraordinary workplace cultures, and sustain career success without sacrificing happiness. The Thriving Crisis: Why Traditional Wellbeing Programs Fail Women Leaders Fast Company (2025) reports that throughout 2025, companies treated employees with "stunning disregard": rolling layoffs, unchecked workloads, and blind eyes to burnout. Over 200,000 American women quit their jobs this year, citing inflexible policies and lack of support. For women leaders specifically: • Only 26% strongly agree their organization cares about their wellbeing (Gallup, 2025) • 42% of working women say their job has had a negative impact on mental health (vs. 37% of men) • Women who feel stressed daily are 46% more likely to actively seek new jobs • 36% of full-time women have a mismatch between preferred and actual work arrangements Why the Gap? Most organizations spent the past decade conflating wellbeing with wellness programs. They handed out meditation apps, gym stipends, and yoga classes while ignoring the root causes: uncaring managers, lack of connection, always-on expectations, and feeling unappreciated. The result? Burnout soared, engagement flat-lined, and the best women leaders walked awa What Neuroscience Reveals About Thriving vs. Surviving "The book has the title Happiness in it, but it's really about thriving," Dr. Zak clarifies. "How do I extend positive mood and high energy over my lifetime?" Using distributed neuroscience technology and the Six app (measuring brain activity continuously at one-second frequency), Dr. Zak's research team discovered something revolutionary: People who have 6 or more "key moments" daily are truly thriving—engaged in life, resilient to stress, and sustaining high performance. What Are Key Moments and Why Do They Matter? "Key moments are high-value experiences that help us grow as human beings and thrive," Dr. Zak explains. "What we found is that the systems in the brain that give us these high-value moments are deep in the brainstem, hidden from our conscious awareness." Dr. Paul Zak This explains why traditional self-assessment wellbeing surveys fail: Most people cannot accurately identify what truly makes them happy. "When we ask people, 'What was your most important moment yesterday?' they don't know," Dr. Zak reveals. "Because it's hidden from conscious awareness. Many times, people will do something they think is really fun that doesn't give their brain a lot of value." The Neuroscience: Why Social Connection Drives Happiness Recent research from Oxford University confirms what Dr. Zak's neuroscience proves: About 50% of our happiness is due to the quality of our social relationships. But here's the critical finding for women leaders: 80% of key moments are social experiences. "It's the people that give me that ability to be present and emotionally open," Dr. Zak emphasizes. "Sometimes I'll get a key moment when I'm really in a great writing project, but mostly, it's when I'm out at a conference, having dinner with people, giving talks." The Leadership Implication: Women leaders facing declining corporate support (only 54% of companies now prioritize women's advancement) cannot wait for organizational culture change. You must proactively create the social connections and immersive experiences that sustain your brain's capacity to thrive. The Two Core Components: Presence and Emotional Openness 1. Being Present "If I'm distracted, it's not going to be a good experience for me," Dr. Zak explains. "So I'll often take my phone and just turn it off in meetings. Hey, you guys, this is an important meeting, I need all the phones off." For Women Leaders: • Create technology-free zones during strategic thinking and team conversations • Block "thinking time" on your calendar—treat it as sacred as client meetings • Practice "walking in silence" to oxygenate your brain and generate ideas • Use the 60-90 minute rule: take 5-minute movement breaks to maintain cognitive clarity 2. Being Emotionally Open "Do we want to be around people who don't share their emotions with us?" Dr. Zak asks. "No. If I say 'I'm having a tough day' and you're like 'oh, that's terrible' with no emotion—that's not a friend, that's a robot." Emotional experiences are saved in memory in a particular way that makes them more easily accessible. When you share authentic emotions, you activate neural pathways that build trust, create connection, and generate the key moments that sustain thriving. Critical for Women Leaders: This isn't about oversharing or being "too emotional" (a bias women already face). It's about strategic vulnerability that makes you relatable, trustworthy, and capable of building the deep connections that drive both happiness and high performance. The Love Plus Algorithm: A Neuroscience Framework for Daily Happiness When Time Magazine asked Dr. Zak to write three sentences on New Year's resolutions, he created what he calls his "algorithm for living a happy and fulfilled life": Love Plus. The Love Plus Framework: L - Love and be loved Invest deeply in relationships. Research shows 50% of happiness comes from social connection quality. For women leaders, this means prioritizing meaningful relationships with family, friends, and trusted colleagues—not just networking transactions. O - Openness to new experiences Travel, try new activities, engage with different perspectives. Novel experiences create neurological growth and generate key moments that sustain thriving. V - Volunteering and giving back "The evidence is so overwhelming that helping others makes you happy," Dr. Zak notes. Even small acts of generosity—buying a colleague coffee, mentoring a junior team member—create reciprocal happiness loops. E - Exercise Physical movement isn't just wellness theater. It oxygenates the brain, reduces stress hormones, and creates conditions for key moments to emerge. PLUS: • Purpose: Connect daily work to larger meaning and impact • Learning: Continuous growth through reading, courses, new skills • Unique experiences: Prioritize extraordinary moments that create lasting memories • Silence: Create space for reflection, creativity, and strategic thinking How Women Leaders Apply Love Plus Daily Dr. Zak's framework isn't theoretical—it's immediately actionable: Morning: 10 minutes of silence before checking devices (builds presence, reduces cortisol) Workday: 2-3 "connection moments" with team members beyond task management (builds trust, creates key moments) Lunch: Walk outside without phone (exercise + silence + openness to new observations) Afternoon: Learn something new—read an article, take a short course, explore a topic (continuous learning) Evening: Invest in deep relationships—quality time with family/friends, not just logistics (love and be loved) Weekly: Volunteer or mentor (giving back creates sustained happiness) The Do-Not-Do List: Creating Bandwidth for Thriving "Many executives tell me they don't have time for key moments," Dr. Zak acknowledges. His solution? The do-not-do list. "I realized I was doing a lot of things on my to-do list that weren't actually that valuable. So I made a second list called my do-not-do list. And it's way longer than my to-do list." Examples from Dr. Zak's Do-Not-Do List: • Do not attend meetings without clear agendas and time boundaries • Do not respond to every email within 2 hours (batch processing instead) • Do not say yes to every speaking invitation (protect creative bandwidth) • Do not schedule back-to-back meetings all day (protect key moment opportunities) • Do not work weekends as default (protect relationship investment time) For Women Leaders: What activities drain energy without creating value? What obligations stem from people-pleasing rather than strategic necessity? Your do-not-do list creates the space for the 6+ daily key moments that neuroscience shows drive sustained thriving.

Mientras tú lees artículos sobre si la IA va a quitar trabajos o no... tu empresa ya está haciendo cálculos.McKinsey dice que el 60% de las grandes empresas ya tienen proyectos activos de automatización con IA. No pilotos. Proyectos activos.¿Sabes si tu empresa es una de ellas? ¿Sabes qué han decidido sobre tu área?En este episodio descubrirás:→ Las 3 fuerzas que están acelerando la adopción de IA en las empresas → El proceso típico de decisión (y por qué los empleados son los últimos en enterarse) → Lo que están analizando de tu puesto ahora mismo → Las 5 acciones concretas para no quedarte fuera de la conversación

In this episode, Tommy Mello interviews Zach Deering, co-founder of Mantle, an AI-powered sales platform for home services. They discuss the evolving landscape of home services, the importance of creating a shopping experience for homeowners, and how technology can enhance sales processes. Zach shares insights from his background at Amazon and McKinsey, emphasizing customer obsession and the need for simplicity in business. The conversation also touches on generational differences in shopping behavior, the role of financing in home services, and the future of AI integration in the industry. 00:00:00 Cold Open 00:00:06 Title Sequence 00:00:26 Show Notes VO  00:01:11 Intro Into Interview 00:26:02 Insertion 00:27:04 Interview Resumes 00:57:45 Outro

Show Notes Tarek Matar, founder of Scalar AI, explains the tool's purpose. He describes Scalar AI as an AI engine designed for consultants to build McKinsey level, end-to-end slides and presentations. The tool is differentiated from general AI tools like ChatGPT and GPT-3 by focusing on consulting-grade presentations. The founders include a research scientist from Google Brain and two other experienced professionals. Features and Functionality of Scalar AI Scalar AI automates the entire research, analysis, structure, and visualization process for consultants. The tool can create single slides or entire decks based on user prompts.It offers various modes: AI generation, text to slide, and sketch to slide, allowing flexibility in input methods. The tool includes a custom brand identity feature, allowing users to upload and customize their firm's PowerPoint templates. A Scalar.AI Demonstration Tarek demonstrates the tool by creating a slide and a deck.  Adding Prompts   Adding custom brand identity Tarek creates a waterfall slide showing the top five countries by international tourist arrivals.  Detailed data and insights The tool generates a visually appealing slide with detailed data and insights. Tarek explains the process of editing and refining the generated slides to meet specific needs. The Text to Slide Mode Tarek demonstrates the text to slide mode by pasting a long text about key success factors for post-merger integration in banking.  Data generation  The tool summarizes the text into a concise slide with bullet points and icons. They also show the sketch to slide mode by uploading a hand-drawn image, which the tool converts into a PowerPoint slide. The tool supports various image formats, including JPEG, PNG, and PDF. The Custom Brand Identity Feature Tarek explains the custom brand identity feature, which allows users to upload their firm's PowerPoint templates. The tool can save and apply custom colors, fonts, and slide masters. A prompting guide and video tutorials are available to help users effectively use the tool. Tarek mentions the importance of proper prompting to get the best results from the AI. Pricing and Subscription Details Tarek talks about the pricing and mentions discounts available for annual subscriptions and partnerships. The tool is designed for B2B clients, including consulting firms and independent consultants. Tarek discusses the possibility of working with freelancers and organizations like Umbrex to offer special pricing. The tool is integrated with PowerPoint, making it easy for users to access and use. Security and Data Privacy Tarek addresses concerns about data security and privacy when using Scalar AI. The tool uses enterprise LLMs and follows strict data retention policies, ensuring data is encrypted and anonymized. The tool generates slides on the user's device, not on Scalar AI's servers, maintaining data privacy. Tarek mentions that the tool is compliant with GDPR and can meet the security requirements of government entities. The Genesis Story of Scalar.AI Tarek shares the background of Scalar AI, including his experience as a consultant and his co-founders' technical expertise. The idea for the tool came from the need to automate workflows and create professional slides for consulting clients. The founders spent a significant amount of time in stealth mode, refining and testing the product. The tool is now entering the commercialization stage, with plans to expand its user base and features. Scalar.AI and the Consulting Industry Tarek discusses the potential impact of Scalar AI on the consulting industry. Tarek emphasizes the tool's ability to save time and improve productivity for consultants. They plan to continue refining the tool and exploring partnerships with organizations like Umbrex. Timestamps: 02:21: Features and Functionality of Scalar AI  02:37: Demonstration of Scalar AI's Capabilities  04:11: Text to Slide and Sketch to Slide Modes  22:15: Custom Brand Identity and Prompting Guide  22:36: Pricing and Subscription Details 31:08: Security and Data Privacy  36:14: Backstory and Development of Scalar AI  Links: Website: getscalar.ai  This episode on Umbrex: https://umbrex.com/wp-admin/post-new.php?post_type=unleashed#:~:text=https%3A//umbrex.com/unleashed/240677/   Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com. *AI generated timestamps and show notes.  

Figure skating is one of the most popular sports at the Winter Olympics as it combines world-class athleticism with dance, choreography and music. Jackie Wong is one of the world's leading experts on figure skating and takes us behind the scenes of what it takes to be among the best in the world. From blade sharpening to music choice (the Back Street Boys will be the most popular band in Milan 2026!), figure skaters are defined by their ability to pull off daring manoeuvres with grace against the backdrop of judges watching for the smallest mistake. Wong shares some of his favourite stories from the ice, the routines and stars that have defined the sport and who, and what, to watch for in 2026. Wong is a figure skating analyst and blogs and tweets as Rocker Skating on both his website and podcast. He was a novice skater but has worked as both a judge and coach before covering the sport as an analyst and blogger from 2009.SHOW NOTESJackie's website Jackie's Podcast with co-hosts Michelle Ellis and Tara Nichols Jackie Wong (born April 11, 1982) is a figure skating analyst.[1][2] He blogs, tweets and sells merchandise as Rocker Skating as well as hosting the Ice Talk podcast at Ice Network.[3] He is based in New York.[4]Wong has worked for architectural firm Skidmore, Owings & Merrill, and is currently an associate consultant at McKinsey & Company.[5] A former novice skater who has passed the U.S. Figure Skating juvenile tests and worked as a coach and a judge, he began covering figure skating for Examiner.com in 2009.[6]He created Rocker Skating as a graduate business school project at the University of Pennsylvania in 2015 and began attracting sponsorships.[7] His commentary ranges from offering technical play-by-plays[8] to sharing his opinions on a skater's choice of costumes and music.[9]Wong has a bachelor's degree in economics and urban studies from Stanford University, a Master of Architecture degree from the University of Pennsylvania School of Design and an MBA from Penn's Wharton School.[6] He contributed to the University of Pennsylvania's biomedical research department by analyzing the movement and positions of the arms, legs and head of ice skaters and presenting them as 3D models.[10] He was selected to compete in Season 36 of "Jeopardy!"[11] and came in second place on the episode that aired May 19, 2020.[12] Hosted on Acast. See acast.com/privacy for more information.

According to reports from Forbes and McKinsey & Company, as of early 2025, a remarkable 92% of small- and medium-sized business (SMB) leaders are optimistic about their companies' growth over the next three years. When it comes to growth mindset and revenue, research conducted in late 2024 found that 80% of senior executives at U.S. firms believe an employee's growth mindset is directly linked to profits. Additionally, 89% note that future success hinges on leaders embracing this mentality. In terms of strategic focus, a 2025 survey of experienced entrepreneurs showed that although economic uncertainty persists, 95% feel confident about their prospects for the coming year. Of these, 40% rank investments in AI and automation as their leading strategy for expansion. David Aferiat, a dual citizen of America and France, founded Avid Vines—an organic champagne importer operating out of Atlanta. He also serves as Managing Principal of The Avid Group, which coaches leadership teams through scale, transformation, and uncertain times with the Bloom Growth system. David grew Trade Ideas, a fintech company, from the ground up into a multi-million-dollar venture recognized on the Inc. 5000 list for six consecutive years. His leadership roles include President of the French-American Chamber of Commerce for the Southeast U.S., President of the Entrepreneurs' Organization (EO) Atlanta Chapter, and Chair of EO's regional Nerve conference, which featured a $1M budget and over 500 attendees from around the globe. A generation ago, David's father embarked on a life-changing journey during the revolution between France and its then colony, Algeria, resulting in the family dividing between Nice and the U.S. It took 26 years for David and his father to reconnect with their French relatives. Inspired by both cultures, David draws from French art, food, and tradition, committed to introducing American tables to clean, artisanal Premier Cru champagne that honors legacy and leaves no regrets. But David's impact goes beyond champagne; he empowers others through growth coaching, guiding leaders and teams on their own Hero's Journey to build resilience, daily discipline, and strategic clarity. LinkedIn: @DavidM.Aferiat Learn more about your ad choices. Visit megaphone.fm/adchoices

Dr. Shadé Zahrai is a behavioral researcher, award-winning peak performance educator, and leading authority on confidence and self-doubt. A former corporate lawyer with an MBA and background in psychology, she has designed and delivered transformative programs for Fortune 500 giants including Google, Microsoft, LVMH, JP Morgan, and McKinsey. Named one of LinkedIn's Top Voices for career development, Shadé has taught over 7 million learners on LinkedIn Learning. Her TEDx talks and viral videos have amassed more than 300 million views, and her work has been featured in The New York Times, Adweek, CNBC, and Yahoo Finance.  Today on the show we discuss why self-doubt doesn't disappear with success and often intensifies as responsibility and visibility increase, how distorted self-image rather than lack of confidence drives chronic self-doubt, the four psychological traits that quietly shape how confident or insecure someone feels day to day, why confidence is the wrong target and self-trust is what actually eliminates doubt long-term, how comparison and impostor syndrome escalate as people level up and why that's a sign of growth, and the practical tools that help stop internalizing doubt while rebuilding real self-trust through action and much more. Today's sponsor: ⁠The Predictive Mind⁠ Understand how your brain and mind actually work so you can change patterns that hold you back. Use code DOUG15 for 15% off at ⁠https://predictivemind.io/ ⚠ WELLNESS DISCLAIMER ⚠ Please be advised; the topics related to health and mental health in my content are for informational, discussion, and entertainment purposes only. The content is not intended to be a substitute for professional advice, diagnosis, or treatment. Always seek the advice of your health or mental health professional or other qualified health provider with any questions you may have regarding your current condition. Never disregard professional advice or delay in seeking it because of something you have heard from your favorite creator, on social media, or shared within content you've consumed. If you are in crisis or you think you may have an emergency, call your doctor or 911 immediately. If you do not have a health professional who is able to assist you, use these resources to find help: Emergency Medical Services—911 If the situation is potentially life-threatening, get immediate emergency assistance by calling 911, available 24 hours a day. National Suicide Prevention Lifeline, 1-800-273-TALK (8255) or https://suicidepreventionlifeline.org. SAMHSA addiction and mental health treatment Referral Helpline, 1-877-SAMHSA7 (1-877-726-4727) and https://www.samhsa.gov Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to the What's Next! Podcast with Tiffani Bova.    This week I have the honor of welcoming Ashley Herd to the show. She is a former Chief People Officer and General Counsel who has trained over a quarter of a million managers through LinkedIn Learning and live corporate trainings. Ashley built Manager Method after leading HR in legal teams at McKinsey, Yum! Brands and Modern Luxury. She has a new book out called The Manager Method.   THIS EPISODE IS PERFECT FOR…new managers, experienced leaders, and anyone responsible for developing people who wants a more practical, human way to manage performance. If you've ever struggled with giving feedback, felt unsure how much autonomy to give your team, or questioned whether traditional performance reviews actually work, this episode will feel especially relevant.   TODAY'S MAIN MESSAGE…most managers aren't failing because they don't care,  they're failing because they were never taught how to manage. In this episode, Ashley breaks down why so many well-intentioned leaders fall into patterns like avoiding feedback, overcorrecting, or defaulting to vague autonomy. She introduces a more structured, honest approach to management. We talk about why people actually want feedback, how AI is changing (and exposing) broken performance processes, and what managers can do differently to help their teams thrive.   KEY TAKEAWAYS… Most managers are promoted for performance rather than trained for leadership, creating gaps in expectations and feedback. Autonomy without structure often leaves employees feeling uncertain rather than empowered. Avoiding feedback is usually driven by good intentions, but it ultimately limits growth and trust. Consistent, direct feedback helps people feel respected, supported, and clear about where they stand.   WHAT I LOVE MOST…I loved Ashley's honest take on how good intentions often lead managers astray. Her insight that people don't need perfection but rather clarity reframes feedback as an act of respect, not criticism. It's a powerful reminder that strong management isn't about control or charisma, but about creating the conditions where people know where they stand and how to grow.   Running Time: 28:57   Subscribe on iTunes    Find Tiffani Online: LinkedIn Facebook X    Find Ashley Online: LinkedIn Website   Ashley's Book: The Manager Method: A Practical Framework to Lead, Support, and Get Results

David McCloskey is a former CIA analyst and consultant at McKinsey & Company. While at the CIA, he wrote regularly for the President's Daily Brief, delivered classified testimony to Congressional oversight committees, and briefed senior White House officials, Ambassadors, military officials, and Arab royalty. He worked in CIA field stations across the Middle East. During his time at McKinsey, David advised national security, aerospace, and transportation clients on a range of strategic and operational issues. Get his brilliant book The Persian: A Novel in the US: https://amzn.to/3ZIH8cY Get the book UK edition here: https://amzn.eu/d/hOj2E9O Listen to The Rest is Classified here: https://open.spotify.com/show/1Jn1HIW6I1AQnKVpsJHdEf?si=3df26c58499b4290 Anthony Scaramucci is the founder and managing partner of SkyBridge, a global alternative investment firm, and founder and chairman of SALT, a global thought leadership forum and venture studio. He is the host of the podcast Open Book with Anthony Scaramucci. A graduate of Tufts University and Harvard Law School, he lives in Manhasset, Long Island. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Learning and development (L&D) teams are increasingly expected to think beyond programs and courses to operate more like strategic partners to the business. But what does that actually look like in practice? One approach is applying product management principles to how L&D designs and delivers learning. In this episode of The Business of Learning, we spoke with Rashi Kakkar, global portfolio leader, leadership and development at McKinsey's Leadership Center of Excellence, to explore how product management mindsets can help L&D teams align learning more closely with business outcomes and learner needs. Tune in now for insights on: The similarities between product management and modern L&D processes What L&D can learn from product managers about taking a more strategic, business-first approach How customer-centric thinking can improve learning design and impact

Setting up an IC-DISC the right way can mean the difference between maximizing tax savings and having issues down the road. In this episode of The IC-DISC Show, I sit down with Brian Schwam, IC-DISC specialist and tax attorney, to walk through the complete IC-DISC setup and compliance process from start to finish. This conversation was inspired by a CPA request for a comprehensive guide covering every step of the IC-DISC journey. Brian breaks down the entire process chronologically, from the initial consultation to determine if a business qualifies, through the critical formation steps that can make or break your IC-DISC. We cover proper capitalization requirements, the infamous 90-day election window, why non-interest bearing bank accounts matter, and the draconian 60-day payment rule that catches many businesses off guard. He explains the difference between simple and transaction-by-transaction calculations, sharing an example where detailed analysis increased a client's commission from $4 million to $17 million on $100 million in export sales. Whether you're a CPA learning about IC-DISC for the first time or a business owner considering this strategy, Brian's systematic approach demonstrates why working with a true specialist matters when navigating these complex regulations.     SHOW HIGHLIGHTS A detailed transaction-by-transaction calculation increased one client's IC-DISC commission from $4 million to $17 million on the same $100 million in export sales. Missing the 90-day election filing window requires a private letter ruling costing $35,000-$40,000 to fix, making it cheaper to just set up a new IC-DISC. The 60-day payment rule requires paying at least 50% of your estimated commission in cash or promissory note within 60 days of year-end to avoid disqualification. Setting up an IC-DISC with no par value stock is a fatal error that will cause the IRS to reject your election, regardless of everything else done correctly. A non-interest bearing bank account is essential because even $1.50 of interest income can disqualify your IC-DISC if no commission is paid that year. Export sales typically need to reach $3-5 million before an IC-DISC makes economic sense, though exceptions exist for businesses with exceptionally high profit margins.   Contact Details LinkedIn - Brian Schwam LINKSShow Notes Be a Guest About IC-DISC Alliance Brian SchwamAbout Brian TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dave: Good morning, Brian. Welcome to the podcast. Brian Hey, good morning David. Good to be here. Dave: So I, I now refer to you as the Bob Hope of the podcast because I believe that Bob Hope holds the record for the most appearances on the Johnny Carson Show. So that's why you're like the Bob Hope of the podcast. You have more appearances than anyone else with today's appearance. Brian That's good company to be in if you're of a certain, if you're of a certain age. Dave: Yeah. And I'm not even sure you and I are quite old enough to even be of that certain age. Brian I probably never saw him on Johnny Carson. Dave: Yeah, me too. So this is an episode that was requested by a CPA of one of our clients who was retiring and he had a new. Partner taken over and he said, Hey Dave, can you send over a link to the episode that just goes through all the details of the IC disc from start to finish? And I'm like, well, we don't have that episode, but it's a great idea. So that's what's behind this. So let's start at the very beginning. Somebody calls you up and says, Hey Brian, I need an IC disc, or I want an IC disc. What's the very first step? Brian Very first step for me is to say why. Dave: Okay, Brian tell me about your business. Dave: Okay. Brian You know, do you have qualified export receipts? Do you have qualified export property? That those are very complex areas. And some people might think they do when they don't, and others might think they don't when they do. Dave: Okay. Brian And more likely than not, they heard about IC disc from. Somebody they met at a, you know, business leader meeting or something and somebody said, oh, hey, I have an IC disc. You should have one. Dave: Okay. Brian And not everybody can utilize one, but there's many out there that can utilize 'em that do not. Dave: Okay. And do you charge anything for that consultation? Brian No, because to me it's just a fact finding. Dave: Okay. So step one, figure out if their fact pattern warrants having an IC disc. Brian Right? Right. Well, it's, it's actually, that's one step. If you deter, if we determine that yes, an IC disc makes sense because they do have qualified export property, they do have qualified export receipts, then we have to talk about volumes. Because, you know, if you have 500,000 of export sales, most like more likely than not. Disc isn't gonna make sense. Dave: Economic sense when Brian you factor Right. Economic, the Dave: costs Brian not right. There's not enough benefit to offset the cost at that, at that level, most likely. Of course. It [depends on what, what it is they're selling. Dave: Sure. Do you have a rule of thumb you typically use? Is it like three or 5 million where it typically makes sense or every case Brian For most, for most businesses, that's sort of the range that where it starts to make sense, but there are always exceptions to that. Dave: Sure. Brian So like I had a client that had, you know, 600,000 of export sales, but their bottom line profit was 80%. Dave: Okay. Brian So in that instance, hey, it made sense, but for most companies that have 600,000 of export sales, it, it probably doesn't make sense. Dave: Okay. So let's say they have 5 million of exports, good margins, looks like it makes economic sense. What's the next step then? Brian Well then we talk about what is the tax structure of that exporting company? Is it a flow through entity? Is it a C Corp? And how is it owned? Sometimes [00:04:00] it's owned by a foreign company that makes things way more complicated. Okay. It's owned by a combination of different shareholders, some of which are individuals, some of which are corporations. So that can be complicated. And sometimes it's just a, it's just a pass through entity that's owned by, you know, let's say it's an S corporation that's owned by a family owned. Dave: Sure. Brian You know, so you, you can have a lot of different fact patterns and that will dictate a lot of things with, with respect. Dave: Okay. Brian To how the disc is organized. Dave: Might that also be the time? You inquire as to whether multiple discs might make sense for their structure, or do you typically just focus on kind of getting the initial disc in place and then exploring that over time? Brian Probably the latter. Dave: Yeah. Brian Initially I, you know, the goal is, you know, do you have enough activity? Do you have the right kind of activity? What kind of benefit is it that you think you can, we can get for you? And then, okay, if the answer to all those are in the positive, then it's like, okay, how should this disc be owned based on what we're trying to achieve and where should it be set up? Because that also can have a lot of negative surprises if you set it up in the wrong place. Dave: Yeah. So let's say and I think there's some rules of thumb like if if the. Exporting company is a C corp, you typically don't want the C Corp to own the disc, is that correct? Brian That is, that is correct. And that's because a C corporation pays tax on a dividend. It receives from the IC dis, so effectively there's no benefit. Dave: Okay. So with a C corp, typically it would be the individuals, individual or [individuals that Brian are Oh, the, the shareholders typically, Dave: yeah. Brian You know, possibly a management group could be involved as well, but typically we're talking about the shareholders of the C corporation. Dave: Yeah. And the shareholders of the disc do not necessarily have to mirror the shareholders of the C corp. Right. Brian That is sort of up in the air. I, I prefer that to be the case, but it doesn't have to be the case. Dave: Yeah, like in a simple example, census C Corp owned by one person and when they set it up, they wanna add a couple key employees to it. Brian Yeah. That, that, that's probably fine. You know, there's some old revenue rulings out there from the early 1980s that have a bad fact pattern, which the IRS held that the structure created gift tax issues, but that was like a mom and a dad and a son and a daughter, and mom and dad set up a disc and then gave the stock to the son and the daughter. And, and so that, that's, I see that's a bad fact pattern. What you described is a completely different fact pattern. There's no donative intent in that fact Dave: pattern. Yeah. Okay. In Brian fact, that I have a client that started out where the disc and the C Corp was. It did have mirror ownership, but over time, that has changed dramatically. But still, there's no donor of intent because we have all these unrelated families that own shares in the company in this quote company. And when there have been redemption opportunities over the years, they have the choice redeemed, the disc shares redeemed. The, the C corp shares redeemed them both. So some of like kept their dis shares, but gotten rid of the C Corp shares and vice versa. But really without the donative intent, plus some court case you know, precedent, I, I'm not [00:08:00] so concerned about that issue. Dave: Okay. Now let's switch gears and let's say it's a flow through an S-Corp partnership et cetera. Do you typically want the individuals to own it in that situation? Say that the company has three shareholders, would you just make them the three owners of the disc? More often than not, no. Okay. And why is that? Brian Because it, you get the same benefit by making the disc a subsidiary of the S corporation without some of the extra complexity associated with having the disc be owned by the shareholders. Now that, that's, that's preferred, but there are also situations where that doesn't make sense. Dave: Okay. Brian So let's say the, the S corporation is in California and the shareholder lives in Texas, or Florida. Or Nevada. Dave: Okay. Brian So they might want that dividend income flowing directly to them so that there's [00:09:00] no state Oh. So that there's no state income tax on the dividend. Dave: Sure, sure. Brian Okay. Okay. Yeah. So again, it's just another fact you need to uncover in the process of trying to figure all this out. Dave: Okay, so you've met with the client, you've figured out a disc makes sense, you've dug further you figured out the ownership structure of the disc. That makes sense. So then I guess you have to figure out where to incorporate, huh? Brian Yeah. And that again, there are good states and bad states. Dave: Okay. Brian Some states will tax an IC dis as a regular C corporation, you wanna avoid those states. Some states don't have an income tax at all, and those are good states to deal with. Dave: Okay. Brian And the three, you know, I'd say there's three states that are predominantly viewed as positive, and that would be Delaware, Texas, and Nevada. Okay. They're all fairly similar. For filing. And, and none of them have a corporate income tax on the dis so that's, that's all good in terms of not adding additional costs to the, the structure. Dave: Okay. So I'm in Texas and thus you, it seems like most of my clients end up incorporating in Texas. Do you just so here we are January 8th. We're recording this of 2026. So do you just do you just get around to doing it anytime before the end of the year and then you could use the disc the whole year? Is that how it works? Brian It's not how it works. It's generally a prospective opportunity. So you wanna get that entity formed as quickly as possible. Dave: Okay. Yeah. I've had people, I've heard [00:11:00] people say that if you don't do it on January 1st, you just have to wait till the next year. Brian No. That, well, that's certainly not true. And from any date forward that you set it up, you can certainly get benefits or shipments. Okay. That they, but one other item that I forgot to mention earlier, they also like to ask if the, if the related supplier entity, which is the exporter, if they're an accrual based company or a cash basis, Dave: ah, Brian that's an, that's an incredibly important issue Dave: Sure. Brian Dealt with. That's why. Dave: Okay. Brian Because the disc is an accrual base taxpayer by default. Dave: Yeah. Okay, we'll get into that when we get further around the, Brian okay. Dave: I think about when I was a kid, there was a, there was a Saturday morning TV series I think called schoolhouse Rock. And one of the episodes was how, how a bill becomes a Law [00:12:00] And there's the whole steps, the Brian episode, everybody remembers. Dave: Yep. Yep. So everybody our age at least. Okay, so you've got the disc set up and say you do it in Texas and let's say they make the decision January 8th, takes a few days to, you know, just kind of get stuff, you know, information from the client set up. And let's say you get it set up January 15th, so then they're good to go, huh? They can just start using that disc and away we go. Anything else? Ha. That has to be done Or is it, is it that some Brian on the, on the surface, yes, that's true. Dave: Okay. Brian But beneath the surface, there's other things that have to take place. Dave: Okay. What's the next thing that has to happen after you've formed the disc? Brian Well, you have a, there's a 90 day window to file a disc collection with the IRS. That's probably the most critical thing that has to happen. You have to file an actual paper form with the IRS to elect disc status for the company, because the company, when you set it up, it's just a corporation. Without that election, it's not a disc. Dave: And that election, is this the famous form 48, 76 dash a, is that said election, Brian famous or infamous in some cases, Dave: yes. Yeah. Okay. So you have to, so you just well, you just go to the IRS website. Download the form, send it in, bing, bam. Boom. You're done. You're good to go. Brian Not exactly. Dave: Okay. That's the Brian first Dave: step. Brian Skip. That's the first step. But the I mean, first of all, when you're setting up the disc, you have to make sure you incorporate it properly. Dave: Okay. Brian I kind of glossed over that. Dave: And what are some of the elements of proper incorporation? Brian Well, for example, when you go to a, the Texas website or any other secretary of State website to organize the company, because it can be done all online, [00:14:00] like the default is always, you know, no par value stock, right. Brian If you just select the default, you are going to have a problem because Okay. Dis rules require, you know, par or stated value of $2,500 on the, issued an issued an outstanding stock of, of the disk. So I had a client that came to me years ago. They had set up a company in, well, they used Wyoming, which is also possible to use, and it's not a bad jurisdiction. And they had, he had his quote unquote friend that who was an attorney, set it up for him. And there were some issues with the DISC collection and it went back and forth and then ultimately took a look at the articles of incorporation and it had, you know, $1 power stock, 1000 shares. Dave: Ah, that's a problem. Brian That's, [00:15:00] yeah. So no matter what happened with the disc election and the back and forth with the IRS, the disc election was ultimately never approved because the entity didn't meet the requirement. Having enough outstanding capital stock. So you have to have one and it can only have one class of shares. So there are, you know, there are some hoops you have to jump through in terms of not doing things incorrectly or doing things correctly. So you have to make sure there's one class of stock, $2,500 par value. There can't be foreign sales corporation in the same patrol group, which years ago was a big deal, but now it's not really a big deal because those have been gone for many years and almost nobody has one left. Not, not really an issue there. And what, you know, those are the formation matters that, that mattered, that are important to make sure you, you meet when you form the entity. Okay? If it's formed wrong, right from the get go, you have a problem. If [00:16:00] it's formed correctly, then the next step is yes, file a disc election. Dave: And, but before you file the disc election, there's a step we're missing, right? Doesn't the DISC election require. To put the corresponding EIN for the distance. Oh yes. I mean, I just assumed we, yeah, you obviously you have to apply for an ID number for the new entity that does not come automatically with the incorporation. Brian 'cause that's done with the state as opposed with the IRS yes. Dave: Yeah. And that's become more challenging. It used to be pretty easy to get an EIN you could apply under a corporate name or Brian yeah. But there, there's a, you know, there is an online portal with the IRS to get an EIN for a domestic company. So it's not, it's not Dave: terrible. Yeah. Brian It's not terrible. Dave: Yeah. So you have the EIN that you need for the 48 76 ae. Brian Right. Dave: You have you have 90 days, Brian you have the proper capitalization. Dave: Yeah. Brian You figured out who's gonna own the disc because the, the disc collection is. Signed, you know, it's not just made by the disc entity. It's made by the disc entity, then consented to by the shareholder. So you have to make sure that all that takes place. I can't tell you the number of times where somebody filled out part one, the disc signed it, and then the shareholder forgot the consent to it. And if you don't do the 48 76 dash eight correctly, you get it filed timely. It's an extremely expensive fix to try and get that Dave: rectified. Brian Generally, you have to try to get a private letter ruling, which will grant an extension of time to file the late disc collection. Dave: Okay. Brian And that's that's an expensive process. It's a 25 to $30,000 exercise to [00:18:00] file the private letter, really. Plus you have to pay a user fee to the IRS of 10,000, 11,000. Dave: Wow. Yeah. It seems that seems inconvenient at, at best. Brian And for most companies, they're better off just setting up a second dose Dave: Sure. Brian As opposed Dave: to process, Brian because how much volume there is. Dave: Yeah. Yeah. And I understand the IRS itself refers to these as a, a paper entity. So I guess since it's a paper entity, that's it. No need to fuss around with a bank account or actually have to capitalize it with actual money is there. Brian It's, it's recommended, but you're right, it's not required. There's no requirement in the disk rules to set up a bank account. Dave: Okay. Brian So there it could simply have. A receivable receiv for the capital stock. And that can be, its working capital doesn't have to have a bank account, but that's sort of a misnomer that people think it must have a bank account. Okay. In the original regulations, that was a requirement, but when the regulations are finalized, the requirement was removed. Dave: Okay. But practically speaking, it you probably wanna have a bank account. Brian Yes. Practically speaking, it makes all the sense in the world to have a bank account, a non-interest bearing bank account. Dave: And why is the non-interest bearing important? Brian Well, it, it has to do with one of the annual requirements of a disc. That 95% of its receipts have to be qualified export assets. I'm sorry, receipts. And so let's say in a year the company decides. You can't always decide not to use the DIS even though you've got it in place. So let's say the company says, well we're not gonna use the, this year we had a loss. In our business there's no using. Dave: Okay. Brian We say, okay, and then the DIS bank account earned a dollar 50 of interest income. Dave: Okay, Brian well 100% of the receipts are now not qualified receipts. Okay. Income and no other revenue. If there was a non-interest bearing bank account, it would just have no receipts and then it would be fine. But the earning, the dollar 50 of interest would disqualify that. Dave: Okay. So non-interest bearing account and then I guess the dollar amount in the bank account, what you start with, $2,500 initially. Brian Yeah, pretty much keep it there forever. Dave: But, but it doesn't matter if you end up, oh, if you're a little lazy and you forget to distribute all the money and you end up with 50 grand at the end of the year, that, that's not a problem, is it? Brian It is. Dave: It is. Everything's a problem Brian with you, Brian, because everything, 'cause the, these rules are draconian and everything can become a problem. So a commission dis anyway, a comm, [00:21:00] you know, a paper entity commission dis doesn't need $50,000 of working capital. And the IRS would hold that, that that's not a qualified export out. Like having too much working capital in DIS will cause it to fail. The other test, which is the 95 qualified export asset test 2,500, you know, an amount of cash equal to the capital stock is fine. Dave: Sure. Brian Amounts above that start to, you know, raise questions as to whether. That's reasonable working capital or not? Given that the entity's a paper entity, it doesn't really have any expenses. Maybe some bank fees. That would be about it. In most cases, it really doesn't need cash sitting. Dave: Yeah. Yeah. So maybe 3000, 3,500 to account for some bank fees or, Brian yeah, at most, yeah, we start getting about 5,000. It really starts to [00:22:00] look questionable. Dave: Okay. Oh, I just realized, I think in the initial assessment there was a step we forgot and that's, do they want to make it a buy sell disc or a commission disc? What percentage of your clients are commission discs? Mine a hundred percent. That's Brian 99%. Dave: Yeah. So we're just stepping ahead assuming that it would be a commission disc, Brian right. I mean, the only time you would really have a buy sell disc. 'cause if you have a business where. They're buying inventory from unrelated parties. And all the inventory is manufactured in the US and all of it is export. Dave: Yeah. Brian Okay. That, that, that I do have, like I said, two clients that have adopted that structure. One was commissioned disc with an S-corp and they converted, they merged the S-corp into the disc and just became an operating disc. You know, and that's a little different than a buy sell disc. I mean, an operating disc. People think of buy, sell dis an operating disc for the same thing. They're really not. I mean, 'cause you could have a, the equivalent of a commission disc, but have it be by sell where it could buy product from its related exporter and then export it. Dave: Okay. Brian It's possible that, that, that tho that fact pattern, I don't have any clients in. Dave: Okay. Brian It's possible. Dave: Okay. So we've got the election filed and then at some point the IRS will send the taxpayer letter approving the election, right? Brian Correct. That is, that was true. Dave: And then so we've got the, the B and usually it makes more sense to have the disc bank account at the same bank as the operating company, right? Brian It typically does, Dave: yes. Yeah. And we'll get into that when we get further into the operation of the disc. Okay. So it's all set up. And elections filed, election approved. So now certainly we're done with incorporation and government governance matters, right? Brian No. No, Dave: not yet. Brian Not yet. Not yet. Okay. We still have to make sure there's a a call, a related supplier agreement or disc commission supplier agreement in place between the, the exporting entity or entities and the disc itself. This document is, it's not, again, it's not required in the regulations, but it is recommended. It gives the related supplier a lot of flexibility in how it uses the disc and if it uses the disc and it gives it unilateral powers to decide not to use the disc. It also lays out the, you know, sort of boil legal boilerplate language about an inter intercompany agreement between the two business. Dave: So you could just go to chat GPT and have them spool up a one page sales agent agreement. Is that right? Brian Maybe. I don't know. I haven't tried that 'cause I don't wanna teach chat GPT how to, how to do that, but because every time you ask it a question, you teach it, right? Dave: Sure. Brian General, no, it's a pretty specific agreement and it has very specific provisions in it. Provisions and so somebody that knows what they're doing really needs to draft them. Dave: Okay. Okay. So this is kind of pointing away from just having your general corporate attorney who's never heard of a disc, do all that quote paperwork. Brian Yeah. I never recommend. I always recommend that a specialist do it, namely myself take care of it. Dave: Okay. Yeah. 'cause you are, in addition to having an accounting background, you're also a tax attorney, correct? Brian Correct. Dave: Correct. Okay. Brian Yeah. And you know, some of the documents that need to be created, yeah. That can be done by a general corporate attorney like bylaws and those as well and or other organizational documents that aren't disc specific can only be done by any attorney. But but if, but really it doesn't make sense to split that work up amongst different attorneys. Dave: Okay. Sure. Brian It all sort of be done by the same party to make sure that it's, that everything gets taken here. Dave: Okay. Brian And timely because there's a 90 day window to get this, in my opinion, to get this all done. Dave: Yeah, to co to coincide with the election filing. Brian Right. Because typically I don't provide any of the documents, including the election, to the, to the client until all these things are done. Dave: Yeah. Oh, I see. Sure, sure. Because then there's, Brian you know, they have to sign the disc election and there's all these other documents they need to sign and put in a minute book. And so rather than piecemeal it, we just give it to them all at once. Dave: Okay. So they've got their binder with all their signed documents or a signed copy of the 48 76 A that was filed a copy of the approval from the IRS. So now finally, are we ready to get started using our disc? Is there. Brian Collection the I. Yeah. As you've probably seen in the news, things are changing at the postal service as far as postmarks and what they can be relied on as when something was considered filed. So they're not promising the postmark things that they, you drop them in the mail anymore. Dave: Oh, really? Okay. I hadn't heard that. Brian Yeah. So it's recommended to go, like, walk it to a counter and have it hands stamped with [00:28:00] a postmark. Yeah. But more importantly, and unfortunately not everybody listens to this, send the form certified mail return receipt requested. 'cause many times document is sent to Kansas City and they lose track. Oh, we never got your dis election. We can't process your dis return, whatever. And then there's proof that it was sent and then they have to, you know, find it basically. Dave: Okay. Or Brian at least accept it, maybe even if they never find. Dave: Yeah. Brian But there's one other thing about the disc and that we didn't talk about and, and I'm reminded of it because something you asked me in passing last week, which is something about the year end of the disc, the year end of the disc must coincide with its principal shareholder. So if I have a C corp that's a fiscal year, but the owners of the disc aren't gonna be [00:29:00] individuals, that disc will be a calendar year disc. Dave: Sure. Brian Not be a fiscal year company. And you know, if. It's owned by, let's say an S corp that has a fiscal year, then the disc will have a fiscal year. It, it must have the same year as its principalship. Dave: Okay. Yeah. Good. Thanks for the reminder of that. Brian And sometimes the disc collection gets filled out incorrectly. Somebody assumes one thing and, and then when a return is filed, the IRS, they're like, they, they dunno what to do. Yeah. Yeah. Okay. Alright. Now finally, do we have a little bouncing baby disc to be delivered to its proud parents? I think so. Dave: Okay. Okay. Okay. Brian And that's usually, it's usually about three to five months after it was formed. Dave: Okay. Brian Is when it started eating solids. Dave: Okay. Alright, so now we've got the disc set up and 9:45 AM I'm, I'm sorry, I keep touching my watch and it says the time, apparently it's time to just take off my watch. Okay. So now, so let's just say that they have not yet set up the bank account. They've done everything else, and now it's time to set up the bank account so they, you know, call their local banker. They get it set up at the same bank, so it can be on the same online banking platform. And then they fund it. And does it matter where the funding comes, comes from for that bank account? Can they just like say the company. I mean, can just anybody fund it? Say there's three shareholders, can just one shareholder write a check for $2,500 to fund it? Or how does that all look? Brian Well, I mean, there, there will be a subscription agreement that shows how much each shareholder owes for their shares, and each shareholder should pay for them. Okay. Can't just be one. Dave: Okay. So we have the bank account set up, we're ready to go. And so now we're at the end of the year, or approaching the end of the year. Let's say we're in November of 2026. Anything we need to do before the end of the year Brian for an accrual based taxpayer? No. Okay. There's nothing paid to do, but before the end of the year. Dave: And what about for a cash basis? Brian For a cash basis, taxpayer, if we want a deduction in 2026. We need to pay the DIS in 2026, so Dave: we Brian would need to gather information in order to estimate a DIS commission for 2026 before the end of the year. Dave: Okay. So cash basis, that's what we need to do by the end of the year. Accrual basis. Basis, no. Do I need to do [00:32:00] anything by the end of the year? Brian You don't need to. You have an option to, if you'd like to, if you wanna have an idea of what the disc commission might be, or you actually wanna pay it before the end of the year, but there's no requirement. Dave: Yeah. And if you don't, and if you don't pay it by the end of the year, you get a deferral benefit Brian possibly. Dave: Yeah so say, say you did a hundred million of exports and your commission was $20 million. You just get to defer that whole thing till the next year, right? Brian No, Dave: no. Brian, all you say is No. Every good idea have you just say No. Brian It could defer 10% of it to the next year because only the income related to 10 million of export sales can be deferred, and it'd be a little less than 10% because the disc wasn't there the whole year. So we'd have to prorate that 10 million for the number of days the disc existed. And then some sliver can be deferred, but the rest of it is gonna be taxed to the shareholders as a deemed dividend Dave: in the current year. In the Brian current. Dave: Okay. Brian Then not taxed when physically distributed in the following. Dave: Okay, so we have an accrual tax payer. We get into the to 2027, and let's say they're extending their corporate return and they're planning to file that in August of 27. So we're done. We don't have anything else to do before August. Right? Brian That's not true either. Dave: Brian, Brian you're Dave: killing me. Brian Yeah, well, it, I mean, it depends. If nothing was done before the end of the year, then something needs to be done within the first 60 days after the accrual base taxpayer. Or, you know, let's say the cash base taxpayer says, I don't [00:34:00] care if I get my deduction next year, so I'm not gonna pay anything this year. Something needs to be paid at this within 60 days of the end of the year. Dave: So is this one of those things like the sales agent agreement, that that's just recommended? Brian No, this is required. Dave: Required. Okay. Brian Yeah. This is required. This is, this is one of the hot buttons the IRS will try to use to disqualify your disc. Dave: Okay. Brian So the disc accrues a receivable at the end of the year, even though it doesn't know the amount at the end of the year for all, for, for disc purposes and books an an accrual for the income at the end of the year. That accrual or the receivable is only a qualified export asset if, if the payment rules around that receivable or satisfy. Dave: Okay. Okay. Brian One Dave: rule Rules. Rules. There's always rules. Brian Yeah. It's very draconian. You have a 60 day rule and a 90 day rule. 60 day rule says you must pay a reasonable estimate of the disc commission to the disc within 60 days of the end of the year in cash or. It could be cash, it could be a note. Dave: And reasonable is just any old amount. You just put your finger in the air and ah, I think a hundred dollars is reasonable. Brian Again, that's not the case. There is a safe harbor for what is reasonable, and that safe harbor is f at least 50% of the final commission amount that you Dave: determine. But how do you know that in February Brian you have, Dave: if you're not preparing the corporate, Brian you have to try to compute an estimate before the end of FE Dave: and you have to nail it exactly at 50%. So if you think the commission's gonna be $1,217,412, you need to pay exactly 50% of that, Brian at least. [00:36:00] Dave: Oh, at least. So you could pay more. At Brian least you could pay more. And we always recommend maybe paying 75 to 80%. Dave: Okay. Brian Because if you pay whatever you pay. That amount is gonna be your limit. So if you thought it was gonna be a million and you paid 500,000 and it turns out to be 1,000,500, too bad. So sad, you only paid 500,000, you're capped at a million. Dave: Okay? I mean, that's the safe harbor. I suppose there might be circumstances where, where one could argue that they maybe the first year of the disc, and you know, they, they, Brian you can argue it, you can try to argue it, but there's no guarantee that the IS will accept any of the arguments. And the private letter rulings that exist from the 1970s would imply that they, they're really not going to accept just about any rationale for being reasonable other than that 50% bright [00:37:00] line safe harbor. Dave: Okay so you make the payment, Brian make that payment, and. Dave: Can you just book a journal entry? Do you, do you actually have to really move the money? It sounds like a hassle. Brian I mean, in, in general you have to, you have to either create a note or move cash. Dave: Okay. Brian Okay. Dave: But that might be a lot of money though. Like what if, what if it's like $2 million and million? The company only has a million dollars in the bank. Brian They could use the same capital multiple times. Dave: Oh, okay. Brian And roundtrip the money as many times as they need to, or like I said, use the, use the promissory note. Dave: Okay. Brian Short term promissory note to satisfy that requirement because it does say cash or property. Dave: Okay. So we get through February, we've made our, our 60 day payment. We've, we've, you know, sh sh we've, we, instead of doing 50%, we did about 80% of what we thought it was gonna be to give us some cushion, and now we can go take a vacation till the till the corporate returns ready. Brian Yeah. I, I, I think so. Dave: Okay. Brian I think so. Dave: Okay. So it's time to now. So it's time. Now, if they extend that corporate return, I guess they're gonna have to extend the disc return as well. Brian Well, the disc return is due September 15th as a matter of course. Dave: Oh, Brian are handy. There are no extensions. So really as far as the disc and its compliance goes, once you make that 60 day payment, there's really not much you can or should do or are able to do until the related entities tax return. Prepared. [00:39:00] So a lot of times they'll say, well, that's not gonna be done till September 15th, and we have to have a discussion about how that doesn't work because the disc return has to be done by September 15th, but in order to do the disc return, you need to basically a completed within it supplier returns. So then we have to work backwards from September 15th to figure out like when's the latest they can have that, that other return done in order Dave: to Brian get the disc return done. Now that's relatively easy in the past through context because all those pass through returns are also due September 15th on extension. Dave: Sure. Brian Whereas a C corporation, it's not so easy because the extended due date for a C corporation, if it's a calendar year is October 15th. So it may be that you have to file a disc return with a made up number on time and then amend it after. Okay. After September 15th. I've done that a number of times. Dave: Okay. So that makes sense. Brian Because as is good as CPAs are, they're deadline driven. So if a return is due October 15th, they're unlikely to have it done by the end of August. Dave: Yeah. Okay. So it's time to file the disc return. I assume the CPA firm probably has that disc return and their standard tax software with all the other forms. So you just have the CPA go ahead and prepare the disc return. I've looked at it, it's a short return. It's like 10 pages long. So you just go ahead and have the CPA prepare the disc return, then bing, bam, boom, you're done. Brian Could do that. Dave: Okay. Is there a drawback to doing that? Brian Yeah, it would probably be wrong. Dave: Okay. Why do you say that? Now, remember [Brian, we have a lot of CPAs who we have very good relationships with that we share clients, you know, saying that they're probably gonna do it wrong. I mean, heck, I don't really wanna annoy all my great CPAs we work with Brian Well, okay, but it, well, it's just a fact. It'll probably okay Dave: be Brian wrong because they might see one or two or three a year. They, they think they know what all the different terms on the district return mean, but they're not as familiar with that as they are with a S Corp return or a partnership return, or 1120. So they do what they think is right, and it may be right, it may not be right. So again, I, in my opinion, you want a specialist preparing the district return. Dave: Okay. Brian Okay. Because we know exactly how it's supposed to be filled out. And then if, if the calculation is done on a transaction by transaction [00:42:00] basis, there's this schedule P that gets attached to the return. Well, if you don't do a T by T, there's one Schedule P. If you do a T by T, there could be thousands of them. So I don't think CPAs and their software are equipped to complete thousands of schedule Ps and attach Dave: Yeah. Brian To the district. Dave: No, good point. And you're, you're getting your your enthusiasm to get to T by t had me, you got a little ahead of me. 'cause I was gonna ask, so client says, Hey, we have a desk. Our accounting department's busy. What's just the bare minimum of information we need to send you? What's the bare minimum? Brian Bare minimum would be qualified export sales. Dave: They just need to send you a number. Brian Yes. Dave: Then you take that number and how hard can it be? Right. Just take the, Brian it's not, it's not necessarily that hard at that point. Dave: Yeah. But say the profit on those sales [00:43:00] is the average profit of the company and taxable profit. And you compute the disc commission, you go through the Schedule P and compute the disc commission and pick the higher of the two numbers that you, that you compute. So you would just be like the final draft, corporate return and that total export number, you know, dollar amount for the year. And, and that's really all you need to, to do. That's Brian the bare bone. That's the bare bones, yeah. Dave: Okay. And that's what some people would call the standard calculation or a simple calculation, Brian I'd call it simple. Yeah. Dave: Okay. And that's also known as the 4% 50% calculation in some circles. Right. How does that work? Brian Well, it's also known as the safe harbor calculation in certain circles as well. Back to that, Dave: back to that safe harbor again. Brian Yeah. But that's actually not a safe harbor, so that's why I bring that up. Dave: Okay, well Brian that's the safe harbor calculation. I'm like, no, it's not. It's just the [00:44:00] calculation. There's nothing safe harbor about Dave: it. Okay. Brian Okay. It's just the rules that are found in the code and regs for computing and disc commission, and they're the two predominant methods. 4% of sales and the 50% of net profit, Dave: you just cherry pick whichever one works better. Brian Yeah, but the 4% method has limitations. So Dave: more limitations probably. Why? Why can't this just be simple? You said it was the simple calculation and now you're already telling me there's inherent complexity. Brian Even if it's simple, it's not totally simple. Dave: Okay. Okay, Brian so the, and I've seen this done wrong. Millions, well, not millions, hundreds of times, and I can say it is hundreds of times. Client computes the 4% method just by choosing 4% of sales. They don't look at what their net income is on the, on the [00:45:00] activity. They just say, oh, I'm allowed to use 4% of sales. The limit there is you cannot create a loss. There's something called the no loss rules. You can't create a loss with a disc commission if one doesn't already exist. So if the profit on, say, on the sales are 2% of sales, you can't take 4% of sales. You're limited to 2% of sales. And if, for example, you have a loss of the company, you're limited to zero. But I've seen situations where that's completely ignored. Dave: Okay? Brian Properly computed this commission of 4% of sales, but it should have been something less or possibly zero. Dave: Okay? So more complexity, but the good news, that's the extent of the complexity. One, schedule P, 4%, 50%, you know, make sure you, you don't create a loss. Now we're, we're all done. Pop. You [00:46:00] know what, what? Dusted and dusted and delivered we're, we're good to go. They've maximized their dis commission, right? And we're all done. They have a nice 10 page return to send to the IRS. Which by the way, can they file that electronically, that return? Brian Fortunately, there are no provisions for electronic filing of the disc return. It must be, Dave: what is this, the 1970s or something? Brian Pretty much Dave: Okay Brian with, with regard to the disc? Yeah. And, and some other forms. Yeah. But the, the, the benefit of that, here, I'll give you a benefit. The benefit of the fact that you must file a paper return is they can have an electronic signature on it. Okay. It doesn't have to have a wet signature. Dave: Okay? Okay. Brian So you could theoretically, for example, send your client the return using DocuSign, have them sign it. You print it, you file it for, Dave: okay. Okay. But, but now we're finally done. It's signed, it's done. And they say, boy, thank you very much, Brian. You've done, your team did a great job, and boy, I really appreciate, you know, we had 10 million of exports. We have all kinds of variability in our profit margins. And, but thank you very much. You, you created the amazing $400,000 or you calculated the 400,000 disc commission. Thank you very much. I couldn't imagine you went above and beyond. I couldn't imagine you could have done anything more. And then what do you say? Do you graciously say, oh, you're welcome. It was our pleasure. Brian I would graciously say, you know, we, we've just computed your minimum disc commission. Dave: Okay, Brian not your maximum. Because you have Dave: vast, lemme guess. Lemme guess. There's more complexity coming. Brian More complexity, which relies on more data being. Pulled from the client's [00:48:00] records to, to allow for a calculation of the DISC commission at a more detailed level, ideally at a line item by invoice level, Dave: line item. That sounds like a lot of work. Brian It can be. Can be a Dave: lot. What if the client says, our accounting department's busy? Sounds like we're gonna have to spend weeks gathering all this data for you. Eh, it's just, we're too busy, it's not worth it. What do you say then? Brian I gu I almost can guarantee you it will be worth it. Okay. Because looking at the detail is likely to cause at Disconnect commission to be anywhere from 50 to three, 400% higher than what it otherwise would've been. Now, unfortunately, in that first year, since you've already filed with a certain number, you're limited to two times what you paid in that 60 day window. But going forward. You know, there's no limit. Dave: Okay. Brian Whatever we compute can be your disc commission. So different industries have different amount of variability and t and transaction by transaction calculations have different impacts depending upon the industry, the profitability of the business, how many products they have, who they sell to. But it can vary. But I'll give you an example of one that we worked on recently where company had a hundred million of export sales. They took 4% of sales, and they've been taking 4% of sales year after year, after year, after year, after year, Dave: okay. Brian They brought us in like three weeks before the district return. Dave: Okay. Brian And we went through the calculations and we actually calculated 17 million Dave: as opposed to 4 million. Brian As opposed to four. Dave: [00:50:00] Yikes. That's a big difference. Brian It's a huge difference. And fortunately they were, you know, well, I mean they were very pleased with the result. And so now on a going forward basis, we're not doing 4% of sales. Dave: Okay? But you still have this. But if they were able to get a $17 million commission, then that means their corporate taxable income must have been at least 17 million. 'cause didn't I hear you say the disc commission cannot cause a loss. Brian It cannot cause a loss at the level at which you're computing the commission. So there's no, you're killing me, Brian. Just more complexity. Yeah. Well, it's very complex area. There's, there's no overall no loss rule. Like if you, you can, as long as you're meeting the rules as they're written, you can cause your entity to go into a loss position. Now, this particular instance, it did not do that, but [00:51:00] you could do that. Dave: Okay. And then if you get into a loss position, there are other non disc complexities that come into play that impact whether you want to maximize the loss in that entity or you want to target a particular loss in that entity. And that's not something that we get involved with, but we're certainly sensitive to it. Sure. Sure. And so you're saying for this client, even though I've heard some people say you've got the simple calc and then the hard calc. And so you'd wonder why would anyone do the hard calc? Well, it's because their commission went from 4 million to 17 million, which saved them hundreds of thousands of dollars. You created hundreds or millions of dollars with additional tax savings. Brian Right, right. Dave: Okay. Brian And by the way, after the first conversation we had with them, they said, oh [00:52:00] yeah, this is not something we can do. The accounting department said, this is not something we can do. Then the owner said, this is something you're gonna, Dave: it's funny how that, how that works. Okay. And then I'm guessing this extra work. You, you're probably gonna have to create another schedule P or two. So now the disc return, it's gonna be 10 pages. It's what? 20 pages? Is that kind of a typical page count? Brian No, it could be Dave: no. Brian Thousands of pages. Dave: Thousands. I mean, Brian, a ream of paper is 500. So thousands would be reams of paper. Brian Yes. I've had some returns that have like 15 binders of paper. Dave: Yikes. Brian Yeah. Just goes in a big box and I'm sure the IRS types, all those schedule Ps into their, Dave: I'm sure they do. Okay. So the return gets filed, so the return's ready. You take that box, you just slap a you print off a postal label online, drop it off at the post office. And you're done, right? You just give it to carrier, Brian understand, Dave: carrier, carrier your house or whatever. Brian Well, you can send it via FedEx. You can send it via UPS. And actually, in some ways, I think that might be better these days than the postal service. Dave: And why do you have to do that? Can you just slap, I mean, if you have your 15 binders, couldn't you just put a hundred stamps, you know, on the, the box and ship it in because they'll get it, right? I mean, it's not like they're gonna lose it or anything. Brian They might, they could very well lose it. And you definitely want proof of delivery and you want proof of mailing. So again, it's a certified mail if you're using the postal service or if you're using a private carrier like FedEx, you know, you get all that documentation about when it was shipped and when it was delivered.[00:54:00] Dave: Okay, well now at least we're finally done. Right? You ship it off. The CPA pulls the numbers from the disc return, puts it on the corporate and shareholder returns. Now we're done. It's gone to the IRS. We never have to think about it again. Right. Brian I'm not sure if that's a trick question or not, but in some ways that could be true, Dave: right? Yeah. But it, but I guess you could get audited, right? Brian Could get audited by an agent who has no idea what they're doing, which is typically the case. Dave: So that's why you want your CPA defending you in that case. 'cause then it's like the blind leading the blind. Brian No, I think it's better if someone with site is involved. So again, the specialist who did the disc work should represent the taxpayer or be involved with the representation of taxpayer in the case of the audit. Dave: Okay. Brian And the should be involved. Because really what's under, what's really in question is the [00:55:00] deduction on that entity's tax return. The dis itself doesn't pay tax. So they rarely audit a dis quote. Dave: Okay? So if I break it down, you to do it really right? You need a specialist to guide you on the initial structure of the disc. You need another specialist to set up the, the disc. You need another specialist to do all the paperwork, make sure the document's correct another specialist to prepare the return, and then another specialist to defend you. So is that about right? So do you need like five different people to make sure everything's done right? Brian? Isn't there some way that you could just have one person that could just do it all for you and be done with it? Brian Well, of course. Dave: Okay. Finally, finally, I get a simple answer, Brian right? So if you, if you engage a disc specialist, that [specialist should be able to do all that. Dave: Okay? Brian Okay. Now, not every disc specialist is created equally. Dave: Sure. Brian You know, I brought up during our conversation that there are some non disc things that can also add complexity to the situation. Not every disc specialist will be sensitive to those things. Not every disc specialist will understand those things. So the benefits that like our organization brings is that. Least myself in particular, I didn't always just do IC disc work. I, I, I have a well-rounded knowledge of all of the, of the tax world. And so I am sensitive to non disc things. You know, for example, you know, another example, oh, a company has a lot of export sales. You would think it's a no brainer. They should have a dis, they should use the dis. They should, they, they should want to convert that ordinary income to qualified dividend [00:57:00] income. Well, what if the S-corp is owned by an ebit? What if there are passive shareholders? All of those things impact whether the disc commission actually helps or hurts their tax situation. And I would get, I would venture a guess that, you know, if you went out and Googled, you know, I see this specialist, you would find a handful. At most that understand all that stuff and how all it all interplays together as opposed to the multitude of those that won't understand any of it. Dave: Okay. Brian So I think a, a disc specialist that is sensitive to all the other tax rules is, is definitely something that is valuable. Dave: And you probably want someone with some experience who's done maybe, you know, what a dozen disc returns in their career, maybe 50 if they're really good. Like how many, how many have we done organization wide? Probably Brian probably 10,000. Dave: 10,000? Well, that's a lot more than 50. Brian Yes. Over the years it's probably close to that number. And we've probably claimed billions of dollars of just deductions and saved clients, hundreds of millions of dollars of tax. And, and I'm proud to say that every dollar we've ever claimed we've. Okay. Dave: So Brian I've never had an adjustment from the IRS. Dave: Well, that sounds like a, a good a good record. So bottom line, Brian that's, that's the best you can come up with a good record. I'd say it's Dave: well, I didn't wanna say a perfect record. I didn't want to jinxy. Brian No, but it's, it's, it's, it's pretty outstanding record. Dave: Yeah. It's a, it's an impressive record Brian because there are also just providers out there that say, well, you know, Dave: it's the Wild West. Brian The wild west, the IRS doesn't really understand it, so let's be as aggressive as possible. And, and that's not the way we approach it. Dave: Yeah. Wow. Well, this has been this has been a lot. So really it's that simple. So the person who wants to just do all this themselves, we've laid out the whole playbook for them. Brian Yeah. The only simple thing they have to do is call us. Dave: There you go. That is it. Yeah. And, and oh, the other thing, not only are you the Bob, hope you now have moved from number two to number one for the most experienced icy disc guy. I know now that Neil Block is retired. Brian Well, that's, I don't know if that's a plus or not. Whether I'll take it just means I've been doing it a long time myself. So Dave: yeah, Neil was, I think my second, first or second guess. And and I was just happy. 'cause his billing rate back then was like $1,500 an hour. I was just glad I didn't get a bill a month later for him being on the podcast. But he, [01:00:00] he did it for exactly 50 years at one firm, baker and McKinsey in Chicago. He had one office, one phone number, like the whole 50 years. Brian Yeah. That's, Dave: that is something you don't see much anymore. Brian Definitely not, no. It's, but it's very, that's. That's very cool. And Neil is a very, you know, is a very intelligent savvy guy. Dave: Yeah, that is for sure. Well, Brian, anything else that we didn't cover that you can think of? Brian I can't think of anything. I think we covered a, a great deal here. Dave: Okay. Brian Can't think. Dave: Well, I, I'll let Brian we omitted. Dave: Well, great. Well, hey, thank you so much for your time. Really appreciate it. And I'll let you get back to your, your exploration of your yard there. Brian Yeah. I feel like, it's funny I shrunk the kids. Dave: I know. Well, hey, well, well again, thanks again, Brian. We all appreciate your time. Brian You're welcome. Have a good day. Dave: You too.

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In this episode of the Risk & Insurance Education Alliance Insights podcast, CEO William Hold talks with Dan Chuparkoff, AI expert, innovation educator, and former product leader at Google, McKinsey, and Atlassian. Dan shares his compelling journey—from discovering disruptive technology as a teenager in an architecture firm to spending 25 years guiding teams through massive shifts in how work gets done.He discusses how early exposure to breakthrough tools shaped his understanding of digital transformation, why AI is accelerating faster than any previous change in workplace technology, and how professionals can adapt without fear. Dan explains the real impact of AI on today's workforce—why it takes away repetitive tasks rather than entire jobs, how it turns “word managers” into problem solvers, and why human skills like empathy, creativity, and judgment remain more valuable than ever. This conversation is full of insights into the future of work, collaboration, and the growing importance of authentic human connection in an AI‑saturated world. Key Topics Covered:✅ Dan's early journey from architecture intern to software developer✅ Lessons learned from leading teams at Google, McKinsey, and Atlassian✅ How AI evolved from autocomplete to powerful generative assistants✅ Why AI won't replace most jobs—but will reshape daily tasks✅ Improving productivity with AI: meetings, email, communication, and strategy✅ The “analog renaissance” and the rising value of real human interaction✅ How professionals in risk and insurance can prepare for AI‑driven change Why Listen:If you're an insurance professional, leader, educator, or simply curious about how AI will redefine work, this episode offers practical guidance and a forward‑looking perspective. Dan's insights will help you understand the opportunities, limitations, and human implications of AI—empowering you to adapt, innovate, and thrive in a rapidly changing industry.Focusing exclusively on risk management and insurance professional development, the Risk & Insurance Education Alliance provides a practical advantage at every career stage, positioning our participants and their clients for confidence and success. Focusing exclusively on risk management and insurance professional development, the Risk & Insurance Education Alliance provides a practical advantage at every career stage, positioning our participants and their clients for confidence and success.

Get our playbook to reverse engineer any competitor + 10 market research prompts: https://clickhubspot.com/mkv Ep. 395 Making market research more efficient and way cheaper. Kipp and Kieran dive into why Manus may be the world's best marketing analyst—and why most marketers are sleeping on it. Learn more on how you can unlock high-value, easy-to-use market research, competitive intelligence, and actionable insights by combining Manus with SimilarWeb data, see how to model budgets using real traffic benchmarks, and watch as Kipp and Kieran turn cutting-edge research into killer presentations and website designs in minutes. Mentions Manus https://manus.im/ Similarweb https://www.similarweb.com/ NotebookLM https://notebooklm.google/ Salesforce https://www.salesforce.com/ Coinbase https://www.coinbase.com/ Get our guide to build your own Custom GPT: https://clickhubspot.com/customgpt We're creating our next round of content and want to ensure it tackles the challenges you're facing at work or in your business. To understand your biggest challenges we've put together a survey and we'd love to hear from you! https://bit.ly/matg-research Resource [Free] Steal our favorite AI Prompts featured on the show! Grab them here: https://clickhubspot.com/aip We're on Social Media! Follow us for everyday marketing wisdom straight to your feed YouTube: ​​https://www.youtube.com/channel/UCGtXqPiNV8YC0GMUzY-EUFg  Twitter: https://twitter.com/matgpod  TikTok: https://www.tiktok.com/@matgpod  Join our community https://landing.connect.com/matg Thank you for tuning into Marketing Against The Grain! Don't forget to hit subscribe and follow us on Apple Podcasts (so you never miss an episode)! https://podcasts.apple.com/us/podcast/marketing-against-the-grain/id1616700934   If you love this show, please leave us a 5-Star Review https://link.chtbl.com/h9_sjBKH and share your favorite episodes with friends. We really appreciate your support. Host Links: Kipp Bodnar, https://twitter.com/kippbodnar   Kieran Flanagan, https://twitter.com/searchbrat  ‘Marketing Against The Grain' is a HubSpot Original Podcast // Brought to you by Hubspot Media // Produced by Darren Clarke.

Tired of being the glue holding everything together? Learn how to build a team that can handle the pressure, even when you're not there!You might be resilient, but that won't stop your team from crumbling at the first real sign of pressure. When you're a leader, building your personal resilience is a given… but do you know what it takes to build resilience into your team? How do you get a better handle on the concept of team resilience? And what essential leadership tools could you use to predictably improve your team's resilience?In this episode, I give you my five building blocks for increasing your team's resilience, whether you lead 5 people, or 5,000 people.Links mentioned in this episode:McKinsey article:Raising the Resilience of Your OrganizationNo Bullsh!t Leadership episodes:Ep.355: The New Rules for Building a High-Performing TeamLBT link:Leadership Beyond the Theory————————Have you taken our free Leadership Blindspot test?✨ In just 5 minutes you'll uncover the hidden leadership habits holding you back.Get your Blindspot Score and know exactly what to fix before it costs your career!TAKE THE FREE TEST HERE————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally.

Sri Kaza is a business leader and small business advocate with a career spanning corporate strategy, entrepreneurial ventures, and dedicated support for small businesses. He is the author of Unconvention: A Small Business Strategy Guide.Mentioned on the ShowVisit Sri's website: https://sri-kaza.com/Connect with Sri on LinkedIn: https://www.linkedin.com/in/srikazaGet Sri's book, Unconventional: https://a.co/d/d9swnpBO'Brien and Sri discussed the book The Infinite Game by Simon Sinek: https://a.co/d/iDTdkFG (start with this book, not this one) Timestamps(00:00:00) Sri Kaza joins People Business with O'Brien McMahon(00:02:22) Could you connect your McKinsey background to writing a book on small business strategy?(00:10:36) What's the minimum threshold for making something unique in positioning?(00:12:09) Understanding lifestyle businesses vs. scalable businesses(00:19:50) Simon Sinek's The Infinite Game(00:22:29) How do small businesses with a deeper purpose make trade-offs between business and purpose?(00:28:35) What is meant by customer “intimacy” or customer proximity?(00:38:31) How can a business owner assess their own performance and sharpen your gut?(00:40:31) What are some effective self-reflection practices?(00:45:52) What are the best ways you've seen organizations scale purpose, proximity, and position while keeping the essence of those principles?(00:52:02) Final thoughts from Sri Kaza

Ashley Herd, founder of Manager Method and former Head of HR at McKinsey, explains why most managers aren't actually failing—they're just guessing. She breaks down her simple yet powerful three-step framework—pause, consider, and act—to help leaders move past the "speed of the inbox" and start leading with real intention. From handling employee mistakes with empathy to navigating the "octopus and wizard" traps of burnout, Ashley provides practical "real talk" for anyone responsible for the careers and lives of others. What You'll Learn in This Episode The critical difference between day-to-day management and long-term leadership How to implement the three-step Manager Method of pause, consider, and act Why the “speed of the inbox” is causing manager burnout and how to slow down Practical ways to handle employee mistakes using the “Gigi” perspective How to use human-centric storytelling to build psychological safety on your team Episode Chapters (00:00) Intro (01:51) Management vs Leadership (03:18) The Gap in Manager Training (06:01) The Manager Method Explained (06:39) Step One: The Power of the Pause (09:20) Step Two: Consider Your Response (11:09) Step Three: Acting with Intention (13:36) Avoiding Modern Workplace Burnout (19:16) Storytelling as a Leadership Tool (24:09) Brand That Made Her Smile (26:47) Where to Learn More About Ashley Herd Ashley Herd is the founder of Manager Method and a former Head of HR for McKinsey North America. A LinkedIn Top Voice and top 10 business podcast host, she has trained more than 250,000 managers across various industries. Her background as an employment lawyer for brands like KFC and Yum! Brands informs her practical, "real talk" approach to leadership. She is the author of The Manager Method, where she provides actionable frameworks for leading with confidence and supporting team growth without burnout. What Brand Has Made Ashley Smile Recently? Ashley recently smiled at Chiquita. She loves their banana stickers that claim they are "likely the best snack on earth." As a former marketing lawyer, she appreciated the humorous collaboration between the creative and legal teams to include the word "likely" rather than a definitive claim, showing a brand that doesn't take itself too seriously. Resources & Links Check out the Manager Method website and book. Connect with Ashley Herd on LinkedIn. Listen & Support the Show Watch or listen on Apple Podcasts, Spotify, YouTube, Amazon/Audible, TuneIn, and iHeart. Rate and review on Apple Podcasts and Spotify to help others find the show. Share this episode — email a friend or colleague this episode. Sign up for my free Story Strategies newsletter for branding and storytelling tips. On Brand is a part of the Marketing Podcast Network. Until next week, I'll see you on the Internet! Learn more about your ad choices. Visit megaphone.fm/adchoices

What if your body already knows when it's time to lead differently before your mind catches up?In this powerful episode of Women in Leadership Talk, Vicki Bradley sits down with physician, biotech executive, and author Sheila Gujrathi to explore the journey from medicine to the boardroom and what it really takes to lead with impact, alignment, and self-trust.Sheila shares how listening to her inner voice (and physical cues) led her from clinical practice to McKinsey, Genentech, and ultimately biotech leadership. Together, they unpack why self-care is not selfish, how chronic stress shows up in women's bodies, and why leadership starts with nervous system regulation and self-awareness.Want to deepen your leadership journey?You'll find two FREE mini-courses designed to elevate your leadership skills and a powerful leadership quiz to help you understand how you show up in the world, personally and professionally. Explore now: www.wilempowered.com, www.wilempowered.com/free-mini-course/ 

Heritage sports brands may be tempted to rely on their history to appeal to a new generation that wasn't there to see it. But in the fast-moving digital attention economy, that's a mistake, says Antonio Gnocchini, chief marketing officer at Diadora.He joins The Big Impression podcast to explain how the iconic Italian brand is reclaiming its spot in the performance market. By leaning into a challenger brand mindset during the Paris 2024 Olympics — without the price tag of official sponsorship — Gnocchini and his team are shifting the focus from nostalgia to high-performance innovation. Episode TranscriptPlease note, this transcript  may contain minor inconsistencies compared to the episode audio.Damian Fowler (00:00):I'm Damian Fowler, and welcome to this edition of The Big Impression. Today, we're looking at how a heritage sportswear brand carved out its own spotlight at the Paris 2024 Olympics without being an official sponsor. My guest is Antonio Gnocchini, Chief Marketing Officer at Diadora, the iconic Italian brand known for its made in Italy craftsmanship. In the lead of the Paris, Antonio and his team launched a global brand campaign built around Diadora's roster of Italian athletes from Trackstar, Larissa, Yapacino, defensers and speed skaters, all while showcasing innovations like the Atomo Running Shoe. That's the first high mileage running shoe made in Italy in three decades. We're going to break down how Diadora timed its campaign to maximize the Olympic moment, how it differentiates itself from giants like Nike and LVMH, and what this strategy says about building awareness in a crowded high-stakes marketing landscape. So let's get into it.(01:07):Antonio, can you tell us about why the Paris Olympics was such an important moment for Diadora as it sought to elevate its brand name again?Antonio Gnocchini (01:18):So if you are a multi-category sport brand, Olympics is certainly the big event, the main event, your main catwalk of the main show. And you prepare for it for a long time because you need to be in one of the most competitive environment with the best product, competitive athletes. Everything needs to be perfect. And it's also one of those moments in which you can go deeper with attention, with messages. If you are serious about sport and you want to communicate, sport brand values, what you really stand for, it's not easy, especially today in moments in which the attention is not much, few seconds from everybody. Channels are very fast and flattened messages very easily. The Olympics is a moment in which for a few weeks you have the attention. You have people connected and engaged. You have people who care. And so it's a perfect environment to talk again about what you stand for.(02:41):And so going back to the Olympics was a statement to say, we actually are a competitive sport brands, a performance brand, not only lifestyle of it. And so yeah, it was such an important environment for us. Also, these Olympics was maybe one of the first ones that I've seen since I started doing this job when you could see some challengers brands activating and being visible.(03:15):In the past, this was really an event only for main sponsors and official sponsors mostly. Now this is a moment of challengers. And if you find the right way and if you had a good connection with your outlets, you could be doing a successful marketing campaigns and actions.Damian Fowler (03:35):That's really interesting to hear you say that. And I think, and I'm curious to hear your thoughts on this. Is the kind of media environment that we exist in now, does that make it possible for challenger brands to find a way to reach audiences that they otherwise might not be able to find back when it was the main TV channels and big glossy mags, there are more niches now in many ways.Antonio Gnocchini (04:00):There's a very interesting report that Business of Fashion and McKinsey release every year. And the most recent one was a study from McKinsey, which they were showing displaying how the sport market, which was dominated by only few incumbents. And you could see that at Olympics, still today, the most recent one, the usual suspects are dominated most of the sports. But in this past few years, there is a change going on in which incumbents are really under pressure from Challengers brand in the sport industry. They're gaining momentum. Challenges are gaining space, gaining market share, and also visibility. And you can say that maybe this is linked to the explosion of running as a global movement, but it's not only that. Running certainly as contributed, because running is one of those categories that is really extremely democratic. And yeah, sure, track and field main athletes, famous names help, but you can become a successful running brand without having only the most amazing hundred meters runners.(05:37):You can be successful by working in other ways. And you see brands starting to become more visible through running in the sport industry.Damian Fowler (05:47):What's interesting about Diadora is that it has this very significant legacy as a sports brand. I mean, I think back to my childhood when I used to absolutely love Beyond Borg. And as soon as I saw the name Diadora, I remember Borg. And of course there's other soccer legends like Roberto Baggio or Francesco Totti. But in recent years, it's been a little bit maybe eclipsed by bigger brands that you just mentioned. So you're a challenger brand, but you're also a legacy brand. Could you explain a bit more of the context around the history of the brand?Antonio Gnocchini (06:24):If you are passionate about sport, when you land at Diadora and you visit the museum, it is a kid in a candy store. That was my experience at the museum is you could see in real life the objects of desire of your youth. In my bedroom, I had posters of all these heroes and there's a moment, there's a scene in King Richard with Will Smith, in which you hear for a moment in the movie, you hear Venus and Serena Williams coach telling Richard Williams to wait on the Nike offer because the perfect offer for any tennis player at the time was the one Jennifer Capriati was getting from Diadora. When I watched the movie, I was like, whoa. So we wear really the tennis brand and the brand that was in relation with athletes, especially tennis athletes. We were the tennis athletes brand. What happened?(07:34):I think that the brand, the company really focused for few decades on product, product marketing, sports marketing contracts, traditional marketing actions. While in the meantime, other brands, other sport brands have become very sophisticated, very innovative in their marketing strategies, films where Nike's main language and they were exciting product of their marketing department. I think the brand here, the Theodo has been focusing on other things and lost the engagement with consumers globally. And then for a few years, as I was saying, the focus had been really on capitalizing on its legacy and becoming more of a lifestyle brand. But in reality, the market can tell you that if you're not serious about sport, you lose your credibility as a lifestyle of sport brand.Damian Fowler (08:42):Yeah. So the new campaign or the more recent campaign is about reasserting that sports connection. How else would you define the brand as it is now?Antonio Gnocchini (08:57):I think that what we needed to do ... So the first thing that I wanted to do is to prove that the sensation, the feeling that we had was correct. So we run a long and insightful brand health monitor study, and the results of that study was showing that, yes, that we were a legacy brand, people recognized the name, but they couldn't really link it any longer to specific performance product, and they were not buying performance product any longer from the Adora. So we were also associated linked to values like being Italian, but at the same time, it was this idea of romantic Italian, quaint, Italian, traditional. If you want to be successful in sports, you have to talk about innovation, you have to be recognized for your capacity of being a technological advanced company. And so the main effort for us in the beginning was to go back into making sure that our research and development center was up to speed and that the marketing department was capable of telling these type of stories because these stories were in fact very important for our consumer, for our focused consumers, the focus of our target, a younger consumer that wanted to talk about sport, they wanted to be capable also of discovering innovative brand sports.(10:44):So even if we were not one of the main incumbents by being authentic in sport, especially in running and in other categories, by being authentic, we could engage with this young consumers who was interested in discovering new brands that have an innovation angle that was really relevant.Damian Fowler (11:11):Yeah, that absolutely makes sense. I'm interested to hear you talk a bit more about that audience group that you really wanted to reach and the profile of that group. And presumably there's an element of conquesting going on because you've got to get them from some of the bigger names that we've already talked about.Antonio Gnocchini (11:29):Yeah. As I was saying, running has become one of those category, goes beyond just track and field, goes beyond the daily jogger, goes beyond ... It is really something that touches wellness, fashion is playing into running a lot. Everybody is doing running collections today, not just the usual suspects. We wanted to make sure that in this environment in which you had a lot of noise, we could be recognized as authentic, as separate from the noise. So we wanted to talk with a niche and then make sure that that authentic young athlete was putting the mileage out. So it wasn't talking about running, but putting also the miles and the sweat in running. There were those consumers that were scheduling all their weekends around the run, around the race, so the real authentic runner could recognize that we weren't distracted by all this running noise. We were serious.(12:48):So our messages were we run a campaign that is called Normalize iMileage that was directed only to that type of consumers that could recognize the acts and the gestures and the typical struggle of that type of runners. Even if that meant alienating for a little bit a wider audience, because we know that with a wider audience, we had less capacity of rich. We didn't have the muscle for them. But we see today that when you are authentic and strong with that type of niche, that niche creates expansion and creates influence, and then you start to resonate also in other markets and with other type of consumers.Damian Fowler (13:39):Yeah. Can you talk a little bit more about how you set the stage leading up to Paris to build that buzz that's going to resonate across all these different outlets?Antonio Gnocchini (13:51):Yeah. We decided, as you can imagine, getting attention is ex extremely difficult, especially today. The new channels are flattening everything and everything is so few fraction of a seconds between your thumb and in your face, it's very hard to go deeper with messages. And if you want to go deeper, you need to find ways in which you can. And for us, our strategy was, okay, we need to stop their attention, stop their eyes for longer.Damian Fowler (14:35):I'm curious now to see, given the kind of media exposure that you started to establish, how did it play out during and after the Olympics, and how did you capitalize on it essentially?Antonio Gnocchini (14:49):So we monitor during the main events at the Arsenal, we made sure that all the guests and all the people, all the stakeholders of sport were well-informed and also capable of giving the right message out with the proper information. And then we started collecting and amplify this type of information, then feed them also to our partners in the market, retailers, key accounts. All of this helped us make sure that the product was properly displayed and also was selling out in the right moment in time. And by being nimble and agile and fast, we had a great success on this. The content that we had created, we noticed that they were getting a completion rate of 97, 98%. We never had completion rates so high. So we knew that we had something that was resonating. We only needed to be insisting on it and fasting the reaction by feeding athletes, giving the same content to them, and that's it.Damian Fowler (16:08):And you mentioned that 97% completion rate on videos and things like that. That's obviously an important metric. What else did you do to measure brand buzz? And then maybe then how did you connect that to sales?Antonio Gnocchini (16:21):Every year we do a brand study, a brand health monitor in order to understand the feeling and how our values are perceived by consumers. If there is any change in what we're doing that is affecting their point of view on the brand. Then we do social monitoring on a daily base, especially when we post and when we have athletes performing our.com and a good connection with key accounts, get us data on results and how what we do resonates on the market. That's pretty much what keep us informed and get us a good understanding of what we're doing.Damian Fowler (17:05):How did this push around Paris help define the current market right now? And what does it also tell you about where you should build next?Antonio Gnocchini (17:15):It is a confirmation that it is a challenger moment. It is a confirmation that if you establish a conversation with your consumers, you can expand and you can gain market in a market that was completely polarized and dominated by only a few brands. It is also confirmation that if you are authentic, at times, maybe even very vertical in your attack to the market through the category, we don't do every sport. We only are focusing now on few sports, but to do them with authenticity, this is also resonating a lot and you have to be ready for sport moments, which means every sport moment that it's not only Olympics, even minor sport moments, if you're capable of being ready and capitalize on it with your athletes, it's a great tool.Damian Fowler (18:20):You talked about using innovation, being on the cutting edge to reach a new generation of fans, but do you also still infuse that with some of the golden age narrative that Diadora has? Yes,Antonio Gnocchini (18:33):We do. We balance. We try to balance the messaging in that sense, but I think what I've learned in this past few years here is that this is no longer the sneaker culture generation where you could go and have long session and education and talk about the history of that specific model, and you would have this passionate nerd of Sneakers that would then storytell the whole thing to Hollist friends and everybody were buying into it. Everybody was buying into it. I think every time we preach about our history, every time about we try to give lessons, especially the younger generation, it doesn't seem to be interesting and doesn't like it also. But what we see that they like is what they discover. So we have to be ready with the right information. We have to give them a story that is compelling in term of product, in term of innovation, and then let them discover the history behind it, the art, let's say, the origin of the whole story, and where is this coming from?(19:54):So maybe one thing that I'm seeing that it's also a learning is the fact that brands ... I've seen brands just trying to capitalize on the fact that one product story has to be successful because it's linked to this specific moment in time, and you consumers should know about it and should buy about it because of that. It doesn't really resonate to consumer any longer. You need more than that. And so, yeah.Damian Fowler (20:27):I love that. I think it's so interesting to hear you say you can't preach to consumers, but you can allow them the opportunity to discover. I think that's such a great insight. I think that goes for any storytelling, to be honest.Antonio Gnocchini (20:45):I think you're right, but I think it's specifically more valid now in which I believe that you need to have your story perfect and you need to have the details of your story needs to be really well done. People think that you can simply post in every second and be very fast in making sure that consumers will see fresh things every second, digest it very quickly, and then post new ones. Especially for us, this doesn't prove to be right.Damian Fowler (21:24):I had a good guest on this podcast a few editions ago who talked about how brand messaging is in everything, the tactile element of the brand. He used Harley Davidson as an example, it's not just a bike, it's everything you encounter in the showroom, the quality of the materials. And I'm getting that sense when I look at Diadora and the Diadora site that their brand messaging comes through in the product line.Antonio Gnocchini (21:55):This is very true and very valid. Again, if you want to be serious in your relationship, in your conversation with that niche audience, it means that every touchpoint, every single touchpoint needs to tell something about that story, otherwise they will immediately perceive that it's not authenticDamian Fowler (22:21):Any longer. So let me ask you big picture here. So for marketers listening, what's the lesson here that you can tell? You came from Nike, but now you're at Diadora. So you've seen what the big heavyweight brand has done and can do, but what can a smaller brand learn from your experience, I guess, whether it be about future forward channels like CTV or retail media or programmatic or social? Sorry, let me just ask you ask that more simply. What can a marketer learn from your experience trying to market this, bring this brand back into view? IAntonio Gnocchini (23:04):Think the most important thing for us has been to be capable of focusing on doing few things and do them perfectly, or at least as perfect as we could do. You are challenged to be very active and be reactive and also try to capitalize on every single product you have in the line and every sport that is played is an opportunity of doing something. The reality is if you want to start to resonate, you need to establish a valid conversation with your core focused consumers. And to do that, you need focus. And this means also at times being capable of saying no to things that you could be doing or that you get pressure from anybody or everybody in the company to do, and also the pressure from the market many times. Again, let's remember that this was a market in which you were supposed to drop a new product every few weeks, so we don't do that.(24:23):And we try to talk about innovation only when we have real innovation to communicate. And then when you do build an authentic story and a strong story with every touchpoint connected in the right way, this to me proved to be successful.Damian Fowler (24:44):Going back to Paris, that was obviously a huge high watermark for sport last year. As you look ahead to next year, is there anything that's on your calendar that's one of those moments where brand and moment have that synchronicity?Antonio Gnocchini (25:01):Olympics is not something that you prepare the season before. So next Olympics is already something that we are studying, preparing for, sweating about. We have to prepare all our innovations. We have to be ready with the right messaging. We have to find the right athletes, and we have to have a strategy on what type of messages we want to focus on. So LA Olympics is certainly something that we look at and we dream of.Damian Fowler (25:40):Let me turn to the last section here and just ask you some quick fire questions, if I may. One of the things I wanted to ask you is, is there a sports marketing trend that you think is overrated?Antonio Gnocchini (25:51):Maybe there is something that is a bit underrated, which is the fact that some lesser known sport events and maybe not the main athletes, but the local athletes, they are underrated. You can build excellent engaging campaign through those.Damian Fowler (26:17):What matters more in the next five years? Heritage, innovation, or cultural storytelling?Antonio Gnocchini (26:24):If I may try to put them in order, I would say cultural storytelling for me, then innovation and then heritage. If you do cultural storytelling well, I think your legacy, your heritage is probably already well told in there, but I think that you, again, it's a moment in time which I will never stop stressing the fact that you need to be capable in storytelling properly.Damian Fowler (26:57):Is there anything missing in the ad marketplace today that you perceive?Antonio Gnocchini (27:01):Data that goes beyond just the reach of a campaign. And even the reach at times is not really ... And not everything is so perfect and reliable. If you could find a way ... You remember where you were studying marketing and the sentence from Wanamaker, I don't know which half of my money spent is wasted. I go back to that. I've been promised by these new tools and these new digital tools that I will know better, but it seems that to be capable of really reading through the noise and getting valuable data that goes just beyond rich, it's still hard and it's still at times not that reliable. And then the other thing is I see an inflation in the attention economy that makes me think that I need to find new ways and new channels and not only finding great storytelling. The reality is my stories, if I even have a great way of telling, if even when I have a great story, at times I need to change it and distort it in order to be played in these new environments, in new digital channels.(28:40):These channels at times distort the values of my brand, and I want that not to happen. So I need to find better ways and better channels.Damian Fowler (28:55):And that's it for this edition of The Big Impression. This show is produced by Molten Heart. Our theme is by Love and Caliber and our associate producer is Sydney Cairns. And remember.Antonio Gnocchini (29:04):I think the most important thing for us has been to be capable of focusing on doing few things and do them perfectly.Damian Fowler (29:15):I'm Damian, and we'll see you next time. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

ชมวิดีโอ EP นี้ใน YouTube เพื่อประสบการณ์การรับชมที่ดีที่สุด https://youtu.be/ZOQyZdNXABc ย้อนไปในปี 2024 มีสถิติที่น่าสนใจจาก McKinsey รายงานว่า ‘เศรษฐกิจอวกาศ' มีมูลค่าทะลุ 630,000 ล้านดอลลาร์สหรัฐ และมีอัตราการเติบโตอยู่ที่ 9% ต่อปี คำถามสำคัญคือ ไทยสามารถเข้าไปเป็นส่วนหนึ่งของเศรษฐกิจอวกาศนี้ได้หรือไม่? นโยบายและวิสัยทัศน์ของพรรคการเมือง (รวมถึงผู้นำประเทศ) แบบไหนที่จะนำไปสู่การขับเคลื่อนภารกิจเหล่านี้ให้เกิดขึ้นจริง? อวกาศคาดไม่ถึง เอพิโสดนี้ ชวนวิเคราะห์-ชำแหละนโยบายด้านอวกาศของไทย เทียบเคียงกับนโยบายของมหาอำนาจที่ผลิดอกออกผลแล้วในปัจจุบัน หาคำตอบร่วมกันกับ กร-กรทอง วิริยะเศวตกุล, นิว-ภริดา ผ่องศรี และ พัตเตอร์-วรเศรษฐ์ ผลเจริญพงศ์

Self-doubt is often mislabeled as a confidence problem, which causes people to hesitate instead of act. The real cost is momentum, because confidence is built through action, not something you wait to feel before moving. We dive deeper into this in the Habits & Hustle with Dr. Shadé Zahrai. We also chat about why high performers still experience self-doubt, the ping pong ball vs golf ball analogy for detaching from doubt, and why self-image drives behavior more than motivation. Dr. Shadé Zahrai is a behavioral researcher and peak performance educator with a PhD in organizational behavior. She has designed and delivered programs for Fortune 500 companies including Google, Microsoft, LVMH, JP Morgan, and McKinsey. Her work has reached millions through LinkedIn Learning, TEDx talks, and global leadership programs. What We Discuss: (03:10) Why the opposite of self-doubt isn't confidence but self-trust (08:42) Why high performers still experience self-doubt and act anyway (14:25) The ping pong ball vs golf ball analogy and how doubt becomes identity (21:30) Why affirmations backfire when the brain doesn't believe them (28:55) How self-image shapes behavior more than motivation or discipline (36:40) The scar experiment and why we experience reality through expectation (44:15) Why saying yes too quickly damages self-trust and decision quality (01:21:26) How your partner's dependability and discipline shape long-term career success Thank you to our sponsors: Prolon: Get 30% off sitewide plus a $40 bonus gift when you subscribe to their 5-Day Program! Just visit https://prolonlife.com/JENNIFERCOHEN and use code JENNIFERCOHEN to claim your discount and your bonus gift. Therasage: Head over to therasage.com and use code Be Bold for 15% off  Air Doctor: Go to airdoctorpro.com and use promo code HUSTLE40 for up to $300 off and a 3-year warranty on air purifiers. Magic Mind: Head over to www.magicmind.com/jen and use code Jen at checkout. Momentous: Shop this link and use code Jen for 20% off  Manna Vitality: Visit mannavitality.com and use code JENNIFER20 for 20% off your order  Amp fit is the perfect balance of tech and training, designed for people who do it all and still want to feel strong doing it. Check it out at joinamp.com/jen  Find more from Jen:  Website: https://jennifercohen.com Instagram: @therealjencohen   Books: https://jennifercohen.com/books Speaking: https://jennifercohen.com/speaking-engagement Find more from Dr. Shadé Zahrai, PhD: Website: https://shadezahrai.com Instagram: @shadezahrai Youtube: @shadezahrai Tiktok: @shadezahrai

In this episode of Making Risk Flow, host Juan de Castro speaks with Antonio Grimaldi, Partner at McKinsey, about how London Market carriers can unlock growth by redesigning their operating models, not just optimising portfolios. They explore why execution drives the majority of performance, how underwriting workflows must be reimagined to free up judgement-led work, and what the shift towards facilities, MGAs, and alternative distribution means for competitive differentiation. The conversation cuts through the AI hype, outlining a pragmatic buy-versus-build framework and the real cost of “POC purgatory”. Antonio also reframes relationship-based service for 2026, arguing that speed, clarity, and decisive underwriting strengthen broker relationships more than manual processes; especially in a softening market.Fan Mail: Got a challenge digitizing your intake? Share it with us, and we'll unpack solutions from our experience at Cytora.To receive a custom demo from Cytora, click here and use the code 'Making Risk Flow'.Our previous guests include: Bronek Masojada of PPL, Craig Knightly of Inigo, Andrew Horton of QBE Insurance, Simon McGinn of Allianz, Stephane Flaquet of Hiscox, Matthew Grant of InsTech, Paul Brand of Convex, Paolo Cuomo of Gallagher Re, and Thierry Daucourt of AXA.Check out the three most downloaded episodes: The Five Pillars of Data Analytics Strategy in Insurance | Craig Knightly, Inigo 20 Years as CEO of Hiscox: Personal Reflections and the Evolution of PPL | Bronek Masojada Implementing ESG in the Insurance and Underwriting Space | Simon Tighe, Chaucer, and Paul McCarney, Moody's

On this episode of The SaaS CFO Podcast, host Ben Murray sits down with Nitin Mahajan, founder of Quick Ads. With an impressive background spanning engineering, strategy, and consulting at firms like McKinsey and Accenture, Nitin Mahajan shares the story behind Quick Ads—a platform set to revolutionize advertising for small and medium businesses using AI and proprietary data. The conversation dives into the challenges these businesses face, the evolution of ad tech, and Quick Ads' unique approach of combining software and services with an outcome-based pricing model. Nitin Mahajan also opens up about the company's capital-efficient journey, fundraising, and their mission to create a visual system of record for marketing teams, all while keeping growth and profitability in sharp focus. Whether you're a SaaS founder or just fascinated by the future of digital marketing, this episode is packed with insights you won't want to miss. Show Notes: 00:00 Ad Inefficiency and Modern Challenges 06:12 "Choosing Your Business Growth Path" 07:56 "Data-Driven AI, Not Software" 11:10 "Future of Software in AI" 13:33 "Quick Ads Info and Insights" Links: SaaS Fundraising Stories: https://www.thesaasnews.com/news/quickads-raises-1-7-million-seed-round Nitin Mahajan's LinkedIn: https://www.linkedin.com/in/nitinmahajan2/ QuickAds' LinkedIn: https://www.linkedin.com/company/quickads-ai/ QuickAds' Website: https://www.quickads.ai/ To learn more about Ben check out the links below: Subscribe to Ben's daily metrics newsletter: https://saasmetricsschool.beehiiv.com/subscribe Subscribe to Ben's SaaS newsletter: https://mailchi.mp/df1db6bf8bca/the-saas-cfo-sign-up-landing-page SaaS Metrics courses here: https://www.thesaasacademy.com/ Join Ben's SaaS community here: https://www.thesaasacademy.com/offers/ivNjwYDx/checkout Follow Ben on LinkedIn: https://www.linkedin.com/in/benrmurray

Where did the concept of management as a profession come from, and how did it develop? Why do bureaucratic practices persist? How can companies break free from those constraints to unlock greater potential and adapt more effectively to the relentless change and competition in today's business world?Gary Hamel is the founder of the Management Lab, a professor at the London Business School, a visiting professor at the University of Oxford, and the author of several books. His recent titles include Humanocracy, Creating Organizations as Amazing as the People Inside Them, What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation, and Competing for the Future.Greg and Gary discuss the evolution of Gary's thinking on management over the years and the detrimental effects of entrenched bureaucratic systems in organizations. He argues that bureaucracy stifles innovation, efficiency, and human engagement, leading him to suggest that organizations need to adopt more human-centric, dynamic, and decentralized models. He also points out the eventual trajectory of all companies that don't follow this path.*unSILOed Podcast is produced by University FM.*Episode Quotes:Why organizations stop being technical and start being bureaucratic08:29: I don't think administrative skills are any more a competitive advantage. You need them, but they are not much of a differentiator. So far as I can see, they are not really a source of competitive advantage. And yet, given that history of them being so rare, we basically turned our organizations into administrative aristocracies . And so what that meant practically was, once you reached a certain level in an organization, a fairly low level, the only way to advance your career was to become a manager. And that is still true in most organizations. People tend to compete for those jobs because, and I have young friends, and kids and so on who, very capable people worked in organizations, and however capable you are technically, you reach a point where they are coaxing you into an administrative or managerial role as the only way to grow. And the desire to keep great employees and to pay them well means that those positions proliferate. We create more managerial roles because that is the way of rewarding people and escalating their salaries.The radical shift from static hierarchy to dynamic power39:04: I am all for having a hierarchy, but I think it needs to be highly dynamic depending on the issue, and the hierarchy needs to be able to shift also. When people in power are no longer adding value or whatever they need to, you need to be able to fire those people from below.Why traditional leadership programs create administrators, not leaders47:18: In survey after survey, by Fortune, by McKinsey or others, the vast majority of executives do not think leadership development is producing positive returns or noticeably positive returns. And again, I think the reason for that is what we call leadership development is, first of all, almost done completely in the bureaucratic frame. We are not trying to find people with genuine leadership, natural leadership capacity. We are not trying to find people who understand how to mobilize and catalyze others to do things that people thought were impossible. Our leadership training is basically training people to take on bigger administrative jobs and stratified just like the pyramid: managing yourself, managing a team, managing a unit, managing a function, managing the organization. So number one, we have that problem. It is simply replicating, and it is creating better administrators. I do not think the data says that it is creating leaders.Show Links:Recommended Resources:Thomas PaineMax WeberMcKinsey & CompanyJames G. MarchHerbert A. SimonDisruptive InnovationKKR & Co.Open Strategy: Mastering Disruption from Outside the C-SuiteDominic BartonJeffrey PfefferBarbara KellermanLeadership DevelopmentManagement DevelopmentPeter DruckerGuest Profile:GaryHamel.comLinkedIn ProfileWikipedia ProfileHumanocracy.comThe Management LabSocial Profile on XGuest Work:Amazon Author PageHumanocracy, Updated and Expanded: Creating Organizations as Amazing as the People Inside ThemWhat Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable InnovationCompeting for the FutureThe Future of ManagementThe Corporate Lattice: Achieving High Performance In the Changing World of WorkLeading the RevolutionBringing Silicon Valley InsideGoogle Scholar Page Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This episode examines what happens when strategy is applied in environments where institutional stability, reliable data, and conventional partners cannot be assumed. Former McKinsey partner and University of Notre Dame Professor Emerita Viva Ona Bartkus draws on decades of experience across management consulting, academic research, and frontline fieldwork in conflict-affected regions to explain why many standard strategy doctrines collapse outside developed markets. Bartkus reflects on her path through McKinsey, including what truly determines advancement inside elite professional services firms. She argues that early career performance is less about isolated brilliance and more about establishing trust, judgment, and reliability in the first months, when reputations are formed and remembered long after individual mistakes are forgiven. The conversation then turns to "frontline environments," defined as regions typically far from international hubs, under-invested, and operating with weak formal institutions. Bartkus outlines why these areas, often ignored during recent decades of globalization, represent substantial economic opportunity when approached with rigor rather than optimism. She explains why traditional international expansion models, particularly reliance on single local partners, can introduce severe strategic and ethical risk. Using concrete examples from Lebanon, West Africa, and rural Colombia, she details how broad-based partnerships, careful sequencing of investment, and disciplined listening are prerequisites for sustainable commercial activity. The discussion also addresses failure directly. Bartkus notes that more than half of frontline initiatives do not meet their objectives and explains how those failures sharpened her views on data verification, assumption testing, and understanding local motivations rather than projecting external logic. The episode concludes with a broader argument on the role of business in post-conflict recovery. Aid and humanitarian efforts matter, but without durable economic activity and the dignity of work, recovery stalls. For senior leaders, investors, and strategists, this conversation offers a sober, experience-driven view of what strategy requires when conditions are uncertain and stakes are real. Viva Ona Bartkus is Paul E. Purcell Associate Professor at the University of Notre Dame's Mendoza College of Business. She is a former partner at McKinsey & Company and the founder of the revolutionary course Business on the Frontlines.   Get Business on the Edge here: https://rb.gy/a505d2   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

AI doesn't break security, it exposes where it was already fragile. When automation starts making decisions faster than humans can audit, AppSec becomes the only thing standing between scale and catastrophe. In this episode, Ron sits down with Joshua Bregler, Senior Security Manager at McKinsey's QuantumBlack, to dissect how AI agents, pipelines, and dynamic permissions are reshaping application security. From prompt chaining attacks and MCP server sprawl to why static IAM is officially obsolete, this conversation gets brutally honest about what works, what doesn't, and where security teams are fooling themselves. Impactful Moments 00:00 – Introduction 02:15 – AI agents create identity chaos 04:00 – Static permissions officially dead 07:05 – AI security is still AppSec 09:30 – Prompt chaining becomes invisible attack 12:23 – Solving problems vs solving AI 15:03 – Ethics becomes an AI blind spot 17:47 – Identity is the next security failure 20:07 – Frameworks no longer enough alone 26:38– AI fixing insecure code in real time 32:15 – Secure pipelines before production Connect with our Guest Joshua Bregler on LinkedIn: https://www.linkedin.com/in/breglercissp/   Our Links Check out our upcoming events: https://www.hackervalley.com/livestreams Join our creative mastermind and stand out as a cybersecurity professional: https://www.patreon.com/hackervalleystudio Love Hacker Valley Studio? Pick up some swag: https://store.hackervalley.com Continue the conversation by joining our Discord: https://hackervalley.com/discord Become a sponsor of the show to amplify your brand: https://hackervalley.com/work-with-us/    

January 16, 2026: Everyone keeps asking whether AI is going to destroy jobs. That question is already outdated. In this episode of Future-Ready Today, I walk through five stories that reveal what's really happening in the labor market—and why the biggest risk isn't job loss, but broken pipelines. I explore why Boomers are staying in the workforce longer while Gen Z struggles to break in, how AI is driving a surge in construction and infrastructure jobs, and why the real bottleneck in the AI economy isn't software talent but electricians, plumbers, and skilled trades. I also unpack new data showing that AI has already created more than a million jobs globally—and why those jobs aren't evenly accessible. And finally, I look at what it means when firms like McKinsey deploy tens of thousands of AI agents and fundamentally change the leverage equation in knowledge work. Taken together, these stories point to a hard truth: AI isn't replacing humans—it's exposing weak systems. Systems that stopped training, stopped investing in skills, and assumed talent pipelines would take care of themselves.  

Women leaders face declining sponsorship support—only 31% have sponsors compared to 45% of men (McKinsey, 2025). Neuroscience reveals storytelling activates unique brain patterns that make your achievements memorable and promotable. Learn the immersion framework that transforms ordinary experiences into extraordinary career opportunities for women managers, directors, and VPs.

Isabel Washington is the Founder and CEO of Laurel's Coffee, the fast-growing RTD latte brand made with organic, regenerative A2 dairy. On this episode of ITS, Ali and Isabel talk about balancing conflicting consumer preferences, building for existing rituals, and the first thing you learn as a McKinsey consultant.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Join Jaeden and Conor as they delve into the evolving landscape of work influenced by AI. Discover insights from industry leaders like McKinsey and General Catalyst on why the era of "learn once, work forever" is over. Explore how AI is reshaping job roles, the importance of strategic thinking, and what the future holds for client-facing positions. Tune in for a thought-provoking discussion on adapting to rapid technological changes.Get the top 40+ AI Models for $20 at AI Box: ⁠⁠https://aibox.aiConor's AI Course: https://www.ai-mindset.ai/coursesConor's AI Newsletter: https://www.ai-mindset.ai/Jaeden's AI Hustle Community: https://www.skool.com/aihustleSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What is the future of commodity trading? Is volatility here to stay and thus the profit pools available continue to grow? What will the market structure look like in 10 years and who will be the privileged few that have built, or are building, commodity trading platforms to be able to capture that future? What will that future look like? Who will participate and which category of participant will have the greatest market share? And what will the teams and skill sets and people look like participating in that world? Our guest is Roland Rechsteiner, partner at McKinsey and the global head of their commodity trading and risk practice. 

Every January a collection of the world's top business and political leaders head to the Swiss town of Davos for the annual meeting of the World Economic Forum. The event is a week of panels and networking meant to promote dialogue among elites. But a scandal last year threatened to overshadow the 2026 meeting, which begins in a few days. Critics have also questioned the event's relevance in a changing world. The FT's Switzerland and Austria correspondent, Mercedes Ruehl, explains the problems the WEF has faced and shares her reporting on how this year's event is shaping up. Clips from the World Economic Forum, Instagram: @christinelagardeThe FT does not use generative AI to voice its podcasts.- - - - - - - - - - - - - - - - - - - - - - - - - - For further reading:Microsoft and McKinsey pay up to $1mn each to back Donald Trump's Davos hub Davos assured Trump ‘woke' topics were off the agendaThe Davos set in decline: can the World Economic Forum save itself?‘A family enterprise': WEF founder Klaus Schwab on alleged wrongdoing at Davos - - - - - - - - - - - - - - - - - - - - - - - - - - Follow Mercedes Ruehl on X (@mjruehl), or on Bluesky (@mjruehl.bsky.social) Michela Tindera is on X (@mtindera07) and Bluesky (@mtindera.ft.com), or follow her on LinkedIn for updates about the show and more. Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

In this episode, Tim Koller, co-author of Valuation and a leading authority on corporate finance, offers a substantive examination of capital allocation decisions under real-world constraints. The discussion moves beyond theory to explore how CEOs and CFOs should approach resource deployment in mature, capital-rich companies—where investment opportunities are limited not due to lack of ambition but due to economic reality. Key insights include: - Share Buybacks as Rational Policy: Many firms undertaking significant buybacks—particularly in tech, life sciences, and consumer products—do so because they generate more cash than they can reinvest profitably. Koller argues that, in such cases, returning excess capital to shareholders is not a sign of strategic failure but of disciplined decision-making. - The Fallacy of Diversification Without Advantage: Koller highlights repeated failures by capital-rich companies that expand into unrelated sectors to deploy cash, citing historical missteps in energy, utilities, and industrials. He emphasizes the need to assess whether the firm has a genuine competitive advantage before moving beyond its core business. - Granular Leadership in Resource Allocation: Effective CEOs are directly engaged with capital allocation at the business-unit level. Delegating such decisions without maintaining enterprise-wide oversight often leads to underinvestment in high-return growth areas and misaligned incentives at the divisional level. - The Perils of Uniform Cost-Cutting Mandates: Broad directives to improve margins often result in cuts to product development and customer experience—leading to long-term degradation despite short-term financial gains. Koller stresses the importance of distinguishing between cost efficiencies that enhance value and those that erode it. - Timing and Judgment in Capital Deployment: In cyclical, capital-intensive sectors such as chemicals and energy, building capacity in sync with competitors can destroy value. Koller calls for contrarian timing, grounded in independent analysis, even when boards and markets are predisposed to follow the cycle. Additional themes include the underuse of postmortems in capital projects, the misalignment between project planners and operators, and the distinction between executional and experimental failure. Throughout, Koller reiterates that sound capital allocation depends not only on financial modeling, but also on institutional learning, leadership judgment, and clarity of strategic intent. This conversation offers practical, senior-level guidance for executives, board members, and investors who must navigate capital planning amid structural constraints, investor pressures, and organizational complexity.   Get Tim's book here: https://shorturl.at/nk7Z9 Valuation: Measuring and Managing the Value of Companies   Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

Change is emotional. Even when the strategy is solid, people still feel uncertain, skeptical, or overwhelmed, especially when the vision feels huge and the path feels unclear.In this revisited episode of The Visual Lounge (originally Episode 168), Matt sits down with Jake Gittleson, who leads McKinsey's Learning Research and Innovation Lab. Jake shares why storytelling is one of the most effective tools L&D teams have for supporting change inside organisations.Instead of trying to persuade people in one big moment, Jake explains why change stories should be shared over time, through small experiments, human insights, and incremental updates that meet people where they are. He also breaks down practical ways to gather stories through interviews, outline your narrative, and use video and audio to create connection, without needing expensive gear or a polished production setup.Learning points from the episode include:00:00 - 01:21 Introduction01:21 - 02:03 Jake's background02:03 - 04:14 How Jake started using audio and video04:14 - 07:01 What does a successful change look like07:01 - 08:45 Creativity as a tip for using video at work08.45 - 11:55 Jake's role and expertise in change and innovation11:55 - 15:11 Why human connection matters in change15:11 - 18:13 Operationalizing storytelling without big budgets18:13 - 21:13 Building the right stories21:13 - 27:10 Visual approaches to telling stories27:10 - 30:21 Capturing real voices30:21 - 39:51 Speed round39:51 - 40:46 Jake's final take40:46 OutroImportant links and mentions:Connect with Jake on LinkedIn: https://www.linkedin.com/in/jake-gittleson/Check out The Learning Geeks podcast: https://www.learninggeekspod.com/Listen to Jake's first appearance on The Visual Lounge in episode 168: https://player.captivate.fm/episode/ee9c311f-7f51-4a6c-a749-c2d7090a1274

So AI is on the rise for FIs: Tell us something we don't already know. But will agentic AI gain traction? Will banks hyperpersonalize with all that data or just muck about in the ones and zeroes? How will community banks and credit unions assert their relevance? The questions abound in 2026, and Bankadelic's got answers, based on interviews, McKinsey intelligence, statistics and more. Stick around, and you'll also get foolish forecasts from Elmo the Gentleman Farmer, Dr. Compliars, the Bankadelic Executioner and resident wiseguy Johnny Da Big, who gives us a live trial of his new LLM, BIG-GPT.

January 9, 2026: Your daily rundown of health and wellness news, in under 5 minutes. Today's top stories: FDA says non-medical health data from consumer wearables won't face oversight as long as products don't claim clinical use, giving fitness and recovery brands more freedom to ship F45 Training partners with Joi + Blokes for official diagnostics and personalized supplements, integrating lab testing and hormone data to extend its role beyond workouts McKinsey and Business of Fashion research shows consumers prioritizing belonging over hype, with community moving from marketing tactic to distribution layer as wellness becomes brand infrastructure Utah launches AI pilot allowing artificial intelligence to renew routine prescriptions without physician involvement, moving AI from support to execution in healthcare More from Fitt: Fitt Insider breaks down the convergence of fitness, wellness, and healthcare — and what it means for business, culture, and capital. Subscribe to our newsletter → insider.fitt.co/subscribe Work with our recruiting firm → https://talent.fitt.co/ Follow us on Instagram → https://www.instagram.com/fittinsider/ Follow us on LinkedIn → linkedin.com/company/fittinsider Reach out → insider@fitt.co  

Shoot us a Text.Episode #1239:  Ford earns top honors as America's most iconic company, Stellantis drops every PHEV from its 2026 lineup, and McKinsey's CEO reminds us there are still a few things humans do better than AI. A day of big shifts, bold moves, and even bolder expectations.Show Notes with links: https://www.foxbusiness.com/retail/ford-named-no-1-most-iconic-american-company-nationwide-survey-making-peoples-lives-betterFord just topped Time and Statista's list of the 250 most iconic American companies, beating household giants like Apple, Coca-Cola and Amazon. The ranking highlights not just commercial success, but each company's impact on U.S. culture and society.Time's nationwide survey put Ford at No. 1 for its cultural influence and long-standing role in shaping American life.Bill Ford pointed back to the company's founding mission, emphasizing innovation tied to improving people's lives—not just tech for tech's sake.Ford underscored its status as the largest hourly auto employer in the U.S., reinforcing its commitment to American workers.Time credited Ford's assembly-line legacy for transforming modern manufacturing and reshaping cities and suburbs.“Innovation is not just about building batteries or technology for its own sake; it is about making people's lives better,” said Bill Ford.https://www.jalopnik.com/2071397/stellantis-canceling-all-plug-in-hybrids-2026-model-year/Stellantis is pulling the plug—literally—on every PHEV in its North American lineup starting with the 2026 model year. Once top sellers like the Wrangler 4xe,  Grand Cherokee 4xe, and Chrysler Pacifica PHEV are being discontinued as the company shifts its electrification strategy.Stellantis says every brandwide PHEV program in North America will be phased out beginning in 2026.The automaker plans to pivot toward traditional hybrids and range-extended EVs, where it says customer demand is stronger.Models like the Alfa Romeo Tonale and Dodge Hornet R/T will also lose their plug-in variants.Stellantis says it will “focus on more competitive electrified solutions, including hybrid and range-extended vehicles where they best meet customer needs.”https://www.businessinsider.com/mckinsey-boss-shares-human-skills-ai-models-cant-do-2026-1As AI reshapes knowledge work, McKinsey's top executive says there are three capabilities machines still can't touch—and they're exactly what young professionals should double down on. The comments came as the firm shared how AI has already saved millions of employee work hours.McKinsey's 25,000 AI agents handled 1.5 million hours of search and synthesis last year and produced 2.5 million charts in six months.With routine tasks offloaded, consultants are now tackling higher-order, more complex problem-solving.CEO Bob Sternfels says graduates should focus on the three skills AI cannot replicate: aspiration, judgment, and true creativity.He also says AI will shift hiring away from pedigree and toward demonstrated work—like engineers' GitHub portfolios.“What can the models not do? Aspire… That's a uniquely human capability,” Sternfels said.Join Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/

Kicking off the new year, Willy was joined by Carolyn Dewar, founder and global co-leader of McKinsey & Company's CEO Practice and co-author of the New York Times bestseller, A CEO for All Seasons. Drawing on decades of experience advising the world's top CEOs, Carolyn shared practical insights applicable at every stage of a career - from the mindsets that distinguish top performers to the importance of making bold moves with speed and conviction.   Together, she and Willy explored how leaders can avoid complacency, reframe their thinking to unlock latent potential, use AI as a thought partner, and set a strategic vision for the future amid ongoing uncertainty.  Learn more about your ad choices. Visit megaphone.fm/adchoices

What if the very traits you've been told to soften, like being collaborative or agreeable, are actually essential to your success, not obstacles to it? In this episode of Finding Brave, we explore why so many professionals, especially women, feel trapped between being liked and being respected, and what it really takes to be both. In this episode, Kathy Caprino speaks with Alison Fragale, an organizational psychologist, professor at the University of North Carolina Kenan-Flagler Business School, and bestselling author of Likeable Badass: How Women Get the Success They Deserve. Drawing on her extensive research on status, power, negotiation, and influence, Alison helps individuals understand how respect is formed and how it can be intentionally built without compromising your authenticity. In our conversation, Alison breaks down the two core dimensions that shape how others evaluate and perceive us: warmth and competence. She explains how our behaviors signal, or fail to signal, competence, how feedback like "you're too nice" is often misunderstood, and why pulling back on warmth is rarely the right answer. Through powerful examples from her research, consulting career, and personal experience, she reveals how small behavioral shifts can dramatically change how others perceive your authority and credibility. This episode offers practical, science-backed insight for anyone navigating leadership, visibility, or influence at work. If you have ever felt misunderstood or unsure of how to show up fully and effectively while being your true self, this conversation will give you a new lens and and transformative ways forward.   Key Highlights From This Episode: Introducing Alison Fragale and her research on status, power, and influence. [01:00] Lessons from Alison's early consulting career at McKinsey and how career dissatisfaction can drive self-awareness and meaningful change. [04:44] The science behind status, why respect matters, and the "likeable badass" framework. [12:51] Understanding the two key ways people evaluate others: warmth and competence. [14:35] How gender bias shapes status and perception in the workplace. [17:26] Ways that feedback like "you're too nice" often miss the point, what it's actually communicating, and how to signal capability without sacrificing warmth or authenticity. [21:28] Why asking for advice, not feedback, leads to clearer insight and stronger allies. [25:37] Alison's personal story about self-deprecation and learning from direct feedback. [28:07] Unpacking key distinctions between power and status, and their effects. [33:32] Final takeaway: How talking up others builds status and influence, and is one of the most rewarding, fruitful and joyful things we can do. [37:50] For More Information: Alison Fragale Alison Fragale on LinkedIn Alison Fragale on YouTube Alison Fragale on Instagram   Links Mentioned in Today's Episode: Alison's book, Likeable Badass: How Women Get the Success They Deserve   ——————— READY FOR A HUGE SHIFT TO ACHIEVE MORE SUCCESS, IMPACT AND FULFILLMENT IN YOUR CAREER? Work with Kathy and get hands-on, transformative CAREER & LEADERSHIP GROWTH COACHING SUPPORT today! Join me today in one of my top-requested career and leadership growth 1:1 coaching programs and take 20% off the price this week with coupon code 'FBRAVE20 as my thank-you for tuning in! Visit my Career Help page, or click the links below for more information and to register today and save 20%: – Jumpstart Your Career Success (3 sessions) – Career & Leadership Breakthrough program (6 sessions) – Build Your Confidence, Success and Impact (10 sessions)   ——————— GOT A BURNING CAREER OR PROFESSIONAL GROWTH QUESTION? Ask me on Hubble I'm thrilled to be an Advisor on the terrific Hubble Expert Advisory group, a curated and knowledge-packed platform for thoughtful and helpful conversations and honest advice on life, work, startup and business growth and navigating professional, career and leadership challenges. I often hear from people worldwide seeking guidance on careers, leadership, executive, and personal growth, and making a bigger impact. Now, connecting with you and answering your questions is easier than ever—Hubble lets you book a one-off call or recurring sessions with me in just seconds. Book some time with me here on Hubble - I'd love to support your top goals: https://app.hubble.social/kathycaprino    ——————— Order Kathy's book The Most Powerful You today! In Australia and New Zealand, click here to order, elsewhere outside North America, click here, and in the UK, click here.   If you enjoy the book, we'd so appreciate your giving the book a positive rating and review on Amazon! And check out Kathy's digital companion course The Most Powerful You, to help you close the 7 most damaging power gaps in the most effective way possible. Kathy's Power Gaps Survey, Support To Build Your LinkedIn Profile To Great Success & Other Free Resources Kathy's TEDx Talk, Time To Brave Up & Free Career Path Self-Assessment Kathy's Amazing Career Project video training course & 6 Dominant Action Styles Quiz   ——————— Sponsor Highlight I'm thrilled that both Audible.com and Amazon Music are sponsors of Finding Brave! Take advantage of their great special offers and free trials today! Audible Offer Amazon Music Offer   Inspiring Quotes from Today's Show:  "The best job in life is one that you love, and the second best job is one that you hate, because when you are unhappy in your work situation, it will motivate you, like nothing else, to really understand yourself – and figure out how [to improve your situation]." — Alison Fragale [0:05:48] "When we talk about a person being a "high-status' individual, we're saying people highly regard them. And what that means is: your status is an opinion in other people's minds. But it turns out to be a really important opinion for our own happiness and for our career success." — Alison Fragale [0:13:11] "The two things we pay attention to are: do you care, and are you capable?" — Alison Fragale [0:14:49] "When a man and a woman walk into a situation, if everything else about them is equal, there's a very high likelihood that the audience is going to immediately give more status to the man than the woman." — Alison Fragale [0:20:06] "I'm not going to pull back on being nice, but I am going to show you that I know what I'm doing. You can rely on me. I'm results-oriented, I'm capable." — Alison Fragale [0:22:35] "Smiling is a warm behavior, apologizing is a warm behavior, giving somebody a compliment is a warm behavior, putting yourself down is actually a warm behavior, because it shows you're humble. But some of these behaviors are better than others at showing how capable you are." — Alison Fragale [0:24:10]   Watch our Finding Brave episodes on YouTube! Don't forget – you can experience each Finding Brave episode in both audio and video formats! Check out new and recent episodes on my YouTube channel at YouTube.com/kathycaprino. And please leave us a comment and a thumbs up if you like the show!

How does an organization with 100 years of history stay relevant, adaptable, and forward-looking? Bob Sternfels, who runs McKinsey & Company as the Global Managing Partner, has led the company through a wave of recent challenges while trying to plan the road ahead for the consulting industry leader. He explains the balance he's aiming to strike between AI agents and human employees, how he's handled moments of scrutiny, and the ways in which he's been working to build trust both internally and externally.

The Lean In and McKinsey & Company Women in the Workplace 2025 report claims that, for the first time, women are less likely than men to want a promotion, stating that 80% of women want to be promoted to the next level, compared to 86% of men.  They label this development an “ambition gap”, stating that women are currently less ambitious than men.  This label is wildly inaccurate, deeply offensive, and grossly irresponsible. Calling these findings an “ambition gap” is strategic reframing that places blame back on women, per usual, while letting broken systems (and the power players who uphold them) off the hook.  When powerful institutions confuse correlation with causation and misdiagnose the problem like this, women pay the price. Again. These kinds of reports shape policy, leadership decisions, funding priorities, and how women are talked about at work. This label is not ok.  It is harmful. The report assumes ambition is singular and linear, defined by traditional corporate ascent, and treats women's slower advancement or disengagement as a personal failure instead of a rational response to inequitable systems and poor resource allocation. Most critically, the report ignores caregiving realities entirely.  You cannot meaningfully analyze women's ambition in 2025 without examining care infrastructures - or lack thereof.  Choosing to ignore this is a distortion of reality.  In other words, this is gaslighting.  In this episode, I highlight other voices and data that were conveniently ignored.  This counter data shows us what we already know - women are more ambitious than ever.  Rather than seeking out a deeper understanding of the data, Lean In and McKinsey opted to report dirty diagnostics.  What we know about data analysis is that to get to the real why, you have to dig deeper, think critically, and ask crucial questions of the actual people impacted.  This didn't happen with this reporting. When you actually talk to women, the situation is clear.  We are no longer willing to self-abandon inside systems that refuse to evolve. We know that to get to the reported 80%, we were required to work exponentially harder with fewer resources.  This is proof of our ambition, resilience, and talent, not lack thereof. The headline is not about an ambition gap.  The headline is that women are growing, evolving, and working smarter while institutions largely are not. In reality, what we are seeing is an institutional gap, a patriarchal gap, and a systems gap.  The bottom line is this… If we want to truly understand the evolution of women's ambition, we need to start by examining the systems that punish it. Links Mentioned: Lean In and McKinsey & Company Women in the Workplace 2025: https://leanin.org/women-in-the-workplace Blessing Adesiyan on the Care Gap:https://thecaregap.substack.com/ More about Blessing Adesiyan: https://blessingadesiyan.com/ Chief and Harris Poll Data on Women's Ambition: https://chief.com/articles/calling-bs-on-the-myth-of-womens-fading-ambition [Open Enrollment] Join Sara's Aligned Leadership Incubator: saradean.com/aligned Hire Sara to speak: saradean.com/speaking Coach with Sara: https://saradean.com/executive-coaching-services Connect with Sara on LinkedIn: https://www.linkedin.com/in/saradeanspeaks Watch Shameless Leadership episodes on YouTube: https://www.youtube.com/@saradeanspeaks Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode, Lauren and Marnie break down three major workplace predictions for 2026, drawing from leading reports by Indeed, Forbes, and McKinsey. After a quick lookback on 2025, Lauren and Marnie dive deep into what's ahead for the new year as it relates to job searching and larger workplace cultural shifts. You'll Learn:Why the 2026 job market may feel familiar and how to job search accordingly Why values alignment is becoming a top priority for employeesHow AI will reshape expectations for leadership as it relates to transparency Show NotesWeekly Newsletter Sign-Up: http://bit.ly/37hqtQW Follow Career Contessa: http://bit.ly/2TMH2QP 2025 Workplace Predictions Episode: https://podcasts.apple.com/us/podcast/3-in-30-work-predictions-for-2025/id1434354911?i=1000680665545 Prediction 1 - Indeed Article: https://www.hiringlab.org/2025/11/20/indeed-2026-us-jobs-hiring-trends-report Prediction 2 - Forbes Article: https://www.forbes.com/sites/janicegassam/2025/11/16/5-trends-that-will-shape-workplace-culture-in-2026/ Prediction 3 - McKinsey Article: https://www.mckinsey.com/capabilities/tech-and-ai/our-insights/superagency-in-the-workplace-empowering-people-to-unlock-ais-full-potential-at-work Recommended Online Assessment: https://www.careerfitter.com/free_test/careerbuilder?afid=2218Follow Marnie on Instagram: https://www.instagram.com/marnielemonik/ Follow Lauren on LinkedIn: https://www.linkedin.com/in/laurenmcgoodwin/ Resources Marnie's Instagram Reel on Negotiation: https://www.instagram.com/p/C_O1iZrurJt/ Marnie's Interview Prep eBook: https://www.marnielemonik.com/store/p/ebook-how-to-shine-in-your-next-job-interview 10% Discount Code: CCPOD Marnie's Resume Template: https://www.marnielemonik.com/store/p/template-marnies-resume-with-written-examples The Job Search Dashboard: https://careercontessa.teachable.com/p/the-job-search-dashboard-notion-template?affcode=70732_cx6_j5wnCareerFitter Online Assessment:https://www.careerfitter.com/free_test/careerbuilder?afid=2218Career Contessa ResourcesBook 1:1 career coaching session: https://www.careercontessa.com/hire-a-mentor/ Take an online course: https://www.careercontessa.com/education/ Get your personalized salary report: https://www.careercontessa.com/the-salary-project/ Browse open jobs: https://www.careercontessa.com/jobs/ Sponsor:Stop waiting and start selling with Shopify. Sign up for your one-dollar-per-month trial and start selling today at shopify.com/careercontessa. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

So many women grow up hearing that we should be able to have it all, yet very few of us are ever shown what that actually looks like in real life.In this episode, Emily welcomes Corinne Lowe, an associate professor of Business Economics and Public Policy. Corinne shares insights from her book, Having It All: What Data Tells Us About Women's Lives and Getting the Most Out of Yours, which examines gender wage gaps, structural discrimination, and the pressures women face when balancing career, family, and personal life.This conversation focuses on redefining success in a way that truly fits your values, being more intentional with your time, and finding fulfillment on your own terms. You'll also come away with practical strategies for workplace negotiations, rethinking productivity, and creating a more sustainable balance between work and life.Listen and Learn: How structural barriers limit women's career and wage growth, and encourage redefining success by focusing on personal fulfillment and leveling up within those realitiesHow women face systemic workplace barriers that collectively limit their opportunities and earnings, and why addressing these issues benefits everyoneDebunking myths about women's performance, showing that traits like negotiation skill and competitiveness are not inferior, and that focusing on evidence-based skill-building is what truly drives successUnderstanding and prioritizing your own “utility function” to help women focus on what matters to them, rather than constantly comparing themselves to othersHow to rethink your career as a tool for turning time into meaningful fulfillment, balance life's chapters intentionally, and confidently understand your market value to make work serve youReclaiming your time, setting boundaries, and making intentional choices to focus on what truly brings joy and meaning to your family and life, instead of being trapped by guilt, obligation, or unrealistic expectationsReframing parenting and self-care as “human capital” investment, showing how the time and care you give to your children and to yourself is meaningful, economically valuable, and essential for long-term wellbeingResources: Having It All: What Data Tells Us About Women's Lives and Getting the Most Out of Yours: https://bookshop.org/a/30734/9781250369512Corrine's Website: https://www.corinnelow.com Connect with Corrine on Social Media: https://www.instagram.com/corinnelowphd/https://www.linkedin.com/in/corinne-lowhttps://www.facebook.com/people/Corinne-Low Read More About Corrine's Work on Substack: https://corinnelow.substack.com/ About Corinne LowCorinne Low is an Associate Professor of Business Economics and Public Policy at the Wharton School of the University of Pennsylvania where she teaches an award-winning class (and was named one of Poets and Quants 40 MBA Professors under 40 in 2024). Her research on the economics of gender has been published in top journals such as the American Economic Review, Quarterly Journal of Economics, and Journal of Political Economy. Corinne and her work have been featured in major media outlets, such as The New York Times, CBS Mornings, Forbes, New York Magazine, and The Guardian. Corinne regularly speaks to and advises firms in addition to teaching in Wharton's Executive Education programs. She is the author of Having It All: What Data Tells Us About Women's Lives and Getting the Most Out of Yours. She received her Ph.D. in Economics from Columbia University, her B.S. in Economics and Public Policy from Duke University and formerly worked for McKinsey and Company.Related Episodes:398. Finding Joy in Your Relationship with Money with Elizabeth Husserl357. Is Your Work Worth It? How to Think About Meaningful Work with Jennifer Tosti-Kharas and Christopher Wong Michaelson275. Work, Parent, Thrive with Yael Schonbrun245. Family Firm with Emily Oster206. Fair Play Part 2 with Eve Rodsky176. Fair Play with Eve Rodsky174. How to Work and Parent Mindfully with Lori Mihalich-LevinSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Guest hosts and a host as the guest in this episode. Byron Hoffman and Tyson Caly, co-CEOs of Offset, a leading e-commerce platform for allocated offerings, interview host Peter Yeung about his new course, Allocated Wine Offerings: Best Practices. They get into the content of the course and also a wide range of topics related to allocated offerings. Detailed Show Notes: Co-hosts: Byron Hoffman, Tyson Caly, Co-CEOs of Offset, a wine e-commerce platform and brand studioPeter's background: helped managed wineries (Realm Cellars, Kosta Browne, CIRQ Estate) which used Offset's e-commerce platform, including managing the allocation systems and then consulting for other wineries; McKinsey; co-author of Luxury Wine Marketing, which has high-level strategy around allocationsAllocated Wine Offering courseMore operational strategy for allocationsGoes through the entire offering processIncludes some benchmarks of key metricsAre allocations still relevant? Yes, for 1) scarcity or desired perceived scarcity and 2) large number of SKUs (hard to do a wine club)Allocated Offering definition: allocation (limit to purchase) + offering (distinct time frame to buy)One of the oldest allocated offerings - Vega SiciliaOther industries that use allocations: watches, cars, sneakersUniqueness of wine allocations: price per bottle relatively low, number of bottles relatively high compared to other luxury goods, regulation of alcohol → has made wine allocation systems more advancedTiming of offerings clustered at key times (“spring” and “fall”), alternatives tend not to work as wellBest practice examples: timing of offerings, wish setting strategySupply-demand balance makes a difference in what strategies to useAllocation methods: Offering types: first come, first serve; guaranteed allocation; order request; wine clubs; hybridsAllocation types: group based or individualNapa winery started first come, first serve and group based; winery got several 100 point scores, e-commerce system crashed, created buzz and scarcity, and customer service issues amongst old customers; system evolved to guaranteed allocation with individual allocations; led to 40% more customers buyingMost important factor in allocations: creating value in allocations (waitlist, secondary market premium, loss of value if they don't buy)Hybrid models: e.g. - Shafer sold high production wines in online store/club, Hillside Select was allocated; adding multiple models increases operational complexityAI automation for allocations: could do targeted marketing, might be able to create allocations, likely won't create allocation rulesSetting allocations is quick for first come first serve / group based allocations, more complex individual / guaranteed allocations take longer, but can be accelerated with templates and formulasPredicting and identifying potential good customers challenging because wine interest is not easy to determine and not correlated with wealthRFM (recency, frequency, monetary) a way to prioritize customers Leveraging unique experiences to wine buying and building community can drive performanceManaging waitlists (e.g. - Sine Qua Non sent a postcard / letter / email every offering to let people know they couldn't buy wine; intro offerings can engage people right away; drip campaigns also work) Hosted on Acast. See acast.com/privacy for more information.

As we begin a new year, it's natural to reflect on what's changed - and what's quietly no longer fit for purpose. AI investment is accelerating at pace, and autonomous and semi-autonomous agents are moving from experimentation to everyday work. And yet, many organisations are still operating with leadership models, workforce structures, and planning assumptions designed for a world where humans were the only actors in the system. In this episode of the Digital HR Leaders podcast, David Green is joined by Sandra Durth, Partner at McKinsey & Company, to explore what happens when work is no longer just human-to-human, but human-to-agent - and what that means for the future of organisations. Drawing on McKinsey's latest research, Sandra shares her perspective on: How AI-human symbiosis is reshaping the very definition of work Why traditional hierarchies and leadership models are starting to break down What “agentic leadership” really looks like in practice The implications for performance, management capability, and strategic workforce planning The biggest opportunities - and the biggest risks - HR leaders need to be paying attention to right now Links to research: The agentic organization: Contours of the next paradigm for the AI era Six shifts to build the agentic organization of the future Rethink management and talent for agentic AI Hosted on Acast. See acast.com/privacy for more information.

Episode Notes In this episode of the Solar Maverick Podcast, host Benoy Thanjan sits down with Jarand Rystad, Founder and CEO of Rystad Energy, one of the world's leading energy intelligence and data advisory firms. Jarand explains why solar has dramatically outperformed historical forecasts, how rapid cost declines have reshaped global power markets, and why many regions are now facing a new challenge: too much solar at the wrong times. As grids become saturated with midday generation, energy storage has emerged as the critical missing link. The conversation explores why the next five years will belong to energy storage, how batteries enable higher renewable penetration, and what this shift means for pricing, grid stability, and project economics. Jarand also shares insights on powering the AI and data center boom, the evolving role of gas and nuclear, long-duration storage innovations, and why electrification is fundamentally transforming the global energy system. This episode is a must-listen for anyone looking to understand where the energy transition is headed, how markets are behaving beneath the headlines, and where the biggest opportunities will emerge over the next decade.   Biographies Benoy Thanjan Benoy Thanjan is the Founder and CEO of Reneu Energy, solar developer and consulting firm, and a strategic advisor to multiple cleantech startups. Over his career, Benoy has developed over 100 MWs of solar projects across the U.S., helped launch the first residential solar tax equity funds at Tesla, and brokered $45 million in Renewable Energy Credits (“REC”) transactions. Prior to founding Reneu Energy, Benoy was the Environmental Commodities Trader in Tesla's Project Finance Group, where he managed one of the largest environmental commodities portfolios. He originated REC trades and co-developed a monetization and hedging strategy with senior leadership to enter the East Coast market. As Vice President at Vanguard Energy Partners, Benoy crafted project finance solutions for commercial-scale solar portfolios. His role at Ridgewood Renewable Power, a private equity fund with 125 MWs of U.S. renewable assets, involved evaluating investment opportunities and maximizing returns. He also played a key role in the sale of the firm's renewable portfolio. Earlier in his career, Benoy worked in Energy Structured Finance at Deloitte & Touche and Financial Advisory Services at Ernst & Young, following an internship on the trading floor at D.E. Shaw & Co., a multi billion dollar hedge fund. Benoy holds an MBA in Finance from Rutgers University and a BS in Finance and Economics from NYU Stern, where he was an Alumni Scholar.   Jarand Rystad  Jarand Rystad founded Rystad Energy in 2004 and has, since its inception, managed the company. Jarand has extensive experience in the energy strategy advisory business and his areas of expertise include energy system analysis, energy scenarios, renewables, supply chains, emissions, asset and company valuations and transactions, macro analysis, and all aspects of the energy transition. As an established thought leader in these and other fields, Jarand is a frequent keynote speaker at international conferences related to energy.  He is, according to the Financial Times, “one of the most cited petroleum analysts in the industry”. Prior to founding Rystad Energy, Jarand worked for McKinsey & Company. He holds an M.Sc. degree in Physics from the Norwegian University of Science and Technology, where he majored with a thesis in asteroseismology. Jarand also has an academic background in philosophy and has been the leader and founder of various organizations. Stay Connected: Benoy Thanjan Email: info@reneuenergy.com  LinkedIn: Benoy Thanjan Website: https://www.reneuenergy.com Website: https://www.solarmaverickpodcast.com/       Jarand Rystad      Linkedin: https://www.linkedin.com/in/jarand-rystad/     Email:  jarand@rystadenergy.com     Website:  https://www.rystadenergy.com/     Rystad Energy's Podcast:  https://www.rystadenergy.com/podcasts?s=         Please provide 5 star reviews      If you enjoyed this episode, please rate, review and share the Solar Maverick Podcast so more people can learn how to accelerate the clean energy transition.    Reneu Energy Reneu Energy provides expert consulting across solar and storage project development, financing, energy strategy, and environmental commodities. Our team helps clients originate, structure, and execute opportunities in community solar, C&I, utility-scale, and renewable energy credit markets. Email us at info@reneuenergy.com to learn more.

Scott Keller: CEO Excellence Scott is a senior partner in McKinsey's Southern California office. He co-leads the firm's global CEO Excellence service line and is the author of six books, including the bestseller Beyond Performance. Scott spent his early consulting years working on business strategy and operational topics until his life was turned upside down when his second child was born with profound special needs. After taking time off to attend to his family, Scott returned to McKinsey with the desire to bring the best of psychology, social science, and the study of human potential into the workplace. He is a cofounder of Digital Divide Data and one of a few hundred people in history known to have traveled to every country in the world. His most recent book written with Carolyn Dewar and Vikram Malhotra is titled CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest. In this conversation, Scott and I examine McKinsey's research on what the top CEOs do (and avoid) when building great teams. We look at a few of the key mindsets that the best CEOs bring to their organizations — and how teamwork plays into this. Plus, we explore some of the key questions top leaders should ask when determining if it's time to exit someone from the team. Key Points Top leaders staff for both aptitude and attitude. The have an eye to both the short and long term. The most successful CEOs have a mindset of “first team” and expect leaders in the organization to prioritize serving the whole team/organization over any functional area. New CEOs are often known for acting quickly on staffing, but the most successful leaders also temper this with fairness. They use the four questions below to act with both fairness and speed. Top leaders stay connected with people throughout the organization, but also keep some distance. There's a key distinction between being friendly and making friends. The best CEO's ensure that have positively addressed all four questions below before removing somebody: Does the team member know exactly what's expected of them: i.e., what the agenda is and what jobs need to be done to drive that agenda? Have they been given the needed tools and resources, and a chance to build the necessary skills and confidence to use them effectively? Are they surrounded by others (including the CEO) who are aligned on a common direction and who display the desired mindsets and behaviors? Is it clear what the consequences are if they don't get on board and deliver? Resources Mentioned CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest by Carolyn Dewar, Scott Keller, and Vikram Malhotra The Hidden Life of Trees: What They Feel, How They Communicate – Discoveries from a Secret World by Peter Wohlleben Interview Notes Download my interview notes in PDF format (free membership required). Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.