Podcasts about mckinsey company

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

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

As a Co-Founder and Managing Partner, Russ brings an entrepreneurial spirit and a wealth of financial and operational expertise to Transom. He thrives on solving complex problems, and has earned a reputation as a responsive, proactive leader, investor, and business-builder. Russ manages Transom day-to-day, plays an active role in new investment evaluation & execution and with portfolio companies, and is a member of the investment committee. Prior to forming Transom, Russ was a Junior Partner at McKinsey & Company, where he focused on operational transformations across several industries and worked in the firm's Private Equity Practice.  Prior to McKinsey, Russ was a product developer at Microsoft and an investment banker at Credit Suisse First Boston, where he executed corporate finance transactions for technology companies. Russ graduated with honors from the University of Pennsylvania's Wharton School of Business and holds an M.B.A. from the Kellogg School of Management at Northwestern University. Russ is an active member of the Young Presidents' Organization, Santa Monica Bay Chapter.  

Christiana Smith Shi is a seasoned leader in global, multichannel retail, co-author of national, best-selling book Career Forward: Strategies From Women Who've Made It, founder and principal at Lovejoy Advisors, LLC., and an experienced corporate director on multiple Fortune 100 boards. Christiana made an early career pivot from finance to join McKinsey & Company, where she ultimately served as Senior Partner. After 25 years in management consulting, Christiana became the President of Direct-to-Consumer at Nike. In 2016, she retired from Nike and founded Lovejoy Advisors to help provide guidance around digital transformation for consumer and retail businesses. She joins Roy to share insights into navigating a rewarding career, talent lessons from McKinsey and Nike, and much more. Highlights from our conversation include:The timely issue that prompted her to write a book (3:58)Why Christiana puts career first, job second (9:18)How to take a strategic long view with your career (10:55)Advice for building “professional equity” (15:27)What it means to “think like an investor” when it comes to your career (16:58)Christiana's core leadership philosophy (22:20)Her perspective on the value of leadership coaching (25:38)The role of feedback as a leader (26:47)Lessons learned about hiring and talent and the major differences between hiring at McKinsey and Nike (30:25)How Christiana worked to integrate her team into the culture of Nike (35:35)Identifying strengths and opportunities of a team (37:20)How to avoid what she calls "benevolent stagnation” (42:09)How Christiana has applied her career experience and strategies to her work on boards (45:19)Advice for landing board roles (46:45)The ultimate payoff of a rewarding career and what Christiana is thinking about for the future (55:05)Visit HowIHire.com for transcripts and more on this episode.Follow Roy Notowitz and Noto Group Executive Search on LinkedIn for updates and featured career opportunities.Subscribe to How I Hire:AppleSpotifyAmazon

Women control more wealth than ever—so how do you find an advisor who listens, explains clearly, and shares your values? According to McKinsey & Company, by 2030, women are expected to control nearly two-thirds of U.S. assets—around $30 trillion. With that kind of stewardship comes both opportunity and responsibility. Today, Sharon Epps joins us to share five simple practices that women should expect from their financial advisors.Sharon Epps is the President of Kingdom Advisors, FaithFi's parent organization. Kingdom Advisors serves the broad Christian financial industry by educating and equipping professionals to integrate biblical wisdom and financial expertise.Key Practices Every Client Should Look ForWhen it comes to choosing a financial advisor, women don't need a different standard—they simply need the right standard done well. At Kingdom Advisors, we train Certified Kingdom Advisors (CKAs®) to integrate biblical wisdom into their practices while also serving clients with excellence and care.If you're interviewing an advisor, here are five practices to watch for. These principles will help you find someone who not only understands finances but also values clarity, empathy, and shared purpose.1. Clear TerminologyFinancial jargon can be overwhelming. Terms like RIA or CFP® often make sense only to industry insiders. A good advisor should be able to pause, explain concepts in everyday language, and use analogies that make complex ideas easier to understand. Look for someone who welcomes your questions and ensures you truly understand the path forward.2. A Warm and Welcoming EnvironmentWe often say to “light a candle”—not literally, but figuratively. The goal is to create a space that feels safe and welcoming, rather than intimidating. Just like hotels offer warm cookies to make guests feel at home, a thoughtful advisor will create an environment where you feel respected and comfortable.3. Transparency in All ThingsAn advisor has a fiduciary responsibility to be transparent—but the best ones go beyond compliance. They openly share how they are compensated, outline every fee on paper, and invite accountability. As a client, don't hesitate to ask where you can see these details clearly documented.4. Interest in More Than MoneyWe teach advisors to “use a magnifying glass”—to look beyond the numbers. Money is simply a tool to help you fulfill God's calling on your life. A trusted advisor should ask about your values, dreams, and purposes—not just your portfolio. That's why the CKA® designation is so important: it connects you with advisors who share your values and can integrate them into financial decisions.5. Developing God's Heart for the Whole PersonThe most important practice is what we call whole-person care. Advisors aren't just money managers—they're disciple-makers. They should walk alongside you and your family in prayer, through significant life transitions, and in building unity between spouses. Women's voices should be heard and respected just as much as men's in every financial conversation.Our prayer is that these five practices give you confidence as you search for the right advisor. You deserve clarity, empathy, and values that align with your faith. If you'd like to find a Certified Kingdom Advisor in your area, visit FindaCKA.com.On Today's Program, Rob Answers Listener Questions:Back in 2018, my home insurance company agreed to replace my roof. In 2020, contractors found I also needed new decking, and an insurance employee told me they'd cover it once the work was finished. Now the company is threatening not to renew my policy unless I replace the roof at my own expense. How can I get them to honor their commitment?My dad passed away over a year ago, and my mom is trying to qualify for Social Security benefits. The issue is that my dad didn't have 40 credits, and neither does she. Is there any way their credits can be combined so she can meet the requirement?I heard about a provision in a new bill that allows accounts to be set up for children. Is it true that the government will put money into accounts for kids born in the next few years? If so, how would I participate?I'd like to encourage my two adult children to start investing in Roth IRAs. Where can they open accounts with low fees, especially since they'll only be making small contributions at first?Resources Mentioned:Faithful Steward: FaithFi's New Quarterly Magazine (Become a FaithFi Partner)Sound Mind Investing (SMI)Wise Women Managing Money: Expert Advice on Debt, Wealth, Budgeting, and More by Miriam Neff and Valerie Neff Hogan, J.D.Wisdom Over Wealth: 12 Lessons from Ecclesiastes on MoneyLook At The Sparrows: A 21-Day Devotional on Financial Fear and AnxietyRich Toward God: A Study on the Parable of the Rich FoolFind a Certified Kingdom Advisor (CKA) or Certified Christian Financial Counselor (CertCFC)FaithFi App Remember, you can call in to ask your questions most days at (800) 525-7000. Faith & Finance is also available on the Moody Radio Network and American Family Radio. Visit our website at FaithFi.com where you can join the FaithFi Community and give as we expand our outreach. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode, Avanish and Umesh discuss:Uniphore's founding story in 2008 and evolution from conversational AI applications to an end-to-end Business AI Cloud platform serving 2,000+ customers including Fortune 500 enterprisesThe pivotal moment when two of Uniphore's largest customers (10% of revenue) warned their contracts might expire unless Uniphore opened up their platform for customer-built AI agentsHow platform necessity emerged from scale—running out of data scientists to manually fine-tune models for each customer led to building automated platform toolingThe "open-heart surgery" transformation: shifting from selling business outcomes to line-of-business buyers to serving CIOs and developers, requiring wholesale DNA changes across engineering, product, sales, and marketingWhy platform and ecosystem strategies are inseparable: "A platform is really not a platform until other people are building things on it"The M&A strategy for platform companies: narrower aperture requiring 100% architectural alignment, but instant unlocks when acquisitions fit the single-codebase platform architectureThree frameworks for platform success: maintain paranoia about whether you're a feature/product/company, surround yourself with "system thinkers," and stay intensely close to customersThe "five-by-five" metric for measuring platform adoption: five large enterprises and five GSIs using the platform as their weekly "factory" for fine-tuning models and building agents, requiring simplified user experience for non-technical business users Host: Avanish SahaiAvanish Sahai is a Tidemark Fellow and served as a Board Member of Hubspot from 2018 to 2023; he currently serves on the boards of Birdie.ai, Flywl.com and Meta.com.br as well as a few non-profits and educational boards. Previously, Avanish served as the vice president, ISV and Apps partner ecosystem of Google from 2019 until 2021. From 2016 to 2019, he served as the global vice president, ISV and Technology alliances at ServiceNow.  From 2014 to 2015, he was the senior vice president and chief product officer at Demandbase.  Prior to Demandbase, Avanish built and led the Appexchange platform ecosystem team at Salesforce, and was an executive at Oracle and McKinsey & Company, as well as various early to mid-stage startups in Silicon Valley. About UmeshUmesh Sachdev is the CEO and Co-founder of Uniphore, one of the largest AI-native, multimodal enterprise-class SaaS companies in the world.  Sparked by his vision and focus to use AI technology to bridge the gap between humans and machines, today Umesh is recognized as an enterprise AI pioneer, bringing knowledge AI, generative AI and emotion AI into a single platform, allowing customers to harness AI's powerful capabilities across voice, video and text-based applications.  Known for his grit as a leader, his passion for customers and his deep understanding of technology, he is called upon to guide some of the world's largest brands through their digital transformation. Umesh's strong portfolio of patents serves as a testament to his innovative thinking and commitment to advancing AI technology.As an international business leader, Umesh has been recognized with many awards including ‘40 under 40' Bright Young Business Leaders in the Economic Times, ‘Next Generation Leader' by Time Magazine, and previously, as an ‘Innovator Under 35' by MIT Tech Review.  Umesh is an alumnus of Jaypee Institute of Information Technology and an accomplished speaker and highly sought-after presenter. About TidemarkTidemark is a venture capital firm, foundation, and community built to serve category-leading technology companies as they scale.  Tidemark was founded in 2021 by David Yuan, who has been investing, advising, and building technology companies for over 20 years.  Learn more at www.tidemarkcap.com.Follow our host, Avanish SahaiLearn more about Tidemark

In this episode of Workday Playdate, Erin sits down with Lareina Yee, Director at McKinsey Global Institute, to explore how women can thrive at the intersection of time management, technology, and radical empathy. From the promise of AI to the power of experience capital, Lareina shares data-driven insights and practical strategies for navigating the barriers women face in tech and beyond. Whether you're wrestling with the “broken rung” in career advancement or wondering how AI can open new doors, this conversation is packed with both inspiration and actionable takeaways. Inside This Episode: AI as Opportunity: Why it's a tool for everyone, no matter your starting point. Experience Capital: How 50% of lifetime earnings are tied to the skills you build along the way. The Broken Rung: Why women face slower promotions and what to do about it. Sponsorship Over Mentorship: Why finding advocates early matters more than advice alone. AI as Equalizer: How tech is democratizing access and reshaping workplaces. Who This Episode Is For: Women in tech (or aspiring to be) looking for tools to rise and lead. Leaders who want to foster equity, empathy, and innovation. Anyone curious about how AI and experience capital shape the future of work. Tune in to learn why AI is an opportunity, why experience capital is crucial, and how radical empathy can change the game for women in leadership.   More about Lareina Yee: Lareina Yee is a McKinsey Global Institute director leading the technology agenda and the global head of Tech Alliances. Based in San Francisco, she is a senior partner whose client works focus on technology and AI. She served as McKinsey's first Chief Diversity Officer and, in 2015, co-founded Women in the Workplace, an annual research study that has worked with more than 1,000 companies and surveyed nearly half a million employees to understand the barriers to women's advancement in corporate America. She is the author of THE BROKEN RUNG: When the Career Ladder Breaks for Women--and How They Can Succeed in Spite of It with fellow McKinsey senior partners Kweilin Ellingrud and María del Mar Martínez. Blocked time, made lists, promised yourself this time will be different—and yet by 5 PM, the work that actually matters is still staring back at you. Enter The Ready-Made 90-Minute Focus Kit: your done-for-you reset for ditching distractions and finally making progress on what matters most. With this simple framework, you'll reclaim your brainpower, protect your energy, and actually finish the work you care about. Download it now and turn “Where did the day go?” into “Wow, I crushed that.”   No, You Hang Up First (Let's Keep Connecting) Did today's episode resonate with you? Leave us a review sharing your favorite insight and we'll send you a free signed copy of I See You! A Leader's Guide to Energizing Your Team through Radical Empathy. Have another question that we can answer? Leave us a Speakpipe audio clip and we'll answer it in an upcoming episode. Don't want to miss another episode? If you're a Spotify listener, find our show here and click “Follow.” If you're an Apple Podcast listener, click here and make sure to hit “+Follow.” Want access to a bunch of free resources for your work life? This is your personal jackpot that gives you access to the frameworks that help us thrive both personally and professionally. Whether you're trying to improve your daily routine, flesh out an idea that you've had for quite some time, or want to add more play into your day - these resources have got your back. Want 2 emails a week from us? One with a quick tip you can implement right away to enhance your personal and/or professional lives & one of our famous F.A.I.L. Fourward Friday newsletters? Subscribe here. Connect with Lareina Yee Lareina's LinkedIn Lareina's McKinsey & Company profile, research, and experience Lareina's book, The Broken Rung Connect with Erin Diehl x improve it! Erin's website Erin's Instagram Erin's TikTok Erin's LinkedIn improve it!'s website improve it!'s Instagram

Why enthusiasm is the decisive factor in leadership, persuasion, and presentation success in Japan and globally Why is enthusiasm essential in business presentations? Enthusiasm is the engine of persuasion. In leadership, sales, and communication, passion signals conviction and credibility. Without energy, even well-researched data or strategic recommendations fall flat. Executives at companies like Toyota or Rakuten expect presenters to not only deliver facts but to inject life into them. A lack of enthusiasm is not neutral—it actively drains attention. In Japan's post-pandemic corporate environment, where remote meetings and hybrid presentations are common, leaders who fail to project energy risk being forgotten. Conversely, those who speak with passion become memorable influencers. Mini-Summary: Enthusiasm transforms presentations from lifeless reports into persuasive communication. Without it, leaders risk losing trust and engagement. Can you be too enthusiastic about numbers and data? Yes, and that's where balance is key. In internal meetings—revenue updates, quarterly reporting, or client statistics—overt enthusiasm for raw numbers can feel inauthentic. But data doesn't persuade on its own. Context, storytelling, and contrast bring numbers to life. Instead of showing an unreadable spreadsheet, effective communicators use visuals, animation, and narratives. For example, a single key revenue figure, enlarged on screen with a compelling story, leaves more impact than a crowded Excel chart. Global consulting firms like McKinsey & Company and Accenture regularly use this principle to frame insights for clients. Mini-Summary: Numbers without stories are dead. Leaders must animate data with context and narrative to persuade effectively. What happens when leaders speak without energy? Low-energy speakers drain motivation. Watching former Japanese Prime Minister Yoshihide Suga's press conferences illustrated how the absence of passion can make communication painful. His monotone delivery of critical COVID-19 emergency updates left audiences disengaged. In corporate life, the same dynamic applies. Leaders who fail to bring enthusiasm become “energy thieves,” leaving their teams uninspired. Conversely, when presenters share passion, energy transfers to the audience—lifting morale, confidence, and trust. Mini-Summary: Low energy kills influence. Leaders either inspire with enthusiasm or exhaust audiences with monotony. How can business leaders find enthusiasm in mundane topics? Not every subject excites naturally, but every presentation contains an angle that matters to the audience. Skilled communicators search for that thread—whether it's how trends affect profitability, customer loyalty, or employee well-being. Dale Carnegie Training in Tokyo teaches leaders to reframe even humdrum updates into stories of impact. Enthusiasm doesn't mean shouting; it means showing genuine conviction. Executives can highlight stakes, contrasts, or future implications to capture interest. Even logistics updates, when framed as customer-impact stories, can resonate. Mini-Summary: Find the human or business impact inside routine topics, and speak with conviction to make them engaging. How can presenters inject energy into their delivery? Energy is built, not born. Leaders must train, rehearse, and refine delivery. Techniques include varying pace, emphasising key junctures, and pausing strategically for impact. In Japan's competitive corporate training market, firms invest in executive coaching to help managers avoid monotony and build presence. Simple techniques—raising intensity during turning points, using stories, and changing tone—keep audiences alert. Professional speakers worldwide use rehearsal as their competitive edge. Mini-Summary: Enthusiasm requires skill and rehearsal. Leaders must train delivery techniques to project energy consistently. What's the risk of neglecting enthusiasm in business communication? The consequences are reputational. Every presentation is a personal branding moment. Leaders who consistently project enthusiasm are remembered as energisers. Those who don't, like Suga, risk being remembered as uninspiring and quickly forgotten. In Japan's relationship-driven business culture, credibility and energy directly affect trust. Companies invest heavily in sales and leadership training because they know reputations are made—or broken—every time someone speaks. Mini-Summary: Leaders who fail to project enthusiasm damage both personal and corporate brands. Energy is not optional—it's strategic. Conclusion: Why enthusiasm defines your legacy as a communicator Every presentation is an opportunity to shape how people perceive you. Audiences remember how you made them feel more than what you said. If you want to influence decisions, inspire teams, and strengthen your leadership brand, enthusiasm is non-negotiable. Key Takeaways: Enthusiasm transforms presentations into persuasive experiences. Numbers need stories and context to have meaning. Low energy drains audiences; high energy uplifts them. Even mundane topics can be reframed with conviction. Energy skills require training and rehearsal. Reputation and leadership legacy depend on enthusiasm. Executives, managers, and sales leaders should act now: rehearse presentations, seek coaching, and commit to bringing visible passion to every communication moment. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

As Ireland's economy thrives - with record low unemployment and high levels of educational attainment - a new report from McKinsey & Company, commissioned by Generation Ireland and supported by JPMorganChase, highlights the urgent need to close the country's growing tech skills gap through inclusive adult education. Ireland's technology sector is poised for significant growth, with projections indicating the creation of 40,000 new technology roles between 2025 and 2030, subject to changes in the Irish jobs market from international tariffs and AI market disruption. Yet, this promising growth is hindered by a formidable skills gap, as 83% of employers report significant difficulties in reskilling, while fostering social mobility, helping underrepresented groups access careers in technology. Ireland's technology sector is poised for significant growth, with projections indicating the creation of 40,000 new technology roles between 2025 and 2030, subject to changes in the Irish jobs market from international tariffs and AI market disruption. Yet, this promising growth is hindered by a formidable skills gap, as 83% of employers report significant difficulties in sourcing skilled professionals. This report, for the first time, delves into the intricacies of this challenge and proposes bold solutions to ensure Ireland's continued leadership in the tech sector, anchoring on the ability to unlock the opportunity from latent talent pools, with thousands of people who are motivated and intrinsically well suited to these careers, but need a clearer pathway and formalised training to do so. Despite the success of current government initiatives in equipping a large segment of the population with the necessary education and training through delivering industry-leading levels of degrees and apprenticeships, there remain pockets of society where barriers to entry persist. These barriers, which include a lack of formal qualifications and systemic socioeconomic disadvantages, hinder social mobility and exacerbate inequality. There are many education pathways in Ireland, such as Universities, corporate bodies, SOLAS FET initiatives, and NGOs. Each education pathway has inherent access challenges for people with barriers to entry; however, some educational pathways have been proven internationally to lend themselves to be a transformative way to build social mobility. To address these challenges, the report recommends a multifaceted approach to upskilling and reskilling, emphasising the importance of lifelong learning. Key ideas include creating affordable and accessible education pathways, engaging employers in co-creating training curricula, and providing targeted support for individuals most at risk of exclusion from the workforce. The report also highlights the potential economic benefits of improving social mobility, with estimates suggesting that enhancing education and employment opportunities could increase GDP by 3-9% across European countries. In Ireland, addressing childhood disadvantage alone could recover approximately 4% of GDP annually. Drawing inspiration from successful European models, Ireland can implement skills strategies to meet employer needs while fostering social mobility. These programmes have demonstrated the potential to uplift individuals from disadvantaged backgrounds, equipping them with the skills and confidence to access high-quality jobs and achieve economic independence. To maintain its leadership in education and skills, Ireland could establish a pathway to lifelong learning and enable targeted interventions for rapid education to meet the market's evolving demands. This report underscores the critical role of targeted rapid adult education in bridging Ireland's technology skills gap while promoting social mobility. By prioritising the inclusion of underrepresented groups and investing in scalable, targeted training programs, Ireland can unlock the potential of its untapped talent pool, create a more equitab...

This season features conversations with key decision-makers who have shaped the evolution of today's leading technology platforms and ecosystems. We talk to C-suite executives, board members, investors, and others who must be bought into the platform journey.In this episode, Avanish and Greg discuss:Greg's journey at the intersection of technology and professional services, including his role building EY's global partnerships practice into a substantial business driverWhy most companies remain confused about partnerships, platforms, and ecosystems, and how successful companies are "built from the ground up" to orchestrate ecosystemsMicrosoft's transformation under Satya Nadella as the gold standard for ecosystem strategy - shifting from competing against everyone to becoming a platform that orchestrates the capital of hundreds of thousands of companiesWhy the future belongs to companies that shift from linear value chains to orchestrated ecosystems where they either orbit around or become the center of mass for other participantsThe urgency for C-suites to think beyond operational AI improvements and envision what their industry will look like in five yearsHost: Avanish SahaiAvanish Sahai is a Tidemark Fellow and served as a Board Member of Hubspot from 2018 to 2023; he currently serves on the boards of Birdie.ai, Flywl.com and Meta.com.br as well as a few non-profits end educational boards. Previously, Avanish served as the vice president, ISV and Apps partner ecosystem of Google from 2019 until 2021. From 2016 to 2019, he served as the global vice president, ISV and Technology alliances at ServiceNow.  From 2014 to 2015, he was the senior vice president and chief product officer at Demandbase.  Prior to Demandbase, Avanish built and led the Appexchange platform ecosystem team at Salesforce, and was an executive at Oracle and McKinsey & Company, as well as various early-to-mid stage startups in Silicon Valley.About GregGreg is the Founder of Sarafin Advisory which he launched in 2024 to provide companies with actionable advice and insights to help them grow Enterprise Value in an era of immense change and opportunity. Previously, Greg spent over 9 years at EY where he was most recently the Global Vice Chair - Alliances and Ecosystems. Prior to joining EY in 2015, he spent seven years as an executive at IMB, running one of the top five accounts at the firm and then managing the professional services P&L for Banking and Financial Markets in North America. He also held significant leadership positions in financial service technology and digital disruption across industries. In addition, he helped found a health payments dot-com and, prior to that, ran his own software development company.About TidemarkTidemark is a venture capital firm, foundation, and community built to serve category-leading technology companies as they scale.  Tidemark was founded in 2021 by David Yuan, who has been investing, advising, and building technology companies for over 20 years.  Learn more at www.tidemarkcap.com.LinksFollow our guest, Greg SarafinFollow our host, Avanish Sahai

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

In this encore episode of Building Better Managers, host Wendy Hanson talks with experts Karolin Helbig and Minette Norman to explore the critical concept of psychological safety in the workplace. They discuss the importance of creating an environment where employees feel safe to express themselves, share ideas, and take risks without fear of negative consequences. The conversation covers practical strategies for leaders and team members alike to foster psychological safety, including communication techniques, managing reactions, embracing failure, and designing inclusive rituals. Key takeaways: Psychological safety is essential for creativity and innovation. Leaders set the tone for psychological safety in teams. Everyone in a team contributes to the climate of safety. Communicating courageously is a foundational element of safety. Managing reactions is crucial for maintaining psychological safety. Embracing failure can lead to valuable learning opportunities. Inclusive rituals can enhance team dynamics in hybrid settings. The power of pause can help in managing responses effectively. Little changes in behavior can lead to significant cultural shifts. Psychological safety requires deliberate cultivation and practice. Meet Minette: Minette Norman is a consultant and speaker specializing in inclusive leadership development, with a focus on fostering psychological safety to create inclusive work environments. Prior to her work in inclusive leadership, Minette spent many years leading global technical teams in the software industry, giving her a deep understanding of the challenges facing organizations in today's fast-paced and constantly evolving business landscape. Meet Karolin: Karolin Helbig is an expert in helping leaders optimize team performance and transform their organizations through the development of mindset, emotional intelligence, and psychological safety. With over 15 years of experience as a top management consultant at McKinsey & Company, Karolin has a wealth of expertise in driving business success. Additionally, Karolin holds a PhD in human genetics from the Phillipps-Universität in Marburg, Germany.  Follow: Minette on LinkedIn - https://www.linkedin.com/in/minettenorman/ Minette Website: https://www.minettenorman.com/ Karolin on LinkedIn: https://www.linkedin.com/in/karolinhelbig/ Karolin Website: https://karolinhelbig.com/ The Psychological Safety Playbook: https://thepsychologicalsafetyplaybook.com/ Subscribe to our podcast on your favorite podcast platform! Do you enjoy our show? One of the best ways to help us out is leave a 5-star review on your platform of choice! It's easy - just go here: https://www.newlevelwork.com/review For more information, please visit the New Level Work website. https://www.newlevelwork.com/category/podcast © 2019 - 2025 New Level Work

Danilo Tauro, Managing Partner at Aperiam and Senior Advisor at McKinsey & Company, shares his view of how AI agents will shape the future of data driven marketing. We also talk about the risks of paralysis by analysis, why marketers need to just get started and iterate along the way, and how students should adopt P&G's PIE method for their career progression. 

In Everyday Guardians, the podcast series of the Securing the Future of Space campaign, we speak with the people who are helping to build a more resilient, sustainable and secure orbital environment - whether through technology, policy or ethical leadership. Securing the Future of Space is underwritten by the American Space Exploration Fund. In the third episode, we hear from Nobu Okada, Founder & CEO of Astroscale. Since establishing Astroscale in 2013, Nobu Okada has grown the company from a one-person venture into a global organization with offices in five countries and led the company to a successful IPO in 2024. A highly respected figure in the space industry, Nobu is an Honorary Ambassador of the International Astronautical Federation (IAF), a member of the International Academy of Astronautics, an advisory board member of the Space Generation Advisory Council, and a Fellow of the Royal Aeronautical Society. He plays an active role in United Nations forums, contributing to key workshops and committee discussions that shape the global agenda for space sustainability. Nobu previously served as the IAF's Vice President for Space Economy and Sponsorship and co-chaired the World Economic Forum's Global Future Council on Space Technologies until 2021. Under Nobu's leadership, Astroscale has received numerous accolades, including the IAF Excellence in Industry (SME) in 2023, the Japanese Prime Minister's Award in 2022, and recognition as one of TIME100's Most Influential Companies in 2022. Nobu has also received individual recognition, including the 2020 SpaceNews Company Leader of the Year and the 2019 Forbes JAPAN Start-up of The Year. Before founding Astroscale, Nobu was an IT entrepreneur and strategy consultant, managing IT companies across the Asia-Pacific region. He successfully led one company to an IPO. Earlier in his career, he worked at McKinsey & Company and served in the Japanese Ministry of Finance. Nobu holds a bachelor's degree in Agriculture from the University of Tokyo and an MBA from the Krannert School of Business, Purdue University.

In this episode of French Insider, Agathe Benoit, Chief Operating Officer and founding team member of Giftory, joins Sheppard Mullin attorneys Karl Buhler and Inès Briand to discuss the company's business model and the challenges of launching the “experience gifting” concept in the United States.   What We Discussed in This Episode: What is Giftory, what are its core offerings, and where does it operate? What motivated the company to expand into the corporate gifting and B2B market? What challenges have been faced in bringing the experience gifting concept to the U.S.? Given the concept of experience gifting is relatively unfamiliar in the U.S., how did you initially connect with providers, engage customers, and assemble a team? Does Giftory offer the same experiences across all locations, or do offerings vary by city and state? What criteria does the company use when deciding to partner with a provider? How does Giftory ensure a premium experience for both the gift giver and the recipient? What are the advantages of purchasing through Giftory, rather than directly from the provider? What key achievements and challenges stand out in the process of building and expanding the business? What advice would you offer others looking to launch a business in the United States?   About Agathe Benoit Before co-founding Giftory, Agathe Benoit served as Head of Seller Operations at Back Market, the global leader in refurbished technology. There, she led a team of 20, overseeing critical areas such as sales, seller engagement, support, communications, and partnerships. Her leadership was instrumental in strengthening seller relations and achieving operational success. Previously, she spent six years as a Senior Engagement Manager at McKinsey & Company, advising clients on complex business challenges and strategic initiatives across multiple industries. Earlier in her career, Agathe served as Product/Marketing Manager at OMB Labs, Teaching Assistant at Columbia University, Part-time Consultant at PRODIGY NETWORK, and Visiting Student Researcher at the University of California. She also volunteered at ASS INDE ESPOIR. Agathe was educated at the Lycée Louis-le-Grand, specializing in Mathematics, Physics, and Computer Science, before earning an International Baccalaureate from the Centre International de Valbonne. She later attended École Polytechnique, where she earned an Engineering degree in Applied Mathematics. In 2012, she completed a Master of Science in Management Science and Engineering at Columbia University, in collaboration with Columbia Business School.   About Karl Buhler As an associate with the Corporate and Securities Practice Group and French Desk in Sheppard Mullin's New York Office, Karl Buhler focuses on domestic and cross-border transactions, including mergers, acquisitions, joint ventures, and complex commercial agreements in industries such as technology, communications, life sciences, energy, defense and aerospace. In particular, he advises foreign companies with the installation and development of their operations in the United States. Born and educated in France, Karl began his legal career in China, practicing corporate law in both Beijing and Hong Kong, with a focus on mergers, acquisitions, and project finance in the energy and infrastructure sectors. He then relocated to Paris, where he continued to focus on corporate transactions, but also expanded his expertise to international arbitrations and litigations arising from contracts and transactions, including mergers and acquisitions, joint venture, and infrastructure agreements. Karl moved to New York to further build his corporate experience in cross-border transactions and disputes at a U.S.-based firm, where he worked closely with French companies implanted in the United States.   About Inès Briand  Inès Briand is an associate in Sheppard Mullin's Corporate Practice Group and French Desk Team in the firm's Brussels office, where her practice primarily focuses on domestic and cross-border mergers and acquisition transactions (with special emphasis on operations involving French companies). She also has significant experience in general corporate matters and compliance for foreign companies settled in the United States. As a member of the firm's French Desk, Inès has advised companies and private equity funds in both the United States and Europe on mergers, acquisitions, commercial contracts and general corporate matters, including expansion of French companies in the United States.   Contact Information Agathe Benoit  Karl Buhler Inès Briand   Additional Resources Giftory   Thank you for listening! Don't forget to SUBSCRIBE to the show to receive every new episode delivered straight to your podcast player every week. If you enjoyed this episode, please help us get the word out about this podcast. Rate and  Review this show in Apple Podcasts, Deezer, Amazon Music, or Spotify. It helps other listeners find this show. This podcast is for informational and educational purposes only. It is not to be construed as legal advice specific to your circumstances. If you need help with any legal matter, be sure to consult with an attorney regarding your specific needs.

Host Landry Signé speaks with Acha Leke, chairman of McKinsey & Company's Africa Region and senior partner in their Johannesburg office, about Africa's many advantages in human and natural resources. Leke explains how different actors, from family-owned businesses to national governments and international investors, can align themselves to benefit from the continent's strengths. Show notes and transcript Foresight Africa podcast is part of the Brookings Podcast Network. Subscribe and listen on Apple, Spotify, Afripods, and wherever you listen to podcasts. Send feedback email to podcasts@brookings.edu.

We're taping this podcast at the Morningstar Investment Conference, where we're delighted to be joined by Vanguard CEO Salim Ramji, who joined Vanguard just about a year ago. Prior to joining Vanguard, Salim was a senior leader at BlackRock, where his most recent position was as global head of iShares and index investing. Before that, he was a senior partner at McKinsey & Company. Salim started his career as a lawyer at Clifford Chance in London and Hong Kong.BackgroundBioVanguard Announces Appointment of Salim Ramji as New CEOA message From Salim RamjiTopicsVanguard Chooses an Outsider as Its New CEO, by Daniel Sotiroff, Morningstar.com, May 14, 2024.Vanguard's New CEO: The Story Everyone Is Missing, by Susan Dziubinski and Daniel Sotiroff, Morningstar.com, April 22, 2025.Ramji Discusses Vanguard at 50 With Wall Street Week, May 22, 2025.2025 Morningstar Investment Conference: How to Invest Today, Laura Lallos, Morningstar.com, June 27, 2025.Vanguard CEO on Outages, Expansion Plans and Culture, Bloomberg, Aug. 5, 2024.2025 MIC: Vanguard CEO Salim Ramji on AI, Fees, and the Future of the Firm, Hedge Fund Alpha, June 27, 2025.Vanguard Unveils Generative AI Client Summaries for Financial Advisors, Vanguard, May 5, 2025.Automated Investing With Digital AdvisorThe Best Robo-Advisors of 2025, Dan Culloton, Morningstar.com, May 2, 2025.How Vanguard plans to play disruptor again, by Brooke Masters, Financial Times, Feb. 11, 2025.Vanguard CEO Salim Ramji cools the jets on private assets, by Tania Mitra, Citywire, June 26, 2025.Vanguard CEO says its public-private efforts rooted in partnerships, not acquisitions, by Rob Kozlowski, Pensions & Investments, June 26, 2025.Vanguard sets sights on private markets (at the right price), by Lachlan Maddock, Investment Magazine, March 5, 2025.

Twenty Minute VC: Read the notes at at podcastnotes.org. Don't forget to subscribe for free to our newsletter, the top 10 ideas of the week, every Monday --------- Philipp Freise is Co-Head of European Private Equity at KKR, where he manages the largest private fund in Europe with $8BN in the latest fund. Philip has led KKR's investments in FGS Global, Superstruct, Axel Springer SE, BMG Rights Management, Fotolia, GetYourGuide, GfK SE, Leonine, Mediawan SAS, Scout24 Switzerland and Trainline. Previously, Philip worked at McKinsey & Company in and co-founded Berlin-based VC firm Venturepark, Europe's first pan-European incubator. Agenda: 00:00 – "We Lost $500M in Turkey. Here's Why We'll Never Do It Again." 01:40 – Inside Europe's Biggest PE Fund: $8B of Pure Firepower 03:55 – The $100M Dot-Com Failure That Changed My Career 06:45 – Why Picking the Wrong VC Will Destroy Your Company 10:20 – KKR's $500M COVID Gamble: Genius or Insane? 12:35 – Why We Ignored the Market & Deployed 40% of Our Fund 15:55 – KKR's Ruthless Portfolio Discipline: Love Doesn't Matter 17:10 – Do Power Laws Apply in PE? Freise Destroys the Myth 18:45 – The Truth About Capital Intensity in the Age of AI 20:10 – Can AI Kill the PE Model? Here's What Philipp Says 26:00 – The Secret to Great Investment Decisions at KKR 32:40 – Why There's a $3T Liquidity Time Bomb in Venture 34:25 – The Death of IPOs? How KKR Exits Without Going Public 40:05 – Will KKR Europe Hit $20B? Freise's Bold Prediction 43:45 – Helsing, Space, and Defense: The New Age of DeepTech Bets 45:30 – Tariffs, China, and the Future of the German Car Empire 47:00 – Freise vs. Bitcoin: Will USD Still Rule in 10 Years? 48:15 – 4 Global Shocks Happening Right Now That You Need to Know 51:30 – KKR Missed Spotify AND Alibaba?! The Painful Stories 53:00 – Do Andreessen & General Catalyst Scare KKR? Freise Responds 54:30 – The One Metric That Will Define KKR's Next Decade  

Philipp Freise is Co-Head of European Private Equity at KKR, where he manages the largest private fund in Europe with $8BN in the latest fund. Philip has led KKR's investments in FGS Global, Superstruct, Axel Springer SE, BMG Rights Management, Fotolia, GetYourGuide, GfK SE, Leonine, Mediawan SAS, Scout24 Switzerland and Trainline. Previously, Philip worked at McKinsey & Company in and co-founded Berlin-based VC firm Venturepark, Europe's first pan-European incubator. Agenda: 00:00 – "We Lost $500M in Turkey. Here's Why We'll Never Do It Again." 01:40 – Inside Europe's Biggest PE Fund: $8B of Pure Firepower 03:55 – The $100M Dot-Com Failure That Changed My Career 06:45 – Why Picking the Wrong VC Will Destroy Your Company 10:20 – KKR's $500M COVID Gamble: Genius or Insane? 12:35 – Why We Ignored the Market & Deployed 40% of Our Fund 15:55 – KKR's Ruthless Portfolio Discipline: Love Doesn't Matter 17:10 – Do Power Laws Apply in PE? Freise Destroys the Myth 18:45 – The Truth About Capital Intensity in the Age of AI 20:10 – Can AI Kill the PE Model? Here's What Philipp Says 26:00 – The Secret to Great Investment Decisions at KKR 32:40 – Why There's a $3T Liquidity Time Bomb in Venture 34:25 – The Death of IPOs? How KKR Exits Without Going Public 40:05 – Will KKR Europe Hit $20B? Freise's Bold Prediction 43:45 – Helsing, Space, and Defense: The New Age of DeepTech Bets 45:30 – Tariffs, China, and the Future of the German Car Empire 47:00 – Freise vs. Bitcoin: Will USD Still Rule in 10 Years? 48:15 – 4 Global Shocks Happening Right Now That You Need to Know 51:30 – KKR Missed Spotify AND Alibaba?! The Painful Stories 53:00 – Do Andreessen & General Catalyst Scare KKR? Freise Responds 54:30 – The One Metric That Will Define KKR's Next Decade  

Ep.142. In this episode, I sit with psychologist Betsy Holmberg to explore how we can take our power back from the inner voice that thinks it runs the show. Betsy shares her deeply personal journey through depression and how diving into neuroscience—specifically the default mode network—helped her understand why our thoughts can feel so overpowering, and yet be so wrong. We talk about how negative self-talk takes root, why mindfulness works, and how we can separate who we truly are from the mental noise we've grown used to.SegmentsIntroduction to Thoughts and Mental HealthBetsy's Personal Journey and InsightsUnderstanding Negative Thoughts and TherapyThe Default Mode Network ExplainedSeparating Identity from Internal MonologuePractical Tools for Managing Negative ThoughtsReal-Life Applications of the ApproachParenting and Supporting ChildrenConnecting Neuroscience with SpiritualityThis episode is a reminder that you are not your thoughts—you are the observer of them. And once you stop worshipping the voice in your head, you start to hear something much more powerful: your real self.Betsy's BioBetsy Holmberg, PhD, is an award-winning psychologist and author specializing in overthinking and negative self-talk. She writes for Psychology Today, and has been featured in radio, television, and podcasts. Her first book, Unkind Mind, comes out June 1 by New Harbinger Publications. Before settling into writing and therapy, Betsy ran the global behavioural health service line at McKinsey & Company, a premier consulting firm. She also worked at Harvard and co-authored several peer-reviewed academic journal articles on non-suicidal self injury and suicidal thoughts. She is trained in Cognitive-Behavioural and Dialectical Behavioural therapies, and has treated clients of various ages and presentations. Betsy received her doctorate, master's and B.A. in Psychology from Duke University.Betsy's WebsiteBetsy's BookViv's Socials⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Tik Tok⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Want to be a guest on Perspective with Viv?Send Viv a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/perspectivewithviv

En este nuevo episodio de la sexta temporada de Análisis BIVA nos acompaña Eduardo de la Peña, Socio líder de la práctica de Infraestructura y Capital Excellence de McKinsey & Company, quien nos habla sobre cuáles son las causas de la tendencia del nearshoring y cómo afectará las necesidades de infraestructura en México. Conducido por Francisco Valle, Director de Emisoras de BIVA.

In this episode, Avanish and Andrew discuss:Andrew's journey as an "operational CFO" from Sun Microsystems through ServiceNow, WalkMe, Lacework, and now Amplitude, being part of the team that built ServiceNow from $400M to $4.5B ARRWhy CFOs must "play chess, not checkers" - thinking several moves ahead about decision implications and making strategic investment pivots for anticipated future growthThe critical difference between multi-product and platform strategies: true platforms have definite customer adoption journeys where products aren't sold independentlyRecognizing platform readiness signals: when customers organically create their own workflows and use cases you never conceived, like hospitals using Amplitude for emergency room optimizationBuilding effective teams by mixing "veterans with rookies" to solve problems rather than just "admire problems," and driving focused execution around single key investmentsThe "fair exchange of value" approach to pricing and partnerships that emphasizes customer adoption, transparency, and simplicity over complexityAbout Avanish Sahai:Avanish Sahai is a Tidemark Fellow and served as a Board Member of Hubspot from 2018 to 2023; he currently serves on the boards of Birdie.ai, Flywl.com and Meta.com.br as well as a few non-profits end educational boards. Previously, Avanish served as the vice president, ISV and Apps partner ecosystem of Google from 2019 until 2021. From 2016 to 2019, he served as the global vice president, ISV and Technology alliances at ServiceNow.  From 2014 to 2015, he was the senior vice president and chief product officer at Demandbase.  Prior to Demandbase, Avanish built and led the Appexchange platform ecosystem team at Salesforce, and was an executive at Oracle and McKinsey & Company, as well as various early-to-mid stage startups in Silicon Valley.About Andrew Casey: Andrew Casey is Chief Financial Officer at Amplitude, where he leads Amplitude's General & Administrative organization, which includes finance, accounting, and legal. With more than 25 years of enterprise software experience, Casey brings deep financial expertise combined with extensive go-to-market strategy and business operations experience.Casey joined Amplitude from Lacework, where he served as CFO and oversaw its successful acquisition by Fortinet. Prior to that, he was the CFO of WalkMe, where he led its Initial Public Offering (IPO) and transformed its enterprise sales motion. Casey's career also includes senior finance roles with ServiceNow, Hewlett-Packard, NortonLifeLock Inc. (formerly Symantec), Oracle, and Sun Microsystems.About TidemarkTidemark is a venture capital firm, foundation, and community built to serve category-leading technology companies as they scale.  Tidemark was founded in 2021 by David Yuan, who has been investing, advising, and building technology companies for over 20 years.  Learn more at www.tidemarkcap.com.LinksFollow our guest, Andrew CaseyFollow our host, Avanish SahaiLearn more about Tidemark

How is AI redefining the way we learn? Why are simulations a powerful tool to close skill gaps?My guest on this episode is John Sangimino, Associate Director, Learning Design Center of Excellence at McKinsey & CompanyDuring our conversation John and I discuss:The three essential truths of learning design—and why all learning is experientialThe behavioral science behind why people don't always apply new skills after trainingWhy behavior change is the true measure and outcome of impactful learningHow AI is impacting cognitive skills, judgment, and career capitalThe power of simulation-based learning—from VR scenarios to structured feedback exercises—as a way to close skill gapsHow to design useful and high-impact simulations that build key skills Connecting with John: Connect with John Sangimino on LinkedInEpisode Sponsor: Next-Gen HR Accelerator - Learn more about this best-in-class leadership development program for next-gen HR leadersHR Leader's Blueprint - 18 pages of real-world advice from 100+ HR thought leaders. Simple, actionable, and proven strategies to advance your career.Succession Planning Playbook: In this focused 1-page resource, I cut through the noise to give you the vital elements that define what “great” succession planning looks like.

What if the key to innovation isn't a process, but a mindset that travels across boundaries, disciplines, and decades?   From international development to McKinsey to leading AI strategy at Microsoft, Dean Carignan has built his career at the intersection of systems, people, and impact. Now, as co-author of The Insider's Guide to Innovation at Microsoft, he's helping organizations rethink how real innovation happens, not just in startups or labs, but in legacy institutions and global companies.   In this episode, Dean shares lessons from two decades at Microsoft, where he's worked across Xbox, Office, cognitive services, and AI research. He also reflects on why innovation is ultimately about people, not products, and how leaders can create space for meaningful change, even inside complex organizations.   We explore: How Dean moved from solving global problems at the World Bank to driving change inside one of the world's largest tech companies The power of being a “boundary crosser” and why innovation happens in the in-between Why mission often outperforms money as a motivator, especially in hiring for impact The overlooked value of storytelling in innovation (and how case studies bring ideas to life) How AI is transforming not only productivity, but the very nature of scientific discovery Why learning to build with agents may be the most valuable skill of the next decade   Dean also shares practical examples of how he uses AI today, from research to writing to daily decision-making, and why “thinking about thinking” is the leadership advantage most people overlook.   Whether you're guiding a team through change, building a new product, or trying to stay ahead of the AI curve, this conversation offers a grounded, human-centered approach to innovation in a time of exponential possibility.   Dean Carignan's career spans international economic development, startup ventures, and strategic roles in technology. He is an alumnus of Georgetown University and INSEAD, he was a charter member of McKinsey & Company's advanced technology practice.   During his 20 years at Microsoft, he has guided new businesses, including the early internet division, Xbox, and multiple Al efforts through the critical growth phases to their first billion dollars in revenue.   Most recently, Dean has focused on leading AI innovations within Microsoft Research and the Office of the Chief Scientist. His intrapreneurial spirit, deep institutional knowledge, and expansive internal network made the behind-the-scenes perspective of The Insider's Guide to Innovation at Microsoft   Get Dean's book here: https://www.innovationatmicrosoft.com/ The Insider's Guide to Innovation at Microsoft   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

Yuval Gonczarowski is the Founder and CEO of Akooda, an AI-powered operations intelligence platform that helps organizations unify and analyze internal data to drive faster, smarter decisions. Under his leadership, Akooda has secured $11 million in seed funding, used by Fortune 500 companies to streamline operations and unlock insights across digital workflows. A graduate of Harvard Business School with a MBA and the Technion from Israel Institute of Technology, Yuval previously served in Israel's elite Unit 8200 and held technical and leadership roles at Intel, Apple, McKinsey & Company, and Tomorrow.io. He brings a unique blend of engineering expertise and business acumen to the enterprise tech space. In this episode… Information overload and organizational silos pose significant challenges for growing companies. As teams scale, finding the right data, the right person, or simply understanding cross-functional collaboration becomes chaotic and time-consuming. How can leaders eliminate these inefficiencies without adding more complexity to their workflows? Yuval Gonczarowski, an expert in AI-powered enterprise intelligence and operational analytics, shares how companies can solve these challenges by leveraging their digital footprints. He explains the evolution from traditional organizational charts to dynamic knowledge graphs, enabling companies to map collaboration patterns in real-time. He emphasizes actionable insights like implementing topic-based search, integrating systems like Slack and Salesforce for unified visibility, and using anomaly detection to spot inefficiencies. Yuval also offers strategies for improving productivity without disrupting current workflows, such as Slack-based search commands and Chrome extensions that surface hidden insights. In this episode of the Inspired Insider Podcast, Dr. Jeremy Weisz interviews Yuval Gonczarowski, CEO of Akooda, about optimizing enterprise operations through AI-driven insights. Yuval discusses how to eliminate information silos, speed up decision-making, and roll out enterprise tools with minimal disruption. He also shares the story of Akooda's first customer, explains the ROI of reducing information hunting, and details lessons from serving large-scale enterprise clients.

In this episode, we interview Christina Campero, an entrepreneurial force behind Prosperia, a tech startup focused on AI in healthcare. Christina discusses her professional journey, moving from a background in bioscience and healthcare consulting to co-founding Prosperia. The startup uses AI to scan retina images for early detection of diabetic retinopathy and other eye diseases, a crucial service in Mexico due to a high prevalence of diabetes and limited access to ophthalmologists. The conversation covers the development process of their AI model, partnerships with primary healthcare touchpoints, and the advantages of operating in Mexico. They also explore the challenges and breakthroughs in fundraising for a Latin American AI healthcare startup, including securing a seed round from a Swedish fund. The episode ends with a look at Prosperia's future goals, including expanding their AI applications to detect other health conditions.   If your company is looking to scale its AI initiatives, head over to Tesoro AI (www.tesoroai.com). We are experts in AI strategy, staff augmentation, and AI product development.   Founder Bio:   Cristina Campero graduated from the Faculty of Chemistry of the UNAM with a Master's Degree in Bioscience Enterprise from the University of Cambridge in the United Kingdom. She has dedicated her professional career to the transformation of ideas into commercial products with an impact on health, starting in her career as a consultant at McKinsey & Company and in start-ups, first as an Associate in business development and strategy at Wren Therapeutics (in Cambridge UK ) where she was in charge of portfolio prioritization and funding (£18M Series A in Dec. 2018), and now as CEO of PROSPERiA.      Time Stamps:   00:36 Christina's Professional Journey 04:00 Founding Prosperia and Developing Retinia 05:43 Addressing Diabetic Retinopathy with AI 07:10 Challenges in Diabetic Retinopathy Detection 09:32 AI's Role in Early Detection and Screening 13:33 How does the Retinia software diagnosis work 15:20 The role of AI versus human doctors 20:43 Building and Training AI Models 24:31 Balance between engineers and health care professionals 26:14 Creating a customer base that trusts AI diagnosis 32:53 Fundraising and Growth Strategies 40:45 Advantages of Fundraising in Latin America Compared to the U.S. 44:01 Future Plans and Innovations   Resources   Follow Darius Gant LinkedIn - https://www.linkedin.com/in/m-darius-gant-cpa-44650aa/ Company Website - www.tesoroai.com     Subscribe on Spotify: https://open.spotify.com/show/4uDVNgsK3iNeu7yU4Inu2n   Subscribe on Apple Podcast: https://podcasts.apple.com/ae/podcast/the-darius-gant-show/id1527996104   Company website: https://www.prosperia.health/es LinkedIn: https://www.linkedin.com/company/prosperia/ https://www.linkedin.com/in/cristina-campero-peredo-a87a15115/  

In this episode, Avanish and Mike discuss:Mike's journey from his early tech roots in Silicon Valley to his role as CRO at Zscaler, including his transformative work growing ServiceNow from $500M to $6B in the Americas regionThe importance of always viewing platform strategy through the customer's lens - helping them achieve outcomes rather than managing multiple point solutionsHow a successful platform requires breaking down silos not just within your own organization, but often within your customer's organizationThe "one team" concept of the three-legged stool: customer, vendor, and partner, all working together toward shared successWhy ecosystem partners are mission-critical, providing industry expertise and customer insights that vendors can't replicateThe role of security in enabling productive AI adoption, with Zscaler helping customers leverage generative AI safely at scaleHow to develop meaningful metrics with partners beyond just pipeline generation, focusing on mutual success plans and regular reviewsThe importance of playing the long game with partners - "It's not how you behave when things are going great, it's how you behave when things hit the fan"Host: Avanish SahaiAvanish Sahai is a Tidemark Fellow and has served as a Board Member of Hubspot since April 2018 and of Birdie.ai since April 2022. Previously, Avanish served as the vice president, ISV and Apps partner ecosystem of Google from 2019 until 2021. From 2016 to 2019, he served as the global vice president, ISV and Technology alliances at ServiceNow.  From 2014 to 2015, he was the senior vice president and chief product officer at Demandbase.  Prior to Demandbase, Avanish built and led the Appexchange platform ecosystem team at Salesforce, and was an executive at Oracle and McKinsey & Company, as well as various early-to-mid stage startups in Silicon Valley.About Mike RichMike Rich is a highly accomplished technology sales professional with a career spanning more than 30 years.During his tenure as President, Americas at ServiceNow from 2011–2023, Mike played a pivotal role in the company's success. Under his leadership, the AMS region experienced unprecedented revenue growth, catapulting from $500 million to $6 billion+.Mike focused on initiatives like vertical industries that enabled customer-facing teams to partner closely with customers. During his time, the company's overall growth skyrocketed from $80 million to $8 billion. Throughout his career, Mike has kept customer satisfaction as the north star, ensuring that every business decision aligns with the goal of providing unparalleled value to clients and career advancement for employees.Before ServiceNow, Mike held leadership roles at enterprise software companies Borland, Rational Software, and Kana.Mike's leadership philosophy revolves around building diverse teams that prioritize achieving desired mutual outcomes. His passion is fostering environments where collaboration, mutual respect, and teamwork are paramount.About TidemarkTidemark is a venture capital firm, foundation, and community built to serve category-leading technology companies as they scale.  Tidemark was founded in 2021 by David Yuan, who has been investing, advising, and building technology companies for over 20 years.  Learn more at www.tidemarkcap.com.LinksFollow our guest, Mike RichFollow our host, Avanish SahaiLearn more about Tidemark

Leading Through Culture, Teams, and AI-driven Change John Helmer discusses organizational culture, collective leadership, and AI's impact on future workplaces with Kevin Oakes (CEO, i4cp), Kim McMurdo (Global Head of OD, Standard Chartered), and Terry Jones (International Head of Talent Development, ex-PaloAlto Networks). Key themes include culture renovation, developing team-centric leadership capabilities, and leveraging AI for enhanced human productivity in rapidly evolving organizations. The McKinsey paper mentioned in Kim's interview:  De Smet, A., D'Auria, G., Meijknecht, L., Albaharna, M., & Fifer, A. (2024, October 31). Go, teams: When teams get healthier, the whole organization benefits. McKinsey & Company. This article is available online at https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/go-teams-when-teams-get-healthier-the-whole-organization-benefits. (Please note that access to the full text may require a subscription or purchase.)   Timestamps: 00:00:00 – Start 00:01:09 – Intro 00:03:31 – Kevin Oakes on culture renovation vs. culture change 00:27:58 – Kim McMurdo on collective leadership and hybrid teams 00:48:41 – Terry Jones on innovation, disruption, and practical AI use 01:14:59 – End Contact: LinkedIn: linkedin.com/in/johnhelmer X: @johnhelmer Bluesky: @johnhelmer.bsky.social Website: learninghackpodcast.com

In this episode, Avanish and Dennis discuss:How Freshworks evolved from a single help desk product to a multi-product platform serving 74,000 customers globally, from small businesses to enterprises like Airbus and Nucor SteelThe importance of being "pulled" by customers into new markets rather than pushing—recognizing when customers you didn't expect are adopting your productsThe challenges of building and scaling a multi-product company where products are at different maturity levels and target slightly different ICPsWhy ecosystem strategy is critical at Freshworks, including both technology integrations with thousands of partners and a services ecosystem to source and implement solutionsFreshworks' differentiated approach of building "uncomplicated" solutions in a market dominated by complexity—particularly for mid-market and low-enterprise customers (up to 20,000 employees)Dennis's philosophy of customer-centricity: "When in doubt, go talk to a customer"Building an ecosystem strategy that includes both technology integrations with thousands of partners and a global services network, with direct sales in nine countries and partner-led expansion everywhere elseAbout the HostAvanish Sahai is a Tidemark Fellow and has served as a Board Member of Hubspot since April 2018 and of Birdie.ai since April 2022. Previously, Avanish served as the vice president, ISV and Apps partner ecosystem of Google from 2019 until 2021. From 2016 to 2019, he served as the global vice president, ISV and Technology alliances at ServiceNow.  From 2014 to 2015, he was the senior vice president and chief product officer at Demandbase.  Prior to Demandbase, Avanish built and led the Appexchange platform ecosystem team at Salesforce, and was an executive at Oracle and McKinsey & Company, as well as various early-to-mid stage startups in Silicon Valley.About Dennis WoodsideDennis Woodside is the CEO and President of Freshworks. He joined Freshworks as President in 2022. Dennis has spent more than two decades at innovative companies in Silicon Valley. Previous roles include Chief Operating Officer of Dropbox and sales and strategy leadership roles at Google for more than 10 years, including CEO of Motorola Mobility after Google acquired the company.Dennis serves on the board of the Boys & Girls Club of the Peninsula in California and previously served on the boards of the American Red Cross and ServiceNow. Dennis holds a B.S. in Industrial Relations from Cornell University and a J.D. from Stanford Law School.About FreshworksFreshworks Inc. (NASDAQ: FRSH) provides people-first AI service software that organizations use to deliver exceptional customer and employee experiences. More than 72,000 companies, including American Express, Bridgestone, Databricks, Fila, Nucor, and Sony choose Freshworks' uncomplicated solutions to increase efficiency and loyalty. For the latest company news and customer stories, visit www.freshworks.com and follow us on Facebook, LinkedIn, and X.About TidemarkTidemark is a venture capital firm, foundation, and community built to serve category-leading technology companies as they scale.  Tidemark was founded in 2021 by David Yuan, who has been investing, advising, and building technology companies for over 20 years.  Learn more at www.tidemarkcap.com.LinksFollow our guest, Dennis WoodsideFollow our host, Avanish SahaiLearn more about Tidemark

I'm not a financial advisor; Superpowers for Good should not be considered investment advice. Seek counsel before making investment decisions.Watch the show on television by downloading the e360tv channel app to your Roku, AppleTV or AmazonFireTV. You can also see it on YouTube.When you purchase an item, launch a campaign or create an investment account after clicking a link here, we may earn a fee. Engage to support our work.Has your business been impacted by the recent fires? Apply now for a chance to receive one of 10 free tickets to SuperCrowdLA on May 2nd and 3rd and gain the tools to rebuild and grow!Devin: What is your superpower?Brigit: I would say authenticity.The power of social entrepreneurship to drive meaningful change in the world is undeniable. At the Miller Center for Social Entrepreneurship, the mission is clear: leverage market forces to end poverty. Executive Director Brigit Helms leads the charge, helping entrepreneurs apply business principles to solve social and environmental challenges."The purpose of a business is purpose," Brigit explained. "The primary reason for having your business is to solve a social or environmental problem that you see around you in your community."Miller Center's impact speaks for itself. Since its founding, it has accelerated over 1,500 social enterprises across 100 countries. With a strong emphasis on women's economic power and climate resilience, the center has catalyzed transformative change in communities worldwide. Brigit highlighted the success of Someone Somewhere, a company based in Mexico that sources artisan work from some of the country's poorest regions. By securing a major contract with Delta Airlines, the company provided thousands of artisans with the opportunity to triple their income.The center's success is measured in tangible results. In 2020, Miller Center set a goal to double the number of lives improved through its entrepreneur network from 75 million to 150 million by 2025. They surpassed that goal ahead of schedule, reaching over 180 million lives impacted. Additionally, entrepreneurs in their programs have seen remarkable growth in fundraising, with capital raised per entrepreneur rising from an average of $500,000 to $2.1 million.Beyond these achievements, Brigit envisions a future where social entrepreneurship is no longer a niche concept but an integral part of all business endeavors. "One of my personal dreams is that all entrepreneurship can be considered social entrepreneurship," she said. "That we don't even have to use that qualifier."As Miller Center looks toward 2030, it aims to foster a stronger global community among its network of entrepreneurs. The shift from transactional support to an interconnected platform of changemakers aligns with the growing demand for community-driven solutions.For those looking to engage, opportunities abound. Miller Center's mentor program allows seasoned professionals to guide emerging social entrepreneurs, while its venture philanthropy fund provides catalytic capital to scalable ventures. As Brigit pointed out, investing in social entrepreneurship creates lasting impact, making it an appealing option for those seeking meaningful ways to contribute to a better world.Miller Center's work proves that entrepreneurship is more than just a pathway to financial success—it is a powerful tool for tackling society's most pressing issues.tl;dr:Miller Center for Social Entrepreneurship accelerates social enterprises to end poverty by leveraging business principles.The center has impacted over 180 million lives and helped entrepreneurs raise significant capital.Women's economic power and climate resilience are key focus areas for the center's programs.Brigit's superpower is authenticity, which she uses to foster trust and drive meaningful leadership.Miller Center is shifting toward building a global community of entrepreneurs to drive systemic change.How to Develop Authenticity As a SuperpowerBrigit Helms believes her superpower is authenticity. "What you see is pretty much what you get with me," she explained. She has built a career by fostering environments where people feel comfortable bringing their whole selves to the table. Brigit embraces cognitive diversity and encourages open discussions where differing opinions are valued. "Even if you're the only one in the room with a different opinion, you should feel comfortable voicing it," she said. This dedication to authenticity has helped her build strong teams and drive impactful change.An Example of Authentic LeadershipWhen Brigit arrived at Miller Center in 2020, the pandemic made traditional strategic planning impossible. Instead of gathering people in a room for brainstorming, she adapted. Breaking the process into smaller, virtual conversations, she ensured that over 100 voices worldwide contributed to Miller Center's strategic direction. "We ended up with a better product because we included perspectives that might have been overlooked in a typical process," she reflected. Her ability to pivot while staying true to her leadership style reinforced her commitment to authenticity.Tips for Developing AuthenticityBuild Trust Through Vulnerability: Be open about mistakes and ask for help when needed.Encourage Diverse Perspectives: Welcome differing opinions and create space for honest discussions.Foster Psychological Safety: Ensure that team members feel comfortable sharing their thoughts without fear.Practice Self-Reflection: Regularly evaluate whether your actions align with your core values.Embrace Change While Staying True to Yourself: Adapt to new challenges without compromising integrity.By following Brigit's example and advice, you can make authenticity a skill. With practice and effort, you could make it a superpower that enables you to do more good in the world.Remember, however, that research into success suggests that building on your own superpowers is more important than creating new ones or overcoming weaknesses. You do you!Guest ProfileBrigit Helms (she/her):Executive Director, Miller Center for Social EntrepreneurshipAbout Miller Center for Social Entrepreneurship: For over 25 years, Miller Center for Social Entrepreneurship has been a leader in the global social enterprise movement. With an emphasis on climate resilience and women's economic power, it accelerates entrepreneurship to end poverty and protect the planet, guided by the UN Sustainable Development Goals. Located at Santa Clara University, the center fuses the entrepreneurial spirit of Silicon Valley with the university's heritage of social justice, community engagement, and global impact. Miller Center has served 1,500 social enterprises based in over 100 countries that are impacting hundreds of millions of lives.Website: millersocent.orgCompany Facebook Page: facebook.com/millersocentOther URL: mysantaclara.scu.edu/givenow?designation=Miller%20Center%20for%20Social%20Entrepreneurship (fundraising page)Biographical Information:Brigit Helms is the Executive Director of Miller Center for Social Entrepreneurship at Santa Clara University, where she holds the Howard & Alida Charney Professorship for Science, Technology, and Society. For over 30 years, Helms has created and delivered solutions to social and environmental challenges in 55 countries across Africa, Asia, and Latin America. She has held leadership roles at DAI, the Multilateral Investment Fund (now IDB Lab), McKinsey & Company, and the World Bank Group, where she was a founding executive at CGAP, a center of excellence for financial inclusion. Helms is the author of Access for All: Building Inclusive Economic Systems and serves on the boards of the AlphaMundi Foundation and BRAC USA. She earned a Ph.D. and M.A. in development and agricultural economics from Stanford University, an M.A. in Latin American studies from Johns Hopkins, and a B.S. in political science from Santa Clara University.Linkedin: linkedin.com/company/millercenter, linkedin.com/in/bhelmsInstagram Handle: @miller.socentSupport Our SponsorsOur generous sponsors make our work possible, serving impact investors, social entrepreneurs, community builders and diverse founders. Today's advertisers include FundingHope, AMIBA, SuperCrowdLA and Crowdfunding Made Simple. Learn more about advertising with us here.Max-Impact MembersThe following Max-Impact Members provide valuable financial support:Carol Fineagan, Independent Consultant | Lory Moore, Lory Moore Law | Marcia Brinton, High Desert Gear | Paul Lovejoy, Stakeholder Enterprise | Pearl Wright, Global Changemaker | Ralf Mandt, Next Pitch | Scott Thorpe, Philanthropist | Add Your Name HereUpcoming SuperCrowd Event CalendarIf a location is not noted, the events below are virtual.Impact Cherub Club Meeting hosted by The Super Crowd, Inc., a public benefit corporation, on March 18, 2024, at 1:00 PM Eastern. Each month, the Club meets to review new offerings for investment consideration and to conduct due diligence on previously screened deals. To join the Impact Cherub Club, become an Impact Member of the SuperCrowd.SuperCrowdHour, March 19, 2025, at 1:00 PM Eastern. Devin Thorpe will be leading a session on "How to Build a VC-Style Impact Crowdfunding Portfolio." He'll share expert insights on diversifying investments, identifying high-potential impact ventures, and leveraging crowdfunding for both financial and social returns. Whether you're an experienced investor or just getting started, this is a must-attend! Don't miss it!SuperCrowdLA: we're going to be live in Santa Monica, California, May 1-3. Plan to join us for a major, in-person event focused on scaling impact. Sponsored by Digital Niche Agency, ProActive Real Estate and others. This will be a can't-miss event. Has your business been impacted by the recent fires? Apply now for a chance to receive one of 10 free tickets to SuperCrowdLA on May 2nd and 3rd and gain the tools to rebuild and grow!  SuperCrowd25, August 21st and 22nd: This two-day virtual event is an annual tradition but with big upgrades for 2025! We'll be streaming live across the web and on TV via e360tv. Soon, we'll open a process for nominating speakers. Check back!Community Event CalendarSuccessful Funding with Karl Dakin, Tuesdays at 10:00 AM ET - Click on Events.Igniting Community Capital to Build Outdoor Recreation Communities, Crowdfund Better, Thursdays, March 20 & 27, April 3 & 10, 2025, at 1:00 PM ET.Asheville Neighborhood Economics, April 1-2, 2-25.Regulated Investment Crowdfunding Summit 2025, Crowdfunding Professional Association, Washington DC, October 21-22, 2025.Call for community action:Please show your support for a tax credit for investments made via Regulation Crowdfunding, benefiting both the investors and the small businesses that receive the investments. Learn more here.If you would like to submit an event for us to share with the 9,000+ changemakers, investors and entrepreneurs who are members of the SuperCrowd, click here. Get full access to Superpowers for Good at www.superpowers4good.com/subscribe

Are you struggling to align your marketing strategy with your business model? Do you feel overwhelmed by the conflicting advice about social media, content, and traffic strategies? In today's episode, we break down how to create a sustainable marketing plan that matches your business goals with Jessica Lackey—a strategy and operations advisor who blends business strategy, practical application, and a human-centric approach to create sustainable businesses. With a background in corporate leadership, McKinsey & Company consulting, and a Harvard Business degree, Jessica knows a thing or two about hustle culture and what it feels like to judge success by the bottom line…at all costs. Now, she combines her deep experience in consulting, Fortune 500 operations leadership, and coaching to help businesses grow without sacrificing the well-being of their clients, team, and community. Learn how to leverage relationship marketing, collaborations, and content strategies that actually work for your business model. This episode is packed with practical strategies for coaches, consultants, and small business owners who want to build a profitable and aligned business without burning out. Key Takeaways: Sustainable Business Foundations: The six core systems every business needs to thrive. Choosing the Right Marketing Stack: Why your business model should dictate your marketing plan. Beyond Social Media: How relationship marketing and collaborations can drive more qualified leads. Creating Content with Purpose: Why long-form, evergreen content builds authority and trust. Low-Traffic vs. High-Traffic Models: How to decide if you need high volume or high ticket sales. Aligning Offers and Messaging: Why your offer suite needs to match your audience and pricing. Resources & Action Steps: Weekly Newsletter: Get business strategy tips delivered straight to your inbox. Subscribe Now Work With Jessica: Learn more about Jessica's coaching and strategy services. Explore Services Follow & Connect with Jessica: Website: www.jessicalackey.com LinkedIn: Jessica Lackey Marketing doesn't have to be overwhelming—align your strategy with your business model for sustainable growth.

In this episode, Avanish and Lara discuss:The four distinct phases of software company growth and what each requires - from finding product-market fit ($0-100M) to demonstrating platform vision ($100M-1B) to scaling enterprise deals ($1B-5B)The critical importance of not neglecting your core business while scaling - how ServiceNow used tiered pricing models to continue monetizing their core productsWhy platform and ecosystem strategies are "two sides of the coin" but must be tailored to each company's specific situation - there is no one-size-fits-all approachThe "win-win-win equation" that must exist for successful partnerships - creating value for customers, partners, and your companyCreating cultural alignment around ecosystem strategy - including Dave Schneider's innovative approach of inviting partners to ServiceNow's sales kickoffHow to avoid "throwing money against the wall" with partnerships that lack strategic foundationBuilding unfair advantages at scale through customer relationships, installed base data, and continuous innovation to stay ahead of imitatorsHost: Avanish SahaiAvanish Sahai is a Tidemark Fellow and has served as a Board Member of Hubspot since April 2018 and of Birdie.ai since April 2022. Previously, Avanish served as the vice president, ISV and Apps partner ecosystem of Google from 2019 until 2021. From 2016 to 2019, he served as the global vice president, ISV and Technology alliances at ServiceNow.  From 2014 to 2015, he was the senior vice president and chief product officer at Demandbase.  Prior to Demandbase, Avanish built and led the Appexchange platform ecosystem team at Salesforce, and was an executive at Oracle and McKinsey & Company, as well as various early-to-mid stage startups in Silicon Valley.About Lara CaimiLara Caimi is the President of Worldwide Field Operations at Samsara. Lara brings nearly 25 years of experience to Samsara, where she is responsible for leading Sales and Customer Outcomes. Before Samsara, Lara was Chief Customer and Partner Officer for ServiceNow, overseeing nearly 2,500 global employees across organizations including customer success, professional services, and channel ecosystem. Previously, she served as ServiceNow's Chief Strategy Officer. Before joining ServiceNow, Lara was a partner at Bain & Company, where she advised technology companies on growth and go-to-market strategy.Lara holds a bachelor's degree in Economics and English Literature from St. Olaf College, a MIB from the University of Sydney as a Fulbright Scholar, and an MBA from Harvard Business School.About TidemarkTidemark is a venture capital firm, foundation, and community built to serve category-leading technology companies as they scale.  Tidemark was founded in 2021 by David Yuan, who has been investing, advising, and building technology companies for over 20 years.  Learn more at www.tidemarkcap.com.LinksFollow our guest, Lara CaimiFollow our host, Avanish SahaiLearn more about Tidemark

Volvemos una vez más con el coche eléctrico, según algunos el coche del futuro… pues no. Personalmente pienso que es más el coche del presente que el coche del futuro… y no, no me he vuelto loco, pero es que el coche eléctrico tiene muchos enemigos, técnicos, comerciales y ahora, además, geopolíticos. Para los que me consideráis un “petrolhead” siento deciros que os equivocáis de medio a medio. Como aficionado confieso que el sonido de un buen motor térmico y las sensaciones que ofrece me resultan muy placenteras… pero como periodistas, tengo que tener la mente más abierta y por eso digo que el coche eléctrico es más el coche del presente que el coche del futuro… ¿por qué? Muy sencillo: Porque como coche urbano, hoy por hoy, no tiene rival. Y no solo es el silencio, la falta de emisiones allí donde se usa y la comodidad de conducción, es que el tipo de uso urbano la va como anillo al dedo a un coche eléctrico. Os aseguro que por muchas razones, el futuro del automóvil no es el coche eléctrico… os pido vuestra opinión, pero antes os pido que escuchéis mis argumentos… ¡que son muchos! Aparte de los citados hay más motivos que hacen de los coches eléctricos ideales para ciudad. Primero: no necesitas gran autonomía, porque por ciudad es imposible hacer muchos kilómetros: Según “Mundotaxi” en Madrid recorren algo más de 200 km. Un dato clave.Segundo: No necesitas mucha potencia, pues la mayor parte de la potencia se emplea en vencer la resistencia al aire y si no pasas de 50 km/h, limite habitual en una ciudad, no vas a requerir muchos caballos. Aunque vayas a la ciudad desde las afueras, tampoco podrás correr mucho en las vías de circunvalación. Tercero: el tipo de uso. Porque en un coche térmico lo que gatas para poner el coche a 50 km/h no lo recuperas cuando paras en el siguiente semáforo. En un eléctrico, o en un híbrido, sí. Pero es que además el rendimiento energético de un motor, es decir, la parte de la energía que se emplea en mover el coche, se acerca al 90 por ciento y con un motor térmico no supera el 25 por ciento. Y cuarto: Suma de todo ello, un coche eléctrico urbano puede llevar baterías ligeras y pequeñas. Como consecuencia, puede ser un coche relativamente ligero, verdadero “Talón de Aquiles” de los eléctricos. No os descubro nada si os digo que vivimos en un Mundo global. Así que si eres de los que piensa que no te importa nada la victoria de “Tramp”, o “Trump” como decís muchos Hispanoamericanos… pues es que no te enteras. Soy un ecologista convencido y para mí el calentamiento global es un hecho… pero Europa no lo puede hacer frente por su cuenta. Os doy datos de la propia UE: La Unión Europea emite en su conjunto 3.222 millones de toneladas de C02… una barbaridad. Pero es que nos supera India, los USA casi la duplican y China emite… agarraos… 15.944 millones de toneladas de CO2, cerca de 5 veces más que nosotros. Europa debe liderar la protección al medio ambiente, pero liderarla no es ponerse una soga al cuello. La estrategia de la movilidad eléctrica perjudica a Europa y beneficia, justamente, al mayor emisor de C02… ¡tócate las narices! Por no decir otra cosa. Y “Tramp” o Trump ha decidido perforar… se podría traducir “pinchar”, más en los USA, aunque sea con el peligroso método del “Fracking” para bajar el precio del petróleo, lo que hará más competitivo a los modelos tradicionales de motor térmico y a los híbridos. Seguimos con la geopolítica y vamos a hablar de materias primas. Y con datos provenientes de una fuente fiable, la Agencia Internacional de la Energía o AIE, que nos cuenta que no hay materias primas para tanto coche eléctrico. El coche eléctrico es un consumidor brutal de recursos, como las famosas tierras raras. Según la AIE para conseguir el objetivo de emisiones fijado para 2050 tendríamos que tener la bonita cifra de 2.000 millones de coches eléctricos… sencillamente, hoy por hoy, las materias primas no paran de subir… lo que hará que los eléctricos, a medio plazo suban de precio y no bajen. He metido este asunto en geopolítica porque a lo mejor esto te abre los ojos sobre el repentino interés de Trump en Groenlandia. Hablemos ahora de motivos comerciales para que los coches eléctricos no sean el futuro. Hablemos de subvenciones. Noruega ya eliminó las ayudas a la compra de coches eléctricos, ahora lo harán previsiblemente los USA y otros muchos vendrán detrás. Sin ayudas, los coches eléctricos se venderán menos… en realidad menos aún. En España según los propios fabricantes, apenas llegan el 5 por ciento del total. Pero hay algo más grave: Según un estudio elaborado por la consultora McKinsey & Company uno de cada tres compradores de coche eléctricos lo cambiaría por uno híbrido o térmico en su próxima compra. Dato que contrasta con que alrededor de un 25 por ciento de usuarios de coches térmicos cambiaria su coche por un eléctrico… Y esto con ayudas… ¿Y sin ayudas? En realidad, dejo para el final la mejor noticia y es que los coches con la llamada “pila de combustible” son ya una realidad. Primero, os explico cómo son. La reacción del hidrogeno con el oxígeno tiene como resultado energía eléctrica y vapor de agua. Con esa electricidad mueves el motor y tienes una batería relativamente pequeña para el coche funcione como un hibrido, recuperando energía en las frenadas y retenciones y para guardar la energía que te pueda sobrar, como hace ahora mismo ya los híbridos de Renault cuando le sobre potencia a su motor térmico y carga las baterías. El resultado es que el coche solo emite vapor de agua, es decir, emisiones contaminantes cero. Como un eléctrico. Pero con una diferencia: Si utilizas el llamado “Hidrogeno Verde” que se consigue con energías renovables o se extrae directamente, el coche de hidrogeno no contamina nada. BMW, Hyundai y Toyota tienen muy adelantados estos trabajos y de hecho te puedes comprar mañana mismo un Toyota Mirai o un Hyundai Nexo movidos por hidrogeno. Así las cosas, el presente son los coches urbanos eléctricos y los híbridos, a ser posible enchufables, para todo uso. Alucino los consumos que en ciudad consigue mi pareja con un simple Renault Clio Híbrido, en torno a los 4 litros a los 100 km… Los grandes y caros coches eléctricos no son hoy por hoy una opción que seduzca. Y por mucho que avance la infraestructura y la técnica, el tema de la recarga no tiene fácil solución. El futuro está claro: Eléctricos en ciudad o cortos recorridos, combustible sintético para determinados modelos deportivos o clásicos, algún hibrido de gasolina o gas e hidrogeno para el resto.

In this episode, Avanish and Jim discuss:Jim's 46-year journey from IBM to Salesforce, including his role in scaling Salesforce from $22M to $5B in revenueHow customer demands, particularly from companies like Cisco and Merrill Lynch, shaped Salesforce's platform strategyThe strategic decision to separate the application layer from the platformCreating a successful customer success organization to drive adoption and showcase customer storiesThe evolution of Salesforce's partner strategy and metrics for measuring ecosystem successHow the "tactics dictate strategy" philosophy helped Salesforce respond to market needsAbout Our GuestJim Steele is the President of Global Strategic Customers and Partners at Salesforce. Previously, Jim served as Salesforce's President of Worldwide Sales and Chief Customer Officer for over 12 years, from 2002 through 2014 where he led the growth of the company from $22 million to more than $5 billion in revenue. Jim rejoined Salesforce in 2020 as President of Global Strategic Sales with his primary focus to bring the full power of Salesforce to its largest and most strategic customers. Most recently, Jim has also assumed responsibility for Salesforce's Alliances & Channels organization, the Emerging Business operating unit, and Private Equity practice. Previously Jim served as Chief Revenue Officer and President of Yext, President and Chief Revenue Officer of InsideSales.com and President of Worldwide Sales at Ariba. Jim started his career at IBM where he spent over 22 years in executive leadership and senior sales roles including VP and GM of Sales in Asia, based in Tokyo.About our HostAvanish Sahai is a Tidemark Fellow and has served as a Board Member of Hubspot since April 2018 and of Birdie.ai since April 2022. Previously, Avanish served as the vice president, ISV and Apps partner ecosystem of Google from 2019 until 2021. From 2016 to 2019, he served as the global vice president, ISV and Technology alliances at ServiceNow.  From 2014 to 2015, he was the senior vice president and chief product officer at Demandbase.  Prior to Demandbase, Avanish built and led the AppExchange platform ecosystem team at Salesforce, and was an executive at Oracle and McKinsey & Company, as well as various early-to-mid stage startups in Silicon Valley.About TidemarkTidemark is a venture capital firm, foundation, and community built to serve category-leading technology companies as they scale.  Tidemark was founded in 2021 by David Yuan, who has been investing, advising, and building technology companies for over 20 years.  Learn more at www.tidemarkcap.com.LinksFollow our guests, Jim SteeleFollow our host, Avanish SahaiLearn more about Tidemark

“One of the markers of a leading procurement function is when you see suppliers as more than just a source of supply but also as a source of value and innovation.” - Samir Khushalani, Partner at McKinsey & Company Procurement is in a unique position right now. They have to balance immediate priorities and meet the needs of the business today while also navigating new realities and an uncertain future shaped by generative AI, geopolitical turmoil, shifting macroeconomic pressures, and an increasingly volatile global supply chain.  Procurement must reinvent themselves to find their footing in this rapidly changing environment, but they can't stop generating value in the here and now.  In this episode, Philip Ideson talks about the nature of all this change and how procurement should respond to it with Samir Khushalani, Partner at McKinsey & Company. Samir explores how perceptions about procurement have changed and the ways their reputation has shifted from “bargain hunter” to strategic business partner.  But, there's still significant opportunity for procurement to evolve and mature in response to all of the changes afoot.  In this episode, Philip and Samir discuss: How the combination of post-COVID supply chain stabilization, geopolitical changes, and trends in generative AI requires us to rethink procurement operating models and skill sets Why being agile and flexible are critical for procurement's ability to demonstrate their value and secure their future  Why innovative approaches to supply chain collaboration and relationship building will be just as valuable markers of procurement success as cost savings or risk management Links: Samir Khushalani on LinkedIn Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube

Are you interested becoming a McKinsey/Bain/BCG (MBB) consultant after business school? Or are you a pre-MBA consultant interested in applying to a top business school? If the answer to either of these questions is yes, this is the podcast is for you. Today we welcome Will Bachman back to the pod. Will is the Co-Founder and Managing Partner of Umbrex, a firm providing rapid access to independent management consultants with experience at top-tier consulting firms. Today, Will and his team manage more than 1,000 independent consultants, over 90% of these consultants are alums of McKinsey, Bain, or BCG. Prior to founding Umbrex, Will spent four years as an Engagement Manager at McKinsey & Company eight years as a Submarine Officer in the U.S. Navy. Will also graduated from Harvard and earned his MBA from Columbia Business School. In the second part of this two-part segment, Will and host Chandler share advice for MBA students hoping to land a top-tier consulting internship or full time job during or after B school.  In this wide-ranging discussion Will and Chandler discuss:  Specific pieces of advice for MBAs wanting to land a MBB internship or full time offer, Several things Will and Chandler know today that they wish they'd known when applying for their first consulting positions,  Suggestions for those from non-consulting backgrounds, and Other tips from Will, who currently works with thousands of MBB alums In addition to all kinds of great tips and suggestions in the podcast, Will has also been kind enough to share a free Consulting Skills Self-Assessment module with podcast listeners. Will developed this module with other Umbrex consultants, which helps you rate your consulting skills across more than 50 areas:  https://umbrex.com/resources/consulting-skills-self-assessment/

What went wrong when McKinsey paid bribes to secure consulting contracts with South Africa's state-owned enterprises? In this episode, Michael Volkov dives into the December 2024 DOJ settlement with McKinsey & Company, which paid $122 million after being found guilty of paying bribes to officials at Transnet and Eskom to secure valuable consulting contracts. The case involved significant violations of the Foreign Corrupt Practices Act (FCPA) and highlights the risks companies face when failing to implement effective compliance programs.You'll hear him discuss:The details of McKinsey's settlement with the DOJ for $122 million, including the 35% discount and the cooperation credits granted by the government.The role of Vikas Sagar, McKinsey's former senior partner, and his guilty plea in 2022 for orchestrating bribery payments.How McKinsey Africa used sensitive, non-public information obtained through bribes to secure multi-million dollar contracts with Transnet and Eskom.The ongoing issue of engaging third-party intermediaries and the importance of conducting thorough due diligence before entering into business relationships.The lessons learned from McKinsey's lack of proper oversight and controls that allowed a small group of corrupt executives to facilitate bribery schemes.The broader impact of local content requirements in international business and the associated risks of partnering with unqualified entities that have ties to corrupt government officials.ResourcesMichael Volkov on LinkedIn | TwitterThe Volkov Law Group

Are you interested becoming a McKinsey/Bain/BCG (MBB) consultant after business school? Or are you a pre-MBA consultant interested in applying to a top business school? If the answer to either of these questions is yes, this is the podcast is for you. Today we sit down with Will Bachman. Will is the Co-Founder and Managing Partner of Umbrex, a firm providing rapid access to independent management consultants with experience at top-tier consulting firms. Today, Will and his team manage more than 1,000 independent consultants, over 90% of these consultants are alums of McKinsey, Bain, or BCG. Prior to founding Umbrex, Will spent four years as an Engagement Manager at McKinsey & Company eight years as a Submarine Officer in the U.S. Navy. Will also graduated from Harvard and earned his MBA from Columbia Business School. In the first part of this two part segment, Will and host Chandler share advice for pre-MBA consultants interested crafting applications that stand out when applying to top-tier MBA programs. In our next podcast, Will shares advice for MBA students hoping to land a top-tier consulting internship or full time job during or after B school.  In this wide-ranging discussion Will and Chandler discuss:  Advice for pre-MBA consultants applying to B school, Ways to make applications from consultants stand out from the crowd, Suggestions about how to make your MBA application stand out from other consultants, Ways to complement the traditional consultant skillset, Suggestions for those wanting to explore their passions—and expand their business acumen—prior to business school, Tips for how to combat self-doubt during the MBA application process, In addition to all kinds of great tips and suggestions, Will has also been kind enough to share a free Consulting Skills Self-Assessment module with podcast listeners. Will developed this module with other Umbrex consultants, which helps you rate your consulting skills across more than 50 areas:  https://umbrex.com/resources/consulting-skills-self-assessment/

McKinsey's Marvin Bower: Father of Management Consulting | 19 Rules That Shaped McKinsey In this video, we dive deep into the legacy of Marvin Bower, the man who turned McKinsey & Company into the gold standard of management consulting. Known as the "father of management consulting," Marvin Bower's vision, integrity, and groundbreaking leadership set McKinsey apart and established consulting as a respected profession. Discover the 19 rules that Marvin Bower enforced at McKinsey to ensure consultants upheld the highest standards, from wearing specific attire to prioritizing client interests above all else. Learn why these principles helped build McKinsey into a preeminent global firm and what they can teach us about leadership, values, and success.

AI is everywhere! From delivering the tacos you crave to the car you drive to the clinical trial you might need -- it's reshaping our world and our work. AI-based technologies are helping solve complex problems in nearly every discipline, industry, and human endeavor. And in healthcare, artificial intelligence is a game-changer.  AI-based technologies do many things faster and better than humans can alone, with the promise of so much more ahead. And with that, comes a lot of questions, possibilities and well-founded concerns.    In this first episode – of many to come exploring AI's role in transforming healthcare – we're starting with the basics and the big picture:   What is artificial intelligence? How can we ensure AI is safe, equitable, and beneficial for all? How should healthcare professionals think about and integrate AI into clinical settings? We reached out to veteran researcher and leading expert in computer science, machine learning, and AI, Peter Stone PhD, and nurse attorney and bioethicist Liz Stokes JD, MA, RN to explore these questions and dive into ANA's position statement ‘The Ethical Use of Artificial Intelligence in Nursing Practice,' as well as McKinsey & Company's report ‘The pulse of nurses' perspectives on AI in healthcare delivery.' Together, they explore the transformative potential of AI in healthcare and how to ensure it serves everyone safely and equitably.   Find this episode's resources at www.seeyounowpodcast.com and more information on the podcast bundles visit ANA's Innovation Website at www.nursingworld.org/innovation. Have questions for the SEE YOU NOW team? Feedback? Future episode ideas? Contact us at hello@seeyounowpodcast.com.

This season will feature conversations with key decision-makers who have to support the journey to a platform or any ecosystem. We will talk to C-suite executives, board members, investors, and others who must be bought into the platform journey. In this episode, Avanish and Kevin discuss:Kevin's career journey and his experiences shaping ServiceNow's growth.What it means to authentically be a platform company and how ServiceNow approached platform-first scaling.How customer feedback drove ServiceNow's expansion into new domains like HR and customer workflows.The key factors for entering new markets, including market fit, size, and differentiation.The importance of hiring domain-specific experts and adapting go-to-market strategies.Building and leveraging ecosystem partnerships to drive growth and scale.Balancing core revenue innovation with new domain expansion to ensure sustainable growth.Guest: Kevin HavertyKevin Haverty was formerly the Vice Chairman, Global Public Sector at ServiceNow (NYSE: NOW). In this role, he worked directly with CEO Bill McDermott on expanding ServiceNow's strategic footprint in the public sector and mentoring the company's next generation of early-in-career professionals.During the past decade, Kevin successfully led and grew ServiceNow's world-class go-to-market organization. He most recently served as the company's Chief Revenue Officer, and also held the roles of EVP and SVP of Worldwide Sales and VP of Americas Sales.Earlier in his career, Kevin held several senior sales leadership roles at EMC, Data Domain, Thomsen Financial, and Brocade. He also served 10 years in the U.S. Army National Guard, attaining the rank of Captain.Kevin holds a bachelor's degree in Political Science from Providence College, where he was a distinguished military graduate of the Army ROTC program. He currently serves on the Board of Sprinklr.  Host: Avanish SahaiAvanish Sahai is a Tidemark Fellow and has served as a Board Member of Hubspot since April 2018 and of Birdie.ai since April 2022. Previously, Avanish served as the vice president, ISV and Apps partner ecosystem of Google from 2019 until 2021. From 2016 to 2019, he served as the global vice president, ISV and Technology alliances at ServiceNow.  From 2014 to 2015, he was the senior vice president and chief product officer at Demandbase.  Prior to Demandbase, Avanish built and led the Appexchange platform ecosystem team at Salesforce, and was an executive at Oracle and McKinsey & Company, as well as various early-to-mid stage startups in Silicon Valley.About TidemarkTidemark is a venture capital firm, foundation, and community built to serve category-leading technology companies as they scale.  Tidemark was founded in 2021 by David Yuan, who has been investing, advising, and building technology companies for over 20 years.  Learn more at www.tidemarkcap.com.LinksFollow our guests, Kevin HavertyFollow our host, Avanish Sahai

View the Show Notes Page for This Episode Become a Member to Receive Exclusive Content Sign Up to Receive Peter's Weekly Newsletter Dr. Saum Sutaria is the Chairman and CEO of Tenet Healthcare and a former leader in McKinsey & Company's Healthcare and Private Equity Practices, where he spent almost two decades shaping the field. In this episode, Saum unpacks the complexities of the U.S. healthcare system, providing a detailed overview of its structure, financial flows, and historical evolution. They delve into topics such as private insurance, Medicare, Medicaid, employer-sponsored coverage, drug pricing, PBMs and the administrative burdens impacting the system. Saum's insights help connect healthcare spending to broader economic issues while exploring potential reforms and the role of technology in improving efficiency. Saum highlights how choice and innovation distinguish the U.S. healthcare system, explores the reasons behind exorbitant drug prices, and examines the potential solutions, challenges, and trade-offs involved in lowering costs while striving to improve access, quality, and affordability. The opinions expressed by Saum in this episode are his own and do not represent the views of his employer. We discuss: The US healthcare system: financial scale, integration with economy, and unique challenges [5:00]; Overview of how the US healthcare system currently works and how we got here [9:45]; The huge growth and price impact due to the transition from out-of-pocket payments in the 1950s to the modern, third-party payer model [18:30]; The unique structure and challenges of the US healthcare system compared to other developed nations [22:00]; Overview of Medicare and Medicaid: who they cover, purpose, and impact on healthcare spending [27:45]; Why the US kept a employer-sponsored insurance system rather than pursue universal healthcare [32:00]; The evolution of healthcare insurance: from catastrophic coverage to chronic disease management [36:00]; The challenge of managing healthcare costs while expanding access and meeting increased demand for chronic illness care [44:15]; Balancing cost, choice, and access: how the US healthcare system compares to Canada [48:45]; The role of the US in pharmaceutical innovation, it's impact on drug pricing, and the potential effects of price controls on innovation and healthcare costs [56:15]; How misaligned incentives have driven up drug prices in the US [1:05:00]; The cost of innovation and choice, and the sustainability of the current healthcare cost expenditures in the US in the face of a shrinking workforce and aging population [1:11:30]; Health outcomes: why life expectancy is lower in the US despite excelling at extending lifespan beyond 70 [1:18:45]; Potential solutions and challenges to controlling drugs costs in the US while balancing choice and access and preserving innovation [1:26:15]; Balancing GLP-1 drug innovation with affordability and healthcare spending sustainability [1:40:00]; Reducing healthcare spending: complexities, trade offs, and implications of making needed cuts to healthcare expenditures [1:46:45]; The role of government regulation, opportunities for cost savings, and more [1:56:15]; Hospital billing: costs, charges, complexities, and paths to simplification [2:01:15]; How prioritizing access and choice increased expenditures: reviewing the impact of healthcare exchanges and the Affordable Care Act [2:08:00]; Feasibility of a universal Medicare program, and what a real path to sustainable healthcare looks like [2:15:45]; The challenge of long-term care and the potential of innovation, like device-based therapies and AI, to improve health [2:23:15]; and More. Connect With Peter on Twitter, Instagram, Facebook and YouTube

My guest for this episode, is Russell Eisenstat, an inspirational leader whose mission has been to develop leaders and organizations that put people at the center together with profit. We explored so many critical leadership topics like how to balance leadership focus between people and bottom line, how to engage the whole organization, how to earn trust, and how to develop a shared emotional resonant purpose.In his very humble voice, Russ shared his reflections on his own successful leadership journey and offered advice to organizational leaders including young aspiring ones.Russ is, Emeritus Executive Director and co-founder of the Center for Higher Ambition Leadership and Former President and co-Founder of TruePoint, a management consultancy firm. He served on the faculty of the Harvard Business School and spent five years at McKinsey & Company. He is a co-author of the Higher Ambition, a book that shows how great CEOs around the world create superior long term economic and social value and many articles in Harvard Business Review.Like always, I would appreciate any feedback you have about this episode or the podcast overall. Feel free to reach out to me on  fouadmalame@gmail.com. Also, whether you are a leaders of 5 or 5000 people, if you have any challenges driving the development of the capabilities, culture, alignment, engagement or collaboration of your people or simply have challenges implementing strategy or driving change at scale, I am offering a free 30 minutes strategy session. In this session you would get insights which you can apply right away to take your people and organization to the next level.Until the next episode, stay INSPIRED and make the biggest difference in your area of responsibility and beyond. For any inquiries, please contact fouad@alame.ch

You've heard of the Great Wealth Transfer taking place as Baby Boomers pass away, but did you know that women will inherit the majority of those assets?It's true. The Great Wealth Transfer is really horizontal, with widows inheriting most private wealth before it's passed on to the next generation. Sharon Epps joins us today to talk about how women should prepare.Sharon Epps is the president of Kingdom Advisors, our parent organization. Kingdom Advisors is a group dedicated to training financial professionals to guide and advise you according to biblical principles.Women as the Primary InheritorsOne surprising fact is that women will inherit the majority of this wealth. Since women typically outlive men by about six to seven years, nearly 70% will experience widowhood and manage their spouse's share of assets. In addition to inheriting from their husbands, many women will also receive an inheritance from their parents, and, increasingly, they are generating their own income through employment. This convergence of income streams will place an estimated two-thirds of U.S. assets—around $30 trillion—under women's control by 2030, according to McKinsey & Company.The Heart of Generosity: Purpose, Passion, and PlanThe wealth transfer isn't just about financial assets; it's a significant opportunity for generosity. Three key factors inspire generosity: purpose, passion, and planning.Purpose: A strong sense of purpose can motivate people to give more. Research from Women Doing Well revealed that women who score high on purpose tend to donate around 14% of their income, compared to 9% for those with lower purpose scores.Passion: Passion for a cause often stems from personal experiences of pain or suffering. This deeply held belief leads people to make sacrificial giving decisions. When people align their hearts with God's, they are inspired to give courageously and with conviction, connecting their generosity to meaningful experiences.Planning: Effective financial planning is essential for generosity, especially for women who aspire to give more but may lack the structure to manage their finances for greater impact. Financial planning and passion must work hand-in-hand to create a lasting legacy of giving.Building a Generous Legacy: Preparing for Wealth ResponsibilityWith the responsibility of managing inherited wealth, women must be equipped with spiritual foundations and financial wisdom. Three main influences support women's generosity:Understanding that God owns it all.Personal spiritual disciplines like Bible study and prayer.Receiving teaching on stewardship.When women embrace these principles, they can approach wealth with a mindset of stewardship rather than ownership, seeing it as a resource to bless others.Women and Collaborative GivingWomen often approach giving differently than men, preferring collaboration and community. Studies from the National Christian Foundation show that women are twice as likely to participate in collaborative giving, pooling resources with others to maximize their impact. Women seek transformational experiences rather than merely transactional ones, often using giving as a means to disciple their families and build stronger connections within their communities.For women looking to embrace generosity and connect with like-minded individuals, we recommend organizations such as Women Doing Well, Generous Giving, and the National Christian Foundation (NCF). These groups offer opportunities for women to strategize, collaborate, and grow in their giving journey.Embracing Generosity as a Lasting LegacyAs the wealth transfer unfolds, the unique generosity of women presents an unparalleled chance to impact future generations. For those who steward this opportunity with purpose, passion, and a solid plan, the legacy of giving can become not only a financial blessing but a tool for discipleship and transformation.Connecting with organizations and communities that support women's giving can help women maximize this historic moment and courageously and convictionally live out the principles of generosity.On Today's Program, Rob Answers Listener Questions:I'm 75, and my husband is 78. If he passes away, I'll lose about $4,000 per month in income. I have $2,800 from teacher retirement, $662 in social security, and $2,000 from a 403(b). I've saved $80,000 and can save an extra $4,000 monthly. I'm concerned about managing the $4,000 income drop and what to do with the $80,000 I've saved.My wife and I own two homes—one is a rental property I moved out of in 2022. We're trying to determine the best time to sell both properties and how to maximize the capital gains exclusion, especially since we both had primary residences prior to getting married in 2022.Resources Mentioned:Generous GivingNational Christian Foundation (NCF)Women Doing WellLook At The Sparrows: A 21-Day Devotional on Financial Fear and AnxietyRich Toward God: A Study on the Parable of the Rich FoolFind a Certified Kingdom Advisor (CKA) or Certified Christian Financial Counselor (CertCFC)FaithFi App Remember, you can call in to ask your questions most days at (800) 525-7000. Faith & Finance is also available on the Moody Radio Network and American Family Radio. Visit our website at FaithFi.com where you can join the FaithFi Community and give as we expand our outreach.

In this special live audience episode of Elevate Care, Kerry Perez is joined by Meredith LaPointe and Pat McCall to tackle the pressing workforce challenges in healthcare. Recorded live at the Rethink Client Summit in October 2024, this discussion explores how technology can create a seamless experience for both healthcare providers and patients. They also dive into the concept of vendor neutrality in staffing solutions and examine workforce trends shaping the future of healthcare. Learn more about the show: https://www.amnhealthcare.com/campaign/elevate-care-podcast/ Chapters 00:00 Introduction to Workforce Challenges in Healthcare 02:25 Understanding a Balanced Workforce 04:42 Key Enablers for Workforce Balance 06:39 Technology's Role in Workforce Management 09:28 Vendor Neutrality in Staffing Solutions 12:15 Trends in Healthcare Workforce Management 15:01 Future of Workforce Solutions in Healthcare About Meredith Meredith Lapointe is the Chief Business Officer for AMN Healthcare and is responsible for the organization's corporate growth strategy, enterprise client management including MSP accounts, marketing, communications, clinical support, and workforce analytics business. Previously, Ms. Lapointe worked as a Partner at McKinsey & Company, where she served healthcare companies for nearly two decades – ranging from national and regional health systems, academic medical centers, integrated delivery networks, healthcare service organizations, and smaller provider networks – in transforming capabilities and operational performance. She helped organizations create dynamic, high performing workforces to meet the needs of patients and healthcare systems. Ms. Lapointe holds a Bachelor of Arts in Engineering and Studio Art from Dartmouth College, a Bachelor of Engineering in Biomedical Engineering from Thayer School of Engineering at Dartmouth, and an MBA from the Tuck School of Business. Ms. Lapointe is passionate about STEAM education and has served on the board of a children's theater organization. She enjoys volunteering at her county's food bank and in the local school district. About Patrick Patrick McCall is the Chief Growth Officer of AMN Healthcare and is responsible for leading enterprise sales and implementation functions, ensuring alignment across the business. Mr. McCall is a seasoned executive with over 25 years of experience in sales and operations and has held senior executive roles in several Fortune 500 organizations. He has a proven track record in growth acceleration and has been recognized by Staffing Industry Analysts (SIA) as one of the industry's most influential leaders. Mr. McCall most recently served as Chief Revenue Officer at People2.0, where he utilized his extensive experience leading sales organizations on an international level. Before his time with People2.0, Mr. McCall worked as Global Chief Sales Officer at Randstad, a leading global talent organization and valued strategic partner to AMN Healthcare. Mr. McCall holds a Bachelor of Science in Economics from North Carolina State University, and he fundraises for the American Cancer Society and the Alzheimer's Association through cycling events. About Kerry Kerry Perez leads the design and development of enterprise strategy in addition to overseeing Marketing, Corporate Communications, and Creative Services. Ms. Perez joined AMN Healthcare in 2007 and has held various roles during her tenure, including recruitment, marketing, innovation, strategy, and M&A. She most recently served as the company's Vice President of Enterprise Strategy. She also stood up AMN Healthcare's Diligence and Integration Management Office, which led the strategic and functional integration of new acquisitions to drive synergy. She was named among Staffing Industry Analyst's Top 40 Under 40 in 2021, and she hosts the AMN Healthcare podcast, Elevate Care. Ms. Perez maintains the guiding principles of being customer obsessed, thinking big and delivering results. She has a passion for mentoring emerging leaders and building effective teams. Ms. Perez holds a Bachelor of Arts degree in Business Economics and a Bachelor of Arts degree in Communication from the University of California at Santa Barbara. For more than four years, she has served on the board of Dallas-based nonprofit, CitySquare, which focuses on fighting the causes and effects of poverty.  Connect with Kerry: https://www.linkedin.com/in/kerrycperez/ FIND US ONWebsite – https://www.amnhealthcare.com/podcast/elevate-care-podcast/YouTube – https://www.youtube.com/@ElevateCarePodcastSpotify – https://open.spotify.com/show/5R2oWLZXYfjtPGW7o5KpuoApple – https://podcasts.apple.com/us/podcast/elevate-care/id1710406359Instagram – https://www.instagram.com/amnhealthcare/LinkedIn – https://www.linkedin.com/company/amn-healthcare/X – https://twitter.com/amnhealthcare/Facebook – https://www.facebook.com/amnhealthcare/ Powered by AMN Healthcare

“The biggest advice I have for CEOs is to ask, what are you trying to solve? What's your strategy? What's your business problem? And then we can think about how AI can support that.” That's the message of Delphine Zurkiya, a senior partner at the strategy and management consulting firm McKinsey & Company who works with clients while also leading her division's AI initiatives. In this episode, we discuss AI adoption, reskilling teams for this new era of work, and the value of being completely transparent about when and how you use AI.     WorkLab  Subscribe to the WorkLab newsletter  Microsoft Podcasts – Stay connected, informed, and entertained with original podcasts from Microsoft

"Diplomacy is the art of letting someone else have your way." — Daniele VareAre we underestimating the role cannabis could play in shaping global influence? U.S. brands have historically had global appeal, but could cannabis open the door to new trade opportunities and strategic value on an international scale? Who will lead these global negotiations when the U.S. is still struggling with a state-by-state approach?Can state-level influence accelerate global change, and what would the timeline for such a shift look like?This week, we sit down with Hirsh Jain to explore these critical questions and more.Cannabis Shifting Global PoliciesKey Red States to Watch The Role of Soft Power in Shaping International Cannabis Policy Key Topics Discussed:Hirsh's background and journey into the cannabis industry (00:02:06 - 00:06:05)The United States' potential to influence global cannabis policy and legalization (00:06:41 - 00:14:32)The importance of state-level legalization progress in the U.S. and its impact on federal action (00:14:44 - 00:18:28)Predictions on key states to watch for future legalization efforts (00:18:29 - 00:20:01)The role of hemp products and their impact on the cannabis industry (00:38:22 - 00:45:04)The responsibility of the cannabis industry and public health authorities to educate on cannabis (00:45:19 - 00:49:10)Hirsh's "dream smoking session" with three historical figures (00:49:18 - 00:50:31)Hirsh's contrarian view that regulators need to be held more accountable (00:50:37 - 00:51:20)The potential for the U.S. to leverage cannabis legalization for strategic international alliances (00:51:48 - 00:53:26)About Hirsh Jain Hirsh Jain is the Founder of Ananda Strategy, a strategy consultancy which advises leading cannabis brands, retailers, ancillary technology businesses and venture capital funds in the United States, Canada and Western Europe. Hirsh also serves as Vice Chair of the Cannabis Chamber of Commerce, which aims to promote the common interests of cannabis businesses by advocating for sound public policy and facilitating collaborations between cannabis operators. In addition, Hirsh is on the Board of Directors of the National Organization for the Reform of Marijuana Laws (NORML) in California, which for fifty years has been working to reform California's cannabis laws. Prior to working in cannabis, Hirsh was the Global Policy Lead at Airbnb in San Francisco. Before that, he worked as an Engagement Manager at McKinsey & Company in New York City. Hirsh has a B.A. in Philosophy from UC Berkeley, and a J.D. from Harvard Law School.Guest Links Hirsh Jain (@anandastrategy) on Xhttps://www.linkedin.com/in/hirsh-jain/Instagram (@anandastrategy)Link about Bayard Rustin Our LinksBryan Fields on Twitter Kellan Finney on Twitter The Dime on Twitter At Eighth Revolution (8th Rev), we provide services from capital to cannabinoid and everything in between in the cannabinoid industry.8th Revolution Cannabinoid Playbook is an Industry-leading report covering the entire cannabis supply chain The Dime is a top 5% most shared  global podcast The Dime has a New Website. Shhhh its not finished. The Dime is a top 50 Cannabis Podcast Sign up for our playbook here:

Ready to build your email list without becoming glued to Instagram? (Yes, it's possible!) In this episode, I chat with business strategist and systems guru Jessica Lackey about how she grew her newsletter without the social media hustle. Yep, you heard that right—no reels, no hashtags, just a beautifully crafted newsletter that people actually want to read.

After working from home gained widespread adoption out of necessity, organizations must now optimize their remote work strategies for the long term. Stanford Professor Nicholas Bloom joins the Talent Angle to explain the implications of return-to-office mandates for organizations and their workforce. Drawing upon data on employee sentiment, workforce productivity and organizational performance, Bloom shares how organizations can set the right strategy for their context. He argues that, in many cases, remote work enables enough profitability to outweigh leaders' concerns about productivity, and shares how to approach collaboration in a hybrid world.   Nicholas Bloom is the William Eberle Professor of Economics at Stanford University. Nick's research focuses on working from home, management practices and uncertainty. He previously worked at the U.K. Treasury, McKinsey & Company and the IFS. He has a BA from Cambridge, an MPhil from Oxford, and a PhD from University College London. Nick is a Fellow of the American Academy of Arts and Sciences, and the recipient of the Guggenheim and Sloan Fellowships, the Frisch Medal and a National Science Foundation Career Award. He was elected to Bloomberg50 for his advice on working from home.   Caroline Walsh is a vice president in Gartner's HR practice.Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor's degree in East Asian studies from Columbia University, and a master's degree in public affairs from Princeton University.

We think of them as intellectual enclaves and the surest route to a better life. But U.S. colleges also operate like firms, trying to differentiate their products to win market share and prestige points. In the first episode of a special series originally published in 2022, we ask what our chaotic system gets right — and wrong. (Part 1 of “Freakonomics Radio Goes Back to School.”) SOURCES:Peter Blair, faculty research Fellow of the National Bureau of Economic Research and professor of education at Harvard University.Catharine Hill, former president of Vassar College; trustee at Yale University; and managing director at Ithaka S+R.Morton Schapiro, professor of economics and former president of Northwestern University.Ruth Simmons, former president of Smith College, Brown University, and Prairie View A&M University.Miguel Urquiola, professor of economics at Columbia University. RESOURCES:"Progressivity of Pricing at U.S. Public Universities," by Emily E. Cook and Sarah Turner (NBER Working Paper, 2022)."Community Colleges and Upward Mobility," by Jack Mountjoy (NBER Working Paper, 2021)."How HBCUs Can Accelerate Black Economic Mobility," (McKinsey & Company, 2021).Markets, Minds, and Money: Why America Leads the World in University Research, by Miguel Urquiola (2021)."Mobility Report Cards: The Role of Colleges in Intergenerational Mobility," by Raj Chetty, John N. Friedman, Emmanuel Saez, Nicholas Turner, and Danny Yagan (NBER Working Paper, 2017). EXTRAS:"'If We're All in It for Ourselves, Who Are We?'" by Freakonomics Radio (2024)."'A Low Moment in Higher Education,'" by Freakonomics Radio (2024)."The $1.5 Trillion Question: How to Fix Student-Loan Debt?" by Freakonomics Radio (2019)."Why Larry Summers Is the Economist Everyone Hates to Love," by Freakonomics Radio (2017).