Podcasts about Measurement

Most marketers don't have a channel problem. They have a measurement problem. Daniel talks with James Connolly, CEO of Charlie Oscar, to unpack why so much Marketing spend gets wasted, how brands should rethink measurement, and what it actually takes to build a smarter growth strategy in the AI era. From launching one of the first mobile Marketing agencies at the start of the iPhone era, to helping brands move beyond click-based reporting, James breaks down what separates great Marketers from everyone else. They also dive into why creative is becoming the new targeting, how to think about creator Marketing as a content engine, and why the real danger is being either too early or too late to the next wave. If you're a Marketer trying to understand what's changing in performance, creative, and measurement (and how to avoid wasting budget in the process) this is the episode for YOU. https://customer.io⁠ helps brands turn data into personalized messages that actually connect, across email, SMS, and beyond. Learn more at https://customer.io/tmm Follow James: LinkedIn: https://www.linkedin.com/in/jamesaconnelly/ Follow Daniel: LinkedIn: https://www.linkedin.com/in/daniel-murray-marketing/ Sign up for The Marketing Millennials newsletter: www.workweek.com/brand/the-marketing-millennials Daniel is a Workweek friend, working to produce amazing podcasts. To find out more, visit: www.workweek.com

How do we decide what “good care” looks like, and who gets to choose the scorecard? In this episode of Turn on the Lights, Kedar Mate speaks with Dr. Michelle Schreiber of the Centers for Medicare & Medicaid Services and Brenna Rabel of Battelle about how quality measures are developed, adopted, and applied across Medicare and Medicaid programs. They explore why measurement is essential for accountability, patient choice, and improvement, while also acknowledging its vulnerability to politics, feasibility constraints, and “teaching to the test.” Using diabetes and sepsis as examples, they explain how performance cutoffs are established, why “all-or-none” measures often face resistance, and what makes complex measures difficult to report and score. The conversation also addresses efforts to reduce reporting burden, including CMS's shift from broader MIPS reporting toward MIPS Value Pathways and the expansion of digital quality measurement through FHIR-enabled eCQMs. They conclude with a forward-looking discussion on how artificial intelligence could reduce manual chart abstraction and advance quality measurement, particularly as patient-reported outcomes play a larger role in shaping the future of value-based care. Tune in to hear how measures shape what health systems prioritize, what gets improved, and what “value” could look like in the future. Resources: Connect with and follow Dr. Michelle Schreiber on LinkedIn. Follow CMS on LinkedIn and explore their website! Connect with and follow Brenna Rabel on LinkedIn. Follow Battelle on LinkedIn and explore their website! Learn more about your ad choices. Visit megaphone.fm/adchoices

Microwave Journal Media Director, Pat Hindle, covers the articles in the March Test and Measurement issue, reviews industry news, and provides a summary of DesignCon and Mobile World Congress Barcelona. Sponsored by RFMW.

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In this episode of The Marketing Rapport, host Tim Finnigan sits down with Gina Ive, Senior Director, Partnerships at VideoAmp. They explore cross-platform media measurement and why identity resolution keeps reporting honest.Gina describes how viewership data arrives with many identifiers from linear and digital sources. VideoAmp matches those signals to an identity spine, then resolves and deduplicates them into households through identity resolution providers. That one-to-one match supports deterministic answers: who saw an ad, who sat in the intended audience, and who later took action. She also shares what she looks for in partner data: accuracy, scale, and fidelity, with checks for fast-changing inputs like IP addresses.She closes on outcomes. Brands want to tie spend to real-world purchases and move toward outcome-based guarantees. “Always-on” data feeds and deeper integrations can cut lag time, improve match rates, and guide planning in a fragmented media landscape across TV and streaming.The views, thoughts, and opinions expressed are those of the speaker and do not necessarily represent the views, thoughts, and opinions of Verisk Marketing Solutions or Verisk Analytics. The material and information presented here is for general information purposes only. This podcast is not intended to replace legal or other professional advice. The Lead Intelligence, Inc. (dba Verisk Marketing Solutions) and Verisk Analytics LLC names and all forms and abbreviations are the property of its owner and its use does not imply endorsement of or opposition to any specific organization, product, or service. VERISK MARKETING SOLUTIONS DISCLAIMS ALL LIABILITY ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

How to Achieve Outsized Outcomes with a Small B2B Marketing Team With the rapid advancement of AI, machine learning, shifting market dynamics, and more competition entering the ecosystem all the time, B2B marketers are confronted with more challenges than ever before. Teams are constantly facing the challenges of tightened budgets and even tighter deadlines. With this in mind, how can small B2B marketing teams achieve more with less and still deliver exceptional outcomes? That's why we're talking to Jordan Buning (Principal and Senior Account Executive, ddm marketing + communications), who shares insights and practical strategies on how to achieve outsized outcomes with a small B2B marketing team. During our conversation, Jordan discussed how teams can navigate market uncertainty and how AI has impacted efficiency. He emphasized the importance of revenue and pipeline metrics to demonstrate the financial contribution that marketing makes to the bottom line. Jordan also stressed the need for small B2B marketing teams to optimize campaigns, avoiding pitfalls like chasing immediate results at the expense of long-term success, and maintain continuous alignment with sales. He advocated for a platform approach over fragmented campaigns, regular metrics evaluation, and a focus on precision over volume. https://youtu.be/31Qts7vadLI Topics discussed in episode: [03:15] Why leadership often views marketing as an expendable variable rather than a core driver of the bottom line. [14:36] Jordan explains how to avoid “strategy whiplash” and over-reliance on performance tactics. [21:20] Discover why right-place, right-time messaging is non-negotiable, especially when it comes to appealing to the buying committee. [28:08] Instead of quarterly campaigns, build a core messaging “soundboard” that provides consistency and longevity. [33:36] Jordan walks through a 3-phase (90-day roadmap) approach consisting of diagnosing, activating, and doubling down to show ROI within one business quarter. [37:14] Why you must lead with pipeline contribution and opportunity creation rate when presenting to the board. [41:32] Why marketing belongs in every part of the organization, from customer experience and billing to employee engagement, not just lead generation. Companies and links mentioned: Jordan Buning on LinkedIn  ddm marketing + communications  Transcript Christian Klepp, Jordan Buning Jordan Buning  00:00 I think you know, the things that probably made this conversation happen in the first place are probably the first metrics you got to have. So it’s probably has something to do with revenue, and probably secondly, has to do with how quality they think the pipeline is filled with opportunities. Your initial metrics that would say this is working or not working. Really have to start there. And it may be two or three steps removed from some of the, you know, inside marketing measurements that that might be there, but at the end of the day, that’s what will kind of matter to them. And so what is, you know, the pipeline contribution looking like? What kind of opportunity creation rate is happening, revenue influence, those, those kinds of things, I think are components that that matter when we talk about revenue and pipeline is, are we actually contributing to the financial success of the organization. Christian Klepp  00:57 With the rapid advancement of AI (Artificial Intelligence) machine learning, changing market dynamics, market uncertainty and more competition entering the ecosystem all the time. B2B Marketers are confronted with more challenges than ever before. Another one of those challenges includes tightened budgets and even tighter deadlines. With this in mind, how can B2B Marketing teams achieve more with less and still deliver exceptional outcomes. Welcome to this episode of the B2B Marketers on the mission podcast, and I’m your host, Christian Klepp, today I’ll be talking to Jordan Buning, who will be answering this question. He’s the principal and Senior Account Executive at DDM Marketing and Communications who’s committed to doing great things with incredible people inside and outside the company. Tune in to find out more about what this B2B Marketers Mission is. Okay? Mr. Jordan Buning, welcome to the show, sir. Jordan Buning  01:48 Thank you. Appreciate you having me. Christian Klepp  01:50 Really looking for this conversation, Jordan. Not like man, I should have recorded the last couple of conversations that we had that, in itself, should have been the episode already, right? But I’m, I’m really looking forward to this conversation. You know, I had a great chat with your colleague, Joanne. And you know, we’re going to talk about a topic today that you and I both know it. It keeps coming up, and you ask 50 people out there, and they’ll give you 50 different answers to this question, right? So let’s, let’s just dive right in. I’m going to say you’re on a mission to help B2B companies deliver high impact marketing campaigns that drive measurable results. But I’d like to focus on this following topic for today’s conversation, and we’ve got plenty to unpack from this one, how small marketing teams can optimize campaigns to reduce waste and achieve outsized outcomes, probably I should highlight bold italic, underline that outsized outcomes, because that one’s going to be the interesting one. Let’s kick off the conversation with the following question, so I’m happy to repeat so why do you think many B2B organizations are spending less on their marketing efforts and shortening the timelines in which teams need to deliver results? And based on those constraints in your experience, where have you seen many marketing teams struggle? Jordan Buning  03:15 But you’re right. There’s a there’s a lot there, and trying to consolidate all of my thoughts down is a unique challenge. But, you know, I think part of it is not that marketing is losing importance sometimes in various circumstances, be it budgetary otherwise, but it’s more about the pressure of reshaping how it gets evaluated. There is a lag, I think in terms of how a lot of individuals perceive the importance in the in the contribution that marketing makes to the organization’s goals and ultimately to its bottom line. So if it’s disconnected, it becomes a variable, and a variable that, while maybe nobody is really wishing for, it sometimes becomes minimized or expendable, and therefore it’s really kind of a big push. And there’s certainly a variety of things that may be driving that. It could be their own, economic uncertainties, their market has changed. Therefore they’re making their adjustments. They’re managing risk. When they’re doing some of those kinds of things they may not necessarily see again that relationship between what they’re attributing to the bottom line. They may have measurements that are not aligned to show performance and not that it isn’t but they don’t have the data that’s that’s doing that and or they may even have a lag. They may have a lot of information, but it’s historical data, and present realities may be slightly different, and they don’t really have a way to connect to it. And then you’ve got a lot of other circumstances, like shift towards more immediate revenue. They may be saying, well, let’s just push out, let’s, let’s push more on. The sales side of this. Let’s work with partners, and let’s have them facilitate the process, and we’re going to get out of the sales and marketing role. Maybe what they say is, we’re going to park acquisition and we’re going to really go after account expansion. So those, those are all things that could be driving all of this. Then you throw in things like AI, where they might say, you know, it looks like there’s a lot of great tools out there. Why don’t we use more of those? Let’s use that to fill the gap where we maybe don’t have the resources that we once had. So those all become drivers in the whole situation. And somewhere in between is reality. One other thing, maybe, you know, a lot of organizations, depending on where they are, probably got where they were without maybe marketing being one of the primary drivers. Maybe they had a great engineering solution. They’re a great production organization, and maybe even a great selling organization. But marketing hasn’t been something that has necessarily been invested in as great they got there in their minds through other things. And so there’s suddenly a shift in terms of how to reconcile the value that marketing is contributing to the whole thing. And so it’s both an opportunity and a challenge. Obviously, in the moment, it’s it’s difficult and it’s painful. But those are, those are some of the circumstances that are kind of going on then based on constraints, where do we think marketing teams struggle? I had to remind myself of the question, so I wrote it down. If I were to zoom zoom out, I think the core struggle is, is somewhat capability and capacity. But it’s really kind of more the issue of time horizon that they might be running into, depending on what the issues are that are getting brought up. There could be a bit of a strategy whiplash where, you know, they had a plan, and the best laid plan has gone to waste, and there’s suddenly kind of a push towards a very different effort. And so the investment now is getting either tabled or stalled and and suddenly they’re they’re wanting to switch horses and go to a different direction. And obviously, from a marketing standpoint, that fear is great. We’ve got lots of activity. We’re doing a bunch of other things. We feel good about that. The other side of it is there’s a cost to losing that momentum of where you were going before. And how do you how do you kind of reconcile that? And then, how do you avoid continuing to have strategy change after strategy change along the way? Those are the things that really could create constraints out of very small marketing teams, maybe a team of one, maybe an outsourced resource, those things all get really kind of challenging, over reliance on performance, metrics and tactics. So you know, specifically, getting into things that seem to have the most immediate ROI, let’s just go after the search campaign conversions. Let’s go after some other things that are low funnel without maybe reconciling the understanding that you’re you’re doing that sometimes at the expense of the things that that that initiate things into the funnel as well, and so, you know, maybe creating a bit of a short term bump, but at the expense of long term success as well. So that’s a challenge. Confusion with sales, sales and marketing forever being sometimes perceived as opposing parties. So you know, again, I think this, this idea of we just need better leads, we just need more quality, whatever, faster kind of a thing, as opposed to, let’s, let’s be very team minded and intentional in terms of working together. Measurement paralysis, that’s a that’s another one that can happen where everybody’s got data, and you’re overwhelmed with that data, and you get so focused looking into rear view mirror, you’re losing track of the direction you’re supposed to be going all along. And then you get into some things like short term wins versus long term growth, and a very inconsistent narrative in terms of what you’re trying to talk about. And so, you know, I think those are, those are all kind of contributing factors that some organizations really have to wrestle with is it’s great to be responsive and reactive to real circumstances, and everybody knows how to hold a plan loosely. But what are the trade offs in being able to shift from having a strategy and then and then suddenly realizing there needs to be an adjustment. They get very eager and excited about creating a lot of energy. That energy is great, but that energy may not be harnessed in such a way that it’s actually going anywhere. So you’re feeling good about the activity and the responsiveness, but you might be trading one problem. Problem for another if you don’t have that clarity together as a team. And so I think it’s this, this thing that often we all talk about of like, go slow to go fast, is really an opportunity that that is presenting itself in a situation like that, like, before we move off of the solve this problem in a particular way, let’s pause and make sure we all know what we’re trying to do here and being able to accomplish that. Christian Klepp  10:25 Absolutely, absolutely. Thanks for sharing all of that that was a lot like within the past couple of minutes. I wanted to go back to something like you touched on it a little bit in the beginning, but it’s certainly been my experience, and I’m curious to see how it’s been over on your end. Do you think that a lot of these constraints, I mean, certainly a lot of it has to do with market dynamics, and, as you said, like the introduction of AI and machine learning? But do you also feel, I mean, we’re talking about B2B here, right? And a lot of these big companies, whether it’s in health care or manufacturing or chemicals or whatever. When you have a meeting, you know, you have these this meeting with senior management or the board of directors, marketing is not always the first thing that comes to mind. And I say that with a heavy heart being a marketer, but you know, you got to face the music, right? That’s the reality of it. Do you feel that a lot of times, especially with small marketing teams, the reason why they’re they’re having to navigate these challenges is because people within the organization, A don’t quite understand what marketing is, and B, they don’t quite understand why they should care. Jordan Buning  11:41 Yes, I definitely would agree with you. And I think it’s, it’s sometimes an educational problem, and sometimes it’s a self imposed problem, right, you know? And I think, I think on the to your point, it can be perceived as it looks easy, or, you know, it’s easy to get educated or feel knowledgeable about it’s, it’s viewed, sometimes more, as a an art form and very subjective, as opposed to a science and driven based on actual performance activities and and good strategy. And then, I think the marketers ourselves, sometimes unintentionally, have done that to ourselves. We’ve we’ve gotten very excited about a lot of things, maybe trends that are happening. Maybe we are just tied to the thrill of a great creative hook or message or whatever, and we miss the connectivity to the business itself. And you know, with that in mind, you just become an outer ring in some of the core things that the organization is doing and and, you know, the other part of it is sometimes your role could get perceived just as as responsible for help getting leads, as opposed to, hey, marketing’s responsibility is to be a part of probably a lot of the ecosystem. Not only do we help acquire, we help keep. We help create an experience. We help create an experience for our employees and so on and so forth. So, you know, I think, I think there’s, there’s shared responsibility, sometimes, certainly, a world that’s evolving. I think it’s getting better. I think, I think marketing has developed a more present seat in the C suite and leadership conversations, which is, which is positive, plenty of runway to go yet. But then there’s, there’s marketing themselves making sure that, hey, these things that we do, are they aligned and connected to all of the things that are happening that the organization cares about, are their goals, our goals, as opposed to, hey, we’ll just increase likes and shares and so on. Those are all good numbers for marketing. Maybe they don’t equate to the business, and therefore we sometimes shut ourselves outside of that conversation, as opposed to, you know, maybe how they perceive us. Christian Klepp  14:08 Absolutely, absolutely. I had another Golden Apple for you, but I’m gonna, like, save that one for later on in the conversation, moving on to the next question, just based on everything that you’ve said, and, you know, we are talking about how smaller teams can optimize campaigns, what are some of these key pitfalls you would say they need to avoid and to keep it constructive, we also need to talk about what they should be doing instead. Jordan Buning  14:36 You know, one of the things as I thought about that question was, really, you know, we often look at as a capacity. Are we just running a few people ragged? And there could be some truth to that. But I think the greater risk would be just, are we going about it in all the wrong ways? Right? There is a sense of urgency. We go running out of the room. We want to help. So, but by by nature of our activity and or the group’s conversation that we’re having, we actually could unintentionally just be creating an added level of chaos to the chaos that’s there. And so some of those pitfalls could be chasing immediate pipeline and ignoring the long term gain, and so you know, it’s it’s a both end strategy that we’re trying to educate on and maintain is, hey, how do we make sure we answer the bell on some of the more immediate issues that are going on, but that we also don’t do it at the expense of the long term importance and success of this organization as well. Another one is constant strategic repositioning, if what we do is go after some of the more immediate things, and that could be looking like a sale or a sale price, or something else that’s commodifies the product and service that they offer, that might get them a bump in the moment, but is that the identity that the organization and its products really want to be known for, and so it it may do damage to its long term narrative, depending on how some of the messaging comes out at that time as well. I think there’s a risk of over complicating what you’re trying to do. And I think that’s something that’s stuck in my mind. I’m, I’m probably, by nature, an over simplifier, or a simplifier, I should say. And I think there’s a, there’s a risk of of throwing a lot of things on the menu, looking at them as, like, 1000 bets. And you know, at least one of these bets is going to turn into something so, you know, it’s it feels like good activity. People feel good that there’s a response that’s happening. But it may be such a scatter, and it may so minimize the level of effort on a variety of different things, you know that it just minimizes the challenge that’s going on. And I think indirectly, in doing that, you also may broaden the gap and divide between yourself and marketing and some of the other groups, including sales. So hey, we’re going to go do this thing, and we feel really good about it. Maybe it even does the thing that we think it should do. But at the end of the day, it doesn’t really satiate some of the other drivers and motivators that they have. And so suddenly you’ve really got this, this growing divide, as opposed to a closing divide in terms of what’s going on. And so, you know, I think those all become kind of risks in this whole thing. And then, you know, maybe, maybe the last thing being taking risks on things you haven’t done before. So suddenly it’s, well, let’s, let’s try this technology solution. Let’s, let’s, let AI do a thing for us, or whatever. And when it’s most critical, you’re moving away from the things that you can believe in and trust the most, and you’re throwing a few Hail Mary sound down the field, it could be a risk that is of too great for the organization, as opposed to, hey, what are some fundamental things that we can really hone in on? What is maybe more how we narrow our efforts into much more focused activities and energies, and what are our best executions. So, you know, I think, I think with the best of intentions, and I’m sure I’m as guilty as anybody at times in my past of, let’s create a lot of activity potentially. You know, that’s the pressure you’re feeling. The real answer may be, how do we stop enough to create clarity? Really reset our pathway to what we need to accomplish, and then what’s the most, smartest and most effective way to get there? Christian Klepp  18:48 Absolutely, absolutely. I almost feel like sometimes us, marketers were guilty of like, okay, let’s just, let’s just try everything, or, or, some teams, and, you know, I’ve certainly worked with some of them in the past, they get pressure, and especially in B2B, they get pressure from higher ups saying, Well, you know, I saw something on Sunday, you know, like there was this video. So why don’t we do a why don’t we do a video, right? Why don’t we, why don’t we get on tiktok? And I had a briefing, and I shall not disclose the name of the client, but I we had a briefing many years ago where a client said, um, we want you to create a viral video for us, and to which I said, like, with all due respect that you don’t get to decice that.. Jordan Buning  19:34 Yeah, let’s, let’s make magic, right? Christian Klepp  19:36 Let’s make magic. And I can say, I can say, with confidence, we, walked away from that and said, you know, we can’t help you. We walked away from that. And, you know, unscathed. Jordan Buning  19:47 It’s the hardest thing to do sometimes, right? But it is wise at times to recognize that. Christian Klepp  19:53 Well and I’m sure you’ll agree, you’ll agree with me when I say this. I mean, like, you know, we’ve, we’ve been in this business for a bit, but. Um, it’s sometimes necessary to tell the client that, okay, you’re, you’re asking us to do something for you, and I’m gonna, like, disagree with what you’re asking us to do, because we believe, to our core that that’s not in your best interest, right? And it’s and it’s and it’s difficult to have that conversation. I’m sure you’ve had many of them, right? Jordan Buning  20:24 Sure, but you’re, but you’re right. It’s, you know, you’re paying for our candor, yeah. And I think you know, the risk would be, you know, arrogance. But I think for the most part, I think with with the relationship that you’re trying to build and forecasting that at times, that that can be a healthy thing too, and even if it’s a little challenging or impassioned, hopefully there’s a there’s a point where you can reconcile some of those things. But I agree with you, there’s there’s a time and a place. Christian Klepp  20:54 There’s a time and a place. Absolutely, this next question is going to sound a little bit like table stakes to you, but man, I have worked with a lot of teams where that wasn’t very clear. The importance of having a deep understanding of who your target groups are, and I’m gonna say plural, because it’s never, it’s never just one group and B2B, and an understanding of their of their buyer’s journey. All right, talk to us about that. Jordan Buning  21:20 Yeah, I think, I think there’s a variety of things that really popped up as I thought about that particular category and there to your point, it’s a complex group. And yet, I think this is also really a time where precision is important, when you start looking at urgent shifts and that kind of a thing. And so not to eliminate groups, necessarily, but hey, if we need to prioritize, how do we, how do we prioritize some of these things along the way? And one of the other things that was tied to this as well as I think sometimes when the client feels a sense of urgency, there can be pressure on the time it takes to to be clear about some of these things. And one of the things is challenged us to do is, hey, we’re not going to skip that step, but maybe we can come up with, uh, you know, not a strategy that takes weeks and months, but maybe we just need to develop a sprint session together, and that’s really forced us to be a little more streamlined ourselves. Don’t skip the step, but let’s make sure we have a smart way of creating some clarity around those things. And so that’s a little bit of a learning curve that we’ve we’ve worked our way through is, hey, sometimes you get, you know, the strategy is the project, and a lot of times the strategy is necessary component to get to the goals and the outcomes that they have. And so one of the things that I first jotted down was this idea of precision beats volume. And so it’s this, Hey, how do we create clarity in terms of where’s our best best focus, best energy? How do we target where the real pain is to get the best value? How do we prioritize high propensity accounts and opportunities and those kinds of things along the way. So that was kind of step one. Let’s make sure we’ve got some clear clarity around the focus of that. And then don’t confuse the buying committee as well. To your point, it’s like you could have leadership C suite. You’re going to have probably a finance person involved. You might have procurement. You might have the end user. Those are all very different drivers and motives in that whole thing. And so I think making sure we have clear lanes on some of that, so we don’t muddy this into such a chaotic thing, we forget that they have to want this product along the way. So I think there’s, there’s importance to that. And again, a lot of times that comes back to that early stage of a sprint. How do you then align messaging to decision stages? You know, I think we all wrestle with this, this whole thing. They’re gonna love it as soon as they hear it. Christian Klepp  23:58 Oh yeah, Jordan Buning  23:59 Right away. And, you know, I think, I think that’s important. Back to your, your buyer’s journey conversation again, to kind of say, hey, how do we, how do we move through a series of stages of experience, where first they they become aware of it, then they learn to engage with it and be well informed about what it can do. See reinforcement, see the data that supports it, and those things happen in timely phases. And so this right place, right time, right message component is critical to a lot of the sequencing that happens. And you know, we’re all guilty of periodically thinking this will be a one call, close type of interaction, when, in reality, the decision making is probably going the other direction over time. They’re risk averse. They’re not going to make wild decisions. They’re probably going to have multiple players of approval. They’re going to have other players in consideration often. In as well. And that’s just a reality that I think the world has to be more and more prepared for as we lose expertise and knowledge, as people retire and those kinds of things, people are going to go to the internet and these other places to begin the research process all over again. And so it will, it will take a very different approach to being able to do that. And then a few other things that I noted is, you know, again, just continuing to to build that sales and marketing alignment. What are the who is that primary audience? Does everybody agree? Do we all see the journey the same? Are we? Are we hitting that prospect with the right things at the right time, and then how do we make sure that we’re continuing to protect long term equity, and what we’re trying to do as well? So, you know, it’s it’ll continue to stay fairly important, and so even as the process may becomes faster in some of these situations, because the circumstances demand it. Skipping the steps is probably the way to get off off track. And so really kind of helping everybody stay focused, stay purposeful, be clear on the targets are still things that I think are Immutables in making changes. Christian Klepp  26:17 Yeah, absolutely, you know, and I have this conversation with marketers a lot like, I always highly encourage them, like, you know, have you sat have you sat in on sales calls back in the day, when I was starting out, I had to go out into the field with the sales people, right as an observer, so I’m just like the fly on the wall there, right, but listening to the way that they would present the company’s products and solutions to the prospect, how they would handle the objections and the concerns and whatnot of the of the of said prospect, and if there was an issue there. Okay, so how can we, how can we address that? Because it’s not always necessarily the salesperson’s fault, per se, right? And it’s, it’s that whole concept of, like, the way that we’re going to make this work is if we do it together, right? And having that good relationship, or having that close relationship with the sales people, I think, is a vital component of that, right? Because otherwise, like, like you said, it’s going to be, it’s going to be like, everything is in silos, and marketing is gonna, like, develop all these, these messages in isolation, and it’s not gonna work. Jordan Buning  27:26 Doesn’t say anything, you know, or whatever they might observe about the materials. But you’re right. I think if it’s more of a partnership and mutual education of the other I think there’s, there’s a lot more potential for for exponential outcomes as opposed to siloed solutions? Christian Klepp  27:43 Yep, absolutely. All right, I’m going to ask you two sets of questions here, and there’s plenty to unpack, so just take a deep breath, right? Because, um, this next question is about how small teams can leverage constraints to drive that clarity, that alignment and focused execution. So what are the steps that they need to take? What are some of those critical components that they need to throw into the mix? Jordan Buning  28:08 A few things that we’ve already talked about, but I think are worth repeating. You know, as far as key steps for small groups, I think ruthlessly defining who I think it can become much easier to start focusing on yourselves. And, you know, navel gazing, if you will. And so I think continuing to really think about, who is that ideal client? What do they need? What’s the problem we’re solving is really important. And that’s really the second one of clarify the core problem. You know, what urgent, high values thing are we really focused on, especially if the pressure is on right now, right who is it? What’s the context? How do we, how do we make sure that we’re really focused on them in terms of what we do, and then, what are the most important priorities that surround that? And again, I think really just making sure we narrow in, we don’t, we don’t dilute but, but we do focus. And so I think there is going to be even a necessary conversation that might say, hey, you know, we, we have an opportunity of, you know, this broad audience group, but who is our best and strongest environment, what are the best efforts that we can put forward towards helping them and supporting them? Then I said, Build one narrative platform. Not many campaigns. I think we’ve come out of a world at times where, hey, we do quarterly campaigns or whatever kind of a thing. And so, you know, we look, use it, use it like Kleenex, and kind of move to another one and another one. And I think in the era that we’re in, because of the diversity of tools, and therefore the types of interactions that people have, building more of a platform of, Hey, what is. This offering that we have, how does it align to the individual? What are the core individual messages that we have? It still gives you a lot of latitude for mixing some of those pillars and those messages together. I quite often will illustrate to clients that as we’re developing positioning and different pillars. I almost look at it like a soundboard in a recording studio where, hey, you’ve got all these knobs and buttons to push, and depending on the application and the moment of interaction and those kinds of things, we can turn up and turn down those core components and create a lot of different attributes and experiences around that whole thing, but there’s still the same core things. And so if anybody feels like, you know, as we narrow a little bit, that it’s going to get boring, I think it’s actually just the opposite. It creates a much richer experience, but it’s all much more coordinated as well. So I think that’s, I think that’s very much an opportunity, is make sure there’s a there’s a platform approach creates a lot more consistency, a lot more longevity, and therefore a lot more opportunity to stick over time with the audience that you’re trying to reach. And then, I think you know metrics, as we, as we continue to talk about metrics, make sure that we have a shared way to evaluate what we’re doing, and is it, is it working? And there’s, there’s a lot of different metrics that can go into that. And then I think it’s, you know, keep, keep the cycle tight. Once things are are in the marketplace, how do we continue to be able to circle back with regularity to say, What? What is this getting us? Is this doing the thing? And is it? Is it a thing we can reinvest in, or it is an adjustment that we can work our way through, but continuing to be able to do that in as close to real time as you can, so that that you’re working together, you know, you’d hate to kind of disappear for 90 days, show back up and then say, hey, look, it didn’t work, or vice versa. And I think it just allows, again, a much more team minded approach to being able to do this, or at least being able to share status and that kind of a thing, depending on what’s going on. Yeah. Christian Klepp  32:15 Yeah, absolutely. I mean, you know, especially as marketers, you never want to give people the impression that you’re that you’re running an art studio here, you know, you lock yourself up there for two weeks, and then I’m, you know, I’m working on my masterpiece. It’s not quite done yet, right? Yeah, it’s, it really needs, does need to be a two way street. Because, you know, you can attest to this. And I’ve, you know, I’ve gone through plenty of campaigns as well, where it almost becomes this, this weekly check in, sometimes, depending on the client, right? Sometimes it’s bi weekly, right? But okay, so this is how it’s going. This is, this is the progress so far. This is where we’re seeing some obstacles, and this is how we’re planning to address those, right? So, so it’s continuously evolving. It’s, it’s, I think you brought it up earlier. It’s an ecosystem. Yeah, yeah. Very much, very much. I agree, yeah. All right, so here comes the question of the hour. So with the reality of tight budgets and even tighter deadlines, marketing teams need to be more resourceful and agile. So this is one of those like, what would you do situations, right? So, Jordan, if you had a smaller marketing team and the senior management only gave you 90 days to deliver results, what would you do? So talk us through the process and what approach you would use, what initiatives you’d implement? Jordan Buning  33:37 Well, somewhat similar to our own process, we have something we call the DDM way, and in the first phase of that starts with listening and understanding. And so I had written down a phase for this that would be diagnose and focus in a situation like this. Again, I think this goes slow to go fast, mindset where you can kind of identify the best path, analyze the pipeline and have those conversations and get aligned with sales. I think those are the core components that have to be there. Or I think you’re going to continue to be battling the execution side of things down the road. And so I think phase one is very foundational, of really diagnose focus. Phase two, I said, activate, you know, your focus revenue engine. So precision, precision over scale, I think, is really the thing that you’ve heard me say a number of times is, you know, who are we targeting? Is it almost account based, focused or something similar? You know, what strengthen our conversion assets? We’ve been talking a little bit about that in terms of, what are those best tools? Are they case studies? Are they white papers? Are they various other sheets that need to get created, then building that platform, you know, and again, it may get executed as a campaign still, but you know, your platform has has more of a longer life. To it, and then optimize the channels that you’re using and really making sure you’re doing all the right things that are there. And then, I think, once you’ve got it in the market, the last phase of this whole thing is double down and then optimize or amplify at that point. So we’re big believers in terms of setting up some some things that you can see regular metrics and performance on. And then we usually will talk with our clients as well about, hey, what are the things we need to talk about if we’re going to make a change? And what are the things you should be expecting us just to go ahead and make adjustments on the fly that are supportive. And usually, if there are shifts in terms of approach or message or something we need to talk if it’s hey, let’s, let’s move our mixture of maybe a media placement or something like that within the budget we already have. Those are things they might expect us to go after and really make sure, you know, we’re keeping this thing optimized. And sometimes I respectfully describe our resources on the on the media side, is it’s almost like day traders. The tools are there. We should be paying attention on a regular basis, looking at performance and then optimizing for them, when and where we can along the way. And that’s the beauty of some of the digital tools that are out there. There’s, there’s always risks in over adjusting or or over manipulating, but I think there’s very much an opportunity for us to stay very up on on how everything is performing. Christian Klepp  36:31 Fantastic, fantastic. So, all right, so we’ve got we’ve got the clarity, we’ve got the alignment, we’ve got the understanding of the target audience, and there and the buyer’s journey. And now you’ve laid out your plan for the 90 days, and now the board is going to say, well, you know, that’s all well and good, Jordan, but we need to see the ROI, right? What are we? What are we spending money on here? And I’m sure you’ve had that conversation before, because I’ve certainly have. And then what? So what I’m getting at here is like, what kind of metrics should these marketing teams be paying attention to to prove that whatever it is they’re implementing is working? Jordan Buning  37:14 Yeah, I think you know, the things that probably made this conversation happen in the first place are probably the first metrics you got to have. So it’s probably has something to do with revenue, and probably secondly, has to do with how quality they think the pipeline is filled with opportunities. And so I think you know, your initial metrics that would say this is working or not working, really have to start there. And and it may be two or three steps removed from some of the, you know, inside marketing measurements that that might be there, but at the end of the day, that’s what will kind of matter to them. And so what is, you know, the pipeline contribution looking like? What kind of opportunity creation rate is happening, revenue, influence, those, those kinds of things, I think are components that that matter when we talk about revenue and pipeline is, are we actually contributing to the financial success of the organization? Then you can start dropping down and get closer and closer into some of your more specialty focused areas and that kind of a thing. I think then you get into stage, convergence leads to opportunities. Opportunities to proposals. Proposals closed one. I think, you know, those, those are very traditional funnels, and those are great, great things to have. I think those, those ladder up to some of the other things that we previously talked about, sales cycle length, maybe another one, win rates. Those are all really great things between sales and marketing to be able to say these things are starting to actually work. And then you get into things like efficiency rates and those kinds of things. Now you’re getting into probably platform specific performances, cost per opportunities, cost per clicks, cost, you know, so on and so forth. You’re probably getting into more marketing specific measurements. You could get all the way over to the brand side and start talking about, you know, messaging and market signals that you’re creating as well. Those are probably inside in your world. And there may be some ahas that you can really push, push back up to say, hey, giving you some forecasting here. Here’s what’s happening. People are starting to respond in this way to these particular messages. This is something that should be on our watch list, because it could be an opportunity. It could be a threat, you know, and a way it goes there as well. So it’s, it’s, it’s important to probably keep those things connected. But I think we have a tendency, and I know it’s we’ve been as guilty as anybody somewhere in our past, where you start from the bottom and you work your way up, and so you dazzle them with SEO (Search Engine Optimization) information and search statistics and social media information, and you have some. Be probably drumming their fingers across the table, kind of going, we’re bleeding money, or whatever the story could be, this isn’t meeting the conversation that we need to have. And so I think we need to start and meet them, and then be able to work our way down. And I think then, then the marketing connectivity, also, one of the things you and I talked about at the beginning will start to come back to them like, Oh, these guys understand what we’re motivated to do, and they’re now starting to contribute to the solutions that we’re trying to accomplish here. We’re on to something now. We’re a team. We’re not We’re not adversaries, trying to trying to find out who’s responsible for success or lack of so. Christian Klepp  40:42 Absolutely, absolutely, and yeah, like you said, it boils down to, like, revenue and pipeline contribution, right? Like, yeah, everything else after that is probably secondary. Jordan Buning  40:56 Well and again, we love to kind of show people some really neat things, but it’s, it’s kind of like, you know, if you just told me about barometric pressure, as opposed to, is it going to be stormy or is it going to be sunny today? It’s like, you know, you you need something that you can do something with, and I think you have to look at that leadership group with that in mind from a marketing standpoint. Christian Klepp  41:18 So that’s it. Okay, here comes the soapbox question. So a status quo in your area of expertise that you passionately disagree with, and why? Jordan Buning  41:32 Yeah, there’s, there was a couple different thoughts that were coming through my mind. And I think you know this idea that marketing exists just to, just to facilitate leads for a couple of different reasons. I think, I think it’s a means to an end that I think is, is a little limiting. It confuses the activity with the impact a little bit more. I think, you know, that’s that’s an element of something that, again, I’ll use the magic word of ecosystem. It’s a contributing ingredient, as opposed to something that’s done in isolation. And so, you know, certainly kind of wrestle with that a little bit more. I think the more we talk about it just being a responsibility to generate leads, the more we don’t leave room for the things that we know are critical ingredients, like brand you know, like the experience of working with the organization and or using the product. Those kinds of things could could really derail if all we have is all we want to do is acquire. That’s your only job. And you know, I think there’s a lot of organizations that are starting to realize we do a lot of work in healthcare. So that’s an example close to my mind where, you know, you can do a lot of work acquiring, but if we don’t do a great job of great giving them a great experience, even down to billing, especially in healthcare world, there, there is, there is, just, as you know, greater likelihood we’re going to need twice as many leads and opportunities if we keep losing them on the back end. And so I think marketing plays a more and more significant role in a number of fronts in terms of creating those experiences so that the not just the buyer’s journey, but the customer experience are accounted for in those things. And so it’s, I think it’s, it’s a it’s a good thing. We need to be responsible for that role. Certainly, if we don’t grow, there’s, there’s consequences. So we want to contribute to generating leads and generating new business. But I think it we need to be, hey, is marketing accounted for in a lot of the different components of of our organization? I think that’s a that’s a much more holistic mindset that organizations are doing more and more, you know, to their credit, yeah. So certainly don’t need to pick on them or anything like that. I think, I think the world is evolving just as much as the marketing discipline itself is absolutely, Christian Klepp  44:03 I mean, it’s, it’s very multifaceted, right? Like in, in every, in every aspect, right? So it’s, it’s, it’s, yeah, perhaps a certain part of it is lead jump, but there’s so much more than that. Jordan Buning  44:16 Yeah, I agree. There’s so many things, definitely you could, could label in there. But I think that’s, that’s probably the one is, is to be a more active participant in in everything the organization is doing is should be expected as much as they should be included. Christian Klepp  44:34 Absolutely, absolutely, and also just to build on what you build on what you said, especially ever since I started out my career in marketing, it’s to get people, and this is part of the reason why I started the show. It’s to get people to understand people in a non marketing role, to understand that marketing does have a strategic role, right? And just because perhaps they don’t understand. And that right now, that doesn’t mean it should be ignored. Jordan Buning  45:04 Totally agree. Christian Klepp  45:07 Jordan, this has been a great conversation. Thank you so much for your time and for sharing your expertise and experience with the listeners. Please, quick introduction to yourself and how folks out there can get in touch with you. Jordan Buning  45:16 Sure. I’m Jordan Buning from DDM Marketing and Communications. Officially, I’m considered the visionary of the organization, if you know EOS, but also involved very heavily on sales and strategy with a lot of our clients. You can reach DDM at teamddm.com or my email address is jordanb@teamddm.com. Christian Klepp  45:39 Fantastic, fantastic. And we’ll be sure to drop all that information in the show notes when the episode comes up. Sounds great once again. Jordan, thanks so much for your time. Take care, stay safe and talk to you soon. Jordan Buning  45:54 Thank you. Appreciate it. Christian Klepp  45:54 All right. Thanks. Bye for now.

Measurement isn't math. It's storytelling with numbers—and in a PESO Model® operating system, it's how you prove what changed (not what you did). In this Spin Sucks episode, Gini Dietrich breaks measurement down for marketers who would rather alphabetize their spice drawer than open a dashboard. You'll learn the outcome-first framework behind PESO measurement, how to stop reporting outputs and activities, and how to measure PESO as a system that creates, validates, distributes, and amplifies proof with purpose.

Tiny brands don't grow through loyalty. They grow through penetration. A study of 400+ brands found that growing brands increased penetration by 135%, compared to just 26% growth from purchase frequency. So where should marketers invest first?This episode, Elena, Angela, and Rob introduce the MOO, a seven-step Marketing Order of Operations that gives marketers a clear priority sequence for building effectiveness, from defining the competitive playing field to communicating results internally. The team also covers why even small brands can't afford to ignore marketing effectiveness principles and how to balance short-term performance with long-term brand building.Topics covered: [01:00] Research on tiny brands debunks the loyalty-first growth myth[05:00] Step 1: Define your competitive playing field and category buyers[07:30] Step 2: Build distinctive brand assets that make your brand recognizable[12:30] Step 4: Choose channels for both short- and long-term growth[15:00] Step 5: Build a measurement system that matches your objectives[19:30] Step 7: Communicate results in the language of the business  To learn more, visit marketingarchitects.com/podcast or subscribe to our newsletter at marketingarchitects.com/newsletter.  Resources: 2026 Money Guy Article: https://moneyguy.com/guide/foo/Alicia Barker-Trowse, Steven Dunn, Charles Graham, Byron Sharp, Armando Maria Corsi, Tiny brands, big challenges: The limits of loyalty and the role of penetration in driving growth, Journal of Business Research, Volume 204, 2026, 115864, ISSN 0148-2963, https://doi.org/10.1016/j.jbusres.2025.115864.   Get more research-backed marketing strategies by subscribing to The Marketing Architects on Apple Podcasts, Spotify, or wherever you listen to podcasts.

In this episode, host Kalie Moore talks with Bastian Bergmann, Co-founder & COO of Solsten, about the collision between gaming and branding, and why most companies still don't know how to show up in games without feeling like an ad. With 3B+ people playing worldwide and gaming still capturing only ~5% of global ad spend, Bastian argues the opportunity isn't awareness, it's audience strategy. Kalie and Bastian break down why gaming is the only medium that truly spans every demographic, from Gen Alpha to “silver surfers,” and why brands fail when they lead with stereotypes or build empty “brand worlds” instead of experiences grounded in what players actually want.They also explore why gaming should be treated as a real conversion channel, even if measurement hasn't fully caught up yet, and how platforms like Roblox and UEFN will be pushed toward clearer attribution as more dollars move in. Bastian shares standout examples like The New York Times' games-led subscription growth and Chipotle's Roblox activations that drove real-world sales and loyalty signups. For studios and creators, the takeaway is clear: know your audience deeply, design integrations that are brand-agnostic but partnership-ready, and pitch brands with real segmentation and fit, not vague “access to gamers.” The episode closes with what's next at Solsten: Alaris, an AI tool powered by Solsten's psychological dataset, plus an upcoming API layer aimed at unlocking deeper personalization across games, matchmaking, recommendations, and advertising.We'd like to thank Neon – a global payments and e-commerce platform designed to help game publishers earn more money and gain independence from app stores – for making the episode possible. Neon's DTC platform handles everything from webshops and checkout to global payments, tax, and compliance, with full transparency and all-in pricing. Learn more:https://www.neonpay.com/?utm_source=Naavik-Sponsorship-General&utm_medium=Paid-Sponsorship We'd also like to thank modl.ai for making this episode possible! Using a combination of computer vision, reasoning models, and feedback loops, modl:QA+ autonomously explores builds, detects bugs, and generates actionable reports that sync directly with your existing workflows. To learn more, visit modl.ai.If you like the episode, please help others find us by leaving a 5-star rating or review! And if you have any comments, requests, or feedback shoot us a note at podcast@naavik.co.Who's On:Guest - Bastian Bergmann: https://www.linkedin.com/in/bergmannbastian/Host - Kalie Moore: https://www.linkedin.com/in/kaliemoore/ Watch the episode: YouTube ChannelFor more episodes and details: Podcast WebsiteFree newsletter: Naavik DigestFollow us: Twitter | LinkedIn | WebsiteSound design by Gavin Mc Cabe.

Criminal Behaviorology Episode # 68Title:  An Intro to Crime and Behavior AnalysisThe entire presentation can be found on the YouTube channel: @criminalbehaviorology - https://youtu.be/nDNz08DgIJ0The views of our guests do not necessarily reflect those of Criminal Behaviorology, nor our sponsors. Donate to Criminal Behaviorology Patreon:https://www.patreon.com/cw/u81930699Once a student. Now I lecture. I graciously accepted this opportunity to speak at my alma mater. I hope this lecture serves as an introduction to this field. As I have discussed in previous episodes, there are many different areas to cover in this subspecialty. I did not include the questions from students, but one can deduce from my answers what the focus is. Also, from the highlights below.Highlights:- Literature in support of using ABA in Forensic Psychology- Association for Behavior Analysis International Special Interest Groups- Different forensic settings where ABA can be applied- The challenge of implementing ABA in forensic settings- “Fitness” or competency to stand trial- Social validity and social significance- Measurement of the presenting problem, as best we can do- Generality in forensic settings- The systems perspective when it comes to solving problems- Q & A (Just the “A” rather)Look up CrimBehav on Facebook: facebook.com/CrimBehav.Criminal Behaviorology on Blogger. CB Podcast Sites:https://podcasters.spotify.com/pod/dashboard/episodeshttps://itunes.apple.com/us/podcast/criminal-behaviorology/id1441879795?mt=2&uo=4  https://www.google.com/podcasts?feed=aHR0cHM6Ly9hbmNob3IuZm0vcy83MzY4OWFjL3BvZGNhc3QvcnNz https://open.spotify.com/show/5VM7Sjv762u7nb91YWGczZ  https://www.breaker.audio/criminal-behaviorology  https://overcast.fm/itunes1441879795/criminal-behaviorology  https://pca.st/Q38w  https://radiopublic.com/criminal-behaviorology-GEv2AZ  https://www.stitcher.com/podcast/anchor-podcasts/criminal-behaviorologyOn YouTube:https://www.youtube.com/channel/UCKSVoZOBwCG28xMnuPq_GtwOn Rumble:https://rumble.com/c/c-1826027On Locals Social Media:https://criminalbehaviorology.locals.com/?showPosts=1https://criminalbehaviorology.locals.comOn Twitter:https://twitter.com/CrimBehavOn Patreon:https://www.patreon.com/user?u=81930699Amazon:https://music.amazon.com/podcasts/a3604516-0645-4341-a792-75d10754556d/criminal-behaviorologyPlease write a review on any of our podcast sites listed above. Questions, comments, and requests for transcripts to:  criminalbehaviorology@gmail.comThank you for listening.

How do health care quality measures get created, and are we measuring too much? In this episode, Jeff Geppert, Senior Research Leader at Battelle Memorial Institute, discusses the lifecycle and future of health care quality measurement in value-based care. He explains how measures move from multi-year development and evidence testing through endorsement and CMS rulemaking before being implemented in federal programs. He addresses concerns about measurement overload, noting that health care complexity has driven the growth in measures but that rising infrastructure costs, interoperability demands, and AI adoption may force greater focus and parsimony. He also shares why he's optimistic that emerging technologies will better align quality measurement with quality improvement, helping uncover root causes of variation and drive meaningful value in care delivery. Tune in to explore where health care measurement is headed, and why the future may be more focused, fair, and impactful than ever. Resources: Connect with and follow Jeff Geppert on LinkedIn. Follow Battelle Memorial Institute on LinkedIn and explore their website! Learn more about your ad choices. Visit megaphone.fm/adchoices

Kevin Webb, Managing Director of Superorganism, joins Erum and Karl to discuss why biodiversity is the next frontier for venture capital. After 15 years backing SaaS unicorns and marketplaces, Kevin made a radical pivot to launch a $25M fund focused exclusively on biodiversity-driven startups. In this conversation, Kevin breaks down why nature has been catastrophically undervalued in our economic systems, how his fund identifies venture-scale opportunities in everything from invasive species leather to AI-powered ecosystem monitoring, and why measuring biodiversity is infinitely harder than tracking carbon emissions. He shares portfolio highlights including companies turning Burmese pythons into luxury goods, explains why sea otters would make ideal board members, and reveals the cultural, technological, and regulatory shifts that could transform biodiversity from a conservation concern into a mainstream asset class within the next decade. This episode is essential listening for founders, investors, and anyone interested in the intersection of nature, technology, and capital.Grow Everything brings the bioeconomy to life. Hosts Karl Schmieder and Erum Azeez Khan share stories and interview the leaders and influencers changing the world by growing everything. Biology is the oldest technology. And it can be engineered. What are we growing?Learn more at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.messaginglab.com/groweverything⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Chapters:(00:00:00) - Nature as Undervalued Infrastructure(00:01:00) - AI, Intelligence Premium, and Economic Disruption(00:05:00) - Animation, Uploaded Intelligence, and Biotech Narratives(00:09:00) - Color, Bio-Dyes, and Experiencing the World(00:12:00) - Kevin Webb's Journey from SaaS to Biodiversity VC(00:17:00) - Why Biodiversity Is Harder to Quantify Than Carbon(00:21:00) - Superorganism's Investment Thesis and Portfolio(00:26:00) - Invasive Species as Business Opportunity: Python Leather(00:32:00) - Biodiversity, Human Health, and Disease Spillover(00:36:00) - Misconceptions About Building in Biodiversity(00:40:00) - Fund Raising, LPs, and Long-Term Capital(00:45:00) - Quick Fire Round: Sea Otters, Octopi, and Redwoods(00:50:00) - eDNA, Measurement, and the Future of Nature TechLinks and Resources:Superorganism131. Leaf It to Science: How Foray Bioscience's Ashley Beckwith is Reforesting the Future64. Swaying Away from Plastics: Julia Marsh's Seaweed Solutions159. The Future Is Fungi Awards: From Mushroom Dreams to Real-World ThingsThe Color FactoryThe 2028 Global Intelligence Crisis - Citrini Research Atoms vs.Bits - Citrini ResearchTopics Covered:biodiversity investing, biodiversity venture capital, Superorganism VC, Kevin Webb Superorganism, nature based solutions startups, invasive species business model, climate and biodiversity tech, impact investing in nature, biodiversity as an asset classHave a question or comment? Message us here:Text or Call (804) 505-5553⁠⁠⁠⁠Instagram⁠⁠⁠⁠ / ⁠⁠⁠⁠Twitter⁠⁠⁠⁠ / ⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠ / ⁠⁠⁠⁠Youtube⁠⁠⁠⁠ / ⁠⁠⁠⁠Grow Everything⁠⁠⁠⁠Music by: Nihilore Production by: Amplafy Media

In this episode, Emma and Patrick break down three pressure points every brand should be watching. First, they tackle the performance vs. transparency tradeoff in media buying. What's the balance between log‑level data and control, chasing opaque performance, and using transparency to actually change how and where you buy?Then they unpack The Trade Desk's latest earnings and what its slowdown (and supply‑side growth elsewhere) signal about where spend is shifting across DSPs, CTV, and the open internet.Finally, they dig into the rush of vendors promising “LLM performance” measurement, covering how pricing is already collapsing, how little real differentiation there is, and how brands should approach contracts, trust, and experimentation in this new category.

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You've held leadership roles across advertising, data, and now retail media. What excites you most about the journey that brought you to NielsenIQ, and how does it shape the way you approach this role?Retail media has become a critical investment area for CPGs. From your vantage point, what's next in retail media, and where do you see the biggest opportunities for innovation?As you focus on merchant analytics and collaboration, how do you see data helping to close the gap between retailers and CPGs in creating more aligned growth strategies?You've emphasized the role of automation and personalization in digital advertising. How can CPG brands deliver personalized retail media experiences at scale without sacrificing efficiency?With over 20 years in digital and advertising, what lessons have you learned about building and leading teams that can thrive in the fast-moving world of CPG and retail media?

"If you don't measure, you're guessing." —Dr. Ron HunninghakeThis episode is a recording from our February 26, 2026, Lunch & Learn at Riordan Clinic in Wichita.Energy that rises and crashes. Mood changes that feel difficult to explain. Sleep that looks fine on paper but never feels fully restorative. Many people are told their labs are normal, yet they still feel off.This Lunch & Learn is designed for individuals who want a clearer understanding of how hormones and metabolism influence daily vitality.In this session, Dr. Ron Hunninghake and Dr. Drew Rose explore how thyroid patterns, adrenal signaling, insulin dynamics, and nutrient status intersect with energy, mood, and long-term wellness. They discuss why a single lab marker may not always tell the full story and how a more comprehensive review can offer additional context when evaluating metabolic patterns.They also review stress physiology, environmental influences, and the importance of tracking trends over time rather than relying on one isolated result. The emphasis throughout the discussion is on thoughtful measurement, collaborative learning, and individualized decision-making.Learn more about Check Your Health | March 2–13, 2026Available at Wichita and Overland Park locationsEpisode Links and ResourcesExplore integrative services at Riordan ClinicBecome a new co-learnerWatch more Real Health Podcast episodesEpisode Chapters00:00 Welcome and event overview01:18 Why hormones and metabolism matter03:42 Looking beyond a single thyroid marker06:15 Adrenal patterns and stress response08:37 Insulin dynamics and energy regulation10:54 Nutrient status and metabolic support13:22 Environmental and lifestyle considerations15:40 Measurement, monitoring, and next stepsDisclaimerThe information contained in this Lunch & Learn recording and the resources mentioned are for educational purposes only. They are not intended as and shall not be understood or construed as medical or health advice. The information shared is not a substitute for medical or health advice from a professional who is aware of the facts and circumstances of your individual situation. Information provided by presenters or the use of any products or services mentioned does not create a practitioner-patient relationship.Topics we explore in this Lunch & Learn include:hormone health education, thyroid evaluation discussion, adrenal physiology, stress response, insulin dynamics, blood sugar regulation, metabolic health, nutrient testing, laboratory measurement, sleep and energy patterns, integrative health education, Riordan Clinic, Check Your Health

In this episode of Next in Media, I sit down with Philip Inghelbrecht, Co-Founder and CEO of Tatari, to unpack why one of the most innovative companies in TV advertising has built its entire thesis on a contrarian idea: that programmatic CTV is the wrong tool for most of the television market. Philip walks through how Tatari operates as a full infrastructure holding company, combining a demand-side platform, a supply-side solution called Upstream, and a privacy and identity layer called Vault. From day one, Tatari has argued that unlike display advertising, connected TV is dominated by a small number of premium publishers, and that automating around them rather than through open exchanges is the smarter path forward. Philip breaks down the $30 billion US CTV market, explaining how roughly half flows through programmatic channels and how up to half of that programmatic slice is fraud or low-quality inventory. The premium inventory that actually drives results, including sports, tentpole events, and top-tier streaming placements, lives almost entirely outside programmatic pipes and has historically required massive budgets and manual negotiation to access. That is exactly the gap Upstream was designed to close. By building custom, direct integrations with the five biggest TV publishers, including Disney, Warner Bros., NBCUniversal, and Paramount, Tatari has automated that direct buying process end to end, giving a much broader range of brands access to premium TV inventory without sacrificing pricing control, brand safety, or transparency.   Key Highlights

In today's episode on 4th March 2026, we break down India's revised GDP estimates, the new measurement framework, and the hows and whys behind it.⁠Book a FREE call with Ditto⁠

In this episode, I shares the real story behind building a sustainable hard-goods brand in the pet industry, unpacking the engineering, manufacturing, certification, and financial trade-offs that most people never see. From design constraints and material decisions to B Corp, 1% for the Planet, and sustainability reporting, this is an honest founder-level look at what it actually takes to balance environmental ambition with business reality, and why sustainability is a discipline, not a label.Timestamps to relevant points within the episode, use this format:[00:00] The Question Most Consumers Never Ask[02:10] From Sustainability Advisor to Bootstrapped Founder[04:45] Progress vs Perfection in Sustainable Business[07:30] The 4-Pillar Sustainability Framework (Environment, People, Economy, Culture)[10:15] Why Sustainability Lives in Engineering Constraints[12:00] Designing for Longevity (And the Business Model Tension)[14:20] Care-Centered Design & Piper's Physiotherapy Moment[16:30] Material Trade-Offs: Why Bamboo Wasn't the Right Choice[19:00] Certifications Explained: What Actually Matters[21:30] 1% for the Planet & Financial Accountability[23:10] FSC Packaging, REACH & Compliance[24:45] B Corp: Why It's Not a Day One Certification[26:30] Sustainability Reporting & Measurement[27:40] Why Profit Is Oxygen in Sustainable Business[29:00] Celebrating Brands That Are Doing the Work[30:00] Final Thoughts & Community InvitationLinks from the episodes:1% for the PlanetPrevious Mama Earth Talk Episode with the CEO of 1% for the Planet, Kate WilliamsPet Sustainability CoalitionB Corp CertificationForest Stewardship Council (FSC) ISO 14001 Environmental Management SystemsCradle to Cradle CertificationMama Earth Talk Online CourseKey Takeaways:• Sustainable product development is not theoretical, it's constrained by tooling costs, manufacturing realities, minimum order quantities, and cash flow.• A structured sustainability framework (Environment, People, Economy, Culture) is your decision-making filter when trade-offs get hard.• Perfection can become paralysis, progress with sequencing is often more impactful than waiting for “100% sustainable.”• Sustainability in hard goods lives in engineering decisions, not marketing language.• Designing for longevity reduces waste, but can reduce repeat purchases. That's a business model tension founders must face.• The “most sustainable-looking” material isn't always the most appropriate one. Context matters.• Certifications are validation layers, not starting point, they should align with operational readiness and financial stability.• Material compliance (FDA, REACH, BPA-free) is foundational and often more important than flashy badges.• Sustainability reporting turns intention into measurement, and measurement drives accountability.• Profit isn't the enemy of sustainability, it's oxygen. Without financial viability, environmental ambition can collapses.• Transparency builds trust when it shows process, not perfection.• Celebrating brands that are doing the structural work shifts incentives across the industry.• Sustainability isn't a label, it's an ongoing discipline.

Join host Molly Baker for a thoughtful conversation exploring the evolving realities of paid media in a performance-driven world. From the rise of converged media to the tension between brand and performance, this episode unpacks what it really takes to drive meaningful growth today. Our guest shares insights on incrementally, forward-looking measurement, and why transparency matters more than ever in modern media partnerships. Whether you are refining your media strategy, navigating tighter budgets, or rethinking how brand and performance work together, this conversation delivers clear, practical insight for what's next in paid media.

Another episode where the guest is not a sense-making prophet or a galaxy-brained guru, as we engage in academic dialogos with Oxford psychologist Andrew Przybylski. This is a preview of our Decoding Academia series on Patreon (now 30+ episodes deep), where we swap internet gurus and rhetoric for actual researchers and empirical debates.Andrew's work spans motivation, gaming, and digital technology. His most recent crime is that he studies the impact of technology and has not found evidence that it is destroying wellbeing and ushering in civilisational collapse. We discuss the ongoing moral panic around smartphones, social media, and teenagers' allegedly pulverised minds and why much of the debate rests on statistical techniques roughly equivalent to staring deeply at Excel spreadsheets and hammering SPSS until the desired narrative appears.We get into measurement problems around “screen time,” why trivially small correlations become front-page catastrophes, and how the discourse rewards confident storytelling far more than (boring) careful causal inference. Also covered: cross-cultural evidence, the policy implications of airport pop science bestsellers, and the potential civilisational threat posed by Warhammer 40k.If you enjoy episodes where we analyse methods rather than metaphysics, the full Decoding Academia series lives on Patreon.Relevant Research (Przybylski & collaborators)Andrew's Academic Profile and Personal WebsiteFassi, L., Ferguson, A. M., Przybylski, A. K., Ford, T. J., & Orben, A. (2025). Social media use in adolescents with and without mental health conditions. Nature human behaviour, 9(6), 1283-1299.Vuorre, M., & Przybylski, A. K. (2023). Estimating the association between Facebook adoption and well-being in 72 countries. Royal Society open science, 10(8).Vuorre, M., Orben, A., & Przybylski, A. K. (2021). There is no evidence that associations between adolescents' digital technology engagement and mental health problems have increased. Clinical Psychological Science, 9(5), 823-835.Orben, A., & Przybylski, A. K. (2019). The association between adolescent well-being and digital technology use. Nature human behaviour, 3(2), 173-182.Orben, A., Dienlin, T., & Przybylski, A. K. (2019). Social media's enduring effect on adolescent life satisfaction. Proceedings of the National Academy of Sciences, 116(21), 10226-10228.Przybylski, A. K., & Weinstein, N. (2017). A large-scale test of the goldilocks hypothesis: quantifying the relations between digital-screen use and the mental well-being of adolescents. Psychological science, 28(2), 204-215.Johannes, N., Vuorre, M., & Przybylski, A. K. (2021). Video game play is positively correlated with well-being. Royal Society open science, 8(2), 202049.Przybylski, A. K., Rigby, C. S., & Ryan, R. M. (2010). A motivational model of video game engagement. Review of general psychology, 14(2), 154-166.

Hour 4 - The Hits, Combine Measurement Scandal, What are the Bengals serving? full 2767 Fri, 27 Feb 2026 23:59:08 +0000 o17CVzfPOZf17VfZuSDahO4ziveQU7F0 sports The Drive sports Hour 4 - The Hits, Combine Measurement Scandal, What are the Bengals serving? The Drive comes your way weekdays from 2pm-6pm on 96.5 The Fan.  Carrington Harrison & 'The Sports Machine' Sean Levine will make you laugh,  listen & learn in the afternoon or on your drive home from work.  They're passionate, dynamic and care about giving the listeners  the quality and entertainment they demand. Tune in!   2024 © 2021 Audacy, Inc. Sports False https://player.

The 2026 Winter Olympics are now over, and it was great to watch. As always, there are a lot of compelling stories that happened. There are stories of triumph and disappointment, as it goes with sports. It is hard to imagine putting so many years of your life into something to have it all turn on minutes or seconds.  There were a lot of athletes that were projected to win gold, including Jessie Diggins who is the greatest US cross-country skier ever. However, no US woman or man has ever won a cross-country skiing gold, so there were a lot of hopes that this would be the year. But that didn't come to pass. The men were able to secure two silver medals, and Jessie Diggins won a bronze. To add to this, Jessie Diggins is retiring at the end of this season, marking the end of a remarkable career. So was it a disappointment? Depends on how you measure it. By one metric of success, she failed to achieve the top goal of winning a race and taking home the gold. But other measures, according to Jessie, she did all she could, left it all out there, and represented herself, her friends and family, and her country well. The same could be said for a lot of athletes who ‘failed' to live up to expectations, but nonetheless did what they could to succeed.  In a culture where second place might be referred to as “first loser,” coming back with less than complete victory is a high standard. And maybe it is time for that standard to change, and the culture around metrics to shift.  To talk about the impact of measuring what matters, and more broadly the need for changes in organizational culture and employee experience, I welcome Dr. James Killian to Experience by Design podcast. This is the second Industrial/Organizational Psychologist in two weeks, so that might be a record for any podcast.  James has a new book coming out titled “Obsessed: Cultivating the Customer-Driven Leader.” The book describes how to develop customer-focused leadership habits, establish employee-centric cultures, create linkages between employee and customer experience, and establish metrics that really matter to your strategy.  James explains his entry into the field after discovering it during an introductory psychology class at Texas A&M, describing his interest in combining business and psychology. We also talk about his experiences in industry as well as working in the Michigan State University Customer Experience Management Masters program. Finally, there is the familiar theme about needing to create better connections between industry and academia.  Dr. James Killian: https://www.linkedin.com/in/james-killian-ph-d-859182/ “Obsessed:Cultivating the Customer-Driven Leader”: https://the-customer-driven-leader.com/ Pre-order now!: https://books.manuscripts.com/product/obsessed/

Michael is joined by Erin Richter Weber (Chief Policy & Research Officer) and Kristine Burnaska, PhD (Sr. Director, Insights Research and Measurement) from CAQH to unpack the 2025 CAQH Index Report, exploring where administrative simplification is delivering real results, where inefficiencies persist, and what the data signals for payers, providers, and health IT leaders. Erin and Kristine also introduce CAQH's Index Pro tool, an interactive analytics platform that turns Index data into personalized business intelligence.

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#333 | Dave is joined by Clare Schmitt, a seasoned marketing leader and a member of our CMO community, to walk through what it actually takes to lead a rebrand at a mid-market B2B company. Clare shares how she partnered with her CEO to drive a full rebrand, from hiring a naming agency and running an RFP, to managing a small decision-making council, rolling out the new brand across every department, and measuring success post-launch. If you're a marketing leader thinking about a rebrand, this episode is a practical, top to bottom playbook from someone who just did it.Timestamps(00:00) - Why rebrands come up and what this episode covers (03:01) - Clare's role at Piedmont Global and how the rebrand got started (05:16) - Should you hire a naming agency? What it costs and what they actually do (08:44) - Running an RFP and why they chose Focus Lab (09:30) - Why the CEO has to own the rebrand go-to-market (11:06) - Keeping the decision-making council small and who was in it (18:24) - How to get CEO buy-in: framing a rebrand as infrastructure, not a marketing initiative (21:01) - Timeline: how long a rebrand actually takes ($50M+ companies) (22:43) - The rollout: project management, execution, and building the website internally (24:40) - Measurement, post-launch QA, and tracking whether your narrative is sticking Join 50,0000 people who get Dave's Newsletter here: https://www.exitfive.com/newsletterLearn more about Exit Five's private marketing community: https://www.exitfive.com/***Brought to you by:Knak - A no-code, campaign creation platform that lets you go from idea to on-brand email and landing pages in minutes, using AI where it actually matters. Learn more at knak.com/exitfive.Optimizely - An AI platform where autonomous agents execute marketing work across webpages, email, SEO, and campaigns. Get a free, personalized 45-minute AI workshop to help you identify the best AI use cases for your marketing team and map out where agents can save you time at optimizely.com/exitfive (PS - you'll get a FREE pair of Meta Ray Bans if you do). Customer.io - An AI powered customer engagement platform that help marketers turn first-party data into engaging customer experiences across email, SMS, and push. Learn more at customer.io/exitfive.  ***Thanks to my friends at hatch.fm for producing this episode and handling all of the Exit Five podcast production.They give you unlimited podcast editing and strategy for your B2B podcast.Get unlimited podcast editing and on-demand strategy for one low monthly cost. Just upload your episode, and they take care of the rest.Visit hatch.fm to learn more

Marketing used to feel more predictable. You picked your channels, launched a campaign and tracked performance in a fairly linear way. Today? Consumers are bouncing between social, search, streaming, AI tools, connected devices and more—all before making a decision. In this episode, Matt Fanelli joins Tessa Burg to unpack what's actually broken in marketing measurement and how leaders can rethink performance in a fragmented world. Matt breaks down why platform-led measurement often misses the mark, how attribution gets messy when multiple touchpoints influence a purchase and why defining “what success really looks like” is the first step most marketers skip. The conversation explores real-world examples—from healthcare to retail—and explains how better attribution, smarter use of AI and stronger human oversight can help teams build trust in their numbers again. If you're responsible for performance, budget allocation or defending marketing results to leadership, this episode will give you a clearer framework for measuring what matters. It's a practical conversation about cutting through the noise, focusing on quality over volume and building measurement strategies that actually reflect how people buy today. Leader Generation is hosted by Tessa Burg and brought to you by Mod Op.  About Matt Fanelli: Matthew Fanelli is Chief Revenue Officer at Digital Remedy, where he leads commercial strategy, revenue operations, and go-to-market execution as the company scales its performance-driven media platform. With more than 20 years of experience in digital advertising, Matt brings deep expertise across programmatic media, data strategy, and performance marketing. Prior to Digital Remedy, he served as SVP of Sales at Media Now Interactive, leading data-driven revenue initiatives. Matt focuses on helping brands and agencies drive measurable outcomes through unified, cross-channel performance intelligence. About Tessa Burg: Tessa is the Chief Technology Officer at Mod Op and Host of the Leader Generation podcast. She has led both technology and marketing teams for 15+ years. Tessa initiated and now leads Mod Op's AI/ML Pilot Team, AI Council and Innovation Pipeline. She started her career in IT and development before following her love for data and strategy into digital marketing. Tessa has held roles on both the consulting and client sides of the business for domestic and international brands, including American Greetings, Amazon, Nestlé, Anlene, Moen and many more. Tessa can be reached on LinkedIn or at Tessa.Burg@ModOp.com.  

Send a textWant proof that coaching works beyond a feel-good survey? We dig into the neuroscience of immersion—how the brain's one-second signals of attention plus emotion predict what people remember and do next—and translate it into a practical playbook for coaches and leaders. With Professor Paul Zak, we unpack why joy is the byproduct of investing energy, not avoiding stress, and how the right level of challenge drives durable behavior change.We share field-tested stories that show immersion's “contagion” effect in action, from luxury retail associates whose engagement predicted purchases to healthcare teams that improved patient care by empowering nurses within clear boundaries. You'll hear why opening hot sets stakes, how human-scale stories outperform abstract models, and what happens when leaders delegate for real. The result is deviation you can learn from—some mistakes, yes, but also the positive deviations that become innovations when you recognize and codify them.Measurement ties it together. We talk about simple, wearable-driven ways to see which moments land, spot weekly energy dead zones (like that dreaded Thursday meeting), and design sessions that stick. Four levers matter: start with stakes, tell vivid stories, keep moderate pressure through participation, and end with one concrete action. Over time, those choices raise the number of daily “key moments,” a leading indicator of joy, energy, and follow-through that spreads from executives to teams and even into family life.If you're ready to coach for thriving, not just insight, this conversation gives you the science, the tactics, and a free tool to start today. Subscribe for more brain-savvy coaching insights, share this with a leader who needs it, and leave a review to tell us the next challenge you want us to tackle.Watch the full interview by clicking here. Find the full article here.Learn more about Paul here. Free gift from Paul: your6.comGrab your free issue of choice Magazine here - https://choice-online.com/

"Measure, measure, measure." —Dr. Ron HunninghakeFatigue that lingers. Brain fog that will not clear. Sleep that never feels restorative. Many people are told their labs are within normal ranges, yet they still do not feel like themselves.This conversation is designed for anyone looking to better understand hormone health, thyroid health, and metabolic patterns that can shape daily energy.In this episode of the Real Health Podcast, Dr. Ron Hunninghake and Dr. Drew Rose explore how hormones and metabolism influence energy patterns, mood, sleep, and day-to-day vitality. They discuss why thyroid evaluation can involve more than a single TSH result and how markers such as free T3 and reverse T3 may add helpful context when reviewing metabolic patterns.Register for Lunch & Learn: How Hormones and Metabolism Shape Your Energy, Mood, and Wellness (attend in person or watch live on YouTube)  Learn more about Check Your Health (March 2–13)They also talk through adrenal function, stress physiology, insulin dynamics, and the ways nutrient status can intersect with hormone balance. Dr. Ron shares historical context around hormone therapy, including where past concerns originated, and explains how careful measurement and ongoing monitoring can support individualized decisions.Upcoming events at the Riordan ClinicLunch & Learn  Thursday, February 26, 2026  Lunch: 11:30 AM | Lecture: 12:00 PM  Register to attend in person or watch live on YouTubeCheck Your Health  March 2–13, 2026  Available at Wichita and Overland Park locations  Learn more about Check Your HealthEpisode links and resourcesExplore integrative services at Riordan ClinicBecome a new co-learnerListen to more Real Health Podcast episodesEpisode chapters  00:00 Welcome  00:56 Why hormones and metabolism matter  02:22 Looking beyond TSH  03:59 Free T3 and reverse T3 explained  07:14 Adrenal patterns and stress  08:43 Insulin and nutrient interplay  10:21 Sleep and hormone balance  11:28 Environmental influences on hormone levels  12:51 Questions about hormone therapy  15:28 Measurement and long-term perspective + closing reflectionsDisclaimer  The information contained on the Real Health Podcast and the resources mentioned are for educational purposes only. They are not intended as and shall not be understood or construed as medical or health advice. The information contained on this podcast is not a substitute for medical or health advice from a professional who is aware of the facts and circumstances of your individual situation. Information provided by hosts and guests on the Real Health Podcast or the use of any products or services mentioned does not create a practitioner-patient relationship between you and any persons affiliated with this podcast.Topics we explore in this episode include:  thyroid evaluation, free T3, reverse T3, adrenal physiology, stress physiology, insulin dynamics, hormone balance discussion, nutrient status, laboratory evaluation, metabolic patterns

A CMO Confidential Interview with Bill Zengel, B2B Practice Leader and SVP of the Association of National Advertisers (ANA). Bill explains how there's nearly $2 trillion in hidden brand value in the B2B space, how to become one of the 39% of B2B marketers who are confident, why marketers should focus on contribution versus attribution, and why measurement is more complicated in the B2B space. Key discussion topics include: why one of the main emotions in B2B buyers can be fear of failure; the importance of being on the "Day One List;" and how to avoid the forces that drive conservative creative in a time where breakthrough matters. Tune in to hear if you suffer from "lead addiction" and how many fries are in a Burger King serving. The Confident B2B Marketer: The 8 Markers That Separate Winners (with ANA's Bill Zengel)Only 39% of B2B marketers describe themselves as “confident.” In this episode of CMO Confidential, Mike Linton sits down with Bill Zengel (SVP, B2B Practice Leader at the Association of National Advertisers) to break down what the top performers do differently—and why “confidence” is really a proxy for measurable commercial contribution.Bill shares the research behind ANA's Confident B2B Marketer study (built from a survey of 200 senior marketers) and the operating system it points to: measurement first, then AI readiness built on a real data foundation, modern ABM, buyer-group/channel strategy, brand and creativity, and the martech stack that makes it all work. The conversation also gets into the leadership tension that keeps teams stuck—lead addiction, short-term performance thinking, and the core emotion that drives B2B buying: fear.What you'll learn:- Why B2B marketing is still unevenly managed—and why that's changing- The 8 “markers” that correlate with B2B marketing success- Why AI readiness is mostly a data foundation problem- The shift from attribution arguments to contribution language- Why lead addiction and “performance marketing” create short-term traps- How fear shapes B2B creativity (and how winners still take smart risks)- Why customer reviews and existing customers matter more than most teams admitResources mentioned:- ANA B2B Practice: https://www.ana.net/b2bChapters:00:00 Welcome + today's topic (The Confident B2B Marketer) + Bill Zengel01:38 Why so many B2B studies (measurement, accountability, contribution)03:01 Is B2B marketing worse managed than B2C?04:35 From “Marcom” to buyer groups + younger self-serve buyers06:00 What “confident” means + how ANA designed the study06:23 Why Bill fielded the study + surveying 200 senior marketers07:42 The “biomarkers” story: how to identify what actually matters09:18 The 8 markers (measurement, AI readiness, ABM, buyer-group/channel, brand/creativity, data foundation, martech)11:22 AI readiness explained: why data foundations are the real constraint16:05 Measurement reframed: contribution vs. attribution17:53 Brand as a moat (and why major “B2B brands” dominate value)19:56 Lead addiction + the short-term performance marketing trap22:16 The core B2B buying emotion is fear—and why that blocks creativity25:14 The B2B brand opportunity (and why solving it extends careers)26:08 What boards/CEOs should test now to avoid getting passed27:55 The “Day One List” + how peer/customer reviews shape growth28:52 Two great stories: the missing Trojan horse + Burger King fry-counting31:28 Where to find more episodes + sign-offNew shows drop every Tuesday. Subscribe for more interviews on marketing leadership, measurement, brand-to-demand, and modern B2B growth.#B2BMarketing #MarketingMeasurement #CMO #ABM #BrandStrategySee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

"More Than a School: Values, Measurement, and What Education Is Really For"In this episode of the Ger Graus Gets Gritty series, Mark Taylor sits down once again with Professor Dr. Ger Graus OBE to explore one of his most passionate themes — the idea that schools are, and must intentionally become, more than a school. Drawing on his own transformative work leading Education Action Zones in Wythenshawe, South Manchester, Ger makes a compelling case for community-rooted education that puts the whole child first, measures what truly matters, and trusts teachers as the professionals they are.Inspired by FC Barcelona's famous motto Més que un Club ("More than a Club"), Ger argues that schools — particularly primary schools embedded in their communities — have always carried responsibilities far beyond academic instruction. But rather than waiting for government to dictate how those responsibilities are fulfilled, he urges schools to seize the agenda, define their own values, and prove their impact on their own terms.From breakfast clubs to brokering local solutions within a network of 29 schools, from the dangers of league table dishonesty to the transformative power of professional trust. It's a rallying call to educators, parents, and policymakers alike."Schools invariably already are more than a school. But I think we need to become better at it and perhaps we need to become more deliberate at it.""If we want to do the 'more than a school' bit properly, I think we need to begin with the values of why are we doing this — and what is the impact, and how is that good for our children, our families, our communities?"Key Takeaways1. Schools must be deliberately "more than a school." The challenge is to make that broader role intentional, values-driven, and properly resourced, rather than reactive and underfunded. Schools should stop waiting for government permission and start leading the agenda themselves.2. Start with the whole child, not the average child. A child who is hungry, cold, or emotionally unsettled cannot learn. Ger champions breakfast clubs, pastoral support, and out-of-school activities not as "nice extras" but as the essential foundation for learning. The 10 A's identified in Cambridge University research on Children's University — including attendance, attainment, attitudes, adventure, agency, and advocacy — offer a far richer picture of school impact than narrow inspection frameworks.3. Measure progress, not just performance. League tables and one-size-fits-all inspection frameworks distort reality and incentivise dishonesty. Ger advocates for progress measures that reflect a school's specific community context — comparing a school against its own journey rather than against wealthier, more selective institutions. Meaningful accountability means schools defining and measuring their own impact transparently.4. Professional trust is the missing ingredient. The Wythenshawe Education Action Zone showed what's possible when teachers and headteachers are genuinely trusted: 29 schools that had never met collectively began collaborating, sharing expertise, and solving problems from within. No external consultants, no top-down directives — just professionals empowered to know their children, their families, and their communities.5. Respect and trust for teachers must be made visible — by everyone. Ger's closing call to action is personal and practical. To parents: engage with teachers as the professionals they are, rather than rushing to challenge or undermine them. To government: back up the rhetoric of "trusting teachers" with real autonomy. And to everyone: make trust visible in small, tangible acts — like a handwritten thank-you note after a difficult week. As Ger puts it, "We need to...

Guests: Alexander  Pabst, Global Deputy CISO, Allianz SE Michael Sinno, Director of D&R, Google Topics: We've spent decades obsessed with MTTD (Mean Time to Detect) and MTTR (Mean Time to Respond). As AI agents begin to handle the bulk of triage at machine speed, do these metrics become "vanity metrics"? If an AI resolves an alert in seconds, does measuring the "mean" still tell us anything about the health of our security program, or should we be looking at "Time to Context" instead? You mentioned the Maturity Triangle. Can you walk us through that framework? Specifically, how does AI change the balance between the three points of that triangle—is it shifting us from a "People-heavy" model to something more "Engineering-led," and where does the "Measurement" piece sit? Google is famous for its "Engineering-led" approach to D&R. How is Google currently measuring the success of its own internal D&R program? Specifically, how are you quantifying "Toil Reduction"? Are we measuring how many hours we saved, or are we measuring the complexity of the threats our humans are now free to hunt? Toil reduction is a laudable goal for the team members, what are the metrics we track and report up to document the overall improvement in D&R for Google's board? When you talk to your board about the success of AI in your security program, what are the 2 or 3 "Golden Metrics" that actually move the needle for them? How do you prove that an AI-driven SOC is actually better, not just faster? We often talk about AI as an "assistant," but we're moving toward Agentic SOCs. How should organizations measure the "unit economics" of their SOC? Should we be tracking the ratio of AI-handled vs. Human-handled incidents, and at what point does a high AI-handle rate become a risk rather than a success? Resources: Video version EP252 The Agentic SOC Reality: Governing AI Agents, Data Fidelity, and Measuring Success EP238 Google Lessons for Using AI Agents for Securing Our Enterprise EP91 "Hacking Google", Op Aurora and Insider Threat at Google EP236 Accelerated SIEM Journey: A SOC Leader's Playbook for Modernization and AI EP189 How Google Does Security Programs at Scale: CISO Insights EP75 How We Scale Detection and Response at Google: Automation, Metrics, Toil The SOC Metrics that Matter…or Do They? blog An Actual Complete List Of SOC Metrics (And Your Path To DIY) blog Achieving Autonomic Security Operations: Why metrics matter (but not how you think) blog

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I'm back with another fortnightly In My Opinion episode - sharing running observations, Q&A and personal updates. Train with Matt: https://sweatelitecoaching.com/matt-fox/ Private Podcast Feed + Discord: https://www.sweatelite.co/shareholders/ Contact: matt@sweatelite.co Instagram: https://www.instagram.com/mattinglisfox/ Strava Training Log: https://www.strava.com/athletes/6248359 I wished friends luck at Osaka and Tokyo and spoke about returning to YouTube to document a marathon comeback despite not running yet and feeling imposter syndrome. I explained why I moved away from pro-athlete travel content - doping concerns, COVID restrictions, visa limits and tax complications. The channel is shifting toward my own journey. On training, I addressed the effort vs pace debate. Context matters. Effort leads, especially when fatigued. I spoke about avoiding the anxiety spiral by focusing on sensation and adaptation rather than numbers and judgment. I touched on influencer culture, unnecessary products, and doping speculation - urging caution without proof. I discussed coaching as an optional performance tool, like super shoes, and may use a coach in an advisor role. I'll likely train mostly in standard shoes and race in super shoes. Current context: I'm around 79 kg and believe 65-66 kg aligns with a 2:12-2:15 goal. I reflected on running 2:20 off ~105 km per week in 2021. I'm considering cycling and stair climbing to maintain fitness while reducing impact and avoiding ego-driven mileage. I also covered my 10-year Japan ban, alcohol vs cannabis culture, pre-race nerves, speed after 40, Australia's social media ban for under-16s, and moving Workouts of the Week into a paid Supporters Club to build a healthier community. Closed with plans for stairs, weights and a cold plunge. Topics 00:00 - Welcome Back to 'In My Opinion' (Format, cadence, and what to expect) 00:54 - Race Week Shoutouts + Osaka Marathon Feelings 02:16 - Carb-Loading Stories & Filming a Marathon Comeback Series 03:17 - Why I Stepped Away From the 'Pro Athlete Training' Travel Life 04:45 - COVID-Era Australia, Visas, and Getting Stuck at Home 07:26 - US Immigration Reality Check + A Detour Into Money, AI, and the Future 09:37 - Q&A Starts: Training by Effort vs Pace (Ben's tempo run 'contradiction') 11:52 - Email/Inbox Mindset + Running Content Creator Fatigue 14:15 - Brands, Influence, and What Running Really Needs (Nutrition & authenticity) 15:55 - Make It About You: Imposter Syndrome, YouTube strategy 18:33 - More Listener Mail: Helsinki banter + Switching to new questions 19:49 - Fraser's Big Idea: Sensation vs Measurement (escaping the anxiety spiral) 21:53 - Truett/Luke 'hate' discourse: Entertainment vs negativity in the pod 23:53 - Osaka Marathon Q: Can I watch? Japan ban, cannabis vs alcohol, and moving on 26:12 - When Do You Actually Need a Coach? (Ken Rideout example) 26:52 - Supplements, ketones & super shoes: what you actually need 28:33 - Why chase a faster marathon: goals, weight loss & the reset mindset 29:45 - Coaching plans and past drama: finding the right advisor 30:46 - Train in trainers, race in supers? Injury risk & adaptation 32:34 - Influencers, supplements & doping gray zones (L-carnitine, EPO, T) 37:58 - Supporters club + Discord: keeping the community clean and paid 40:46 - Quick-fire training Qs: cycling/stairs, bathroom nerves, speed after 40 52:47 - Wrap-up: more questions, today's workout & how to reach out

Paris Marx is joined by James Vincent to discuss why we're seeing humanoid robots everywhere, the motivations to pursue an all-purpose robot, how close we are to achieving that goal, and the social implications if we were to achieve it.James Vincent is a UK-based journalist and author of Beyond Measure: The Hidden History of Measurement from Cubits to Quantum Constants.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

How many KPIs are too many — and how do leaders know which metrics actually matter? Episode page In Episode 7 of Lean Coffee Talk, Mark Graban and Jamie Flinchbaugh explore how organizations overload themselves with metrics, why some “red” indicators fail to drive action, and how to evaluate whether KPIs are still relevant. They also discuss the role of change management in Lean transformations, why people don't resist change itself but fear things getting worse, and how engaging employees early leads to more sustainable improvement. Along the way, they connect lessons from Olympic controversies, construction megaprojects, coffee brewing methods, and even Starbucks stir sticks to core Lean ideas about customer value and “jobs to be done.” A thoughtful, wide-ranging conversation about leadership, measurement, culture, and curiosity.

Paris Marx is joined by James Vincent to discuss why we're seeing humanoid robots everywhere, the motivations to pursue an all-purpose robot, how close we are to achieving that goal, and the social implications if we were to achieve it. James Vincent is a UK-based journalist and author of Beyond Measure: The Hidden History of Measurement from Cubits to Quantum Constants. Tech Won't Save Us offers a critical perspective on tech, its worldview, and wider society with the goal of inspiring people to demand better tech and a better world. Support the show on Patreon. The podcast is made in partnership with The Nation. Production is by Kyla Hewson. Also mentioned in this episode: James wrote about what kicking robots can tell us about the state of modern robotics Rodney Brooks makes a case for the difficulty in teaching robots human dexterity Here is an in-depth look at what Agility Robotics has been working on Shout-out to the 2008 movie Sleep Dealer Japanese convenience stores are using robots run by offshore operators This is what a toilet cleaning robot looks like

Welcome to Nerd Alert, a series of special episodes bridging the gap between marketing academia and practitioners. We're breaking down highly involved, complex research into plain language and takeaways any marketer can use. In this episode, Elena and Rob explore how privacy first advertising changes digital marketing. They reveal that when individual tracking disappears, platforms must rely on user groups instead. This shifts advertising toward probabilistic targeting, like how TV has always worked. Topics covered: [01:00] "Reach, Measurement, Optimization and Frequency Capping and Targeted Online Advertising Under K Anonymity"[01:45] Privacy forces less tracking, more thinking[02:50] How K Anonymity groups users by shared traits[04:35] Simulating the trade-off between privacy and performance[06:00] Privacy pushes reach-first thinking  To learn more, visit marketingarchitects.com/podcast or subscribe to our newsletter at marketingarchitects.com/newsletter. Resources: Gao, Y., & Qiao, M. (2025). Reach measurement, optimization and frequency capping in targeted online advertising under k-anonymity. arXiv preprint arXiv:2501.04882. Get more research-backed marketing strategies by subscribing to The Marketing Architects on Apple Podcasts, Spotify, or wherever you listen to podcasts. 

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In this latest episode of the IAB Australia podcast, host Gai Le Roy, CEO of IAB Australia, is joined by Director of Research Natalie Stanbury, Director of Policy & Regulatory Affairs Sarah Kruger, and Tech Lead Jonas Jaanimagi to outline the key priorities shaping the digital advertising landscape in 2026. Marking IAB Australia’s 21st year, the team explores the Future of Measurement project, advances in experimentation and incrementality, evolving privacy reforms, publisher sustainability, and the practical realities of AI and agentic innovation. Listen now!See omnystudio.com/listener for privacy information.

A CMO Confidential Interview with Tom Goodwin, author, speaker, and former innovation head at Publicis, Zenith, and Havas. Tom discusses why he believes much of the thinking around AI is wrong, how social media is becoming even more shallow, and why agentic commerce will be a challenge. Key discussion topics include the difference between selling more and being able to charge more; how consumers often enjoy the shopping experience in a way that resists algorithmic understanding; and why AI adoption will follow the adoption path of electricity. Tune in to hear why 90% of people in advertising don't know how it really works and how to think of your job as making your brand exceptional. Marketing leaders are getting pulled in two directions at once: “AI will change everything” and “AI is overhyped.” In this episode of *CMO Confidential*, Mike Linton (former CMO of Best Buy, eBay, Farmers Insurance, and Ancestry) sits down with Tom Goodwin to sort through the contradictions—what's real, what's performative, and what executives should do next.Tom has spent his career studying innovation and change, and he brings a clear-eyed view on how AI is reshaping marketing work: where it genuinely compresses time and effort, where it increases noise and sameness, and how organizations can avoid chasing tools instead of outcomes. The conversation also touches on the hidden second-order effects—how incentives shift, how decision-making changes, and why “doing more” isn't the same as “doing better.”If you're a CMO, CEO, or growth leader trying to separate signal from hype, this is a practical, grounded listen.Subscribe for weekly episodes of CMO Confidential.cmo confidential, mike linton, tom goodwin, ai marketing, marketing leadership, chief marketing officer, marketing strategy, generative ai, artificial intelligence, martech, brand strategy, performance marketing, marketing effectiveness, measurement, incrementality, go to market, innovation, digital transformation, marketing operations, agency management, marketing trends 2026, executive leadership, growth strategy, content strategy, customer experience, personalization, automation, creative strategy00:00 Intro: CMO Confidential + today's topic with Tom Goodwin01:20 Why AI creates contradictory truths in marketing05:10 The biggest misconception leaders have about “AI transformation”09:30 What AI actually compresses (and what it doesn't)14:25 When “more content” makes marketing worse18:40 Differentiation in an AI-saturated landscape23:05 What changes inside teams: roles, incentives, accountability28:10 Measurement, trust, and the executive narrative problem33:20 Where CMOs should place bets vs. run experiments38:15 Practical questions to ask vendors, agencies, and internal teams43:10 Closing reflections + what to do nextSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Send a textIn this episode of Near Memo, Rand Fishkin joins Greg Sterling, Mike Blumenthal, and David Mihm to unpack the future of AI search, brand visibility, and digital measurement.Is AI rank tracking possible? Are zero-click journeys killing websites? And how should local businesses measure marketing performance in a world where attribution is breaking down?Rand shares new research on AI brand visibility across ChatGPT, Claude, and Google AI, discusses why performance marketing metrics are eroding, and explains where brands should actually invest their energy in 2026.This is a deep dive into the changing economics of search.Subscribe to our newsletters and other content at https://www.nearmedia.co/subscribe/

In this episode of the Oil & Gas Measurement Podcast, David Bell returns to explore how advancements in differential pressure technology are reshaping traditional flow measurement. The discussion focuses on a simplified, energy-based calculation approach, enhanced primary element design, and the addition of diagnostic capabilities that challenge long-standing industry assumptions about orifice measurement. Listeners are invited to consider how evolving technology can expand application flexibility, and improve accuracy. Visit PipelinePodcastNetwork.com for a full episode transcript, as well as detailed show notes with relevant links and insider term definitions.

In this episode of Next in Media, I sit down live at the Kochava Summit in Sandpoint, Idaho, with Charles Manning, founder and CEO of Kochava. We go deep on one of the most pressing questions facing the industry right now: how profound is the shift to agentic advertising and AI-driven workflows? Charles argues it is not a decade-long evolution like programmatic was. It is breathtakingly faster, and the companies that understand how to use their first-party data as a competitive kernel, rather than leaking it to the walled gardens, are the ones that will come out ahead. He draws a compelling analogy: if programmatic changed the auction, AI is about to change the workflow.We also dig into Kochava's CTV journey, from its mobile app roots to building measurement tools adopted by LG, Samsung, Vizio, and Roku, and how the view-and-do combo between the TV screen and the mobile device is creating powerful new outcome-based measurement opportunities for brands. Charles breaks down what holding companies should fear (and fix), why the ad tech supply chain is due for serious consolidation, and why he predicts a wave of take-privates and roll-ups followed by a bonanza of public offerings over the next two years. He also introduces Station One, Kochava's integrative AI hub that acts like a Slack for AI workflows, designed to help teams transform how they work without giving up control of their data. Key Highlights:⚡ AI vs. Programmatic: Charles explains why the shift to agentic advertising is moving breathtakingly faster than programmatic did. While programmatic took over a decade to fully reshape the auction, AI is set to transform the entire workflow within the next 16 months.

From overcoming initial anxieties through hackathons and playful experiments, to setting an ambitious organizational roadmap for AI, Dessalen Wood shares how Syntax is embedding artificial intelligence across departments, focusing on pragmatic progress rather than hype.You'll hear stories about driving excitement, learning by doing, and the all-important challenge of measuring real impact. More than just technology, this episode dives into the culture shifts, collaboration with IT, and leadership mindsets that are pushing companies out of their comfort zones and into the future, while keeping authenticity and humanity front and center.You will want to hear this episode if you are interested in...00:00 Overcoming AI fear through collaboration03:30 Defining AI readiness today09:55 AI's role in business transformation15:46 AI anxiety in the workplace22:05 Making AI adoption fun28:11 AI expertise requires human touch36:42 AI strategy: Three layers explained41:31 True transformation vs. improvement53:21 Rethinking work, technology, and AIOvercoming AI AnxietyEarly stages of AI adoption in organizations are often marked by fear. Employees worry about being displaced, making mistakes, or failing to keep up. At Syntax, Dessalen Wood and her fellow leaders tackled these concerns by creating safe, engaging, and transparent opportunities to experiment.One of the most effective strategies was an organization-wide AI hackathon. Everyone, regardless of their role, was invited to submit ideas for automation and improvement—ideas that the tech team then built. Not only did this demystify AI, but it also provided a healthy dose of competition and excitement. Dessalen describes that, “Instead of people fearing automation, it became a competition... People were saying, please, automate my tasks!” This shift from apprehension to enthusiasm helped break through adoption barriers and foster a culture of creative problem-solving.Structuring Success: A Multi-Layered AI RoadmapSyntax's approach moves AI from a buzzword to a set of actionable strategies. The leadership distinguished between three core areas:Department Initiatives: Leveraging AI for productivity and process improvement within teamsCustomer Value: Enhancing solutions and services delivered to external clientsBusiness Transformation: Reimagining core business models and operations for strategic advantageMany organizations mistakenly assume one AI initiative will magically improve all three—but real impact comes from tailored strategies for each. In practice, this means differentiating between continuous improvement (making existing tasks more efficient) and true reinvention (fundamentally transforming how and why work gets done).The creation of AI champions, employees trained as internal advocates and solution designers, helped ensure that innovative ideas didn't just sit in a backlog. Instead, those not ready for large-scale investment could be adapted, piloted, and iterated by these champions, keeping the spirit of experimentation alive while prioritizing resources for the highest-value initiatives.The Human Element: Authenticity, Experimentation, and MeasurementAs AI tools become more prevalent, a new challenge emerges: maintaining authenticity in communication, development, and leadership. The team discussed the “hollowed-out leader” phenomenon—where over-reliance on AI could dilute critical thinking and personal investment. Dessalen explains why expertise, context, and human customization are more important than ever: If it doesn't demonstrate expertise and isn't highly curated, it just turns people off.Measurement is also evolving. Early wins in AI productivity are being tracked, not just in terms of completion rates or tool adoption, but in demonstrable business outcomes and stretch goals. Syntax uses tools that help employees articulate their productivity gains and set new impact targets, ensuring that activity translates into organizational value.Resources & People MentionedExperience Qualtrics Management Resources Connect with Dessalen WoodDessalen Wood on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Alyssa Dver, founder of the ERG Leadership Alliance, joins us this week to highlight the critical shift toward structured governance and the use of hard metrics to demonstrate how these groups drive corporate engagement and long-term business impact. My Key Takeaways: Governance is the future of ERGs: Alyssa emphasizes the shift from informal groups to structured organizations with clear governance and professional development paths for leaders. Measurement is mandatory: To gain executive buy-in and sustainability, ERG leaders must track metrics ranging from membership growth and event participation to high-level retention and engagement data. Allyship is a strategic bridge: Modern ERGs are moving away from exclusive "safe spaces" toward inclusive "brave spaces" where allies are formally invited to lead, learn, and advocate alongside marginalized groups. My Fave Quotes: "Got to have governance. Not because you want to control people, but because you want to have equity. And equity means budgeting is fair; the way that people apply and run these has to be fair." "It's a professional development leadership pipeline. So if you're starting to see these group leaders getting hired into better jobs, getting promoted, that's also a really good metric." "Employees involved in healthy ERGs typically show 10% to 15% higher engagement levels than those who are not." "There are currently at least 500 million people participating in ERGs around the world, and 95% of companies continue to offer and support ERGs because of their proven impact on organizational health." Follow Alyssa's work and research at https://www.ergleadershipalliance.com/

Proper Measurement

Martin Rowe is a long time technical editor for publications like EE World, EDN, and Test and Measurement World. He stops by The Amp Hour to talk about the things he has seen and the people he has met in the electronics industry, and he's still going strong!

Everything has a default measuring system - when we upgrade how we measure we get the insight we need to drive improvement.Want to see how I measure my life and make fast progress toward my goals? Click here to check out my Self Improvement Scorecard

The final episode of Your 2026 Body Blueprint brings the entire series together.  In Part 1, Ted explained why most men over 40 age faster than they should.     In Part 2, he broke down why weight loss alone doesn't equal health.     In Part 3, he showed how men should train to preserve muscle and strength with minimal time.     In Part 4, he explained why cardio and cardiovascular fitness are essential for longevity—even if you already lift.   And  In Part 5, he shared a clear, evidence-based approach to nutrition that supports metabolic health, longevity, and fat loss without quitting your social life or eliminating foods you enjoy.   And in Part 6, he talked the most underestimated drivers of how you age: sleep, stress, and lifestyle.   Now, in Part 7, Ted explains how to organize everything into a realistic, year-long system built around one outcome goal—fat loss—and the process goals that actually make it achievable. This episode focuses on training structure, cardio decisions, nutrition fundamentals, recovery, measurement, and the behavioral shifts required to make progress stick over time.  You'll learn:  Why choosing one outcome goal leads to better long-term results than chasing multiple goals  How to structure strength training for fat loss while preserving muscle after 40  How calorie and protein tracking simplify fat loss and improve food choices   Why data tracking prevents emotional decision-making and plateaus  How recovery and stress management determine whether fat loss succeeds or fails  Why identity and habit reprogramming matter more than willpower  What Ted discusses in this episode:  (00:00) Introduction  (01:47) Setting Realistic Goals for Long-Term Success  (05:19) Effective Training Strategies for Fat Loss  (12:36) The Role of Cardio in Your Fitness Journey  (16:27) Mastering Nutrition for Optimal Results  (22:03) The Importance of Tracking and Measurement  (24:30) Avoiding Burnout and Ensuring Recovery  (27:18) Behavioral Change and Long-Term Success  (30:48) Client Success Story: Chad's Transformation  (33:15) Final Thoughts and Encouragement