Podcast appearances and mentions of miller brewing

Much like the popularity of methylene blue, the building popularity of nicotine pouches has produced a sort of health sub-culture within the larger context of a generally unhealthy population. Whereas methylene blue is relatively new to the public, nicotine has been around, and much more popular, for a lot longer. Sure, methylene blue has certain medical benefits, namely as a supplement for those with methemoglobinemia, though too much of the substance can cause the same condition. Though it goes with anything - quantity, quality, long term use, additional additives, and health context matter. The same goes for nicotine pouches. Nicotine, especially the non-smoked kind, can benefit cognition, memory, and concentration to a small degree, though delivery mechanisms and quality matter greatly.  Could it be that these recent health potions are nothing more than a commodifying and monetizing not only of health but of the healthcare revolution?The bottom line is this: Big Tobacco lied, obfuscated and killed for decades. By the 1980s and 1990s, studies, high profile cases, and lawsuits put some final nails in their coffin. It was around this time that these companies began to diversify heavily. Phillip Morris purchased General Foods, Kraft, and Miller Brewing in the 80s, and a little later Nabisco in 2000. R.J. Reynolds had purchased the same company in the 80s. They also had control of Pacific Hawaiian products since the 60s. These acquisitions allowed tobacco companies to apply cigarette marketing tactics, like targeting children and minorities, and to develop "hyper-palatable" foods high in fat, sugar, and sodium, influencing the U.S. food system for decades.Vaping was then introduced in the early 2000s and within a few years Big Tobacco was diversifying again. In 2014 MarkTen e-cigarettes were introduced by Altria (Phillip Morris) and Vuse was introduced by R.J. Reynolds (BAT). Soon after Altria introduced ON!, British American Tobacco (R.J. Reynolds) launched VELO, and Phillip Morris acquired ZYN. When vaping began to develop a bad reputation for some, the industry convinced many that cigarettes were the safer choice, while others kept vaping for the same reason.Although these companies had marketed nicotine gum and patches for decades, the market grew rapidly as people tried to stop smoking in general. But what about the market for non-smokers? Well, that's where ON!, ZYN, and VELO come in. Instead of chewing tobacco, cigarettes, patches or gum, pouches were for all non-smokers and promoted as having health benefits. By the time these pouches were largely under the control of Big Tobacco there began a campaign of promotion on social media, primarily TikTok, for flavored nicotine pouches - as with flavored cigarettes and vapes. Now they have been picked up by conservatives and those leaning in the direction of MAHA. It all makes sense, too, when considering what the HHS and NIH have done so far under RFK Jr. Although certain vaccines are longer advised for healthy kids and pregnant women, the HHS and NIH are investing millions, maybe billions, in “universal influenza and coronavirus vaccines.” With Project Stargate there is further investment in personalized medicine and vaccines, followed up in May, 2025, with three other interesting developments. May 5 saw the White House strip regulations for domestic pharmaceutical manufacturing and May 12 saw the White House authorize that “the Secretary of Health and Human Services (Secretary) shall facilitate direct-to-consumer purchasing programs for pharmaceutical manufacturers that sell their products to American patients at the most-favored-nation price." On May 19 the HHS posted about RFK Jr meeting with technocrats “creating wearable devices, AI tools, and personalized apps that empower Americans to take control of their health.” What all of this really does is allow for the mass collection of personal health data so that even more accurate health models can be created in order to personalized marketing and products that can be sold directly to the public with no middle party, while also empowering insurance companies to take advantage of knowing who can be charged more for private decisions. This isn't revolution, it's commodification and monetization. And at the very least, anyone advocating for methylene blue, itself a “fetotoxic agent,” or nicotine pouches without first examining all the free ways we can be healthier, or without noting that the first is a dye and the second is sold by a famously corrupt and evil industry, is either untrustworthy, ignorant, or a sell out. *The is the FREE archive, which includes advertisements. If you want an ad-free experience, you can subscribe below underneath the show description.-FREE ARCHIVE (w. ads)SUBSCRIPTION ARCHIVEX / TWITTER FACEBOOKYOUTUBEMAIN WEBSITECashApp: $rdgable Paypal email rdgable1991@gmail.comEMAIL: rdgable@yahoo.com / TSTRadio@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-secret-teachings--5328407/support.

David Wolf spent years serving as a music composer and producer of audio content for radio, TV, film, podcasts, audiobooks and multimedia. His previous company, Crywolf Productions, Inc. (1985-1999) and its recording studios provided music, sound design and production services for advertising and also studios such as Amblin, Discovery Channel, NBC Universal and Disney and for many well-known brands such as Southwest Airlines, Miller Brewing, Embassy Suites, Procter & Gamble, Texas Instruments, Brock Hotel Corporation and many more. David founded Audivita Studios in 2016 to apply his experience and the talents, skills  and expertise of his creative team to help companies, publishers, entrepreneurs, influencers and thought leaders grow their brands and businesses with podcasts and audiobooks.  In 2024, Wolf is on a course to expand the core production business into related industry verticals with the creation of Media Capital Ventures LLC, leveraging his experience in business building and operating experience in production and media. Master of Your Crafts is a captivating podcast featuring conversations with individuals who have dedicated themselves to mastering their craft. Whether it's a gift, talent or skill that comes naturally to them, these individuals have taken ownership and honed their abilities to perfection. Through deep conversation, we delve into their inner dialogue, actions and life circumstances offering words of wisdom to empower and guide you on a journey to becoming the master of your own craft. For more information, visit our website https://masterofyourcrafts.com and Bright Shining Light Website: https://brightshininglight.com Stay connected with us: - Facebook: https://www.facebook.com/masterofyourcrafts - Instagram: https://www.instagram.com/MasterOfYourCrafts/ - Spotify: https://open.spotify.com/show/1M0vp9H... - ApplePodcast: https://podcasts.apple.com/ca/podcast... - Amazon Music: https://music.amazon.com/podcasts/b15... - Google Play: https://podcasts.google.com/feed/aHR0...

Greg and Sorcerer Chromatic drink and review a 2018 Goose Island Bourbon County Brand Stout (Chicago, IL) and a 2017 Firestone Walker Parabola (Paso Robles, CA). In the Beer News, the guys talk about the latest (and greatest?) gimmick from Miller Brewing. In the Cöld Brüe List, Sorcerer Chromatic runs down the Top Twenty Beer Bars in the US. During Drunken Shenanigans, they talk a little bout their Thanksgiving, Moana 2 (No Spoilers), college football flag planting, and a wee bit about the NFL.

Episode 04: Start (Pandoc flavor markdown.) ubereats: Uber Eats is the easy way to get the food you love delivered. doordash: At DoorDash, our mission is to empower and grow local economies by... skipthedishes: SkipTheDishes connects millions of customers with over 30,000 Restaurant Partners in Canada. just-eat: Just Eat Takeaway.com is a leading global online food delivery marketplace uber: Go anywhere with Uber. lyft: Lyft, Inc. is an American company offering mobility as a service. ottawaredblacks: wikipedia: List of federal political parties in Canada. wikipedia: List of political parties in the United Kingdom. wikipedia: Political parties in the United States. wikipedia: High Life is Miller Brewing's oldest brand and... longtime slogan "The Champagne of Beers". wikipedia: Moosehead and its subsidiary The Premium Beer Company brew/market the following beverages... wikipedia: India pale ale (IPA) is a hoppy beer style within the broader category of pale ale. wikipedia: Orange wine, also known as skin-contact white wine, skin-fermented white wine, or amber wine, is a type of wine made from white wine grapes where the grape skins are not removed... ground: Ground News, read the news from multiple perspectives. See through media bias with reliable news from local and international sources.

Audio content is in with readers and that means that audiobooks are now expected from authors, not just recommended. David Wolf, Founder and CEO of Audivita, answers some commonly asked questions including the who, what, when, where, and why of audiobooks in this episode of Smith Publicity's All Things Book Marketing. David Wolf spent years serving as a music composer and producer of audio content for radio, TV, film, podcasts, audiobooks and multimedia. His previous company, Crywolf Productions, Inc. (1985-1999) and its recording studios provided music, sound design and production services for advertising and also studios such as Amblin, Discovery Channel, NBC Universal and Disney and for many well-known brands such as Southwest Airlines, Miller Brewing, Embassy Suites, Procter & Gamble, Texas Instruments, Brock Hotel Corporation and many more. David founded Audivita Studios in 2016 to apply his experience and the talents, skills  and expertise of his creative team to help companies, publishers, entrepreneurs, influencers and thought leaders grow their brands and businesses with podcasts and audiobooks. In 2024, Wolf is on a course to expand the core production business into related industry verticals with the creation of Media Capital Ventures, leveraging his experience in business building and operating experience in production and media. Concurrently, he co-founded 1125 Studios with Christian Bruun to develop and produce original series podcasts, film and television series. MCV has recently added Stock Day Media to its portfolio of companies to leverage the production team at Audivita Studios specifically for the OTC markets. Learn more at audivita.com and follow them on Facebook, X, and LinkedIn @audivitastudios.Discover more about Smith Publicity at www.smithpublicity.com and follow us on Facebook, Instagram, Threads, YouTube, & LinkedIn.

John Beske and Marla Rose, Vegan Street's 25th Birthday! JOHN BESKE is a long-time veteran of graphic design, advertising and marketing with stints at a series of large and small advertising agencies including Leo Burnett and Della Femina McNamee. During this time, he produced print, television, promotional and retail advertising and design for dozens of companies including such famous brands as General Mills, Sony, Popsicle, Miller Brewing and, yes, even McDonald's. Eventually, he became disillusioned the advertising industry and left the agency scene to become an art director for brands he believed were doing good in the world. Shortly after, he co-founded a visionary marketing agency called Sustain that devoted all of its work to building the messaging of non-profits in the environmental and social justice sectors including campaigns for Sierra Club, Earthjustice and the Rainforest Action Network. During this same time, he teamed up with Marla to create the pioneering website Vegan Street in 1998, and open a Chicago chapter of EarthSave International in 1999.  In 2005, he left Sustain to form John Beske Communications, which has been building the brands of vegan and ecologically responsible companies and organizations for more than a decade. John Beske Communications has now been folded into Vegan Street Media. MARLA ROSE is an award-nominated journalist, columnist, public speaker, recipe developer and author as well as event planner. Since leaving her job in humane education in 1998, Marla has dedicated her life to building vegan culture and community and today she writes most of the content for Vegan Street. In 1999, Marla was the founding chairperson of EarthSave Chicago, which hosted dozens of monthly potlucks, each featuring speakers, and produced five major day-long vegan conferences called The Conference for Conscious Living, which ultimately evolved into  Chicago VeganMania, which was a popular free festival for ten years. In 2009, she and her partner John Beske were awarded Activists of the Year by Mercy for Animals and won Green America‘s People and Planet Award in 2015. For the past several years, she has been writing feature stories for magazines and has spoken at the Green Festival, Animal Rights Conference, Vegetarian Summerfest and many other conferences and festivals. She is a frequent writer for  VegNews  magazine, a writer of feature stories and author of several books.

Uncover the transformative journey led by Ken Robertson, the Executive Vice President and Chief Operating and Financial Officer of the Greater Milwaukee Foundation, as he shares his inspiring initiatives to empower disadvantaged neighborhoods. Ken is a driving force behind the ThriveOn Collaboration, which encompasses the remarkable restoration of the historic Gimbels and Schuster's building. This urban gem now stands as a bustling administrative hub, parking structure, and a vibrant community center, complete with an early childhood education center. For Ken, representation is more than a concept—it's a conviction. His personal experiences serve as a bridge between local communities and financial strategies, fostering a deeper understanding of neighborhood dynamics. Tune in to hear Ken's insights on initiatives and approaching them with humility and audacity, striking a balance between boldness and sensitivity to effect meaningful change. Listen and embrace the power of collaboration, representation, and visionary community upliftment.Episode Highlights:05:37 - In roles like mine and similar roles, representation matters. I mean, that lived experience from the neighborhood and bridging that gap between what's happening there and how our institutions work, how our businesses work, is just critical if we're going to move forward and solve some of the challenges that we have.10:19 - It's one thing to sit in a corporate park and think about programs, think about fixes for neighborhoods. It's another thing to kind of be in the neighborhood and walk day by day in that neighborhood and talk to our neighbors, and work with them in coming up with solutions that'll make everybody's lives better in that space.13:33 - We know that this is more than brick and mortar within the building. So, our aim is to help activate the entire neighborhood, not just us, but working with partners, along this. So, the whole goal was this would be catalytic, and we think we're accomplishing that.Connect with Becky Dubin JenkinsLinkedInConnect with Ken RobertsonLinkedInGuest Bio:Ken Robertson has been serving the Foundation as vice president and CFO since October 2015, but was promoted to executive vice president, chief operating officer and chief financial officer in 2020. Robertson has over 20 years' experience in both the for-profit and the nonprofit sectors. His professional experience includes serving as CFO for Boys & Girls Clubs of Greater Milwaukee, as well as finance roles with GE Healthcare, Briggs & Stratton, Miller Brewing, Motorola and more. Equally important, his lived experience as a Milwaukee native and product of Milwaukee Public Schools, plus his volunteer leadership roles with Wisconsin Philanthropy Network, Milwaukee Economic Development Corporation (MEDC), and Howard Fuller Academy, afford him a unique perspective that guides his approach to community leadership and decision-making.

Jeffrey L. Bowman is the Co-Founder and CEO of Reframe, where he has pioneered a change operating system with software that helps people leaders build the most culturally inclusive employee and customer experiences at scale. Bowman is also a two-time award-winning published author. Before Reframe, Jeffrey was senior partner and managing director at Ogilvy & Mather in New York City, where he created the industry's first cross-cultural practice. His work has been featured in The New York Times, The Economist, Fast Company, and NBC's Today Show, and he speaks frequently at industry and trade events. On Rising, Jeffrey talks about his career from brand management to corporate strategy — starting at Pepsi and moving to Procter & Gamble, Miller Brewing, Whirlpool, Ogilvy & Mather, and finally founding Reframe. He shares what he has learned, how he sees moving the industry ahead, and advice for the rest of us. In This Episode 01:19 - First Job Client Side to Business School for Brand Management 03:01 - Procter & Gamble, Miller Brewing & Whirlpool 06:40 - Motivation Behind the Switches 19:23 - About Reframe & the Market Response 27:00 - What's Next? 28:48 - Advice for Others 31:12 - Thank You Note 34:06 - Top Picks Links Mentioned How to Master the Art of Selling, Tom Hopkins We Should Not Be Friends, Will Schwalbe Lemon: A Novel, Kwon Yeo-sun Reframe Jeffrey L. Bowman Subscribe to never miss a show! Hosted by Josh Boaz and Mat Zucker, Rising is produced by Direct Agents and Prophet. For more information or to nominate a guest, please visit rising-podcast.com or email us at marketing@directagents.com. Original theme music created by Movers + Shakers. --- Send in a voice message: https://podcasters.spotify.com/pod/show/risingpodcast/message

Football Done Right, History of the NFL with Ex GM Mike Lombardi + Rick Horrow on Stadiums - AZ TRT S04 EP38 (201) 9-24-2023   What We Learned This Week ·         You don't work in the NFL. You live in the NFL. – Al Davis, Raiders Owner White Oaks of Football – 5 Coaches who revolutionized how the game is played Paul Brown's Operating System – responsible for so many of the ways football teams are run, from headsets, to play calling & playbooks, to scouting systems  West Coast Bill Walsh – created an offensive philosophy by passing early to get the lead, and running late to keep the lead Pete Rozelle (former NFL Commissioner) propelled football into the #1 sport thru Television, starting with Monday Night Football in 1970 Scouting for players is about elimination, never about finding. Need a Profile to know what you are looking for.       Guest: Michael Lombardi is a former general manager and three-time Super Bowl-winning executive, having spent thirty-five years working for the New England Patriots, San Francisco 49ers, the Oakland Raiders, and the Cleveland Browns, and has the distinction of the being the only person to make it to the Super Bowl with legends Bill Walsh, Al Davis, and Bill Belichick in a single career. He is the best-selling author of Gridiron Genius and appears on the top-ten sports podcast GM Shuffle in addition to hosting the daily show The Lombardi Line on the VSIN podcast network. He has appeared as a draft analyst and on-air talent for CBS Sports, Showtime, and the NFL Network, among others. He has written extensively for numerous print and digital media platforms, including NFL.com and Sports Illustrated.      ABOUT THE BOOK Title: FOOTBALL DONE RIGHT: Setting the Record Straight on the Coaches, Players, and History of the NFL  By Michael Lombardi “A master class in the history, philosophy, and art of football from a man who has seen it all.” —Bill Belichick, Head Coach of the New England Patriots   From “Monday Night Football” to Super Bowl Sunday, the NFL is a dominating force in the lives of millions of fans who tune in and passionately cheer for their favorite teams. And when the games are over, the conversation is just getting started. Who's the greatest player of all time? Which coaches truly shaped the game we know and love today? What was the most unforgettable game? Why is professional football such an undeniable part of our culture?    In FOOTBALL DONE RIGHT: Setting the Record Straight on the Coaches, Players, and History of the NFL (Running Press, September 5, 2023) former NFL general manager and three-time Super Bowl winner Michael Lombardi sets the record straight on these questions and more, taking readers on the ultimate journey through the NFL's history to present his calls on the greatest players and coaches the sport has ever seen. Lombardi has done it all—from scout to executive to coach—and with FOOTBALL DONE RIGHT, he tackles all aspects of the sport, channeling his 35+ years of experience with the NFL into an all-encompassing celebration of the game.    Through his incisive analysis, first-person experience, and hard stats, Lombardi makes a definitive case for the most influential coaches and best players, while also honoring the many change makers, trade negotiators, and sportscasters who played an essential role in popularizing the game that we recognize today. Both a full history of the sport and a comprehensive re-imagining of the Football Hall of Fame to honor every deserving athlete and coach, FOOTBALL DONE RIGHT will change the way you watch, discuss, and debate the gridiron.    “The stories in Football Done Right reveal who made the NFL into the greatest league on Earth. Michael Lombardi has had success at every level of the league and this love letter to the game is a must read.”  —Pat McAfee, Host of The Pat McAfee Show on ESPN and Former NFL Player   “For the past 40 years, Michael Lombardi has had a front row seat to football history, working for and advising legendary men such as Bill Walsh, Al Davis and Bill Belichick. Now he has packaged all the greatness he observed into this gift of a book.” —Adam Schefter, ESPN Senior NFL Insider       Notes:   Seg 2   ‘You don't work in the NFL. You live in the NFL.' – Al Davis, Raiders Owner   ‘You can't connect the dots looking forwards…but backwards.' – Steve Jobs, Apple   ‘There is winning, and there is misery.' – Coach Bill Parcells   Canton, Ohio – the NFL is formed in 1920 with 11 teams     Mike Lombardi worked in the NFL 20+ years. He worked with some of the NFL grades like Bill Walsh, Al Davis and Bill Belichick. He agrees with Al Davis that you definitely live in the NFL. It is dark when you go to work and it is dark when you get home.   NFL started in 1920, but it wasn't until the late 1950s that it was on TV and started to become a very popular national game. From the 1920s to the 1950s college was more popular than the NFL. People knew their college teams and football was more of a regional sport.   The Five White Oaks of the NFL These are 5 coaches that Mike has identified that helped to modernize the game. The white oak phrase comes from the movie The Shawshank Redemption. The tree is a symbol of redemption with the deepest branches, like a coaching tree in the NFL.   Red Blaik and the Lonely End Coach Red Blaik coached at Dartmouth in the Ivy League and then Army. He is known for the lonely end, or spreading out the wide receivers and using the whole field to play. He coached in the 1940s in the 1950s.   He had 2 very famous assistants at Army - Tom Landry coaching the Defense and Vince Lombardi coaching the offense. Landry went on to coach the Cowboys and Lombardi went on to coach the Green Bay Packers. Both won Super Bowls and are in the Hall of Fame.   https://en.wikipedia.org/wiki/Earl_Blaik   https://goldenrankings.com/footballshortstoryLonelyEnd.htm   Clark Shaughnessy and the T Formation He coached in the 1940s through the 1960s and is known for modernizing the single wing formation and how players lineup in formations. He created the first real modern passing formations with an emphasis on the quarterback, not the running back being the most important player.   https://en.wikipedia.org/wiki/Clark_Shaughnessy https://www.latimes.com/archives/la-xpm-1990-12-25-sp-7207-story.html   Paul Brown's Operating System Paul Brown of the Cleveland Browns, and later the Cincinnati Bengals He created the operating system and really turned coaching into a profession with specialties. He taught a culture of leadership and instruction.   His most famous assistant was Bill Walsh who will go on to the Hall of Fame as the coach of the 49ers and creator of the West Coast offense which was started under Brown with the Bengals   So many of the modern things we see with football were created by Paul Brown - like the headset for the coaches to call in the play to the quarterback, how play-calling was done and the playbook. He also organized the system for scouting, how you pick players, 40 yard dash and how to profile players.   https://en.wikipedia.org/wiki/Paul_Brown https://operations.nfl.com/gameday/technology/technology-and-the-game/   https://www.daytondailynews.com/sports/ohio-state-tcu-one-hall-fame-coach-left-mark-buckeyes-horned-frogs/oXTclNvnXMkadYBk4zSdWJ/       Seg 3 Coaches continued   Sid Gilman and the Long Ball Sid Gilman was an assistant with Red Blaik   Worked with Fanatical Francis Schmidt of Ohio State wanted to pass all the time, but not accepted in Ohio   Developed numerical passing game, passing and play design   https://en.wikipedia.org/wiki/Sid_Gillman   https://www.footballxos.com/sid-gillman-need-know-man-throw-forward-pass/     West Coast Bill Walsh West coast offense was a philosophy based on ball control offense Pass the ball early to score, run the ball later to keep the lead Y motion passing game, QB footwork, and timing of routes Script plays to start game Horizontal passing game, the nickel and dime pass with high percentage throws to get the ball to the receiver in space, so then they can run after the catch   https://en.wikipedia.org/wiki/Bill_Walsh_(American_football_coach)   https://en.wikipedia.org/wiki/West_Coast_offense https://bleacherreport.com/articles/1087386-football-101-breaking-down-the-west-coast-offense       TV & the Power of the Brand of the NFL TV in the 1970s, there were 3 channels. The NFL Commissioner, Pete wanted to get one national game airing weekly. He contacted all three networks and eventually struck a deal with ABC for Monday night football. Howard Cosell was the fire brand polarizing host.   At the time bowling was the Monday night event, and football ended that. Miller Brewing was a regional brand who advertised on Monday Night Football and become a major national beer brand.   Scouting Scouting is all about elimination, never about finding. You have to create a set of criteria for players, a profile of the player you want. Just like the FBI creates profiles for criminals. You look for those traits on your profile list.   You know what you're looking for and have a system for finding that player. You eliminate the players who don't fit the profile to whittle it down and find the right player. It's not random or chaotic but an organized system of picking players.   What are you looking for in a QB? Per Mike, the QB has to have instincts and can play the position. Also needs to be a leader and have a work ethic. The QB must be the hardest worker on the team. With those instincts the quarterback has to see what others don't see on the field. Good quarterbacks are born with these instincts.         Seg 4 – Interview Replay from early 2023 Clip from - BRT Entertainment – Sports Business w/ Rick Horrow, Aliens & X Files w/ Nick Pope, + Hollywood w/ Corbin Bernsen  - BRT S04 EP09 (171) 2-26-2023   ABOUT RICK HORROW Rick Horrow, one of the pioneers who has shaped the sports industry since 1972, has brought together over 100 industry leaders with insights on the history and future of the industry in his new book, The Sport Business Handbook: Insights from 100+ Leaders Who Shaped 50 Years of the Industry, published by Human Kinetics and now available at Amazon.com and other bookstores. As CEO of Horrow Sports Ventures, Horrow has been the architect of more than 100 deals worth more than $20 billion in sports, performing arts, and other urban infrastructure projects. Horrow pioneered the public/private partnership and infrastructure branding concepts that, to date, has enticed more than $4 billion in corporate funding to cities and development projects. Horrow's clients have included the NFL, NHL, Major/Minor League Baseball, U.S. Polo, PGA Tour, NASCAR, Great White Shark Enterprises (Greg Norman), Ladies PGA, Professional Golf Association, Major League Soccer, plus multiple pro sports teams in Baseball and Basketball He has been a key player in stadium, arena, and speedway deals in NYC, LA, Chicago, Miami, Orlando, Boston, Denver, Seattle, San Fran, Phili, Detroit, Cleveland, and many other cities. Horrow has also brought sports and entertainment ventures into Brazil, Argentina and Trinidad & Tobago, among others.   ARTICLE FROM MORNINGCONSULT.COM ON PREDICTIONS, STORYLINES & EVERYTHING ELSE THE SPORTS INDUSTRY IS WATCHING IN 2023 https://morningconsult.com/2022/12/21/2023-lookahead-predictions-for-the-sports-industry/   ARTICLE FROM SPORTSPROMEDIA.COM ON MLB REJECTING SPORTS BALLY SPORTS' STREAMING PROPOSAL https://www.sportspromedia.com/news/mlb-diamond-bally-sports-rsns-streaming-tv-rights-bankrupt/?zephr_sso_ott=3tmk9Z     Notes – Rick Horrow sports professor, book sports business handbook Major cities want to have sports franchises from the big four. They want to attract big sporting events like golf tournaments, business conventions, the Super Bowl, college bowl games, or an Amazon shipping site. This has a huge economic impact for a city, plus it gives it constant media and PR when events are located at that city. For example Phoenix is hosting the Super Bowl, and phoenix gets mentioned hundreds of times in a week on TV or thousands, and millions on the Internet and blogs. It is very difficult to buy the type of PR that you get from media coverage on the big events. This is why cities like Miami, Dallas, Los Angeles, San Fran, Vegas and Phoenix are always being talked about is destinations. There is a lot of coordination involved along with public investment to get these major events at a city. The governor is involved, county people, and the mayor who usually takes the lead. Cities have departments of economic development specifically for these tasks. It requires often a vote from the public, as well as public investment. What is going to be the ROI on having an event. What type of tax revenue do you get from travel, visitors, and hotels. On top of that there is community pride, so then people want to move to that city. Rick is the editor of the sports handbook, and had numerous sports figures write a chapter, and also Coach K wrote the forward. He worked with Jerry Colangelo, Paul Tagliabue former NFL commissioner, Ryan Anderson of ASU fame, and Derek called of the baseball Diamondbacks. Sports, sporting events and even events around sports have become a CTV. An example of this is the NFL draft or the NFL combine. Sports transcends TV, and becomes a worldwide global event. Radio city music Hall in New York used to host the NFL draft every year. They let that deal lapse and now the NFL draft is a traveling tour every year. NBA free agency, NFL free agency, has made these sports year-long events. People talk about the trades and the draft often in the off-season. In 2010 it was a major TV event on ESPN called the decision when the LeBron chose the Miami Heat in free agency.   Full Show: HERE           Seg. 1 – Pete Rozelle and the History of TV & the NFL   https://en.wikipedia.org/wiki/Pete_Rozelle Alvin Ray "Pete" Rozelle (/roʊˈzɛl/; March 1, 1926 – December 6, 1996) was an American businessman and executive. Rozelle served as the commissioner of the National Football League (NFL) for nearly thirty years, from January 1960 until his retirement in November 1989. He became the youngest commissioner in NFL history at just the age of 33. He is credited with making the NFL into one of the most successful sports leagues in the world.[1][2] During his tenure, Rozelle saw the NFL grow from 12 teams to 28, oversaw the creation of large television-rights deals and the creation of Monday Night Football in 1970, oversaw the 1970 AFL–NFL merger and the creation of the Super Bowl, and helped the NFL move from a twelve-game schedule to a sixteen-game schedule. By the time of his retirement, many people considered him the most powerful commissioner in sports.[3] He was inducted into the Pro Football Hall of Fame in 1985.       History of the NFL on TV https://en.wikipedia.org/wiki/History_of_the_National_Football_League_on_television     Later in 1955, NBC became the televised home of the NFL Championship Game, paying $100,000 to the league. The 1958 NFL Championship Game played at Yankee Stadium between the Baltimore Colts and the New York Giants went into sudden death overtime. This game, since dubbed the "Greatest Game Ever Played," was watched widely throughout the country and is credited with increasing the popularity of professional football in the late 1950s and early 1960s. CBS began to televise selected NFL regular season games in 1956. By 1959, big-market teams such as the Bears and Giants had all their games televised, but small-market ones like the Packers and 49ers still did not. Upon becoming NFL commissioner, Pete Rozelle worked to ensure that every team got all its games on TV.   Super Bowl 1 The first AFL-NFL World Championship Game was played on January 15, 1967 between the NFL champion Packers and the AFL champion Chiefs. As CBS held the rights to nationally televise NFL games and NBC had the rights to broadcast AFL matches, it was decided that both would cover that first game. The next three AFL-NFL World Championship Games, the initial Super Bowls, were then divided by the two networks: CBS broadcast Super Bowls II and IV while NBC covered III.   Monday Night Football ABC also agreed to televise one regular season game per week on Monday night. ABC aired its first edition of Monday Night Football on September 21, 1970. MNF pushed the limits of football coverage with its halftime highlights segment, occasional banter from Howard Cosell and Don Meredith, and celebrity guests such as John Lennon, Arnold Schwarzenegger and Bill Clinton. During its 36-year run on ABC, Monday Night Football consistently ranked among the most popular prime time broadcasts each week during the season.   https://en.wikipedia.org/wiki/Heidi_Game The Heidi Game or Heidi Bowl is the name given to a 1968 American Football League (AFL) game between the Oakland Raiders and the visiting New York Jets. The contest, held on November 17, 1968, was notable for its exciting finish, in which Oakland scored two touchdowns in the final minute to win the game 43–32. However, a decision by NBC, the game's television broadcaster, to break away from its coverage on the East Coast to broadcast the television film Heidi caused many viewers to miss the Raiders' comeback.     https://www.hollywoodreporter.com/tv/tv-news/how-much-broadcast-networks-depend-sports-1235143456/ How Much Sports Matter (or Don't) to Network Viewership Fox and NBC got more than a quarter of their primetime audience this season from live sports, while ABC and CBS are less dependent. 5/2022 Fox is on pace to finish third in total viewers among the broadcast networks this season, with an average primetime audience of about 4.7 million viewers. The network can thank its various sports rights packages — the NFL and Major League Baseball chief among them — for that position. Stripping out sports from Fox's primetime ratings for the season would put the network at under 3 million nightly viewers — 2.96 million, to be precise. Fox is something of an outlier among its fellow broadcasters, Nielsen data from the last two seasons show. NBC also owes a sizable portion of their viewership to sports, while ABC likes to tout its viewership independent of it. CBS occupies something of a middle ground. Nonetheless, the outsized effect sports can have on network audiences speaks to why rights to such programming have skyrocketed in recent years. With live sports consistently the most reliable way to get people to watch linear TV (and the commercials that come with it), networks pay hefty premiums to secure those rights and the audiences that tend to follow.   https://www.americangaming.org/resources/how-much-does-the-nfl-stand-to-gain-from-legal-sports-betting/ The NFL's annual revenue may increase by $2.3 billion a year due to widely available, legal, regulated sports betting, according to new AGA research. The study analyzes the revenue streams that legal sports betting could generate for the NFL: revenue as a result of spending from betting operators on advertising, data and sponsorship, and revenue generated as a result of increased consumption of the league's media and purchasing of products. https://www.sportsmanagementdegreehub.com/fantasy-football-industry/ Fantasy football is an $18.6 billion market.That's $6 billion more than the current estimated NFL revenue, and 4.5 times the current value of the NFL's top flight team, the Dallas Cowboys. In other words, fantasy football might be more valuable than the real thing.   https://www.statista.com/statistics/193457/total-league-revenue-of-the-nfl-since-2005/   Total revenue of the NFL 2001-2022 In 2022, the 32 teams of the National Football League (NFL) generated a total revenue of approximately 18.6 billion U.S. dollars, which was an increase of over one billion U.S. dollars from the previous year.Sep 5, 2023   https://www.statista.com/statistics/615678/nfl-national-television-broadcast-deals/ Annual value of NFL national TV broadcast deals in the U.S. 2023 Published by Christina Gough  Aug 31, 2023  As of August 2023, ESPN/ABC's deal for exclusive rights to broadcast Monday Night Football was worth an average of approximately 2.7 billion U.S. dollars annually. This deal, which could last until 2032, was the largest among NFL broadcasting packages in the United States. The second most lucrative deal was Fox's package for Sunday NFC, which had an annual worth of nearly 2.3 billion U.S. dollars.   https://www.foxbusiness.com/sports/nfl-worth-revenue-team-values While it's difficult to place a valuation on the NFL as a whole, the league's 32 franchises were worth a combined sum of more than $91 billion as of last September, according to Forbes. The average NFL franchise has a valuation of $2.86 billion, up 11 percent compared to one year ago and higher than the average valuations in Major League Baseball, the National Basketball Association and the National Hockey League.   The Dallas Cowboys are the most valuable NFL franchise, with an estimated valuation of $5.5 billion and $950 million in annual revenue. The Buffalo Bills are the least valuable NFL franchise, with an estimated valuation of $1.9 billion.   More on Sports Gambling –   Sports Gambling is Legal in AZ & Beyond w/ Adam Candee - BRT S02 EP19 (66) 05-09-2021 What We Learned This Week AZ legalized sports gambling 4/2021 & develop rules to start in the fall of 2021, will have similar setup to Nevada & tax rate of 6.75% Low margin business – lots of data from NV, 55% win rate by sports book and then taxes NJ legal battle, Supreme Court in 2018 - ‘Pasba' struck down Federal ban, now a state matter, and states can legalize sports gambling (vs Federal law 1992 – only in Vegas) Sports book will be inside US arenas, just like in Europe Big Players – Caesars, MGM, Fan Duel, Draft Kings, Betfair, Sky Bet, Penn National Gaming & Barstool Sports     Full Show: HERE     Sports Themed Show: HERE   ‘Best Of' Topic: https://brt-show.libsyn.com/category/Best+of+BRT      Thanks for Listening. Please Subscribe to the BRT Podcast.     AZ Tech Roundtable 2.0 with Matt Battaglia The show where Entrepreneurs, Top Executives, Founders, and Investors come to share insights about the future of business.  AZ TRT 2.0 looks at the new trends in business, & how classic industries are evolving.  Common Topics Discussed: Startups, Founders, Funds & Venture Capital, Business, Entrepreneurship, Biotech, Blockchain / Crypto, Executive Comp, Investing, Stocks, Real Estate + Alternative Investments, and more…    AZ TRT Podcast Home Page: http://aztrtshow.com/ ‘Best Of' AZ TRT Podcast: Click Here Podcast on Google: Click Here Podcast on Spotify: Click Here                    More Info: https://www.economicknight.com/azpodcast/ KFNX Info: https://1100kfnx.com/weekend-featured-shows/     Disclaimer: The views and opinions expressed in this program are those of the Hosts, Guests and Speakers, and do not necessarily reflect the views or positions of any entities they represent (or affiliates, members, managers, employees or partners), or any Station, Podcast Platform, Website or Social Media that this show may air on. All information provided is for educational and entertainment purposes. Nothing said on this program should be considered advice or recommendations in: business, legal, real estate, crypto, tax accounting, investment, etc. Always seek the advice of a professional

There was a lot more to the 1982 World Series than fans know. Not only was it between the St. Louis Cardinals of the National League and the Milwaukee Brewers then of the American League, it was the personification of the two cities and its strangle hold on the beer market. In the early 1980s the cities of St. Louis and Milwaukee was embroiled in what was called the "Beer Wars" between Anheuser-Busch in St. Louis and Miller Brewing in Milwaukee. As it turned out this "war" spilled out (excuse the pun) onto the baseball diamond. In this episode of Historically Speaking Sports host Dana Auguster is joined by author Jonathan Daniel to talk about his new book "Suds Series: Baseball, Beer Wars and the Summer of 82".Later in the show we will send a shout out to Jack Johnson, the first African-American Heavyweight Champion. He held the title during the first two decades of the 20th century and was simultaneously the most famous and the most notorious black man in the world. And of course we have our Top Five historical events of the week including the debut of baseball's first black manager, one of college basketballs greatest buzzer-beater and Atlanta's greatest sports moment. All that and more and dont forget to subscribe to the show to get new episodes when they are released.

How to Rock the Stage Show - David Wolf 5 Ways to Leverage the Power of Your Voice to Build Your Business and Your BrandYour Brand matters However, the big shift today is that you are the brand. Join host Rich "Trigger" Bontrager and CEO/Founder of Audivita Studios, David Wolf, for a powerful brand-centered show. David Wolf is the Founder and CEO of Audivita Studios - a podcast and audiobook production company. David will share his experience and insights from years of helping hundreds of companies, Entrepreneurs, Authors, Speakers, and Thought Leaders launch audiobooks and podcasts. Our award-winning team at Audivita Studios produces Audiobooks and Podcasts for clients worldwide. David Wolf is a creative professional and media entrepreneur with a long history serving as a music composer and producer of audio content for radio, TV, film, podcasts, audiobooks, and multimedia. His previous company, Crywolf Productions, Inc. (1985-1999), and its recording studios provided music, sound design, and production services for advertising and also studios such as Amblin, Discovery Channel, NBC Universal, and Disney and for many well-known brands such as Southwest Airlines, Miller Brewing, Embassy Suites, Procter & Gamble, Texas Instruments, Brock Hotel Corporation and many more. See the additional client list below. David's Social Media www.audivita.com https://www.linkedin.com/in/audivita/ Key Learning Points 1. You'll better understand the options available for audiobook distribution. 2. You'll understand the ways to monetize your podcast series. 3. You'll gain insights into how to grow an entirely virtual business. Book Rich “Trigger” Bontrager to speak as Keynote or emcee at your next event. https://bit.ly/3T0VYY7 Join us live Wednesday nights at 7:00 pm ET as we stream the show on these social channels and more. Linkedin:  https://bit.ly/Trigger_Linkedin Twitter: https://bit.ly/Trigger_Twitter Facebook Personal: https://bit.ly/Facebook_RichB Facebook Biz:L https://bit.ly/Facebook_Biz-TriggerYouTube: https://bit.ly/3QEQMaa A new episode of the How to Rock the Stage Show podcast goes live Thursdays at 11:00 am ET.

David Wolf is a creative professional and media entrepreneur, with a long history serving as a music composer and producer of audio content for radio, TV, film, podcasts, audiobooks and multimedia. His previous company, Crywolf Productions, Inc. (1985-1999) and its recording studios provided music, sound design and production services for advertising and also studios such as Amblin, Discovery Channel, NBC Universal and Disney and for many well-known brands such as Southwest Airlines, Miller Brewing, Embassy Suites, Procter & Gamble, Texas Instruments, Brock Hotel Corporation and many more. See additional client list below. David founded Audivita Studios to apply his experience and the talents, skills  and expertise of his creative team to help companies, publishers, entrepreneurs, influencers and thought leaders grow their brands and businesses through podcasting, audiobooks, video and internet radio. http://www.audivita.com

Episode Milestone Alert - number 50! The voice of Walton High School – Mark Aston – joins us on Sports ‘N Torts. Originally from Columbus, GA, Mark played football at Auburn University and was an Offensive Tackle for Bo Jackson. Mark has always been passionate about sports and from an early age knew he that if wasn't playing sports he wanted to be involved in announcing sports. This passion led him on a journey from calling professional wrestling matches with Ric Flair to LA working with John Wooden at UCLA and the Rose Bowl in Pasadena to the War Eagles Network in Auburn. Currently, Mark announces Football, Basketball and Lacrosse for Walton High School in Marietta, GA. Mark is also a Voice Over Actor. Working previously in Hollywood and now at his at-home studio, you have likely heard Mark's voice on such networks as MTV, CBS, ESPN, Fox and for such companies as Ford, Pepsi, Disney, Walmart, Miller Brewing, Six Flags and Medieval Times. He shares his “calls” on the podcast and even makes my wife going to Publix to shop for ingredients for Taco Tuesday sound interesting. Currently, Mark is one of 12 finalist for the Atlanta Braves PA Announcer Job. After a nationwide search with countless resumes and auditions submitted, the search is down to 12. Hear about the interview process, how Mark would approach the job, and why he wants the job. Mark reads through the starting lineup as if he voice was being piped through Truist Park. An all around fun episode with an entertaining guy who sure has lived an interesting life. As always, this episode is powered by the J. Stein Law Firm - a personal injury law firm in Atlanta, GA - www.jsteinlawfirm.com

Kevin has immense professional experience in the marketing and management field spanning nearly 30 years. He started his career immediately after college by joining a governmental relations firm and then went on to establish ‘Beer Drinkers of America'–an advocacy organization sponsored by Anheuser Busch and Miller Brewing. Thereafter, Kevin served as an Executive Vice President of Marketing for the Birmingham Fire (NFL's World League of American Football) and served as Vice President of Marketing for First National Bank of Albuquerque. After accomplishing great achievements by 30 years of age, Kevin decided to establish and start his own business. By July 1994, he established his first successful company - Promotion Dynamics - a Sports Marketing, Sales and Event Management company. Seven years later by August 2002, Kevin started another business and established Coaching Charities. Attached Things/Links Mentioned: HBCU Legacy Bowl Sports Non-Profits Setting Up Successful Events Life Lessons Leadership Creativity + Innovation Kevin's LinkedIn Article on Kevin #DreamBIG #ImproveYourselfImpactLives To see what we are up to and what is going on around the Dream BIG & Co community you can follow us on the following platforms: Website Instagram Twitter Facebook Vimeo Snapchat Tik Tok LinkedIn Medium Our Spotify Playlist Our Amazon Alexa Skill - Dream BIG Daily Our Amazon Alexa Skill - Dream BIG Quotes

#36 On this SPECIAL episode, we welcome John Alvarado and discuss the wide world of branding!    Throughout his career, John has been a huge part of driving commercial success for Constellation Brands, Miller Brewing and Leo Burnett Fortune 500 clients.   John shares with us his passion for building strong brands and the importance of having a disciplined sense of urgency. From Corona to Modelo to Pacifico beer, John had led the charge on some fascinating and successful brand marketing initiatives.   Honestly, we were all blown away by John, his stories, and what he has been able to accomplish.  So, grab a Modelo and settle in for this ride - it's amazing!   Connect with John at: https://www.linkedin.com/in/john-alvarado-mba/   ✅ Connect with Kurt at: Kurtl@celticinc.com ✅ Connect with Pat at: pmcgovern@ascedia.com ✅ Connect with Brian at: BrianM@celticinc.com

We're incredibly honored to have the historic Jacob Leinenkugel Brewing Company on as our 50th Brewery! Our special guest is Katie Leinenkugel - sixth generation of the Leinenkugel family to be part of the iconic Wisconsin brewery. Katie walks us through the 150 year history of Leinenkugels, starting with founding father Jacob Leinenkugel to the modern day. Many Leinenkugel family members have been responsible for the growth, success, and survival of this Wisconsin staple. Katie facilitates a tasting of some of the latest innovative Leinenkugel beers while sharing some stories about several Leinie staples. Cheers to everyone who has listed to Pour Another Round over the last 50 episodes. We're looking forward to the next 50 and beyond!Follow the Jacob Leinenkugel Brewing Company: Facebook: /leinenkugelsInstagram: @leinenkugelsTwitter: @leinenkugelsWebsite: leinie.comFollow Pour Another RoundFacebook: /PourAnothrRoundInstagram: @PourAnothrRoundTwitter: @PourAnothrRoundWebsite: pouranotherround.com

Abstract: “You don't want to wait until you already know that there is a culture problem to really understand the culture of your organization. You should constantly be a student of the culture of your company, because we all know nothing can destroy an organization faster than a toxic culture.” - Dottie Schindlinger Culture is top-of-mind in the boardroom. How do you manage it and measure it? What does it look like to act decisively on culture, and what ethical implications come from those decisions? In this episode of the Principled Podcast, host David Greenberg talks about the critical role of boards in shaping ethical corporate culture with Dottie Schindlinger, Executive Director of the Diligent Institute and co-host of The Corporate Director Podcast for Diligent Corporation. Listen in as the two dig into the relationship between boards and ethics and compliance teams and discuss how that can inspire good governance. The key to success? Empathy.   Additional Resources: Report: LRN Benchmark of Ethical Culture   Featured guest: Dottie Schindlinger is Executive Director of Diligent Institute, the global corporate governance research arm of Diligent - the largest SaaS software company in the Governance, Risk and Compliance (GRC) space.  She co-authored the book, “Governance in the Digital Age: A Guide for the Modern Corporate Board Director,” and co-hosts, “The Corporate Director Podcast.” Dottie was a founding team member of the tech start-up BoardEffect, acquired by Diligent in 2016. She is the Board Vice Chair of Alice Paul Institute and is a Fellow of the Salzburg Global Seminar.  She graduated from the University of Pennsylvania, and lives in suburban Philadelphia. Dottie Schindlinger is Executive Director of Diligent Institute, the global governance research arm of Diligent Corporation. She co-authored the book, Governance in the Digital Age: A Guide for the Modern Corporate Board Director and co-hosts The Corporate Director Podcast. She helped launch and grow the start-up BoardEffect, acquired by Diligent in 2016. Dottie is Vice Chair of the Alice Paul Institute and is a Fellow of the Salzburg Global Seminar, and she is a graduate of the University of Pennsylvania.   Featured Host:  David Greenberg serves as Chair of the Governance and Risk Assessment Committee and a member of the Audit Committee of International Seaways (NYSE: INSW), one of the largest global crude oil and petroleum tanker companies.  Mr. Greenberg's previous board experience (2006 to 2016) was as the independent director – and member of both the Audit and Compensation Committees --of APCO Worldwide, a private communications and government affairs consultancy and as a director (2013 to 2016) of Clean Tech Group, which creates opportunities for industrial companies to invest in innovative, clean technology.  He also served for 5 years as Chairman of the Board of Trustees of The Keystone Center, a Colorado non-profit that brings together oil, chemical and pharmaceutical companies with leading NGOs to find solutions to complex public policy challenges at the federal and state levels. Greenberg is currently Managing Director of Cortina Partners LLC, a private equity firm that owns companies in the air medical, addiction treatment, bedding, textile and outdoor recreation industries and is CEO of Acqua Recovery, a residential drug and alcohol addiction center.  He also advises boards and executive teams on strategy, compliance, leadership and culture as a Special Advisor for LRN Corporation, and from 2008 through the end of 2016 was a member of LRN's Executive Committee. For 20 years prior to 2008, Mr. Greenberg served in various senior positions overseeing government affairs, corporate affairs, communications and strategy at Altria Group, Inc. – then the parent company of Philip Morris USA, Philip Morris International, Kraft Foods and Miller Brewing – culminating in his role as Senior Vice President, Chief Compliance Officer and a member of the Executive Committee.  As one of five senior vice presidents of the corporation, he served on the Management Committee, which oversaw all strategy and company operations.  He was also a principal architect of the company's very successful efforts to end the ‘tobacco wars' which threatened the company's very existence.  Earlier in his career, Mr. Greenberg was a partner in the Washington D.C. law firm of Arnold & Porter and also served as Legislative Director and General Counsel of the Consumer Federation of America.  He attended Williams College and has JD/MBA degrees from the University of Chicago.  Greenberg has testified before the U.S. Congress, the European Union, the Israeli Knesset and other governmental bodies over two dozen times and has appeared on ABC Nightline, the CBS Morning News, BBC Morning, and the PBS News Hour, and has spoken at leading events for CEOs and boards.    

Abstract: CEOs and former CEOs are a dominant force on the boards of major companies. They are also the most sought-after candidates when boards search for new directors. How do these company leaders, so accustomed to being the principal decision-makers in their companies, adapt to the more limited strategic oversight and advisory role that boards play? In our last episode of season six on the Principled Podcast, host David Greenberg explores the lessons that CEOs and former CEOs can bring to boards about purpose, culture, and values. Listen in to his conversation with Walt Rakowich, the former CEO of global real estate organization Prologis and current board director and audit committee chair for organizations including Host Hotels and Resorts, Ventas, and Iron Mountain, Inc.   Featured guest: Walter C. Rakowich is the former CEO of Prologis, a leading provider of distribution facilities and services with over $50 billion in assets and operations in the Americas, Europe and Asia. He joined Prologis in 1994 and was the Senior Vice President/Director of the company's Mid-Atlantic region where he was responsible for expanding the reach of Prologis to the leading logistics markets in the Midwest and Atlantic states. From December 1998 to January 2005, he served as Managing Director and Chief Financial Officer and served as the President and Chief Operating Officer from January 2005 through November 2008.  Walt currently serves on the board of directors of Host Hotels & Resorts, where he is the company's audit committee chair and member of the governance committee; Iron Mountain Inc., where he is chairman of the audit committee and member of the governance and investment committees; and Ventas Inc., where he is chairman of the audit committee. He also serves on the advisory council of Gender Fair. He has served as a member of the executive committee and the board of governors for the National Association of Real Estate Investment Trusts (NAREIT), the primary industry group for REITs in the United States. Walt earned his MBA from Harvard Business School and his BS, with distinction, in Accounting from The Pennsylvania State University. Featured Host:  David Greenberg serves as Chair of the Governance and Risk Assessment Committee and a member of the Audit Committee of International Seaways (NYSE: INSW), one of the largest global crude oil and petroleum tanker companies.  Mr. Greenberg's previous board experience (2006 to 2016) was as the independent director – and member of both the Audit and Compensation Committees --of APCO Worldwide, a private communications and government affairs consultancy and as a director (2013 to 2016) of Clean Tech Group, which creates opportunities for industrial companies to invest in innovative, clean technology.  He also served for 5 years as Chairman of the Board of Trustees of The Keystone Center, a Colorado non-profit that brings together oil, chemical and pharmaceutical companies with leading NGOs to find solutions to complex public policy challenges at the federal and state levels. Greenberg is currently Managing Director of Cortina Partners LLC, a private equity firm that owns companies in the air medical, addiction treatment, bedding, textile and outdoor recreation industries and is CEO of Acqua Recovery, a residential drug and alcohol addiction center.  He also advises boards and executive teams on strategy, compliance, leadership and culture as a Special Advisor for LRN Corporation, and from 2008 through the end of 2016 was a member of LRN's Executive Committee. For 20 years prior to 2008, Mr. Greenberg served in various senior positions overseeing government affairs, corporate affairs, communications and strategy at Altria Group, Inc. – then the parent company of Philip Morris USA, Philip Morris International, Kraft Foods and Miller Brewing – culminating in his role as Senior Vice President, Chief Compliance Officer and a member of the Executive Committee.  As one of five senior vice presidents of the corporation, he served on the Management Committee, which oversaw all strategy and company operations.  He was also a principal architect of the company's very successful efforts to end the ‘tobacco wars' which threatened the company's very existence.  Earlier in his career, Mr. Greenberg was a partner in the Washington D.C. law firm of Arnold & Porter and also served as Legislative Director and General Counsel of the Consumer Federation of America.  He attended Williams College and has JD/MBA degrees from the University of Chicago.  Greenberg has testified before the U.S. Congress, the European Union, the Israeli Knesset and other governmental bodies over two dozen times and has appeared on ABC Nightline, the CBS Morning News, BBC Morning, and the PBS News Hour, and has spoken at leading events for CEOs and boards.    

Abstract: “As things are changing in the world in which we live, they are changing in the boardroom as well. If you are going to be successful as a company or board, the culture plays such a mission critical role in that for the long term.” - Pat Condon Audit committees play a central role in ensuring the financial integrity of public companies and consequently serve as a backbone for overall board governance. They also provide a great deal of the oversight for boards on issues like corruption, fraud, and cybersecurity. But how do audit committees impact the culture, ethics, and compliance of major companies? In this episode of the Principled Podcast, host David Greenberg explores this question with Pat Condon, Audit Committee Chair and board director of Entergy Corporation. Listen in as the two discuss the various priorities of board committees and how they help shape a board's impact on corporate culture.   What you'll learn on this episode: [2:40] The overall architecture and role of audit committees. [4:30] How the roles of the audit community have evolved during Pat's time in the field. [5:20] How corporate culture informs Pat's decisions as a board member and audit chair. [8:05]  Advice for ethics and compliance officers to build a stronger relationship with the audit community. [11:32] Can audit communities pay enough attention to corporate ethics and compliance discussions? [16:39] How can culture be measured? [20:00] The evolving expectations of stakeholders of major companies. [22:15] What do boards need to change to keep up with evolving expectations?   Featured guest: Pat Condon joined Deloitte & Touche LLP as a partner in 2002, where he provided various consulting and attest services to clients and held a number of regional and national leadership positions until his retirement in 2011. Prior to joining Deloitte & Touche LLP, he was a partner at Arthur Andersen LLP where he provided similar services to clients and held similar leadership positions. In addition to serving on the board of directors and chairing the audit committee of Entergy Corporation, a Louisiana-based integrated energy company, Pat also serves on the boards of Urban Gateways, a Chicago-based 501(c)(3) organization whose mission is to educate and inspire young people by delivering high-quality, accessible arts experiences that advance their personal and academic growth; and the Brother Rice High School Foundation, also a Chicago-based 501(c)(3) organization. From May 2012 until its December 2015 sale to The Kroger Co., he also served as an independent director and chair of the audit committee of Roundy's, Inc., a leading Midwest grocery company located in Milwaukee, Wisconsin. And from March 2012 to May 2017 he served on the board pf directors and chaired the audit committee of Cloud Peak Energy, a Wyoming-based coal producer.   Featured Host:  David Greenberg serves as Chair of the Governance and Risk Assessment Committee and a member of the Audit Committee of International Seaways (NYSE: INSW), one of the largest global crude oil and petroleum tanker companies.  Mr. Greenberg's previous board experience (2006 to 2016) was as the independent director – and member of both the Audit and Compensation Committees --of APCO Worldwide, a private communications and government affairs consultancy and as a director (2013 to 2016) of Clean Tech Group, which creates opportunities for industrial companies to invest in innovative, clean technology.  He also served for 5 years as Chairman of the Board of Trustees of The Keystone Center, a Colorado non-profit that brings together oil, chemical and pharmaceutical companies with leading NGOs to find solutions to complex public policy challenges at the federal and state levels. Greenberg is currently Managing Director of Cortina Partners LLC, a private equity firm that owns companies in the air medical, addiction treatment, bedding, textile and outdoor recreation industries and is CEO of Acqua Recovery, a residential drug and alcohol addiction center.  He also advises boards and executive teams on strategy, compliance, leadership and culture as a Special Advisor for LRN Corporation, and from 2008 through the end of 2016 was a member of LRN's Executive Committee. For 20 years prior to 2008, Mr. Greenberg served in various senior positions overseeing government affairs, corporate affairs, communications and strategy at Altria Group, Inc. – then the parent company of Philip Morris USA, Philip Morris International, Kraft Foods and Miller Brewing – culminating in his role as Senior Vice President, Chief Compliance Officer and a member of the Executive Committee.  As one of five senior vice presidents of the corporation, he served on the Management Committee, which oversaw all strategy and company operations.  He was also a principal architect of the company's very successful efforts to end the ‘tobacco wars' which threatened the company's very existence.  Earlier in his career, Mr. Greenberg was a partner in the Washington D.C. law firm of Arnold & Porter and also served as Legislative Director and General Counsel of the Consumer Federation of America.  He attended Williams College and has JD/MBA degrees from the University of Chicago.  Greenberg has testified before the U.S. Congress, the European Union, the Israeli Knesset and other governmental bodies over two dozen times and has appeared on ABC Nightline, the CBS Morning News, BBC Morning, and the PBS News Hour, and has spoken at leading events for CEOs and boards.   Transcript: Intro:     Welcome to The Principled Podcast, brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. David Greenberg: Audit committees play a central role in ensuring the financial integrity of public companies, and consequently serve as a backbone of overall board governance. They also provide a great deal of the oversight for boards on issues like corruption, fraud, and cybersecurity. But how do audit committees impact the culture, ethics, and compliance of major companies? Hello, and welcome to another episode of The Principled Podcast. I'm your host, David Greenberg, LRN's former CEO and now special advisor. I also serve as a board member, governance committee chair, and sit on the audit committee of International Seaways, one of the largest global oil tanker companies. Today, I'm joined by Pat Condon, audit committee chair and board director of Entergy Corporation, an integrated energy and utility company serving millions of customers in Arkansas, Louisiana, Mississippi, and Texas. We're going to be talking about the various issues and priorities of board committees and how they help shape a board's impact on corporate culture. Pat is a real expert in this space, having served as a director and audit committee chair for both Roundy's, a leading grocery company, and Cloud Peak Energy, a major U.S. coal producer. A former Big Four accounting partner, Pat has also served on the boards of 501(c)(3) organizations such as Urban Gateways and the Brother Rice High School Foundation. Pat, thanks for coming on The Principled Podcast. Pat Condon: David, I'm happy to be here. As you and I have talked, the role of the audit committee has certainly evolved over the years. I go back long enough that when the audit committees first started, the role was a very narrow one. And we're here to talk about some of the nuances that have evolved over the years, so I'm happy to be here. David Greenberg: That's great. And before we dive in too deep, let's just set the stage. Why don't you describe, based on your experience, the overall architecture of what audit committees do and the role that they play? Pat Condon: Well, the role is oversight of financial reporting and the related internal controls behind all of that, the review of filings, earning releases, et cetera. A major role that's evolved is risk oversight, and we have oversight of the independent auditor. Ethics and compliance taking on a greater role than it probably had years and years ago. Oversight of internal audit, a mission critical role. Interactions with the other committees of the board, as well as the management of the company. And some of the committees these days, there are overlaps and responsibilities, and so that's an important part of the job. And then any kind of external communications that we might do, which is typically in filings with the SEC or otherwise. All of that, by the way, and we're here to talk about culture. And all of that plays a role in company culture, as you can well imagine. Just a simple thing like internal controls, well, culturally is the company weak or strong? So it's a mission critical role, is the assessment of company culture as it relates to these and many other things. David Greenberg: Pat, how have you seen the role of the audit committee and the chair change over the time you've been doing that kind of job? Pat Condon: As I said, it's become much broader in scope than it was originally, and it's also much more overt, in a sense, with things like organizational health. When we look at ethics and compliance, for one. We look at organizational health, workplace violence, employee relations. And you get down to things like what's happening as a result of changes in the workplace? Which there have been over the last two years, as we all know, very significant changes. David Greenberg: You've mentioned culture and ethics a couple times. You and I were both participants in the recent Tapestry-LRN Summits on ethics and culture. Tell us how you think about corporate culture and how that informs what you do as a board member and audit chair? Pat Condon: I think it's a critical role of every board member to do his or her assessment of company culture. Not only while you're a board member, but you think about going onto a board, I think an important part of your deliberations is what does the culture feel like? But to me, it's a very mission critical part of a company's existence. Things like the new workplaces they talk about at the future of work, for example, they are part of an evolving culture which I think we all have to pay pretty close attention to. And while that was changing some over time, I think the pandemic has accelerated the change. We can certainly see that in who's in the office when and who's doing what and how. Introduction of robotics and other things into the workplace, really changing... They call that the future of work, but it's pretty real and it's happening now. David Greenberg: Would you say that from when you started as a board member until now, we've moved to a point where there are more discussions about culture, ethics, and the outside world, than when you began? Pat Condon: I think we talked about it when I began. And again, I spent a lot of time in boardrooms back in my old profession as well, so I can include that. But the volume is much louder now than it was before. There are any number of reasons for that, but you can see it in society as well. And most companies, they do reflect society. To be successful, you better reflect society. And so as things are changing in the world in which we live, they're changing in the boardroom as well. Again, you come back to if you're going to be successful as a company, as a board, et cetera, et cetera, the culture plays such a mission critical role in that for the long term. You can be short term successful with what I'd call less desirable culture, but I don't think you'll last long. David Greenberg: So one of the biggest parts of our audience for this podcast are chief ethics and compliance officers and their teams. As an audit chair, what's your advice to them on how best to build a strong relationship with the audit committee and its chair? Pat Condon: Relate. So, I'm not a shy, retiring wallflower, nor or I think most of... So the key is to talk. And maybe it's me, but... And of course in my capacity, I need to avoid being management. On the other hand, healthy discussions with the officers, including the chief compliance officer, I'm pretty frequent in that. And again, I come back to this two dimensional world we're living in right now. It's much tougher to make some assessments, and therefore my conversations have probably picked up the pace a little bit because of the lack of face-to-face time that we could spend together. Whether it's over dinner or lunch or anything, those are times when you can get a good three dimensional judgment of character, culture, et cetera. David Greenberg: When you think about the chief ethics and compliance officers you've worked with, how's the board view them? Do they have the status of other senior officers, or more importantly, do they have the status they need to be effective? Pat Condon: I can't speak for the world, but I can tell you that my experience right now is yes, without question. The relationship to the C-suite... In fact, sitting in the C-suite is probably a good way to put it. And then the board is very, very, very, very interested in what they report out. And whether it's the results of employee health surveys or anything else, they all play a role in that. And so I would say that... Well, certainly every one of our board meetings, we get a report, and I will have looked at it closely beforehand, had a discussion about it. David Greenberg: Do you have a relationship with the chief compliance officer in between board meetings and committee meetings? Pat Condon: Probably not as much as the internal auditor, but yes, I am not afraid to pick up the phone, and I've certainly told her that if she has any reason whatsoever to call me, to pick up the phone. So it's a good relationship, and I think it needs to be. I mean, it needs be a crystal clear two-way street. David Greenberg: Do you see, for example, good level of cooperation between say internal audit and ethics and compliance, or can you tell from where you sit? Pat Condon: Yes, absolutely. I mean, I think it's, where necessary, there's parts where the roles overlap and become... Collaborative is the wrong way to put it, but each has a role to play. So at least in what I'm observing, yes, there's a relationship and it's a strong one, as well as with the other members of the C-suite. David Greenberg: So, Pat here's what I think is one of the tougher questions for audit chairs and audit committee members. I sit on the audit committee at International Seaways, and the agendas are just crushing in terms of absolutely mandatory, legally required things that have to be done. So my question is can audit committees pay enough attention to corporate ethics, culture, and compliance? And if your experience with that says the answer is yes, talk a little bit about how you've accomplished that. Pat Condon: Well, I try to leverage as best I can all of those things, so I'm pretty active when it comes to pre-meeting material interactions, but we don't have... The agendas are busy, and especially depending on the time of year. But there's a lot of prep that goes into the meeting on both sides, and optimizing the prep certainly helps, as well as making the reports tell the story they need to tell, but do it in a succinct way. And that frankly, is evolving. Whether you're dealing with ERM or compliance, the nature of the way the reporting is going is I would say evolutionary and probably always will be. But the nature of, for example, corporate risk has become much more sophisticated. Part of it's technology, part of it's the work. So you know as well as I and pretty much any other director, how much more education we do these days than we did maybe before. But it's incumbent upon the director, in my view, to keep himself or herself current when it comes to rules, regulations, and the state of the art as it relates to all of those roles. David Greenberg: You said that the reporting in this area and other areas is evolving. Are you feeling like it's becoming more strategic in nature and the board members are getting a deeper sense of what's going on, or not? Pat Condon: I believe so. And again, I think the fact that we all... There aren't many shy, retiring wallflowers at the board level, and so where anybody feels... Sometimes the board, somebody will call me directly and ask about things. But I think everybody's invited to weigh in on the nature of the reporting that's done. And the questions, you can tell by the questions, that the interest level is high in this area. David Greenberg: One of the series of letters that I hear from almost every board member I talk to is are the leters ESG? So how is your board dealing with ESG? Is it an audit committee matter, a full board matter, someplace else? Pat Condon: E, all the above. And from things like... Just take an example: what's reported in the 10K. Typically, that would not have fallen anywhere in the... So sorting out who's going to review it. What, for example, the external auditor might do with some of that. Because the nature of a lot of that reporting is it's things that weren't there before, so all of a sudden it was how do we know that what's going in there is correct? Who's looking at it? So we know that's been parsed out and that it's being done. But part of it is... I come back to what does your company believe its mandate is? So for utilities right now, all of that stuff is incredibly relevant. So whether it's how are we producing every kilowatt hour, whether it's interactions with the regulators, whether it's what's the nature of our workforce, what's the composition? How is it by level of the organization? I mean, we do look at every one of those things. And so I think that at least the companies with which I'm familiar, they had all... Before it became a public mandate, it was evolving in the boardroom anyway. David Greenberg: So you and I have been involved in a bunch of conversations about corporate culture, and particularly how hard it is for boards to get a feel for it and how hard it is for companies to have good measurement and metrics. What's your view on how boards can play a role to focus management's attention on this so that when we talk about culture, we're not just guessing at it, but we have have some measures that can be tracked and management can influence them over time in the right direction? Pat Condon: I think when it comes to the measures, we are at an evolutionary point, because they've been squishy at best historically. I do think that more and more companies are having independent reviews of their culture. Having said that, there's so many different aspects to it. Again, I come back to as a board member, I would take every opportunity I had to, whether it was a corporate lunch, a dinner, and thank goodness the companies with which I've been involved would invite folks who were not part of the C-suite. And in addition to the social part of it, I would do my best to ask and gauge the responses about are we culturally directionally correct? Whether it's safety, employee relations, any number of things that embody culture, that was my way of assessing it. I don't think the metrics are... How would I put this? We have generally accepted accounting principles. I don't think there are any generally accepted ethics principles that you can say that you would... On the other hand, there are companies who do go in and make those cultural assessments. So I think it's evolutionary. I think all you can do is make sure that... And you can listen to the management team and draw your own conclusions about whether culture's important in the C-suite. In my case, fortunately it is, and we do frequently have conversations about culture itself. But you get into things like... And you know this as well as I. When you got a lot of contractors, you can set the ground rules, but they better be reflective of your culture, and you better be prepared to impose disciplines when things evolve in a way other than you would like them to. And most companies do use a lot of contractors, but they can influence culture if you're not careful. And if it's positive, it's great. If it's negative, that's something you really need to look for. David Greenberg: So stepping back a bit and reflecting, how do you see the evolving expectations of stakeholders as it relates to major companies, and what's that mean for boards? Pat Condon: The question is, the first thing is, who are your stakeholders? And I think that's also in an evolution, because corporations are more and more considered, I'll call them citizens, than they might have been before. And so I think the world of ESG, people who might not hold a share of the company still have a reaction, and they can influence you either in your stores or... On the other hand, if you're a necessity, whether if you're a power company or... The stakeholders, the customer side of it's mission critical. So I think the stakeholder evolution, if I can put it that way, is healthy for society, but it's imposing burdens we haven't experienced before. But having said that, I am watching mostly positive reactions to that. Now, it doesn't mean that everybody who says something about your company is going to portray their perspective. They're not necessarily going to be factual in what they have to say. And so there are times when you're out there talking about, maybe indirectly, that message and what's incorrect about it, or just sometimes you got to be direct. How would I put this? Social media's probably created a lot of perspective that didn't exist before, because pretty much anybody can have an expert opinion now, and that's sad, but true. David Greenberg: Yeah. Thinking about all that, what do you think boards need to change to keep up with these evolving expectations? Pat Condon: I think you just got to have your ear to the ground at all times, as well as your hands, and make sure that you're in sync. I think you can look at other companies and what they're doing. Certainly, you need to be in communication with your stakeholders virtually continuously. And evolve as you need to, because just as human nature has evolved, so has the corporate nature, and it will continue to do so. David Greenberg: Pat, have you seen on your boards pressure, expectation, for the CEOs to take a position on social issues and things going on in the outside world? Pat Condon: I think my experience is maybe a fortunate one, but the answer to that is yes, and I believe it's as it should be. And it can be a real strength to a company where you've got a CEO who's not just aware, but is a believer, if I can put it that way. David Greenberg: So, Pat, any closing thoughts you want to leave with our audience about directors, boards, audit committees, how to work with them? Pat Condon: The world of cyber is not going to go away, and it's something we all need to be tuned into. And you see it every day on the news about invasions of your personal space, but the corporate side, it's no different. ESG, mission critical, and I think we just need look to excel in that area. I forget who it was, eternal vigilance is forever the price of freedom, but eternal vigilance is something that you just got to be tuned in. I think the future of work, and we didn't talk about the intergenerational differences as it comes to that, but those are all things that are very, very relevant. And there's lots of things published on it. There's lots of things you can attend on it. But I do think it's something you need to tune into, because the pandemic and the change in the workplace environment, and I continue to add in the introduction, almost the virtual concurrent introduction of robotics in certain parts of the business are really going to change the future of work in a way that we need to stay close to. David Greenberg: Well, I think that's a great place to wrap up for now. Pat, it's been really great having you on the podcast. We thank you and hope you'll come back again, because you certainly outlined a number of issues that are worth talking about. Pat Condon: I'm happy to, and I have to say I enjoyed preparing for this with you, so look forward to doing it again. David Greenberg: That's a wrap. Outro: We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN, our mission is to inspire principled performance in global organizations by helping them foster winning ethical cultures, rooted and sustainable values. Please visit us at lrn.com to learn more. And if you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen. And don't forget to leave us a review.    

Abstract: “You don't want to wait until you already know that there is a culture problem to really understand the culture of your organization. You should constantly be a student of the culture of your company, because we all know nothing can destroy an organization faster than a toxic culture.” - Dottie Schindlinger Culture is top-of-mind in the boardroom. How do you manage it and measure it? What does it look like to act decisively on culture, and what ethical implications come from those decisions? In this episode of the Principled Podcast, host David Greenberg talks about the critical role of boards in shaping ethical corporate culture with Dottie Schindlinger, Executive Director of the Diligent Institute and co-host of The Corporate Director Podcast for Diligent Corporation. Listen in as the two dig into the relationship between boards and ethics and compliance teams and discuss how that can inspire good governance. The key to success? Empathy.   What you'll learn on this episode: [1:52] What was on the minds of those at Diligent Institute during their recent corporate culture roundtable? [5:32] Boards' and Directors' struggles to measure culture and progress. [8:25] Underlying driving factors of conduct. [14:13] - Discussion of cancel culture and reputation preservation. [17:38] - The importance of identifying your company's purpose.  [19:52] - The key ethics issues challenging boards right now. [24:28] - The looming threat of cyber crime. [27:46] - The shifting relationship between boards and ethics and compliance teams.   Additional Resources: Report: LRN Benchmark of Ethical Culture   Featured guest: Dottie Schindlinger is Executive Director of Diligent Institute, the global corporate governance research arm of Diligent - the largest SaaS software company in the Governance, Risk and Compliance (GRC) space.  She co-authored the book, “Governance in the Digital Age: A Guide for the Modern Corporate Board Director,” and co-hosts, “The Corporate Director Podcast.” Dottie was a founding team member of the tech start-up BoardEffect, acquired by Diligent in 2016. She is the Board Vice Chair of Alice Paul Institute and is a Fellow of the Salzburg Global Seminar.  She graduated from the University of Pennsylvania, and lives in suburban Philadelphia. Dottie Schindlinger is Executive Director of Diligent Institute, the global governance research arm of Diligent Corporation. She co-authored the book, Governance in the Digital Age: A Guide for the Modern Corporate Board Director and co-hosts The Corporate Director Podcast. She helped launch and grow the start-up BoardEffect, acquired by Diligent in 2016. Dottie is Vice Chair of the Alice Paul Institute and is a Fellow of the Salzburg Global Seminar, and she is a graduate of the University of Pennsylvania.   Featured Host:  David Greenberg serves as Chair of the Governance and Risk Assessment Committee and a member of the Audit Committee of International Seaways (NYSE: INSW), one of the largest global crude oil and petroleum tanker companies.  Mr. Greenberg's previous board experience (2006 to 2016) was as the independent director – and member of both the Audit and Compensation Committees --of APCO Worldwide, a private communications and government affairs consultancy and as a director (2013 to 2016) of Clean Tech Group, which creates opportunities for industrial companies to invest in innovative, clean technology.  He also served for 5 years as Chairman of the Board of Trustees of The Keystone Center, a Colorado non-profit that brings together oil, chemical and pharmaceutical companies with leading NGOs to find solutions to complex public policy challenges at the federal and state levels. Greenberg is currently Managing Director of Cortina Partners LLC, a private equity firm that owns companies in the air medical, addiction treatment, bedding, textile and outdoor recreation industries and is CEO of Acqua Recovery, a residential drug and alcohol addiction center.  He also advises boards and executive teams on strategy, compliance, leadership and culture as a Special Advisor for LRN Corporation, and from 2008 through the end of 2016 was a member of LRN's Executive Committee. For 20 years prior to 2008, Mr. Greenberg served in various senior positions overseeing government affairs, corporate affairs, communications and strategy at Altria Group, Inc. – then the parent company of Philip Morris USA, Philip Morris International, Kraft Foods and Miller Brewing – culminating in his role as Senior Vice President, Chief Compliance Officer and a member of the Executive Committee.  As one of five senior vice presidents of the corporation, he served on the Management Committee, which oversaw all strategy and company operations.  He was also a principal architect of the company's very successful efforts to end the ‘tobacco wars' which threatened the company's very existence.  Earlier in his career, Mr. Greenberg was a partner in the Washington D.C. law firm of Arnold & Porter and also served as Legislative Director and General Counsel of the Consumer Federation of America.  He attended Williams College and has JD/MBA degrees from the University of Chicago.  Greenberg has testified before the U.S. Congress, the European Union, the Israeli Knesset and other governmental bodies over two dozen times and has appeared on ABC Nightline, the CBS Morning News, BBC Morning, and the PBS News Hour, and has spoken at leading events for CEOs and boards.   Transcript: Intro: Welcome to the Principled podcast brought to you by LRN. The Principled podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. David Greenberg: Culture is top of mind in the boardroom. How do you manage it and measure it? What's it look like for boards to act decisively on culture? And what are the implications of those decisions? Hello and welcome to another episode of the Principled podcast. I'm your host, David Greenberg, LRN's former CEO and now special advisor. I'm also on the board and chair the governance committee of International Seaways. Today, I'm joined by Dottie Schindlinger, executive director of the Diligent Institute and co-host of Diligent's podcast, The Corporate Director. We're going to be talking today about the critical role of boards in shaping ethical culture. We'll be touching on the relationship between boards and ethics and compliance teams and how that can promote good governance. Dottie is a real expert in this space. She brings over 20 years experience in governance related roles, including serving as a director, officer, committee chair, senior executive, governance consultant and trainer for public, private and nonprofit boards. Dottie, thanks so much for coming on the Principled podcast. Dottie Schindlinger: It's my pleasure, David. It's great to be with you. David Greenberg: Dottie, Diligent sponsored a recent round table for directors on corporate culture. What was on their minds? Dottie Schindlinger: Well, thanks for asking, David. Listen, culture has been a top issue on the minds of corporate directors for a few years now but really very much so in the past two years during this pandemic. It's been really fascinating in our conversations with directors all throughout this period of time, the word that keeps coming up over and over again is empathy. That empathy has now become a key skillset for directors and senior executives of organizations to really make good decisions. And I think corporate culture in particular has been a little bit in the crosshairs because of all the rapid change and the seismic type of change that organizations are going through. Think about back in March of 2020, when basically every company that could had to move to 100% remote operations with no advanced warning and with no planning and think of the impact that it had on corporate culture. When what seemed to be a two week hiatus from the office turned into, in some cases, an 18 month long hiatus from being together in the office. I think the directors are really watching corporate culture very closely. And then of course you have other pressures taking place, everything from ESG, what's happening in terms of our workforces, the huge talent crunch that we are under right now that the competition for talent at an all time high. Culture is definitely on the minds of corporate directors and we spent a lot of time talking about that in this round table. David Greenberg: Speaking of all the time out of the office, what are the directors saying about there are companies and boards being back in the office? Dottie Schindlinger: Well, it's very uneven. For some organizations they've been fully back in the offices for a long time. And by the way, I feel like it's really fair to point out that even during the pandemic, something on the order of 62% of jobs in the US cannot be performed remotely. And so I feel like we have to just call that out for a moment and acknowledge that being a remote worker was really kind of the reality for a privileged few in the workforce and not the many. But having said that, it's still very uneven the experience. We're seeing a lot of interest on the part of workforces when they can perform jobs remotely to continue doing so. And then we're seeing also a lot of desire from people together that they miss each other, that they miss the kind of give and take that happens when you get together physically in a space and you have the opportunity to run into somebody you haven't seen in a long time. Someone who's maybe not on your team but an adjacent team and just have those impromptu water cooler conversations that I think we all treasure. It's a very mixed experience. For some people it's better to stay remote, especially if, for example, you're the parent of young children and childcare continues to be an issue. You may want to have the flexibility that being a remote worker brings to your schedule. It's definitely not a universal and because it's not universal and because this all full disease of COVID just keeps rearing its ugly head and we have new variants happening, it's hard to plan. If you're in any position of leadership and you're having to plan, when should we go back to the office? And what should be the protocol to keep the workforce safe? These questions don't have simple answers and the answers themselves continue to evolve as the disease evolves. It definitely is requiring everyone to be a little bit creative and to stay on their toes. David Greenberg: Got it. Going back to the discussions on culture, did measurement come up? How are boards and directors struggling with trying to measure culture and make real metrics on culture so that progress can be measured? Dottie Schindlinger: Yeah, it's a hard thing to measure, isn't it, David? Trying to measure cultures a little bit like saying we're going to measure love. How do you actually approach that? But we also know that when there is a toxic work culture, it is palpable. People recognize when there's a toxic work culture, you can almost see it in the faces of the people on the team. There are some measurements that are quite helpful. I don't know if you're familiar with a project that was put together by a group called Glassdoor in combination with the MIT Sloan School, something called the Culture 500. And what they basically did was use some AI tools to investigate hundreds of thousands of submissions from Glassdoor reviews of employees to look for patterns. And then they measured companies on the S&P 500 on nine different variables trying to determine the health of culture. And kind of work, I think is really very interesting. If you haven't checked it out, I'd recommend that you look at the Culture 500 and just take a look at that website and see how they approached that. It's that kind of measurement that I think is going to make the difference. When you can really see big data sets and look with AI fueled tools for patterns and try to uncover what can we really learn from all these reviews? You're not looking at individual reviews and reacting to individual reviews but you're looking for commonalities and themes and patterns across thousands of entries. That then does give you a fairly accurate picture of what's happening with culture within a company. I think if you're a director these days, you should be paying attention to these kinds of tools. These are the kinds of things that are going to make it easier for you to provide that kind of oversight on culture, especially because that is so hard to do. I can say this from personal experience, I'm on the board of a small nonprofit organization that recently had some challenges around culture. And we've been meeting remotely for a year and a half because of COVID. We haven't been physically on site at the nonprofit organization and frankly, we didn't really have a good sense for what was happening there day to day. And so it took having some conversations with the staff to try to understand what is actually happening here? And it's just really hard to get the tools that you need to have that visibility if you're not boots on the ground every day. And frankly, that's just not the reality for board members, even outside of the pandemic. We're not boots on the ground every day at the organizations that we oversee. Having these kinds of tools that give us better insight, I think are going to be increasingly important as we start to think about how to measure culture. David Greenberg: The other thing I've seen some boards turning their attention to is kind of trying to capture some of the underlying drivers of conduct, both good and bad. Things like trust, fear, belief that management acts on its values. And if boards can get underneath the surface like that, you were talking about empathy. I think those are the kinds of things that we're going to have to be able to measure and assess because otherwise we're just asking people in engagement surveys how they're doing, whether they go out to lunch with their boss, whether they can bring their dog to work and that's not really what's driving behavior. Dottie Schindlinger: It's really true. And David, one of the recommendations that came out of this round table that I think gets at that question of trust is look, I think boards are very used to evaluating the performance of their C-suite executives and especially of the CEO and really understanding, do we have a feeling of trust with this individual and with this team? Do we have trust in their capability as leaders? But it can be incredibly powerful for the board to get some reports from skip level employees. Not the C-suite and not even their direct reports but one level down and really kind of getting a sense from that layer of the organization, how do they think the C-suite is doing in terms of whether they can be trusted to lead the organization in the right direction? That kind of an approach, sort of that 360 degree evaluation can be so helpful to understanding the culture of the organization, especially if that kind of information is coming anonymously and is done regularly. You don't want to wait until you already know that there's a culture problem to understand the culture of your organization. You should constantly be a student of the culture of your organization because let's face it, we know nothing can destroy a company faster than a toxic culture. Truly. We just see every example of that ripped from the headlines. We know that to be true. And so if you're maybe once a quarter, two times a year doing a big 360 degree pulse check of the whole company to understand the culture, really asking people culture specific questions, that's going to give you, I think, a very good sense for how things are going within the company and just it's not necessarily the only data point that you'll use but it does give you a very different view than what you're hearing just in conversation with the C-suite executives. David Greenberg: Yeah. You mentioned toxic cultures. Do you have any recent examples in your experience of a board acting decisively on corporate culture where there was a problem like that? Dottie Schindlinger: Well, there's many as you know but I'll share just one. And I feel comfortable sharing this one because it has been very widely publicized and we've also featured the executive vice president and general counsel a couple times at events that we've held at Diligent. And that's the story of Wynn Resorts. I think everybody remembers a few years ago that there was a very well publicized #MeToo campaign around Steve Wynn, who was the founder, chairman and CEO at the time and he was found to be guilty of sexual misconduct and he was ousted from the company. What may not be as widely known is as part of that process, about half of the board was also ousted from the company because as they began to do their investigation, what they learned was that it wasn't just a matter of there being one bad apple but it was truly endemic in the culture. There was a culture of intimidation and harassment almost at every level of the organization. It absolutely was the tone at the top playing out through the entire organization. And so they felt that they really needed to kind of start fresh and they brought in many more women onto the board. They brought in much more diversity onto the board and that was true throughout the leadership of the company as well. And they began to really work from the frontline employees all the way up to the top of the organization to really get to know what that culture had been like and what would be the things that they really needed to work on and correct. And one of the things I think is quite remarkable is that when we think now about what was happening during the pandemic, so all of this happened at Wynn a few years ago but then came the pandemic. And at the beginning of the pandemic, Las Vegas was shut down completely and as you can imagine for a company like Wynn Resorts, this was an existential crisis. If they couldn't operate their business at all, it might have very quickly spelled the end but because they'd been doing all this hard work around culture, they knew that one of the most important things that they could do would be to retain their workforce for as long as humanly possible. And so they made cuts every possible little place they could without cutting staff. And they actually did not furlough staff, I think, longer than any other resort or casino in the Las Vegas area. And that's really saying something. Now, eventually they did have to make some adjustments as the pandemic continued month after month. But I think they've now hired back basically everyone that they furloughed. They really just focused so much on retaining their workforce, protecting their workforce and really making sure the workforce knew how valued and how trusted they were. And I think that speaks to the hard work that they did around culture. I don't know that that would've been their priority in years past but they knew moving forward, this had to be priority number one for them and it really showed in the choices that they made. David Greenberg: Very interesting. And I'm speaking to you from one of the Wynn hotels right now, where I'm having some strategy meetings. The service is great, the place looks great so they seem to have weathered the storm. Dottie Schindlinger: That's great to hear. David Greenberg: How are you experiencing and talking to boards, their dealing with all of the issues related to reputational risk and cancel culture? Dottie Schindlinger: Yeah, it's a great question. And I think we hear about cancel culture and the concerns there. I think it certainly is a bigger concern for certain industries, rather others. If you are a consumer products company, obviously this is a huge concern for you. It's something that can absolutely spell the difference between success or failure and really on either side. You can have a social campaign go extremely well as in the case of Nike a few years ago, in terms of their support of Colin Kaepernick, that that actually ended up paying huge dividends for the company and really put them in a strong position. And it can go exceptionally poorly. I think of an example like United Airlines when the video of them dragging a passenger off the plane went viral. And quite frankly, even than three years after that incident, their stock price really was continuing to underperform their peers. You can really see how these things can light a fire and go very, very broadly. We do this report every month at Diligent Institute called the Director Confidence Index. And back in February, we were curious to know, how did directors feel about reputational risk? And in particular, we wanted to know, how did they feel about the fact that CEOs were becoming much more public faces of companies and taking to the podium to speak on issues that are kind of unrelated to corporate performance but are related more to social issues. Things that they felt might be of concern to their key stakeholders. And what we thought was pretty fascinating was that 54% of the directors we asked said that their CEO had made a public statement to address a social or political event occurring in 2020. And that was more than double the rate that we found four years ago. It is absolutely true that there is more happening around reputation management and reputation generation for corporate leaders. But only 16% of the directors that we surveyed said that they encouraged their CEO to speak publicly on any issue he or she deems appropriate. 42% say they would encourage the CEO to speak out but only to the extent that the issue relates directly to the company's mission or values. And about 32% said CEOs should always stay silent on social issues. It's clear that there's not a lot of consensus among directors about the best way to do this. What I would say is I think a lot of directors that we speak with are telling us, "Look, it doesn't matter whether you like it or not, you may have to enter the fray because to be silent can sometimes do more damage than to say something. And so you do have to really think about how are you guarding your reputation? What are you aligning your reputation too? And I think probably the best true north is how does this relate to your company's values? What are the things that you are trying to put out to market as your core values? And how does this relate to what you value? I think that's really the best way to approach when to speak out, how to speak out and who should speak out. David Greenberg: I think it also helps when companies have a clear sense of purpose, why they're on this planet and what their relationship is with society. If they can define that and understand that, then it may help them understand the issues where really there's very little choice and a lot of need to actually speak out because it connects to who they are and why they're here. Dottie Schindlinger: Well David, I completely agree. And I would say in that same survey, 57% of directors told us they're more concerned about reputational risk today than they have been in any prior year. And I think that is because there has been this pressure being placed on companies by institutional investors, by the business round table, by just societal opinion. Again, going back to the fact that we're in this talent war, you've got to attract and retain top talent. And the way to do of that is to make sure that you have a clearly stated company purpose, that that purpose of your company is tied to something broader than generating positive returns for shareholders and that it's something that your workforce, your customer base, your partners can all buy into and sort of see a role for themselves in. And I think that's just a much taller order than we've had in years past. I think that the job of a director is getting precipitously harder but if you can have that stated company purpose, it can make other things easier to say no to and make it a little clearer what you have to say yes to. David Greenberg: And one of the things that I've taken to the boardroom from my experience as a senior executive at what at the time was a Fortune 10 company, is that the truth is making a return for shareholders and all of the compensation bells and whistles that comp committees have ever created, you add all that up and it wasn't enough to get a lot of us up in the morning. If there wasn't a greater purpose to what we were doing the company was really missing something in terms of getting discretionary effort even out of its most senior leaders. Dottie Schindlinger: Yeah. I think that's very true. That connects to sort of what makes us human, doesn't it? That we're all, we're purposeful beings, human beings and we want to know that we're connecting to some broader purpose. It's not just we're doing it for the sake of doing it. And I think that's true for board members too. I think board members feel far more motivated to maybe go on a limb and tap into their personal networks and express empathy and have compassion for things that they feel they connect to. I think everybody wants to feel they belong. David Greenberg: For sure. When we drill down a little bit, what are some of the key ethics issues you see challenging boards? Dottie Schindlinger: Well, first of all, just the number of ethics issues challenging boards has exploded. There's many more things that board members have to keep their eyes on these days. I would say some of the big ones, issues around the pandemic dealing with sort of public health issues, making sure that local regulations and workplace safety are being managed correctly. Again, those are not easy issues, but they need to be thought through. Diversity equity and inclusion is a big one. I think there's been so much energy being put into this area ever since the murder of George Floyd and the many corporate commitments that were made to try to change the nature of systemic racism and really address historic inequity. And these things require ongoing attention. This is not something that gets fixed in a couple of months. We're talking about a system that goes back 500 years, so it's going to take some time to get this right but it needs for us not to take our foot off the gas, to really kind of keep going. Also issues related to sexual harassment, those continue to be things that we see plague companies and just continue to need to be addressed. Those are things I would say are really top of mind over the past couple of years but I would also add there, there's sort of a huge ethical dimension to climate change. Right now we're just finishing up the COP 26 conference that's happening in Glasgow. And there's a lot of concern out there that we're not going to be able to meet the climate commitment that we need to meet to keep the ocean temperature level down to 1.5 degrees Celsius above where it was. And I think that has huge, huge implications for every company. Everything from global supply chain, to workforce, to our ability to just conduct business in this new unknown future with bigger, more horrifying storms. And there's some ethical dimensions there. If we're not making choices that are in the best interest of the planet, not only can they be really harmful to our business and our balance sheets, but they're harmful to our own ability to exist. I would call that a bit of an ethical conundrum and that is a huge issue that I think boards are going to have to get better at addressing, frankly, just better at being able to have those conversations at a strategic level in boardrooms. It really does connect to the ability for the business to exist and thrive. We have to just get better at making sure we're talking about these things all the time. David Greenberg: You've just made a pretty good case that the issues that boards confront and discuss are changing. Do you see a related change in the profile of public company board members? Dottie Schindlinger: We've started to see that. We did a report in July called Beyond the C-suite and it was looking at the changing trends of the profile of new director hires of public companies. And what we saw is that while the vast majority of new hires of directors are still current and former CEOs, CFOs and COOs, there is year over year, a growing number of new director hires that are coming into the boardroom with different skillsets. We're talking about people that come into the boardroom with technology backgrounds, legal backgrounds, ESG, HR, sales and marketing. Just kind of nontraditional profiles for board member hires. And this is not an accident. We are seeing this wide array of areas of risk that boards are now being asked to tackle and really have no choice but to tackle. Things like cyber risk, for example. 10 years ago, I think you'd be hard pressed to find a board meeting that spent a very much time talking about cyber risk outside of a very small number of companies. Now, I think you'd be hard pressed to find a board meeting that doesn't touch on cyber risk probably at least a little bit of every board meeting at most companies. And so we're seeing this big shift in the kinds of things that directors have to deal with. And as a result, you need different talent. You need people that come from different areas of expertise and bring fresh perspective into the boardroom conversation. David Greenberg: Yeah. I can tell you that cyber risk comes up on the board at International Seaways very regularly and every time it does, it scares me to death because it's very hard to deal with. It's very hard to know and you have very good people inside and outside the company who can help but it's really fast moving and it's just one of those things that keeps you up at night. Dottie Schindlinger: And I hate to say it but probably should. Probably should keep you up at night. The terrifying numbers that I hear, I believe that now cyber crime as an industry, if you look at it as an industry, has top $6 trillion a year, which Larry Clinton who's the president of the Internet Security Alliance always has this great line, which is, "If cyber crime was a country, it would be big enough to qualify for entrance into the G7." Thinking about any individual company trying to tackle such a behemoth is kind of outrageous. I think what we need to think about is how are all of us as companies, as governments, as citizens banding together to fight this insane criminal enterprise. It's the largest criminal enterprise on earth. It's I think at this point, something like double the size of the illicit drug trade. It's massive. We all have to play our role in fighting this and none of us are going to be successful alone but of us can take our eye off the ball. We all have to pay attention. We all have to be a little bit paranoid all the time for bad things not to happen. David Greenberg: Yeah. One of the things that worries me, you've referenced the war for talent a few times and I wonder if the good side is winning the war for talent in the cyber area? Dottie Schindlinger: Not even close. Not even close, David. Right now, the estimated number of unfilled cybersecurity professional jobs globally is three million. And there's just not even a pipeline to fill that many roles. Unfortunately this is a definite area of concern. I would say any of you listening to this podcast, if you have a young person in your life who's trying to figure out what career to go into, suggest they go into cybersecurity, we need them in the fight. David Greenberg: One of the things I've seen in terms of the changing profile of directors is that I would say three years ago, you would have been hard pressed to find even one or two members of public company boards who had spent a major part of their time as working chief ethics and compliance officers and now I've identified about a dozen. There's a little boomlet in that area that I hope will continue. Dottie Schindlinger: That's a tiny little boomlet. David Greenberg: I know, I know. Well, you got to start somewhere. Dottie Schindlinger: You got to start somewhere. I would agree with you. I think that's a positive trend. I'd love for it to actually be large enough to be a trend but it's positive to see that we definitely saw that there are more individuals with legal expertise being welcomed on to boards. And hopefully that means that they come in the door with some deeper understanding of ethics and compliance issues maybe than others. And I think we definitely could see more of that because as we've been speaking through this whole podcast, the ethical and moral dimensions of business, I think are getting far more complex. And so you need people who sort of understand ethics and compliance in a real way to be able to help guide strategic decisions that have ethical and compliance dimensions to them, which I think is all of them. I think we could all do with an ethics and compliance expert on our boards. David Greenberg: Here, here. A lot of this audience listening to this podcast today, come from the ethics and compliance community so I wanted to be sure to ask how you see the relationship between boards and the ethics and compliance teams out there and whether it's changing and how it may need to change more. Dottie Schindlinger: Great question. I do think it is changing and I would be disingenuous if I said it was changing everywhere at the same pace. That's not true. It's fits and starts. But I do think that there's a greater recognition on the part of many companies that the ethics and compliance team is not the team to call in when things have already gone wrong but that in actual fact, they can be very strong strategic partners in future decision making. You can bring in the ethics and compliance team to help you think through investments that you're planning to make. You can bring them in to help you think through ways that you could potentially be greening your business to potentially add to the bottom line. You can bring them in to talk through workforce issues and the fight for talent, and retaining and attracting of top talent. What are some ways to think about that from sort of the ethical dimension? Frankly, I think it behooves you to use that team in a strategic way to just help make better, more nuanced decisions and play out in advance what are the ethical dimensions of this decision that we're going to make? Again, business now moves at the speed of a tweet. Never forget that every decision you make is going to be scrutinized and it's going to be scrutinized in the marketplace of Twitter. And so if that's going to be the case, it probably makes sense for you to check in with the ethics and compliance team about what might be some things we should be prepared for as we make this decision? And I don't know that that's been the traditional way that those teams have been leveraged. I think more so they've been brought in after the fact to help fix something that's gone wrong or they've been brought in when there's some check the box exercise around training that needs to happen. And I just think that's an under utilization of a really great resource in your company. David Greenberg: Dottie, that is a fantastic place to end today because we're just about out of time. It has been an enormous pleasure to talk with you about the evolution of boards in shaping culture, ethics and compliance and the role of boards in what is an ever changing world. Thank you for joining me on this episode and I hope we can continue our conversations. Dottie Schindlinger: Thank you so much, David. It's been such a pleasure. David Greenberg: And thank everyone out there for listening. I'm David Greenberg and we'll see you next time on the Principled podcast by LRN. Outro: We hope you enjoyed this episode. The Principled podcast is brought to you by LRN. At LRN, our mission is to inspire principled performance in global organizations by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. And if you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts or wherever you listen and don't forget to leave us a review.

Abstract: How are expectations of global companies changing? How do leaders from the non-profit world contribute to corporate boards—and what can companies learn from directors who come from that sector? In this episode of the Principled Podcast, host and LRN Special Advisor is joined by Helene Gayle, the President and CEO of the Chicago Community Trust. The two discuss how board directors can continue to evolve and improve their oversight of and engagement in corporate culture. Listen in as David and Helene explore the similarities and differences between corporate and non-profit boards, and how global companies are faring throughout the pandemic.   Featured guest: Dr. Gayle has been president and CEO of The Chicago Community Trust, one of the nation's oldest and largest community foundations, since October 2017. Under her leadership, the Trust has adopted a new strategic focus on closing the racial and ethnic wealth gap in the Chicago region. For almost a decade, Dr. Gayle was president and CEO of CARE, a leading international humanitarian organization. An expert on global development, humanitarian and health issues, she spent 20 years with the Centers for Disease Control, working primarily on HIV/AIDS. She worked at the Bill & Melinda Gates Foundation, directing programs on HIV/AIDS and other global health issues. Dr. Gayle was born and raised in Buffalo, NY. She earned a B.A. in psychology at Barnard College, an M.D. at the University of Pennsylvania and an M.P.H. at Johns Hopkins University. She has received 18 honorary degrees and holds faculty appointments at the University of Washington and Emory University. She serves on public company and nonprofit boards, including The Coca-Cola Company, Organon, Palo Alto Networks, Brookings Institution, Center for Strategic and International Studies, New America, ONE Campaign, Federal Reserve Bank of Chicago, and Economic Club of Chicago. She is a member of the American Academy of Arts and Sciences, Council on Foreign Relations, American Public Health Association, National Academy of Medicine, National Medical Association, and American Academy of Pediatrics. She has authored numerous articles on global and domestic public health issues, poverty alleviation, gender equality, and social justice. Featured Host:  David Greenberg serves as Chair of the Governance and Risk Assessment Committee and a member of the Audit Committee of International Seaways (NYSE: INSW), one of the largest global crude oil and petroleum tanker companies.  Mr. Greenberg's previous board experience (2006 to 2016) was as the independent director – and member of both the Audit and Compensation Committees --of APCO Worldwide, a private communications and government affairs consultancy and as a director (2013 to 2016) of Clean Tech Group, which creates opportunities for industrial companies to invest in innovative, clean technology.  He also served for 5 years as Chairman of the Board of Trustees of The Keystone Center, a Colorado non-profit that brings together oil, chemical and pharmaceutical companies with leading NGOs to find solutions to complex public policy challenges at the federal and state levels. Greenberg is currently Managing Director of Cortina Partners LLC, a private equity firm that owns companies in the air medical, addiction treatment, bedding, textile and outdoor recreation industries and is CEO of Acqua Recovery, a residential drug and alcohol addiction center.  He also advises boards and executive teams on strategy, compliance, leadership and culture as a Special Advisor for LRN Corporation, and from 2008 through the end of 2016 was a member of LRN's Executive Committee. For 20 years prior to 2008, Mr. Greenberg served in various senior positions overseeing government affairs, corporate affairs, communications and strategy at Altria Group, Inc. – then the parent company of Philip Morris USA, Philip Morris International, Kraft Foods and Miller Brewing – culminating in his role as Senior Vice President, Chief Compliance Officer and a member of the Executive Committee.  As one of five senior vice presidents of the corporation, he served on the Management Committee, which oversaw all strategy and company operations.  He was also a principal architect of the company's very successful efforts to end the ‘tobacco wars' which threatened the company's very existence.  Earlier in his career, Mr. Greenberg was a partner in the Washington D.C. law firm of Arnold & Porter and also served as Legislative Director and General Counsel of the Consumer Federation of America.  He attended Williams College and has JD/MBA degrees from the University of Chicago.  Greenberg has testified before the U.S. Congress, the European Union, the Israeli Knesset and other governmental bodies over two dozen times and has appeared on ABC Nightline, the CBS Morning News, BBC Morning, and the PBS News Hour, and has spoken at leading events for CEOs and boards.

Abstract: How are boards of directors of major companies coping in 2021 with the increasing expectations of so many stakeholders?  How can directors help companies manage their way through myriad changes in the competitive environment, advances in technology, and new mandates from government and regulators? And how are boards able to oversee critical non-financial issues like corporate culture, ethics, cybersecurity and ESG? In this episode of the Principled Podcast, David Greenberg—LRN's former CEO and now special advisor—continues the conversation about board engagement with Jonathan Day, CEO of Tapestry Networks. Listen in as David and Jonathan discuss the current issues facing boards of directors and how they impact board oversight of corporate culture, ethics, and compliance.   Featured guest: Jonathan Day is an advisor and coach to chairs, CEOs, and heads of major government agencies. He has worked extensively with groups of senior leaders (boards, top executive teams, etc.) tackling difficult and potentially divisive questions, developing a global reputation for expertise in organization and governance, strategic problem solving, and complex team interventions. He has deep academic experience, including collaborations with top research professors, and is an expert at translating leading-edge theory into practical action programs that build institutions. “I have been exposed to a lot of different academic disciplines: psychology (clinical and cognitive), sociology/anthropology, theology and philosophy, economics and finance, engineering. The broad range has given me an eclectic set of mental tools.” Before Tapestry, Jonathan was a practice managing partner, EMEA, at Heidrick & Struggles, where he worked in leadership consulting and executive search in the CEO/Board and higher education practices. Prior to joining Heidrick & Struggles, he spent nearly two decades in leading management consulting firms, first as principal at McKinsey & Company from 1990 to 2004 and then as managing director at Monitor Group from 2004 to 2008. “I think the consulting process is much more like a therapeutic process than it is a science or engineering. It means someone is helping the clients, individuals, or groups confront the outside world.”  Jonathan has a MA in divinity from the University of Chicago, a BA and MA in psychology from Johns Hopkins University, and did PhD studies in cognitive psychology from Stanford University. Jonathan is married with three children. He speaks, reads, and writes French and enjoys chamber music, sailing, cookery, writing, and travel.   Featured Host:  David Greenberg serves as Chair of the Governance and Risk Assessment Committee and a member of the Audit Committee of International Seaways (NYSE: INSW), one of the largest global crude oil and petroleum tanker companies.  Mr. Greenberg's previous board experience (2006 to 2016) was as the independent director – and member of both the Audit and Compensation Committees --of APCO Worldwide, a private communications and government affairs consultancy and as a director (2013 to 2016) of Clean Tech Group, which creates opportunities for industrial companies to invest in innovative, clean technology.  He also served for 5 years as Chairman of the Board of Trustees of The Keystone Center, a Colorado non-profit that brings together oil, chemical and pharmaceutical companies with leading NGOs to find solutions to complex public policy challenges at the federal and state levels. Greenberg is currently Managing Director of Cortina Partners LLC, a private equity firm that owns companies in the air medical, addiction treatment, bedding, textile and outdoor recreation industries and is CEO of Acqua Recovery, a residential drug and alcohol addiction center.  He also advises boards and executive teams on strategy, compliance, leadership and culture as a Special Advisor for LRN Corporation, and from 2008 through the end of 2016 was a member of LRN's Executive Committee. For 20 years prior to 2008, Mr. Greenberg served in various senior positions overseeing government affairs, corporate affairs, communications and strategy at Altria Group, Inc. – then the parent company of Philip Morris USA, Philip Morris International, Kraft Foods and Miller Brewing – culminating in his role as Senior Vice President, Chief Compliance Officer and a member of the Executive Committee.  As one of five senior vice presidents of the corporation, he served on the Management Committee, which oversaw all strategy and company operations.  He was also a principal architect of the company's very successful efforts to end the ‘tobacco wars' which threatened the company's very existence.  Earlier in his career, Mr. Greenberg was a partner in the Washington D.C. law firm of Arnold & Porter and also served as Legislative Director and General Counsel of the Consumer Federation of America.  He attended Williams College and has JD/MBA degrees from the University of Chicago.  Greenberg has testified before the U.S. Congress, the European Union, the Israeli Knesset and other governmental bodies over two dozen times and has appeared on ABC Nightline, the CBS Morning News, BBC Morning, and the PBS News Hour, and has spoken at leading events for CEOs and boards.   Transcription:  Intro: Welcome to the Principled Podcast brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business, and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. David Greenberg: How are boards of directors, of major companies coping with the increasing expectations of so many stakeholders? How can directors help companies manage their way through myriad changes in the competitive environment, advances in technology, and new mandates from government and regulators? And how are boards able to oversee critical non-financial issues like corporate culture, ethics, cybersecurity, and ESG? Hello, and welcome to another episode of LRN' Principled Podcast. I'm your host, David Greenberg, LRN's former CEO and now special advisor. And today I'm joined by Jonathan Day, CEO of Tapestry Networks, which is at the center of many important discussions on boards of directors and the issues confronting them. Jonathan and I have been working together on a major initiative related to board oversight of corporate culture, corporate ethics, and corporate compliance. So I'm really looking forward to digging in on the subject of boards. Jonathan is a real expert in this space based on his leadership of Tapestry and past work with McKinsey, Heidrick & Struggles, and Monitor. Jonathan, thanks so much for coming on the Principled Podcast. Jonathan Day: Thanks, David. It's great to be here. David Greenberg: So Jonathan, first, tell our listeners about the core of what Tapestry Networks is about. Jonathan Day: Well, we're here to help the women and men who lead the world's most complex companies, do their work better and do their work with more confidence. And most of that involves working with non-executive directors whose roles have become really complex in the last few years. We do all of this through peer learning. So the leaders are learning from one another, rather than from professors, or consultants, or us. It's an unusual model, but it works. Now just to make this concrete, in 2020, we conducted about 130 meetings, most of them virtual, and we held around 500 very confidential director conversations individually, in small groups, in large groups. And these are directors of companies like JP Morgan, Walmart, Microsoft, BlackRock, GM, Apple, Facebook, Nestle, Zeeman's, SAP, large complex global companies. And all of this has given us a view of the anthropology of the modern boardroom. David Greenberg: Terrific. In that regard, Jonathan Tapestry and LRN just wrapped up a major study and summit meeting on board oversight of ethics, culture, and compliance. What to you are the major takeaways from this effort? Jonathan Day: Well, the study was a lot of fun. We talked to many directors, many chief ethics and compliance officers, and the companies involved had a combined capitalization of just under $5 trillion and they operate on six continents. What I think makes this study different is that you could say it offers the voice of the director. Even those chief ethics and compliance officers were also directors of other companies. So these are perspectives straight from the boardroom. And David, for me, there were three big findings. First, boards can see the critical importance of culture and they are taking responsibility for shaping it and for shaping compliance in their companies. This is not easy. Walmart, for example, has 2.3 million workers around the world. Their board has a total of 12 members, and yet their boards are taking on this challenge. Of course, they rely on the CEO and the top management to drive a lot of the work, but they themselves feel responsible and the world is holding them responsible when violations occur. That's the first finding. The second is that many directors don't feel that they're in a very good position to sort of re-culture or to give management practical guidance and moving it in the right direction. They get lots and lots of data, but they often struggle to filter out that clear signal from noisy data. One director said culture is harder. You know it when you see it. You can use surveys, but they're not as helpful as actually knowing people. And another director said, we need a more direct pipeline to the workforce and decision makers in the field. As a director, you need to have your ear to the ground. Well, that sounds great, but let's go back to Walmart. Those 2.3 million workers are in 10,500 stores in 24 countries. That's a lot of ground for 24 ears of those 12 directors to cover. Third, a big part of this comes down to trust. How can we get to a place where senior management feel very comfortable saying in a board meeting, we have a bad culture or an ethics problem in this part of the company. And here's what we're doing to fix it. There are a lot of incentives for that executive to say everything is just fine. One director in fact said that when she sees a drop in the number of speak up calls, she worries that there's a problem. And equally when management does bring problems forward, does the board say, okay, we're going to work with you to put this right, or is bad news really unwelcomed in the boardroom. David Greenberg: Jonathan, let's step back a bit from that. You and colleagues at Tapestry are in dialogue almost every day with dozens and dozens of board members. What are some of the most pressing issues they want to talk about today? Jonathan Day: Well, ethics and culture are very high on that list. For example, how to tie compensation to culture, ethics, and compliance. You can do this for safety, deaths on the job leading to bonus cuts or cancellations, but it's not so easy to financially reward executives for creating positive trust filled cultures. You could do this, but it's a subjective judgment and making that judgment requires not only wisdom, but immersion in the culture. A lot of time, maybe a lot of travel. Not so easy these days. Boards are also intensely worried about how they are overseeing cybersecurity, mostly because pretty much every company has become digital, maintaining privacy and security for the millions of customers that a large enterprise can have. This can be a multi-billion dollar task. As airplane controls become entirely digital, as cars become more and more autonomous, as power grids are digitally controlled, lives could be at stake. And yet directors of some of the most digitally sophisticated companies in the world tell us, we may be doing a good job in our oversight of digital risk, but we may not. We have no easy way even to tell how well we're doing. Cybersecurity is also a function of culture and trust. Are employees comfortable coming forward to talk about a weakness that they've come across? Do employees trust company policies on cyber and not seek work arounds? So cybersecurity, a big concern for directors. And finally, David, you mentioned ESG and this exploding call for companies to deliver financial profitability and great performance on the environmental, social, and governance agenda. Well, this has board members awake at night and working hard. Providing reliable data on financial performance isn't easy, but they know how to do that. They've been practicing it for decades. Providing reliable data on past environmental impact like carbon emissions, that's a lot harder and the standards for doing that are in flux all around the world. But providing trustworthy of how the company is going to transition to zero emissions over the next 20 to 30 years, that's really hard. And I'll just note that every one of these challenges that I mentioned, ethics, cybersecurity, and ESG requires a strong culture, requires trust. Culture is at the root of every one of these challenges. David Greenberg: So Jonathan, you've outlined some of the things that are on the minds of board members. What do you think are some of the hardest parts of the job of being a director these days? Jonathan Day: So one is this idea that the board can be, as they say, noses and fingers out. Well, if that was ever true, it's dead today. Boards have got to engage very intensely in some cases. And they've got to look for the areas where they're not engaging intensely, but should be. Sometimes you'll even see the word intrusive engagement or intrusive oversight. And yet if the board gets too intrusive, senior management is going to feel maybe correctly that the board doesn't trust them. And they'll start pushing every decision up to the board or they'll act out in some other way. And that's not good. Trust inside the board is also critical. Are board members having the tough conversations they need to have with one another. Second, trust is hard to maintain on the outside. Board members are under intense scrutiny these days. Rating agencies and proxy advisors maintain scorecards on every individual director recommending to institutional investors, whether to vote them in for another year or kick them out. And institutional investors are very open that they're willing to vote out directors who are not working in the ways that they think they should. Once upon a time, a director's job was almost entirely private, not really subject to intense scrutiny, no longer. A compensation committee members said the Wall Street Journal knows the conclusion of our meetings even before we get a copy of the minutes. Society expects that transparency and society has ways of getting it and society reacts to what it learns. Consumers vote with their pocket books, talent moves to companies that have purposes beyond profit. And I would say a board member who isn't ready for that intense public exposure is going to have a rough time. David Greenberg: Yeah. So that leads to the question from your point of view, is the modern board up to the task of these multiple challenges or maybe better said more positively, what capabilities and experiences are boards most in need of today? Jonathan Day: Well, David, the women and men who serve on these boards have my intense admiration. They work very hard. I think in many cases they're not paid enough and they bare more and more risks almost by the week, but they are struggling to balance a massive set of responsibilities against the limits of a group of part-time directors who meet maybe six times a year. That's not much. What I'm about to say is a personal view, but I think we will see more examples of full-time or near full-time board service, non-executive service. The governance pundits in the US talk about the value of separating the chair's role from the CEOs. And they point to countries like the UK, where this is done. Well great, but some of those public company, non-executive chairs in the UK are paid well into seven figures and they work full time often with staff to support them.                In the financial sector, especially there are audit chairs who are full-time, not even board chairs, but audit chairs are nearly full-time and paid accordingly. So time I think, is the first of the capabilities. I think another capability is a connection with younger employees and customers. In one of our networks, the average age of directors is well into the 70s. Now I've never met a collectively wiser group. They're truly amazing, but in many cases, their customers could be their great grandchildren.                And so there's a point of connection there that's hard to forge. Boards are working very hard to increase their own diversity, but there's still a long way to go. And the digital universe that's driving many of these companies is evolving so quickly that it's tough for many directors to know even where to begin as they master it. I'm going to add one capability that is just over the horizon, but it's approaching fast. Most of us learned corporate finance based on concepts of the capital markets that took form starting roughly in 1960 and concepts based on assumptions, for example, that all equity shareholders have identical preferences, but most of those assumptions no longer hold. We're driving around a city based on a map that doesn't reflect most of the huge changes made in the last 50 years. And sometimes we're wondering why we're getting lost. And so I think boards need to catch up on these changes as well. David Greenberg: I think it would be interesting, Jonathan, for you to talk a little bit about why you say all equity shareholders don't have identical preferences anymore. In other words, I think what you're saying is the theory was all equity shareholders care about the same thing, which is the growth and the value of their shares. Jonathan Day: Well, I could drone on about this for much time than we have, but let me give just two examples. When is the time horizon? You have shareholders, if you want to call them shareholders that are really algorithms that are trading in and out of companies, not in hours or minutes, but in fractions of seconds. So they have very, very short term time horizons and traders that are seeking a short-term volatility in the companies.                And then on the other hand, you have the big index funds and their managers sometimes describe themselves as almost shareholders in perpetuity. So the time horizons for shareholding are all over the map. The second is the simple assumption that what everybody wants is measurable economic value profits, but over and above the risk adjusted cost of capital. It just not the case any longer. You have very sophisticated investment managers that are saying we are prepared to trade some profitability for higher performance on climate, or social goals, or better governance. We talked about ESG. So the simple assumption that all investors have the same preferences are no longer a fact. Those are just two examples, but there are others that we could provide. David Greenberg: So one of the consequences of what you're saying really reflects the mushrooming expectations on companies today. They seem to be growing by the day. How do you make sense of that? And what are you hearing about that from directors? Jonathan Day :   Well, yeah, the expectations are definitely there and there's even this idea out there that governments have become incapable of taking action and making changes and that companies should do it all. And you get this idea both from the left and from the right that companies should solve all the problems of healthcare, and climate change, and inequality. And I would say that no company, no matter how clever, or large, or powerful can set social policy for the world. Jeff Bezos and Elon Musk may have spaceships, but I really don't think we want them to be controlling nuclear missiles or tanks. So I think companies need to find ways to work more effectively with governments and with regulators so that each can play its part. The biggest companies really are playing multi-national roles and they have to think about issues like diplomacy and statecraft, and yet they can't step in and displace the governments that ultimately have responsibility for that. So all of this I think is going to require a lot more work on the part of boards. And a lot of that comes right back to culture, and ethics, and trust. Can't get away from that. It keeps coming back into the conversation. David Greenberg: Jonathan, clearly this is a conversation we could be having all day, but we're out of time for now. Jonathan Day of Tapestry Networks, thank you for joining me on this episode. My name is David Greenberg, and I want to thank you all for listening to the Principled Podcast by LRN. Outro:   We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN, our mission is to inspire principal performance in global organizations, by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. And if you enjoyed this episode, subscribe to our podcasts on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen. And don't forget to leave us a review.  

Join Sean Halter, CEO for Connectivity Holdings as he kicks off season 6 of The CMO Suite podcast, presented by Bid For Media with his guest John Neilson, CMO at Hunter Fan Company as they talk about his journey, stops at Miller Brewing and how he's helping Hunter expand their footprint with line extensions.

Abstract: Evidence is mounting that corporate culture eats corporate strategy for breakfast. In this episode of the Principled Podcast, LRN Special Advisor David Greenberg, who is also on the board of International Seaways, is joined by Dr. Marsha Ershaghi Hames, Partner at Tapestry Networks, to talk about recent findings in their joint survey of board members from major corporations on ethics, culture, and compliance. While board members agree that activating culture and ethics from the boardroom is important, there is less clarity around how to make this happen. Listen in as Marsha and David discuss the genesis of the study and key themes that emerged from these candid conversations with corporate directors. Featured guest: Marsha is a partner with Tapestry Networks and a leader of our corporate governance practice. She advises non-executive directors, C-suite executives, and in-house counsel on issues related to governance, culture transformation, board leadership, and stakeholder engagement. Prior to joining Tapestry, Marsha was a managing director of strategy and development at LRN, Inc., a global governance, risk, and compliance firm. She specialized in the alignment of leaders and organizations for effective corporate governance and organizational culture transformation. Her view is that compliance is no longer merely a legal matter but a strategic and reputational priority.  Marsha has been interviewed and cited by the media, including CNBC, CNN, Ethisphere, HR Magazine, Compliance Week, The FCPA Report, Entrepreneur.com, Chief Learning Officer, ATD Talent & Development, Corporate Counsel Magazine, the Society of Corporate Compliance and Ethics, and more. She hosted the “PRINCIPLED” Podcast, profiling the stories of some of the top transformational leaders in business. Marsha serves as an expert fellow on USC's Neely Center for Ethical Leadership and Decision Making and on the advisory boards of LMH Strategies, Inc., an integrative supply chain advisory firm, and Compliance.ai, a regulatory change management firm. Marsha holds an Ed.D. and MA from Pepperdine University. Her research was on the role of ethical leadership as an enabler of organizational culture change. Her BA is from the University of Southern California. She is a certified compliance and ethics professional. Featured Host: David serves as Chair of the Governance and Risk Assessment Committee and a member of the Audit Committee of International Seaways (NYSE: INSW), one of the largest global crude oil and petroleum tanker companies. His previous board experience (2006 to 2016) was as the independent director – and member of both the Audit and Compensation Committees --of APCO Worldwide, a private communications and government affairs consultancy and as a director (2013 to 2016) of Clean Tech Group, which creates opportunities for industrial companies to invest in innovative, clean technology. He also served for 5 years as Chairman of the Board of Trustees of The Keystone Center, a Colorado non-profit that brings together oil, chemical and pharmaceutical companies with leading NGOs to find solutions to complex public policy challenges at the federal and state levels. Mr. Greenberg is currently Managing Director of Cortina Partners LLC, a private equity firm that owns companies in the air medical, addiction treatment, bedding, textile and outdoor recreation industries and is CEO of Acqua Recovery, a residential drug and alcohol addiction center. He also advises boards and executive teams on strategy, compliance, leadership, and culture as a Special Advisor for LRN Corporation, and from 2008 through the end of 2016 was a member of LRN's Executive Committee. For 20 years prior to 2008, Mr. Greenberg served in various senior positions overseeing government affairs, corporate affairs, communications, and strategy at Altria Group, Inc. – then the parent company of Philip Morris USA, Philip Morris International, Kraft Foods and Miller Brewing – culminating in his role as Senior Vice President, Chief Compliance Officer and a member of the Executive Committee.

“You've got to dive deep into the bedrock, and that starts with activating trust and zeroing in on culture, and it starts with the board.” - Dr. Marsha Ershaghi Hames Abstract: Evidence is mounting that corporate culture eats corporate strategy for breakfast. In this episode of the Principled Podcast, LRN Special Advisor David Greenberg, who is also on the board of International Seaways, is joined by Dr. Marsha Ershaghi Hames, Partner at Tapestry Networks, to talk about recent findings in their joint survey of board members from major corporations on ethics, culture, and compliance. While board members agree that activating culture and ethics from the boardroom is important, there is less clarity around how to make this happen. Listen in as Marsha and David discuss the genesis of the study and key themes that emerged from these candid conversations with corporate directors. What you'll learn in this episode: [2:03] Who is Tapestry Networks and how was this report made?   [5:11] What is David's perspective on this report and why is this report so timely? [7:26] Why is ethical culture a business imperative? [9:34] Apart from trust, what were the other big themes in this report? [14:46] Why do board members struggle to make a home in ethics and compliance? [17:12] Did the chief E&C officers' views differ from others in the report? [21:22] How can this report be leveraged in the E&C community? Featured guest: Marsha is a partner with Tapestry Networks and a leader of our corporate governance practice. She advises non-executive directors, C-suite executives, and in-house counsel on issues related to governance, culture transformation, board leadership, and stakeholder engagement. Prior to joining Tapestry, Marsha was a managing director of strategy and development at LRN, Inc., a global governance, risk, and compliance firm. She specialized in the alignment of leaders and organizations for effective corporate governance and organizational culture transformation. Her view is that compliance is no longer merely a legal matter but a strategic and reputational priority.  Marsha has been interviewed and cited by the media, including CNBC, CNN, Ethisphere, HR Magazine, Compliance Week, The FCPA Report, Entrepreneur.com, Chief Learning Officer, ATD Talent & Development, Corporate Counsel Magazine, the Society of Corporate Compliance and Ethics, and more. She hosted the “PRINCIPLED” Podcast, profiling the stories of some of the top transformational leaders in business. Marsha serves as an expert fellow on USC's Neely Center for Ethical Leadership and Decision Making and on the advisory boards of LMH Strategies, Inc., an integrative supply chain advisory firm, and Compliance.ai, a regulatory change management firm. Marsha holds an Ed.D. and MA from Pepperdine University. Her research was on the role of ethical leadership as an enabler of organizational culture change. Her BA is from the University of Southern California. She is a certified compliance and ethics professional. Featured Host: David serves as Chair of the Governance and Risk Assessment Committee and a member of the Audit Committee of International Seaways (NYSE: INSW), one of the largest global crude oil and petroleum tanker companies. His previous board experience (2006 to 2016) was as the independent director – and member of both the Audit and Compensation Committees --of APCO Worldwide, a private communications and government affairs consultancy and as a director (2013 to 2016) of Clean Tech Group, which creates opportunities for industrial companies to invest in innovative, clean technology. He also served for 5 years as Chairman of the Board of Trustees of The Keystone Center, a Colorado non-profit that brings together oil, chemical and pharmaceutical companies with leading NGOs to find solutions to complex public policy challenges at the federal and state levels. Mr. Greenberg is currently Managing Director of Cortina Partners LLC, a private equity firm that owns companies in the air medical, addiction treatment, bedding, textile and outdoor recreation industries and is CEO of Acqua Recovery, a residential drug and alcohol addiction center. He also advises boards and executive teams on strategy, compliance, leadership, and culture as a Special Advisor for LRN Corporation, and from 2008 through the end of 2016 was a member of LRN's Executive Committee. For 20 years prior to 2008, Mr. Greenberg served in various senior positions overseeing government affairs, corporate affairs, communications, and strategy at Altria Group, Inc. – then the parent company of Philip Morris USA, Philip Morris International, Kraft Foods and Miller Brewing – culminating in his role as Senior Vice President, Chief Compliance Officer and a member of the Executive Committee.  Transcript Intro: Welcome to the Principal Podcast, brought to you by LRN. The Principal Podcast brings together the collective wisdom on ethics, business, and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change-makers. David Greenberg: Hello, and welcome to a special episode of the Principal Podcast by LRN. This is first in a series of conversations this season about the role of the board in shaping ethical corporate culture. And we're presenting all of this in association with Tapestry Networks. I'm your host today, David Greenberg, Special Advisor at LRN and a member of the Board of International Seaways, the second largest global oil tanker company. Today I'm joined by Dr. Marsha Ershaghi Hames, partner at the management consulting firm, Tapestry Networks. We're going to be asking each other about activating culture and ethics from the boardroom, a major study we co-authored that examines boardroom oversight of culture, ethics and compliance. Created from in-depth interviews with 40 directors, occupying 80 seats at global public companies, the study is a window into how directors think about, feel about and act on culture, ethics and compliance. Today we're going to be focusing on the big themes that emerged. In later podcasts, we'll be inviting participants in the study to join us to dig deeper into the findings and implications. Marsha, thanks so much for coming on the Principal Podcast today. Marsha Ershaghi Hames: It's great to be here, David. David Greenberg: Before we dive into the results, let's talk about how activating culture and ethics from the boardroom came to be. Can you tell us about who Tapestry Networks is and how this report was created? Marsha Ershaghi Hames: Yes. Yeah. Thank you. And good afternoon, everyone. It's great to be here. And a little background, I think on Tapestry and then we'll kind of jump into the report. So Tapestry Networks' mission has been to help leaders of the most important institutions in the world do their work most effectively and with great confidence. And each year hundreds of independent directors and senior executives participate in our networks and our research initiatives, and they represent large, global organizations from North America and Europe. And our focus is to design networks, and these are across financial services, corporate governance and healthcare, to really kind of center conversations and candid dialogue from these top leaders on the pragmatic realities of leading these organizations and complex firms. And last year, while the pandemic challenged the resiliency of so many of these organizations, we were noticing that in a lot of the dialogue, it pushed leaders to surface and adopt kind of what is our broader view of risk and responsibility? And so in collaboration with LRN, and specifically, David, you and I had a number of conversations as we sort of started to explore, is there something there that we need to really unpack? The ethics culture and compliance forum came together. And we brought together directors and executives to begin exploring what is the role of values? What is the role of corporate culture and ethical decision-making in helping organizations secure long-term sustainability and viability for business? And we had a series of meetings last year. So we kind of kicked off in July, kind of at a mid point, we're a year now, and concluded at the end of last year. And when we concluded these sessions, the input from all of the participants in the dialogue was that we all kind of collectively stepped away and said, we need to go out. We need to go out and assess these current realities of board oversight of corporate culture. We need to understand from the director perspective, what is practical here? How is information being received? What is being measured? What do they need to investigate more? How do they need to build and bridge some of this dialogue? So when we kicked off 2021, our goal in collaboration with LRN was to conduct this study to glean the perspectives of sitting public company directors, and activating culture and ethics from the boardroom reveals these insights. These were confidential discussions, as David mentioned, with 40 directors representing 80 public company board seats. So fascinating, fascinating work, and looking forward to discussing it more. So, David, maybe we can actually turn to you and get started. You've been in ethics and compliance for two decades and a board member at three companies since a decade and a half ago. So what is your perspective on this report and why do you think the work that we've done here together is so timely? David Greenberg: Marsha, I think it's not only timely, it's overdue. The issue of where was the board has been an issue for the whole 20 years I've been associated with ethics and compliance. It's the first question people ask in the aftermath of a serious scandal or major corporate misconduct, where was the board of directors? And the truth is, that's a question that chief ethics and compliance officers and their teams can't always answer. [crosstalk 00:05:49] ... are obviously a huge force in the conduct and culture of a company. But what directors say, do and influence from the boardroom is often a bit of a black box to the ethics and compliance community, even within the same company. So boards are really fairly new at this. Even though ethics and compliance has been around for 20 years, it comes on top of so many other things that boards have to do. And so many processes, and procedures and structures at the board level that are already well-ingrained, it's hard to add these new topics, even as important as this one is. And we know from the perspective of CECOs, how they feel about boards and board oversight, because we've been talking to them for 20 years. But also, LRN did a study of this a couple of years ago, talking to 25 chief ethics and compliance officers from global companies, again, off the record with no one being quoted. And the results were that CECOs are really disappointed in the amount of time, priority, resources, focus and strategy they get from the board. They're asking for more. And I think we're seeing in this study, that boards are also asking themselves for more. So Marsha, let me turn it back to you and ask, in the report we say ethical culture is a business imperative. Why do we say that? Marsha Ershaghi Hames: Yeah. So there's no question, as you sort of point to, that boards play a significant role in shaping the conduct and the culture of a company. Every time there is a lapse or a scandal, as you mentioned, the number one headline or question is where was the board? However, I'd like to call out that an interesting kind of component that surfaced throughout our conversations was the importance of extending trust, and the currency of trust and where that plays in this notion of building business. So trust is hands down one of the most valuable assets a company can cultivate. Within an organization, trust can percolate into culture. And outside an organization, it translates into loyalty. And we've seen this play out with countless examples, even most acutely during the pandemic. And we've seen how the erosion of trust can impact business, and confidence and consumer loyalty, and how deep trust and consistency of trust can build communities and can help sustain business. So a trust-based culture is an ethical culture, and this is the business imperative that was evident and it was coming through threads of conversations that board members really hallmark they care deeply about this. And it's not just that the directors care about this and that the executives care about this, but investors are demanding ethical cultures. They want to see businesses that are investing in trust-based ethical cultures. But it's important to get the foundation right. And I think this is where we're going to dig deeper too in this study, you've got to dive deep into the bedrock, and that starts with activating trust and zeroing in on culture, and it starts with the board. David Greenberg: So Marsha, you talked a lot about trust, but I'd also like you to talk a little bit about the other big themes that came out of this study of the points of view of 40 directors of some of the biggest companies in the world. So what were some of those other themes? Marsha Ershaghi Hames: Yeah. Yeah. So, first of all, I mean, a big kind of, I would say macro theme was the importance of embedding practices around ethics and compliance programs into all segments of the business. So culture change tends to be catalyzed by having a very clear and ethics and compliance strategy. And one big theme was that ethics and compliance doesn't have a home. And I think we're going to try to get into that a little bit later. But without sort of finding a home for it, where does it sit? Who oversees it? We're not really focusing on assessing, measuring, keeping a pulse on it. And that kind of reveals theme number one, which would be measurement. So measuring, what are we measuring? Are directors really positioned to even interpret the metrics and the data that is sort of emerging from what chief ethics compliance officers, and CHROs and other kinds of stakeholders are presenting to the board. Is the board's view sometimes refracted through this management filter? So some of that we're going to unpack a little bit more over the course of actually our upcoming summit. A second big kind of theme was oversight. So lots of conversations around structures and processes, and this is a challenge. So one of the questions that emerged was how can boards really ensure there's adequate time and space being sort of devoted to focus on culture, ethics and compliance matters? Several directors had examples of committees, subcommittees that have been formed around which committees might or should have ownership. Is culture a committee issue or a full board matter? Several raised questions around how necessary it is to consider bringing in someone with a background with a chief ethics and compliance officer background or equivalent, with that kind of expertise onto that board, would that sort of change the dimensions of the types of questions being asked and the types of challenges being investigated? Another big theme was accountability. So again, several directors discuss the importance of building better bridges with management and to engage more directly with management on matters of culture. There were several directors who've mentioned that there's a lot of reports on activities, so they're looking at all these different metrics, but one, I think very in particular highlighted the need for directors to be able to sit back and look for key signals. There's a lot of noise, a lot of activities, but what is the true narrative that we're seeing here? How do we sort of interpret that? And who and what function is really accountable? So I would sort of summarize the four themes as it all starts and ends with trust, however measurement continues to be a challenge, oversight, instructors, and processes and accountability. So, when we were having these conversations, directors continue to sort of pound the table to reaffirm that the words of one that's a corporate culture eats corporate strategy for breakfast. And something that I found really compelling during these 40 interviews was how directors pounded the table to reaffirm that in the words of one, corporate culture eats corporate strategy for breakfast. And this really underscores LRN's long held view, that compliance is principally an outcome of values-based ethical cultures and not a driver of them. What did you think about this consensus from directors in the study? David Greenberg: Marsha, to me that's the absolute bedrock foundation of everything that needs to happen now. It's really fantastic that the directors almost to a woman and man get the idea that if we're going to get the outcomes we want, we've got to get culture right. But as you said in discussing the themes about trust, and accountability and measurement, beyond the consensus of culture really matters, directors are still unclear on the path forward. And in fact, sometimes they even fail to make a connection between ethics, and compliance and culture. By that, I mean, we had a few comments from directors that culture's really hard, compliance is much more straightforward, but the truth is doing the right thing in a company or in any organization is really a complex set of interactions that is very hard to get right. So I think it's why it's important that we continue this conversation and continue the exploration, because I think we learned that director's hearts are in the right place, but some of the mechanisms to take that feeling forward still need a lot of work. Marsha, we talked about the idea of board members struggling with ethics and compliance finding a home. What did you make out of that? You mentioned it before, but drill down a little bit Marsha Ershaghi Hames: Yeah. Yeah. And I think that this theme came up in a number of different segments of conversations, and it really comes down to creating a focus. So creating a board focus gives ethics culture and compliance a true home. And without a home, there is no oversight, or responsibility, or regular pulse on that strategy. There's no regular check on what's the progress? Are we moving forward? Have we stalled? Who are the stakeholders we need to bring into the conversation? How do we assess and measure the data that's presented to us? So without a home, these conversations are not happening. And as you and I know, last couple decades, what gets measured gets done, what gets measured gets the attention. So without a true home, there's no way to have the accountability and the standing anchor for directors to sort of watch, and assess and to challenge management, ask the right questions. How is the program being designed? Are we capturing the right metrics? Are we able to link these data points into the narrative that gives us a pulse on culture? Now, we had some mixed responses from directors in terms of where this should truly sit. And a few directors, as I mentioned earlier, mentioned that within their organizations, they've designed and developed some subcommittees. Now we know that there are some components sometimes, let's say compliance of risk may be under audit, or there may be a subcommittee to audit. Certainly as a number of directors pointed to some of the survey in HR and people workforce data being presented in comp committees. However, there were, I would say across the board, directors were saying that culture is a full board matter and it comes up at the full board, but it needs to have a more focused home. And I think this is where a nice springboard to the types of conversations we're going to have over the next few weeks, where we sort of learn from each other and directors will share how they are approaching this, how they are thinking about this and the need to really find a true home for ethics and compliance. David Greenberg: Thanks, Marsha. Another really interesting aspect of this study is that 10 out of those 40 board members either are or were chief ethics and compliance officers in their executive lives. Did their views differ from the others? Marsha Ershaghi Hames: Yeah. Well, they essentially brought a stronger, more grounded view that carried greater emphasis. One of the CECOs said that essentially you bring a current credibility on the subject to the board. So it makes it very clear to the CEO and it makes it very clear to the board that I understand how these priorities live, unlock and reveal themselves. And they emphasized certain pragmatic steps in our conversation. So one of the areas of emphasis from CECOs that contributed to this study, CECOs that are former CECOs or current CECOs who sit on boards, is that it's important to link and incentivize culture. So finding strategies or examples that they had shared around linking ethical outcomes to compensation is important to at least put on the board and start to have a conversation around. Another area that they really emphasized was it was very critical for the board to have deliberate dialogue around culture that's grounded in metrics. So start identifying what needs to be measured. How do we sort of find the examples and hallmarks of metrics and data that would be representative collectively of culture? Also, they emphasize thirdly, that organizations can't play culture, they need to do culture. So there needs to be a responsibility to stop talking about it, but to start creating and building a strategy. Going back to our conversation on, we need to find a home for this, we need to bring in the right stakeholders to challenge, and ask the questions and start to build a plan. And then lastly, this sort of resulted in the importance of giving a culture a home at the board. But I'm curious, you are a former chief ethics and compliance officer. You also have served on a number of boards. What do you think are the key stake aways from this report, both for chief ethics and compliance officers, and for the teams and staff that they're building within their organization? David Greenberg: I think the report says a few things loud and clear, and I think I could sum it up by saying it is an endorsement of the view that ethics and compliance has to be strategic. It has to be values-based. It has to focus on creating cultures, not on creating rules, procedures and programs. Ethics and compliance has got to go deep into the drivers of both misconduct and the kind of behavior that we want to inset. Ethics and compliance and the CECOs who drive it have to help companies, and their boards and their teams find metrics that really allow for tracking and improving culture. Must focus on core issues, like trust, fear, organizational justice, willingness to speak out, willingness to listen and hear. So one way I've characterized this is, CECOs and their teams have to play big, not little. It's time to have a clear strategy that encompasses how to build and maintain an ethical culture. It's time to move away from reporting on activities, to having a discussion with their boards about the culture drivers of misconduct, having a narrative about what's happening in the company, why and what needs to happen to change it, having a new set of metrics that measure what matters, like trust, fear, justice, and how to knock down the barriers to what we call a true speak-up culture. And it's time to find a way to strengthen their relationships with their boards inside and outside of board and committee meetings. That's what I'd say, if I were a CECO still, I'd be taking away from this, Marsha. Marsha Ershaghi Hames: And then David, then how do you think our colleagues in the compliance and ethics industry could use or leverage this report in bridging and building conversations with their own peers, senior executives and their board members? David Greenberg: Well, I mean, I think CECOs need to start a deeper conversation with management and with boards on issues like board training, board reporting, the board relationship with ethics and compliance. They've got to find a way to elevate. They have to find a way to kickstart a stronger relationship with members of boards and members of the key committees. They have to have a discussion with directors about, are we doing the right kind of training? Are we doing the right kind of reporting? Do we have the right metrics? What does good oversight look like? Do we have a real culture strategy as it applies to doing the right thing? Do we have the right structure? What's our relationship, both inside the boardroom and outside the boardroom, and how do we strengthen it? How do we find the themes, narratives and trends and talk about them and not talk about activities? I can tell you as a board member, there's no other function, or no business unit, or no executive who simply stands up and talks about activities. And that's been the tradition of ethics and compliance. We've got to shift the focus to outcomes, not to activities. Marsha Ershaghi Hames: I couldn't agree more. And I think this report really points to a lot of that. So fascinating, fascinating. David Greenberg: Marsha, I think this is a conversation we could have all day and we will continue this conversation in future podcasts. But we're out of time here today. So my name is David Greenberg. My guest has been Dr. Marsha Ershaghi Hames from Tapestry Networks. And I want to thank you and everyone for joining us on the Principal Podcast by LRN. Outro: We hope you enjoyed this episode. The Principal Podcast is brought to you by LRN. At LRN, our mission is to inspire principled performance in global organizations, by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. And if you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen. And don't forget to leave us a review.  

Bobby found a Miller building built to be a drug store. Check out the cool pictures and article here: https://onmilwaukee.com/articles/miller-bartlett-drug-store

We learned that Miller Brewing is launching a hard seltzer...to outer space to rid humanity of it. We couldn't be more pleased and may even drink a fine Miller product for the first time in FOREVER to applaud their efforts. Here's what else we talked about on this week's episode:If you want more information about Miller's hard seltzer launch, read this article from OnMilwaukee.We're incredibly impressed by this New Orleans based glass recycling program caled Glass Half Full. You should check them out!On the list of "why we love sports," this effort by AFC Ajax, an Amsterdam football (soccer) club to share their championship trophy with their fans is awesome. Read about it on ESPN.Bridget gave this personalized flower necklace from Etsy as a Mother's Day gift. It's absolutely adorable and a great gift for a birthday or anniversary too! Nick uses his Skullcandy Hesh 2 Wireless Earphones all the time when working outside or when he needs a quiet office experience. You can buy a set on Amazon.Bridget is making this super delicious Cuban Mojo Chicken recipe this week.Nick discovered this amazing list of ways to fancy up popcorn from Bon Appetit. Check it out and enjoy popcorn for dinner!That's it for this week. We hope you enjoyed listening to what we had to talk about this week. If you did or if you have suggestions on things you'd like to hear, please get in touch with us! Here's how you can follow along and reach out to us:Watch this episode on YouTubeSubscribe on YouTubeVisit our websiteLike us on FacebookFollow us on InstagramGet links to follow the podcast in your favorite appOr email us at: hello /at/ dinnerlusdrinks /dot/ comCheers everybody, have a great week; we'll talk to you next week!~ Bridget and Nick*If you make a purchase using our links, we may receive a commission.

Jason Weaver, founder & CEO of AirDeck, knows how to zero in on game-changers.  He also knows how to take a concept and build a successful business around it.  AirDeck is Jason's third startup.  He previously built and successfully exited Shoutlet and Spendship.  He's also a high-profile consultant, an angel investor, and a prominent author. This time, he's focused on presentation software.  AirDeck is a fast and easy way to add voice or video to any document or presentation.  It allows the user to easily edit each page or slide separately without needing to use a separate video editing tool.  Its users are trainers, educators, marketers, lawyers, and frankly, anyone who wants to narrate a presentation or document so that the recipients can understand the context, on-demand. Jason joins The Savvy Entrepreneur to tell the story of how he decided to start AirDeck.  He shares how he found funding, and tips for staying sane while building a fast-growing startup. His candor and humor make him relatable.  His formidable track record of startup success, along with his numerous other accomplishments, make him a force to be reckoned with. What follows is a transcript of that interview.  But if you prefer to listen, you can access the podcast here. Doris Nagel  0:42 Hello everybody and welcome to The Savvy Entrepreneur show. We're broadcasting from the Greater Chicago Milwaukee area. If you're an entrepreneur or small business person, this show is for you. I'm Doris Nagel, your host for the next hour. I'm a serial entrepreneur, and I’ve also counseled lots of startups and small businesses over the past 30 years.  I’ve seen a lot of mistakes, and I’ve made plenty myself.  I’m driven to help others avoid some of these pitfalls and be more successful. The show has two goals:  to share helpful information resources, and to inspire -- to make your journey as an entrepreneur faster and easier, and maybe just a bit more fun! To help with that. I have guests every week on the show who are willing to share their stories and their advice. This week's guest is Jason Weaver, the CEO and founder of AirDeck.  AirDeck is a company that allows you to create distributed and track narrated presentations. Its users are recording things like on demand webinars, personalized a sales presentations, creating employee onboarding guide, sending investor pitch decks. Frankly, almost anything that you can think of that is used for PowerPoint presentations or precede eggs or other kinds of presentations to communicate with other people. AirDeck, Jason says, is much easier to use than creating videos and everybody knows how important video is for today social media. And he says it has better tracking capabilities. Before I share Jason's biography, I have to warn you that he is one seriously accomplished human being. He's a prominent author and thought leader in product innovation, digital marketing and entrepreneurship. Prior to launching AirDeck, he founded and successfully exited from two other technology companies, including Shoutlet, a social media management platform, and Spendship, a mobile loyalty platform. He's authored numerous articles for publications, including Forbes, Mashable, and Bloomberg. He's a frequent speaker, and his book Managers Guide to Online Marketing has become a go to guide for companies. Jason has raised over $50 million in venture funding for his companies. He's also an active angel investor. He also works as an advisor for several emerging technology companies in the likes of Emma, Live school, Venture 360, and Directly. In addition, he advises both venture capital firms and network Angel funding groups. And he's been a technology advisor to some of the world's most recognizable companies, just to name a couple in a very long list, eBay, Miller Brewing, American Family Insurance, Best Buy, IKEA, and Nissan, to name just a few. Jason, with all your accomplishments already,

On Feb. 26, 2020, Miller Brewery employees in Milwaukee experienced the tragedy and great trauma of a shooting inside their facility that left six employees dead, including the shooter. MBJ’s Margaret Naczek spoke with Molson Coors’ Chief Communications and Corporate Affairs Officer Adam Collins about what happened at the brewery one year ago and how Molson Coors employees are still recovering today.  Later, Margaret talked with fellow MBJ reporter Sean Ryan about his cover story this week, which looks at the recent interest in new apartment developments in the Wauwatosa area and some of the conflicts that have arisen in the community as a result. Click here to get tickets now for the “Diversity in Business Awards” event on March 5.  Use the code “mbjpodcast” for $5 off. For more information on some of the stories featured in today’s episode, visit https://www.bizjournals.com/milwaukee/

In this episode of the Road to Growth podcast, we are pleased to introduce you to Ron Carucci. Ron is co-founder and managing partner at Navalent, working with CEOs and executives pursuing transformational change for their organizations, leaders, and industries.  He has a thirty year track record helping some of the world’s most influential executives tackle challenges of strategy, organization and leadership.  From start-ups to Fortune 10’s, turn-arounds to new markets and strategies, overhauling leadership and culture to re-designing for growth, he has worked in more than 25 countries on 4 continents.  In addition to being a regular contributor to HBR and Forbes, (you can read his work at these links), he has been featured in Fortune, CEO Magazine, BusinessInsider, MSNBC, Inc, Business Week, Smart Business, and thought leaders.   He has helped CEOs, their executive teams, and senior executives tackle some of the most complicated transformations in spaces like biopharma Silicon Valley tech startup scaling, global culture change, and food science innovation. He has helped build leadership pipelines for global Fortune 100 companies, and accompanied executives on major career transitions. He is the bestselling author of 8 books. He led a ten year longitudinal study on executive transition to find out why more than 50% of leaders fail within their first 18 months of appointment, and uncovering the four differentiating capabilities that set successful leaders apart. Those findings are highlighted in his ground breaking Amazon #1 book Rising To Power, co-authored with Eric Hansen.  He has also served as an adjunct at the Center for Creative Leadership. His clients have included Abbvie, Starbucks, Microsoft, Coronal Energy, CitiBank, Corning, Inc., Lamb Weston, The Hershey Company, Bristol-Myers Squibb, Amgen, Deutsche Bank, Gates Corporation, MMC, Edward Jones Investments, ConAgra Foods, GSK, TriHealth, OhioHealth, Del Monte Foods, Midnight Oil Creative, Weyerhaeuser, McDonald’s Corporation, Sojourners, The Atlantic Philanthropies, Kleiner Perkins Caufield & Byers, Cadbury, Miller Brewing, the U.S. Patent & Trademark Office, Price Waterhouse Coopers, Johnson & Johnson, ADP, and the CIA. Learn more and connect with Ron Carucci by visiting him on Website: https://www.navalent.com/ on Youtube: https://www.youtube.com/watch?v=v234mvaUQ4o&%3Bfeature=youtu.be Be sure to follow us on Twitter: Twitter.com/to_growth on Facebook: facebook.com/Road2Growth Subscribe to our podcast across the web: https://www.theenriquezgroup.com/blog Spotify: https://spoti.fi/2Cdmacc iTunes: https://apple.co/2F4zAcn Castbox: http://bit.ly/2F4NfQq Google Play: http://bit.ly/2TxUYQ2 Youtube: https://www.youtube.com/channel/UC4JwTLX0I09-X1XN-Xv1h_Q?view_as=subscriber For any San Diego Real Estate Help please visit: Website: https:www.TheEnriquezGroup.com Youtube: https://www.youtube.com/channel/UCKnzMRkl-PurAb32mCLCMeA?view_as=subscriber ****************************************************************************

Scott is the Co-Founder of Promote The Brew and the Market The Brew Podcast. During his 30 plus years in marketing, Scott spent most of his time developing the Harley-Davidson worldwide dealer promotional products program. He also had the pleasure of working with Snap-on Tools, Miller Brewing, Kohler, Baxter, ERDMAN, and GE Healthcare. Most days, you will now find Scott and his brother Steve working with craft breweries on their retail merchandise programs. They not only help with actual products, but they also help develop Product Timelines and Product Plans to help breweries increase profitability through reduced inventory. They also offer several educational programs on apparel and social media at marketthebrew.com. Since March, they have been helping more companies with their messaging and digital media marketing. They've been helping them engage with customers who are adjusting to new ways of doing business, including working from home. And in this episode, Scott will be sharing with us his knowledge and strategies that he and his brother have used to help his clients get through the challenging 2020 year! Enjoy the Show! 

With this episode being out 50th episode we decided to cover 1970 Crimes as 1970 was 50 years ago!Dale Merle NelsonSpree killing is not what you expect when you think of Creston BC in the Kootenay region of BC.Beer pairing for this story is Old English 800 Milt Liquor brewed by Miller Brewing owned by Molson Coors Brewing.SourcesWikipediaMurderpediaChristopherdiarmani50 years later but how much has really changed?This is the story of the Marin County Civic Center attacks as well as George Jackson and Angela Davis.Beer Pairing for this story is Side Cut IPA from Bridge Brewing.SourcesYoutubeWikipediaNY Daily NewsWikipediaNinjapunditNuoriginsWikipediaThe flight that changed security for air travel1970 was during the heyday of hijacking planes.  This is the case that changed the laws for security on flights today.  The flight was Eastern Air Shuttle Flight 1320.SourcesWikipediaBoston GlobeBrew CrimeWebsite, Twitter, Instagram, Facebook, Facebook Group, Youtube, patreonOracl3 Podcast Network – Great Unsolved Podcat

Jack Rooney is the Senior Vice President for Marketing Strategy and Client Engagement for Fiserv. Prior to joining Fiserv in 2018, Jack spent more than a decade with The Ogilvy Group, culminating with his being named CEO of Ogilvy Chicago. Jack’s incredible journey included an early stint as the VP of Marketing for Miller Brewing…Continue reading ➞ Jack Rooney, Marketing VP, Convincing Brands to be Ambitious – Episode 103

A fired employee returned to Molson Coors and shot 5 people dead. Should employee have more of a responsibility to keep their employees safe?

Kevin Rutherford Before Kevin started his tenure at Nuun, he had a very progressive career that Started with Miller Brewing, Kashi, and as President and CEO of Caldrea, (which Is Mrs. Meyers Clean Day soaps) in 2013 be became the President and CEO of Nuun. He is a hockey player triathlete, marathon runner, Dog lover and beacon to light for humanity. From the Nuun Blog Two and half years ago, we asked ourselves the question: If we started all over again, how would we design Nuun? Would it be the exact same product we designed ten years ago that revolutionized the sports drink market? Surely, with everything we have learned and experienced in the last 10 years, we can find a better way, right? There must be a better way to deliver performance, there must be a better way to make our planet healthier, and there must be a better way to help facilitate clean sport with fair and ethical competition. These are some big questions that we are tackling to bring positive change. The first question we addressed was starting all over on delivering better performance. The company has grown to a $30mm player in a hyper competitive space, has been voted Outside Magazines one of the top places to work, and is making a huge social impact to congrats on your success for taking the big guys head on. https://www.linkedin.com/in/kevin-rutherford-9201671/ --- Support this podcast: https://anchor.fm/executiveathletes/support

By 1933 Prohibition is over, and that means the race is on to dominate a beer market that’s been reset. Under the leadership of Anheuser-Busch heir Gussie Busch, the company is out to reclaim the beer throne. But there’s a challenger for the crown — Milwaukee’s top brewery, Schlitz.But as these two giants lock horns in the fight for dominance, Miller Brewing is struggling to realize its dream of becoming a major league brewer. And it won’t sit by on the sidelines.Support us by supporting our sponsors!

Supply Chain Now Radio, Episode 79 “Blueprint 2019 – Session 4” Hosted by Blue Ridge – Learn more here: https://blueridgeglobal.com/ Episode 79 of SCNR features Mike Shutt and Jim Byrnes. Mike Shutt serves as Purchasing Manager with United Distributors, the largest beverage alcohol wholesaler in both Georgia and Alabama. With two members of the fourth generation of the Hertz family involved in leadership roles, United is one of the 2-3% of family businesses that are able to successfully transition beyond the third generation. Through the ’80s and ’90s, United made a staggering 12 acquisitions throughout Georgia, providing broad statewide distribution coverage for its spirit and wine brands. United also broke into the domestic beer market by partnering with the Coors Brewing Company, Miller Brewing, and Heineken. In the mid-1980s, in order to encourage continuous growth and welcome new opportunities, United moved its headquarters to its current location in Smyrna, GA. This facility allowed United to continue its warehouse and delivery consolidation efforts across the state. The Smyrna location was also critical when United purchased the distribution rights for the Miller Brewing Company in Atlanta, which nearly doubled the size of its beer distribution business. Today, United conducts its Georgia operations at this location, as well as at warehouse and delivery locations in Savannah and Albany. United has since expanded into Alabama where it operates as United-Johnson Brothers of Alabama. Connect with Mike Shutt on LinkedIn and learn more about United Distributors here: https://udiga.com/ Jim Byrnes is the CEO of Blue Ridge where he brings a proven track record in growing profitable application and consulting businesses. Prior to joining Blue Ridge, Jim served as CEO of M4 Global Solutions, consisting of three independent operating companies: Changepoint, Uniface. and Lochbridge.  Prior to M4, he spent more than 11 years at Infor, where he held multiple executive positions including SVP of Process Manufacturing and Wholesale Distribution and EVP of Global Consulting Services. He previously ran the US operations of Ability as President of the supply chain management solutions provider. Jim has also served the Chief Operations Officer of Impact Innovations Group, a consulting services company focused on delivery chain management. Connect with Jim Byrnes on LinkedIn and learn more about Blue Ridge here: https://blueridgeglobal.com/ Episode79 is hosted by Scott Luton. Upcoming Events & Resources Mentioned in this Episode Learn more about Blue Ridge’s work in the Wine & Spirits industry: click here SCNR Tunes, Track 1, featuring Tommy Townsend & Will Haraway: click here APICS Atlanta CSCP and CLTD Boot Camps at Georgia Tech: click here Learn more about Supply Chain 101: https://youtu.be/Qc6U9WWUsYo See SCNR’s latest webinar featuring an update on Drones & IoT technologies: https://youtu.be/K21zQICAnIg Georgia Manufacturing Alliance: https://www.georgiamanufacturingalliance.com/ Blueprint 2019: https://blueridgeglobal.com/blueprint-2019/ AME Atlanta 2019 Lean Summit: https://www.ame.org/ame-atlanta-2019-lean-summit Transparency 2019: https://www.freightwaves.com/transparency19 EFT 3PL & Supply Chain Summit: click here Gartner Supply Chain Leadership Conference in Phoenix: https://www.gartner.com/en/conferences/na/supply-chain-us

In today’s conversation with Ron Caruuci, you will learn more about: Helping companies through periods of transformational change - accelerated growth - strategic pivots - cultural movements - leadership - getting out of holes Human endeavor at scale The importance of articulating your compelling, distinct storytelling and narrative How to define your story How business is the merging of two stories and the importance of being able to articulate your story in a compelling, distinct What are the fundamentals of distinction What most entrepreneurs fail to do Why language matters Ways to enroll all those around you in your story Biggest challenges in scaling Lessons on organizational design to increase efficiency and productivity Why most leaders rising in life fail in the first 18 months landmines put in front of leaders on the way up What the most successful leaders prioritize their stake-holds Role of context, breadth, choice, and connection in successful leadership Ron Carucci is a seasoned consultant with more than 25 years of experience working with CEOs and senior executives of organizations ranging from Fortune 50s to start-ups in pursuit of transformational change. His consulting has taken him to more than 20 different countries on four continents. He has consulted to some of the world’s most influential CEOs and executives on issues ranging from strategy to organization to leadership. His clients have included CitiBank, Corning, Inc., The Hershey Company, Bristol-Myers Squibb, Amgen, Deutsche Bank, Gates Corporation, ConAgra Foods, TriHealth, OhioHealth, Del Monte Foods, Midnight Oil Creative, Weyerhaeuser, McDonald’s Corporation, Starbucks, Microsoft, Sojourners, The Atlantic Philanthropies, Kleiner Perkins Caufield & Byers, Cadbury, Miller Brewing, the U.S. Patent & Trademark Office, Price Waterhouse Coopers, Johnson & Johnson, ADP, and the CIA. Connect with Ron: Web: http://www.navalent.com/transformation Linkedin: http://linkedin.com/in/navalent Twitter: https://twitter.com/RonCarucci E-mail: ron@navalent.com Ron’s newest book: https://www.amazon.com/Rising-Power-Journey-Exceptional-Executives-ebook/dp/B00NFZK3K4/ref=mp_s_a_1_1?keywords=ron+Carucci&qid=1551219412&s=gateway&sr=8-1

This dude is a DJ legend. DJ Nugget holds down Pittsburgh but has played all over the place these past 20 years. Some of these venues include: The Palms Pool in Las Vegas, The Do Over in LA, Down and Derby @ Coachella, and Greenhouse in NYC. I mean, his client list isn't too shabby either. Nugget has played for the Steelers, Porsche, Red Bull, Adidas, Netflix, Miller Brewing, and more. Not only does he DJ but also owns a couple of night spots in downtown Pittsburgh. His first one, the Goldmark, opened in 2015 followed by Scenario Night Club in 2017. He's been voted by the City Paper as Pittsburgh's "Best DJ" in 2016 and the Goldmark won "Best New Bar" in 2016 and the "Best Overall Bar" in 2017. The story with how I got connected with Nugget actually goes back to when I was in highschool. I tell it right at the beginning so I'll let you listen in for yourself. In this episode you'll hear: -How Nugget got his start -Going from DJ to owner -Overcoming Bad Nights -Where the name Nugget comes from -What it Means to Influence/Move a Crowd and more! Stay connected with DJ Nugget (AND LISTEN TO HIS SICK ASS MIXES) Website Instagram Twitter Facebook

Gary Reynolds started out as a musician, left for the West Coast to try songwriting, then followed his entrepreneurial instincts back to Wisconsin. His idea of connecting emerging bands with big company sponsors got him his first client, Miller Brewing. His idea of using his band support network of 300 representatives on campuses across the country to market tech products got him his second client, Apple Inc. Today, Gary is considered a pioneer in experiential marketing. He sold his company, New Berlin-based GMR , to Omnicom in 1997 but stayed on to build the global marketing communications firm's primary experiential and digital services and lead the acquisition of 23 agencies. Under Gary's watch, GMR has grown to have nearly 1,000 full-time employees and a field force that swells to as many as 20,000 when the firm is involved with big events like the World Cup and the Olympics. Here are some tips Gary has for other entrepreneurs: Put people first: You must know what’s happening with

On tap this week: Miller Brewing cared about Millennials just a few months ago, now they don’t, Heineken now has the world’s best-selling beer. Are breweries getting out of the beer business? How to promote diversity in the beer industry? The newly promoted Head Brewer of Whole Foods Market Brewery, James Carlyle will be joining us in studio. All this and more. Enjoy!

Jennifer Hill speaks to Dr. Anthony Paustian about his new book "A Quarter Million Steps." Dr. Paustian shares what he learned from his experience in the Air Force and being friends with several of the astronauts from the Apollo mission. He offers insights about creativity and the importance of creativity in leadership. Dr. Paustian also provides tools for increasing creativity and leadership in your life. QuarterMillionSteps.com From his Air Force days on fighter aircraft to building national brands for companies like Rockwell Avionics and Miller Brewing, Dr. Anthony Paustian has decades of experience in strategic leadership. After developing a technology-focused college campus that was named one of the nation’s most innovative organizations, Dr. Paustian created the college’s annual Celebrate! Innovation Week (ciWeek), the largest speaker-focused, free event in the Midwest. ciWeek’s sole purpose is to inspire. Dr. Paustian is the multi-award-winning author of A Quarter Million Steps and a podcast host of A Step Beyond through iHeartRadio.

Paul is currently Creative Director and Partner of Woods + Woods which he founded with his wife Alison Woods over 20 years ago. Prior to starting Woods+Woods, he served as Executive Creative Director and Partner at Enterprise IG in San Francisco (formerly SBG Partners) and Design Director at Landor Associates.   He’s worked on projects for a broad range of corporate and consumer brands including Apple, Adobe, Disney Studios, Dreyer’s Ice Cream, Frito- Lay, Hewlett Packard, Intuit, Levi Strauss, Lucasfilm, Microsoft, Miller Brewing, Nestle, Nickolodean, Symantec, Tree-Top, 3M, Xerox, and more. The Embassy Suites identity he designed over 20 years ago has remained to this day. Paul was also one of the instrumental designers leading in San Francisco leading the first Bay Area tech-boom.    I first came to know Paul by following him on Instagram. He is both prolific and productive as seen in his daily output of work.   View some of the work mentioned in the podcast at: https://www.facebook.com/brandeinsteinpodcast/

Originally from Abilene, Texas, Bundrant is one of the most prominent football executives hailing from the US. After graduating from West Virginia University, VA, he initiated his career with DC United of the newly started MLS with an unpaid internship. That laid the foundation for an over 20 year career at the very top of global sports business. After stints at Sportfive, one of the most recognized sports rights agencies, GMR Marketing, a sports engagement and experiential agency with clients including VISA, FIFA, and the Miller Brewing company, to name a few, he was named the Head of Commercial Partnerships at Liverpool Football Club in 2008. After a successful five seasons in North West England, he ventured further south when being named the Commercial Director & Head of International Business Development at AS Monaco - a team then purchased by the Russian billionaire Dmitry Rybolovlev who was looking to take the entity to the very top of European football, by acquiring players such as Falcao, James Rodriguez, Joao Moutinho, Anthony Martial, Eric Abidal, among others. The glory days lasted until Monaco was caught under the rules of Financial Fair Play, which brought Bundrant back to the US and Relevant Sports, a Stephen Ross company that owns, manages, and operates all aspects of the International Champions Cup. Currently, as the CEO & Founder of Riviera Sports Marketing, Bundrant focuses on building brand value, generating commercial revenue, and growing sponsorship opportunities for an international clientele of companies, ownerships groups, and individuals involved in sports business. Please join us as Bundrant delves into his journey, from humble beginnings in the West Texas farmlands to the top echelon of world football. We discuss what it takes to make successful team investments and acquisitions, negotiation tactics, Liverpool’s Champions League glory days, striking multimillion dollar sponsorship deals, rubbing shoulders with Russian billionaires, learning French at 40, accomplishing ambitious goals, and much more. See acast.com/privacy for privacy and opt-out information.

ADD Radio is back, this time the hosts Pat and Bill are back from their trip... In studio with them is Jim from Metal & Madness and Hump. They talk about the trip to the Harley Davidson factory, the Miller Brewing tour, the lack of Miller High-life in the factory where it is made, and plans to purchase a party bus for the next big trip.

Ron is a seasoned consultant with more than 25 years of experience working with CEOs and senior executives of organizations ranging from Fortune 50s to start-ups in pursuit of transformational change. His consulting has taken him to more than 20 different countries on four continents. He has consulted to some of the world’s most influential CEOs and executives on issues ranging from strategy to organization to leadership. He has worked extensively in the health sciences, biotech, and healthcare provider sectors and in the technology, consumer products, and retail food and beverage industries. He has led work on several large-scale merger integrations and subsequent culture change initiatives and enterprise-level global organizational redesigns. Ron specializes in the areas of: Strategy formulation – helping companies establish strategic direction in a collaborative fashion that builds ownership Global organization design and enterprise governance – helping organizations configure capabilities and decision-making processes to execute strategy Organizational change – designing comprehensive approaches to enrolling organizations into the transformation journey Executive leadership development – building deeply impacting solutions to build individual and enterprise leadership capability across generations Enterprise talent strategy – building integrated HR mechanisms to help create competitively differentiated talent solutions for selection, development, and succession He has helped CEOs, their executive teams, and their enterprises redesign themselves and build appropriate talent strategies to ensure the current and next generation of leaders have the capabilities required by the organization. He has been chief architect of several major leadership development simulations and curriculums for global organizations focused on developing high-potential executive talent and connecting strategy execution to leadership capability. Ron has spent the last several years exploring his new passion of ushering in the next generation of leaders, helping organizations connect multigenerational workplaces, and helping emerging leaders discover their unique voice and leadership strengths. He has spoken around the world on numerous topics pertaining to developing leaders of tomorrow. Ron is a former faculty member at Fordham University Graduate School as an associate professor of organizational behavior. He has also served as an adjunct at the Center for Creative Leadership. He is author/co-author of eight books, including the most recent best-selling Rising to Power: The Journey of Exceptional Executives (Greenleaf 2014) with colleague Eric Hansen, The Value-Creating Consultant (AMACOM, 2000) Relationships That Enable Enterprise Change (Jossey-Bass, 2002), the acclaimed Leadership Divided, What Emerging Leaders Need and What You Might Be Missing (Jossey-Bass, 2006) and its companion Facilitator's and Field Guides, Bridging the Leadership Divide (Jossey-Bass, 2010), Future in-Formation: Choosing a Generative Organizational Life (Outskirts, 2008) with colleague Josh Epperson, and Leadership Stories from Tomorrow (Xulon, 2009). He has authored numerous articles and book chapters on the issues of executive leadership and organizational change. His clients have included CitiBank, Corning, Inc., The Hershey Company, Bristol-Myers Squibb, Amgen, Deutsche Bank, Gates Corporation, ConAgra Foods, TriHealth, OhioHealth, Del Monte Foods, Midnight Oil Creative, Weyerhaeuser, McDonald’s Corporation, Starbucks, Microsoft, Sojourners, The Atlantic Philanthropies, Kleiner Perkins Caufield & Byers, Cadbury, Miller Brewing, the U.S. Patent & Trademark Office, Price Waterhouse Coopers, Johnson & Johnson, ADP, and the CIA. Seth Greene is a 6 Time Best Selling Author, Learn more about your ad choices. Visit megaphone.fm/adchoices

George Bradt is the founder and Managing Director of executive onboarding group PrimeGenesis. He has provided consulting assistance to Elizabeth Arden, Merrill Lynch, MTV, and Miller Brewing. Bradt received an AB from Harvard, and an MBA from The Wharton School at the University of Pennsylvania. He served as an executive in sales, marketing, and general management around the world at ... Read More