Podcasts about Mortar

Jason Mancuso built Musclesport‘s name on flavor-first Lean Whey, the protein line that turned cereal marshmallows and cannoli cream into a real category. He joined Ben for Episode #208 of the PricePlow Podcast to walk through that story, but this conversation is Mike’s first full sit-down with him, alongside Musclesport EVP and CMO Rob “Franky” Oberholzer. CreaM’D Rice Outperforms Lean Whey?! Musclesport’s Next Big Play A lot’s changed since that visit. The headline: Jason says CreaM’D Rice now outsells Lean Whey unit for unit, a strange turn for a brand built on protein powder. This episode covers how that happened, Musclesport’s push into savory CreaM’D Rice flavors (bacon, egg, and cheese included, built on real egg protein instead of whATey), the wellness-minded Fiber Lean-AM, the revived Lifted brand’s functional pouches and a possible energy drink, and a candid look at protein pricing, inventory strategy, and what Jason wants Musclesport to become next. Subscribe to the PricePlow Podcast on your favorite platform and sign up for Musclesport alerts before diving in. https://blog.priceplow.com/podcast/musclesport-jason-mancuso-creamd-rice-237 Video: Jason Mancuso and the Musclesport Team on CreaM’D Rice, Savory Flavors, and What’s Next https://www.youtube.com/watch?v=5vWP5KwPYBQ Detailed Show Notes: Jason Mancuso and Rob Oberholzer of Musclesport (0:00) – Jason Mancuso Returns to PricePlow (1:15) – From McDonald’s to the Supp Chef (8:30) – Muscle Milk, Marshmallows, and Lean Charms (11:00) – Brick and Mortar, Then COVID Hits (16:00) – CreaM’D Rice Becomes the Best Seller (18:00) – Storytelling, Community, and Consistent Flavor (31:15) – Why Musclesport Waited on Clear Protein (34:30) – Lean Whey Gourmet and Protein Economics (43:30) – Fewer Flavors, Smarter Inventory (47:45) – Breakfast in a Bag and the Birth of Lifted (54:00) – Savory CreaM’D Rice Gets Weird (1:04:00) – MSG, Fettuccine Alfredo, and Cheeseburger Territory (1:07:15) – Can CreaM’D Rice Reach Mass Retail? (1:10:30) – Fiber, Wellness, and Musclesport Mornings (1:16:30) – An Energy Drink for Lifted? (1:20:00) – The Vanilla White Whale (1:21:45) – Why Jason Won’t Flavor Anyone Else’s Protein (1:27:15) – Protein Bars, RTDs, and What’s Next (1:33:00) – Perfect Shaker and Closing Where to Follow and Learn More Connect with Jason, Rob, and Musclesport Jason Mancuso on LinkedIn Jason Mancuso (The Supp Chef) on Instagram: @suppchefofficial_ Rob “Franky” Oberholzer on LinkedIn Musclesport on Instagram: @musclesportusa Musclesport on PricePlow – Sign up for news alerts Resources Mentioned Epi… Read more on the PricePlow Blog

Justin shares how he transformed his own recovery journey into The Maze, New York City's first alcohol-free members club, built on a "home away from home" philosophy and an obsessive eye for design and detail. He breaks down why he chose a membership model over a public café, how the physical space was engineered to compete with the city itself for people's attention, and what it takes to keep hospitality and maintenance standards tight a year into operation.Welcome to Elevating Brick and Mortar. A podcast about how operations and facilities drive brand performance.On today's episode, we talk with Justin Gurland, Founder and CEO of The Maze. A former social worker with 15 years in behavioral health and nearly two decades in recovery himself, Justin brings a deeply personal mission to hospitality, building a space where sobriety and community-building meet thoughtful design.Guest Bio:Justin Gurland is the Founder and CEO of The Maze, New York City's first alcohol-freemembers club, redefining how people connect, socialize, and build community without alcohol at the center.Sober for 18 years, Justin is a Licensed Master Social Worker (LMSW) with more than 15 years of experience working in the substance use and recovery field. Throughout his career, he has worked closely with individuals and families navigating addiction, helping them rebuild their lives through connection, structure, and support.His work is grounded in a simple belief: connection is at the core of lasting change. Over time, he saw a consistent gap - while many people were seeking sobriety or more mindful ways of living, there were few spaces designed to support connection without alcohol as the focal point. That insight became the foundation for The Maze.With The Maze, Justin has translated his clinical and personal experience into a new kind of social environment - one that brings together dining, thoughtfully curated programming, and a strong sense of community. His approach blends structure with creativity, creating a space where members can return regularly, build relationships, and feel a genuine sense of belonging.As the sober-curious movement continues to gain momentum, Justin is helping to shape a broader cultural shift around how people gather and engage. Through The Maze, he is building a model that extends beyond hospitality - one that prioritizes consistency, connection, and purpose, and reflects a more modern, inclusive approach to social life.TIMESTAMPS:00:53 - About The Maze: Brand, Services & History01:31 - Justin's sobriety and career journey: the path to The Maze06:25 - The Maze's North Star11:13 - Finding the space: the story behind The Maze's location18:21 - Maintaining the space: upkeep, team culture & hospitality lessons22:37 - Scaling The Maze: expansion, local culture & staying true to community28:58 - Technology's role in physical spaces & the vision for The Maze's futureSPONSOR:ServiceChannel brings you peace of mind through peak facilities performance.Rest easy knowing your locations are:Offering the best possible guest experienceLiving up to brand standardsOperating with minimal downtimeServiceChannel partners with more than 500 leading brands globally to provide visibility across operations, the flexibility to grow and adapt to consumer expectations, and accelerated performance from their asset fleet and service providers.LINKS:Connect with Justin Gurland on LinkedInFollow The Maze on LinkedInFollow The Maze on InstagramThe Maze's WebsiteConnect with Sid Shetty on LinkedinCheck out the ServiceChannel Website Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This episode explores how Bryce McPartland built a personal injury law firm on his own terms. He and Kevin Daisey dig into what it looks like to choose a practice, a place, and a lifestyle that actually fit the way you want to live. Bryce shares his path from small firm work to opening his own practice, then expanding across Washington and into Idaho. He also explains why remote leadership, intentional office placement, and a strong team have helped the firm keep growing. In this episode you'll learn: Why Bryce knew it was time for a new boss How farming shaped his patience for personal injury work Why office location can affect search visibility and client convenience How core values like creativity, curiosity, consistency, and courageousness guide hiring Why people, not just systems, are the hardest part of firm growth How curiosity and abundance help law firm owners keep improving For managing partners and law firm owners, this conversation is a practical reminder that growth does not have to follow a traditional model. If you want a firm that performs well and supports the life you want, this episode offers a clear blueprint. Chapters (00:00:00) - Intro and Welcome(00:02:19) - Bryce's Journey to Law and Starting His Firm(00:05:53) - Firm Locations and Expansion in Washington(00:07:36) - Living Remotely While Running the Firm(00:09:58) - Brick and Mortar vs Online: Office Strategy(00:12:40) - Choosing Submarkets Over Big Cities(00:17:04) - Challenges: People, Mistakes, and Growth(00:19:53) - Core Values and Hiring for Culture(00:23:25) - Personality Testing and Team Dynamics(00:26:05) - Anonymous Surveys and Employee Feedback(00:30:22) - Starting Out: Taking the Leap and Building Referrals(00:35:20) - Networking, Resources, and Building Relationships(00:38:30) - Closing Thoughts and Final Advice

Dom talks with Norsewear Managing Director Time Deane about the company opening its first retail store in twenty years, why it's chosen the old Waipukurau train station in Central Hawke’s Bay as the venue and why it's decided to buck the trend of company's retreating from physical stores. Tune in daily for the latest and greatest REX rural content on your favourite streaming platform, visit rexonline.co.nz and follow us on Instagram, Facebook and LinkedIn for more.

Last time we spoke about the fall of Hong Kong. As dawn broke on December 20, 1941, Japanese battalions tightened their grip on Hong Kong Island. While the defenders fought desperately at Repulse Bay Hotel, Wongneichong Gap, and the heights around Mount Nicholson and Mount Cameron, piecemeal counter-attacks by exhausted Canadians, Royal Scots, Rajputs, and Hong Kong Volunteers were shattered by rain, darkness, and poor coordination.Resistance stiffened at Stanley Peninsula, but ammunition ran low and hope faded. On Christmas Eve, the Japanese stormed St Stephen's College hospital. They bayoneted wounded soldiers in their beds, murdered doctors, and raped nurses in an orgy of horror that became known as the St Stephen's Massacre.On Christmas morning—forever "Black Christmas"—Governor Young surrendered the colony after seventeen days of fighting. As white flags rose, Rear-Admiral Chan Chak and a small party made a daring escape by sea under fire, eventually rescued by Chinese Communist guerrillas of the East River Column who would save hundreds more lives in the months ahead.   #219 The Malayan Campaign Part 1: Bicycle Blitzkrieg   Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. Now in the last episode we spoke about the battle of Hong Kong, which of course was fought on Chinese territory and did involve Chinese participation. I took some time to think about what aspects of the early Pacific War should be covered in depth here, ie: what pertains the most to the Chinese experience. We are not going to talk about the Philippines or Dutch East Indies, but the Malayan campaign and fall of Singapore I would argue need to be dived into. There was a lot of ethnic Chinese participation in this campaign. No worries after this brief series on the Malayan Campaign we will be jumping back to China. Following World War One, Britain sought to counter growing Japanese ambitions by establishing a major naval base in Singapore during the 1920s. The location offered strategic advantages, particularly its exemption from the Washington Naval Treaty's non-fortification clause, making it ideal for housing a powerful deterrent fleet. The plan was straightforward: maintain overwhelming naval superiority to discourage Japanese expansion. Yet this calculation proved dangerously optimistic. Japanese aggression accelerated throughout the 1930s, while the European war's outbreak in 1939 drained Britain's resources, leaving its Far Eastern colonies—Malaya, Burma, and Hong Kong—dangerously exposed. Churchill remained convinced that Japan would not strike in 1941, prompting him to channel reinforcements toward the Mediterranean theater. The defensive strategy hinged on buying time; should Japan attack, British forces would delay the enemy while holding Singapore as a fortress until relief arrived. This plan contained a fatal flaw: Britain lacked the capacity to actually send reinforcements to the region. Commander-in-Chief Robert Brooke-Popham led Britain's Far Eastern Command from Malaysia, acutely aware of the challenge ahead. Lieutenant-General Arthur Percival commanded ground forces comprising 31 poorly trained infantry battalions—approximately 88,600 personnel total—largely untrained for jungle warfare. These troops were distributed across three divisions. Air defense proved equally problematic. With only fourteen squadrons flying outdated aircraft, the RAF faced a critical shortfall. Squadrons were scattered across multiple airfields: Vickers Vildebeest and PBY Catalina aircraft at Seletar; Bristol Blenheims at Tengah; Brewster Buffalos at Sembawang and Kallang; further Buffalos and Blenheims at Sungei Patani; Lockheed Hudsons at Kota Bharu; and additional Blenheims at Kuantan and Alor Setar. Allied units occupied three strategic zones. The Indian 11th Infantry Division under Major General David Murray-Lyon held northern Malaya, defending airfields and the Thai frontier from positions near Kota Bharu, Jitra, and Alor Setar. These installations remained lightly garrisoned and vulnerable. The Indian 9th Infantry Division occupied central Malaya, tasked with holding delaying positions at Jitra and Gurun—positions themselves poorly constructed and uncoordinated. Australia's 8th Division under Gordon Bennett anchored the south near Mersing and Johor, forming the last line before Singapore's fortress. Singapore itself bristled with coastal defenses and commanded a substantial naval garrison, expected to repel any Japanese approach. A week before Japan's offensive erupted, Churchill sent Force Z to Singapore—the battleship Prince of Wales, battlecruiser Repulse, and four destroyers. Despite vigorous objections from admirals, particularly Captain William Davis, who warned the Prince of Wales without air cover would be "a hostage to fortune," Churchill overruled them, seeking to project confidence and maintain American goodwill. Admiral Sir Tom Phillips commanded Force Z. Known as "Tom Thumb" for his diminutive stature, Phillips sparked controversy—critics labeled him a "desk admiral"—yet Field Marshal Smuts called him "an admirable choice" and American Admiral Thomas Hart praised his administrative acumen. Phillips' record was mixed. He advocated astutely for tank deployment in Malaya and correctly questioned the Brewster Buffalo's effectiveness, urging Hurricanes instead. Yet he fatally underestimated the threat aircraft posed to capital ships, believing the Prince of Wales' anti-aircraft batteries could defend a maneuvering vessel. An unnoticed handicap compounded this: tropical humidity had disabled the Prince of Wales' fire-control computer before she ever fired. Force Z reached Singapore on December 2, 1941, amid misplaced confidence. Nineteen-year-old Richard Smith recalled: "Everyone believed the Japanese fleet was made of rice paper and string. We assumed we would crush them effortlessly." Churchill's public declaration seemed to goad Japan into action. Admiral Yamamoto responded decisively, dispatching thirty-six Mitsubishi bombers to reinforce existing aircraft and ordering intensive training for "ship-killing"—specialized torpedo and bombing attacks. Three air groups, led by Miyauchi, Nakanishi, and Shoji, trained relentlessly in low-level runs and ocean navigation. Phillips, stripped of air cover, commanded only aging destroyers alongside his capital ships. The stage was set for disaster. In November 1940, the German raider Atlantis captured the British steamer Automedon in the Indian Ocean, seizing documents destined for Air Marshal Brooke-Popham that exposed Singapore's vulnerabilities. The Germans shared this intelligence with Japan in December. By January 1941, the Japanese had also broken British Army codes, revealing the weakness of Singapore's defenses and enabling them to plan an invasion accordingly. The invasion of Malaya followed an audacious strategy devised by Colonel Tsuji Masanobu. Japanese forces would conduct amphibious landings in southern Thailand and northern Malaya, then push 400 miles through jungle terrain toward Singapore. The 25th Army, commanded by Lieutenant-General Yamashita Tomoyuki and initially comprising two divisions, led this operation, supported by Admiral Kondō Nobutake's 2nd Fleet, which provided convoy escort. Thailand's strategic position was crucial; the British could not defend it, offering Japan a favorable staging ground. Marshal Plaek Phibun, Thailand's leader, had informally agreed to allow Japanese passage but simultaneously negotiated with British and American diplomats, creating uncertainty. A second force, the 15th Army under Lieutenant-General Iida Shōjirō, was preparing to invade Burma through Thailand. If the Thai withheld passage by December 7, these forces would advance directly from Indochina. Brooke-Popham devised Operation Matador to counter the Japanese threat. This ambitious plan called for the 11th Indian Division to preemptively seize Singora and Patani—critical Thai ports essential to Japanese invasion plans. The operation's centerpiece was capturing the Ledge, a key terrain feature south of Patani. Control of the Ledge would allow British forces to block roads from Patani, securing retreat routes for the 11th Division and denying the Japanese access to rear areas. Failure would expose the British to encirclement and force withdrawal from Perak and Kedah. However, Matador faced insurmountable obstacles. Britain was uncertain whether Thailand would resist or accommodate Japan, and invading neutral Thai territory risked driving the Thai government into Japanese arms. Command hesitation, combined with poor intelligence, created fatal delays. Matador was never approved. Instead, authorities authorized Operation Krohcol, a scaled-down alternative named after the town of Kroh. This operation tasked a small British-Indian force with advancing into southern Thailand to capture the Ledge, destroy bridges and roads, and delay Japanese movements. Though far less ambitious than Matador, Krohcol represented Britain's final attempt at preemptive action. It would be activated only after Japan opened hostilities, but by then, opportunity had already slipped away.   On December 4, Japanese transport ships escorted by Admiral Kondō's fleet departed Hainan Island toward their objectives. Two days later, British reconnaissance spotted the fleet, but Brooke-Popham lacked authorization to intervene—he could only alert his forces. At 23:00 on December 7, Japan issued an ultimatum to Thailand, demanding passage and giving a two-hour response window. Unable to locate Prime Minister Phibun until late morning, Thailand was invaded hours later. From Indochina, Japanese Imperial Guards and the 55th Division landed at Phra Tabong and pushed northwest toward Aranyaprathet. The 5th Division's regiment landed at Patani while the division's main force seized Singora, quickly overwhelming Thai defenders. From Saigon, elements of the 15th Army conducted additional naval landings across Thailand but encountered unexpectedly fierce Thai resistance that stalled their progress. Just before Pearl Harbor came under attack, the Japanese 18th Division landed at Kota Bharu. The defenders—the 8th Indian Infantry Brigade under Brigadier B.W. Key, supported by artillery from the 21st Mountain Battery and the 73rd Field Battery—faced a daunting task. The 3/17th Dogra Regiment, commanded by Lieutenant Colonel G.A. Preston, held a 10-mile coastal stretch fortified with mines, barbed wire, and pillboxes overlooking the narrow beaches of Badang and Sabak, separated by estuaries and surrounded by creeks, lagoons, and swamp islands. The Dogras unleashed devastating fire as Japanese landing craft approached at midnight. Colonel Masanobu Tsuji observed that enemy pillboxes "responded with such overwhelming force that our men lying on the beach, partially submerged in water, could not lift their heads." The first waves were pinned down, with casualties mounting from artillery, machine gun fire, and Allied aircraft from nearby airfields. British Hudsons bombed the invasion fleet and stranded soldiers, sinking one Japanese transport and destroying seven of their own aircraft in the process. The defenders inflicted heavy casualties, but intense hand-to-hand combat eventually breached the line's center by 03:45, threatening the nearby airfield. Simultaneously, 17 Japanese bombers attacked Singapore with minimal damage and 61 casualties, surprising the British with evidence of enemy long-range aircraft. Japanese fighters and bombers dominated the skies over Kota Bharu and northern Malaysian airfields, demonstrating clear air superiority. Amid the chaos, counterattacks by Malayan battalions failed, forcing the British to destroy northern airfields to prevent capture. The defenders retreated from the beaches to Kota Bharu itself that night. As confusion engulfed British headquarters, Operation Krohcol commenced at 15:00. This scaled-down preemptive operation aimed to delay the Japanese invasion by securing and destroying the Ledge—a six-mile road carved through steep hillside with a sheer drop into a river. Blowing this section would severely impede enemy advance. The force consisted primarily of the 3/16th Punjab Regiment under Lieutenant Colonel Henry Moorhead, supplemented by engineers, traveling in Marmon-Herrington trucks provided by the Australian Motor Transport Company. Krohcol was undermanned from the start; the 5/14th Punjab Regiment and artillery battery failed to arrive on schedule, forcing the column to proceed without them. Crossing the border at Kroh, Indian troops encountered determined resistance from Thai police under Major Prayoon Rattanakit in Betong. These roadblocks delayed the Indian advance for two full days while Prayoon's officers simultaneously engaged Japanese forces at Patani. After several hours of combat, Japan and Thailand reached an armistice by midday, with Phibun granting Japan passage, though Thai forces remained neutral. Japanese forces at Patani, navigating poor roads but facing no opposition, began their advance toward the Ledge—approximately 60 miles distant—initiating a critical race against Krohcol to determine who would occupy this vital position first. Meanwhile, renewed fighting erupted at Kota Bharu as Japanese forces infiltrated around British strongpoints, causing alarm among commanders. By December 10, with the situation deteriorating, defenders received authorization to abandon Kota Bharu and withdraw south to Machang.   Just hours after the Pearl Harbor attack, Admiral Phillips ordered Force Z to intercept Japanese invasion forces in the South China Sea without air support. Phillips believed he could "finish quickly and escape to the east before the Japanese could organize a significant attack." Ten Brewster Buffaloes were assigned to support the fleet, but he departed without requesting their cover. Force Z failed to locate the Japanese fleet, which had moved northwest into the Gulf of Siam. By afternoon on December 9, Japanese submarine I-65 detected Force Z, followed by reconnaissance aircraft. When Phillips altered course toward Kuantan, crews grew complacent. Bert Wynn recalled shipboard conversation centered on sinking Japanese warships. A flag officer remarked to CBS correspondent Cecil Brown, "Oh, but they are Japanese. There's nothing to worry about." That evening, Brown questioned whether the British were overconfident given Pearl Harbor. Officers conceded theoretically but remained dismissive. One replied, "We just don't think the enemy is much good. They could not beat China for five years." At 11:00 AM on December 10, Japanese aircraft struck. Three waves of Nell and Betty bombers from Indochina, after more than five hours aloft, approached from the horizon. With no air support—Phillips had maintained radio silence—defense rested entirely on anti-aircraft batteries. Nells attacked at 12,000 feet, dropping 250 kg bombs. Repulse twisted violently, evading most, but one struck her seaplane deck, killing two dozen men instantly. At 11:30, seventeen Nells attacked at wave-top level, focusing on Prince of Wales. Nine aircraft divided their approach, flying below 100 feet from both bows. The ship's inexperienced anti-aircraft crews, hampered by inoperable radar from tropical humidity, struggled to track targets. Once torpedoes were released, the planes sped away, losing only one aircraft.   A single torpedo struck Prince of Wales near the outer propeller shaft. When restarted, water flooded engine room B. Auxiliary power failed, halting drainage and causing an 11.5-degree list to port. Her 5-inch guns became powerless; she slowed to 15 knots, severely crippled. At 12:20, twenty-six Bettys attacked in coordinated "anvil" assaults with simultaneous torpedo drops on both bows. Repulse evaded initially but two or three torpedoes found their mark. One crew member recalled, "Suddenly there was a massive explosion. I immediately knew we'd lost Repulse, for within seconds she took on a frightening list to port, so rapid no amount of counter flooding would save her." Captain's last order: "You've put up a good show, now save yourselves." At 12:23 PM, Repulse rolled over and sank stern-first, her enormous hull protruding vertically from the water. Men jumped into oil-blackened water; many drowned during hours of waiting while destroyer escorts frantically retrieved survivors. Cecil Brown described it as "a confusing, macabre game"—orange flames, white tracers, and gray aircraft "astonishingly close, like butterflies pinned on blue cardboard." With Repulse gone, bombers concentrated on the damaged Prince of Wales. At 12:44, a 500 kg bomb struck between her stacks where wounded crew sheltered, causing devastating casualties. Men ordered to abandon ship faced drowning if trapped below deck. Destroyers rushed in to save swimmers, though HMS Express nearly capsized in rescue efforts. Ten Buffaloes arrived as Prince of Wales sank—too late. One pilot recalled, "After an hour, lack of petrol forced me to leave, but during that hour I had seen many men in dire danger waving, cheering and joking, as if they were holiday-makers waving at a low-flying aircraft. It shook me, for here was something above human nature." In just over an hour, the battleship era ended: 47 British officers and 793 men perished, including Admiral Phillips. Repulse's captain later acknowledged, "The enemy's attacks were undoubtedly carried out magnificently and pressed home effectively. The high-level bombers maintained tight formation and did not veer off course." By December 10, Krohcol reached Betong, just 26 miles from the Ledge. However, a Japanese ambush caught them off-guard near the target, forcing retreat when they were only a mile away. The 5th Division's regiment reached the Ledge by midday, dealing the Indians significant casualties. By December 13, Krohcol was pushed back to Kroh, the operation failed. Meanwhile, the 5th Division advanced south from Singora toward Jitra. Major-General David Murray-Lyon commanded the 11th Indian Division's weak defensive positions at Jitra's road junction, unaware that the critical Alor Setar airfield had already been abandoned. His forces—6th Indian Brigade holding a 10-mile coastal sector, 15th Brigade covering the road, and 28th Brigade in reserve—had sent two delaying detachments on December 9. On December 11, Japanese tanks overwhelmed these covering battalions, inflicting heavy casualties. Murray-Lyon committed his reserves prematurely, leaving Alor Setar lightly defended. That night, Japanese tanks reached the main position north of Jitra, with the 5th Division following. Heavy fighting ensued between Japanese armor and demoralized Indian troops. British defenses penetrated around 06:00, forcing successive Indian units to be overrun. Murray-Lyon repeatedly requested withdrawal permission. At 19:30 on December 12, General Percival finally approved. Due to poor communication and confusion, the 11th Indian Division suffered heavy casualties but disengaged by December 13, withdrawing to Gurun. The primary British defenses in northern Malaya had been breached, the 11th Division severely weakened, and the Japanese advance down the peninsula had begun unstoppably. Percival's first significant defense occurred at Jitra on December 11th, intended to push the Japanese as far north as possible and protect remaining Allied airfields. The Japanese quickly overwhelmed the Indian defenders, and Colonel Tsuji observed the engagement firsthand: "Our tanks were ready on the road, and the twenty or so enemy armored cars ahead were literally trampled underfoot. The enemy armored cars could not escape by running away, and were sandwiched between our medium tanks. It was speed and weight of armor that decided the issue." Major General Murray-Lyon commanded the 11th Indian Division. A World War I veteran, he had served with distinction in the Highland Light Infantry, earning the Military Cross for bravery in Flanders and the Distinguished Service Order for his actions at Moeuvres. The citation stated: "For conspicuous gallantry and devotion to duty. When the enemy attacked and penetrated the line after intense fighting and continual bombing attacks, by his courage and personal example he succeeded in driving them out and held his position against further heavy attacks with splendid coolness and determination." This was no desk officer, but a frontline commander faced with an impossible task. Murray-Lyon's division appeared formidable on paper but was severely compromised. It contained only two regular British battalions—the Leicestershire and East Surrey Regiments—with the remainder consisting of four newly raised Indian Army battalions and three inexperienced Gurkha battalions. The Gurkhas, though renowned as elite soldiers, were primarily composed of 18-year-old recruits fresh from deployment. Like all Allied forces in Malaya, the division lacked tanks while facing an enemy flush with armor. After only days of intense combat, Murray-Lyon sought permission to withdraw, convinced the Japanese forces greatly outnumbered him. Ironically, Yamashita's army was outnumbered two to one. The Japanese commander employed Blitzkrieg tactics inspired by his time as a military attaché in Berlin, coordinating air and ground forces with remarkable precision. His approach involved fast-moving tanks, bomber aircraft deployed as mobile artillery, and—most unusually—bicycle-mounted infantry. Prior to the invasion, Japanese planners decided bicycles were ideal for the tropical jungle terrain. Rather than shipping thousands, they seized bicycles from the local population. The offensive typically began with bombing raids on Allied defensive positions, followed by tanks smashing through. As defenders retreated, bicycle infantry continuously harassed and attacked, while coastal amphibious assaults flanked positions along the shore. Colonel Alfred Harrison of the 11th Indian Division reflected on the psychological toll: "Fatigue had stretched the men's mind to the limit and the moral ascendancy which the Japanese achieved in these few weeks included a psychic side. The troops were beginning to attribute almost supernatural powers to the Japanese." Yamashita had rehearsed these tactics extensively on Hainan Island, conducting exercises in amphibious landings, bridge destruction and repair, and jungle operations. The bicycle innovation proved revolutionary—troops covered greater distances more quickly with less fatigue, repeatedly outflanking British forces who found themselves pushed off roads and encircled. The rapid movements created a psychological multiplier effect; British commanders, mistaken about enemy numbers, believed they faced far larger forces than actually present. This "Bicycle Blitzkrieg," as it became known, echoed Mongol tactics—a single swift force striking multiple targets so quickly that enemies believed they faced several armies. Tanks were crucial to this success. The British had deployed no tanks to Malaya before the war, a fatal omission. Combined with bicycle infantry, Japanese armor allowed them to engage British forces before defensive positions could be established. Percival authorized withdrawal from Jitra, directing troops south to Gurun, but those defenses remained unfinished and the Japanese advance was too rapid. Percival later reflected in his memoir, War in Malaya: "This withdrawal would have been difficult under the most favorable conditions. With the troops tired, units mixed as the result of the fighting, communications broken and the night dark, it was inevitable that orders should be delayed and that in some cases they should never reach the addressees. This is what in fact occurred. The withdrawal, necessary as it may have been, was too fast and too complicated for disorganized and exhausted troops, whose disorganization and exhaustion it only increased." From the start, British forces stretched too thinly across a 14-mile front in challenging terrain—dense jungle on the right flank, monsoon-soaked rice fields and rubber plantations in the center, mangrove swamps to the left. Yamashita's concentrated attacks breached the line. Repeated retreats cost both personnel and equipment, as overrun positions offered no opportunity for evacuation and bicycle infantry prevented orderly withdrawal. The Jitra defeat exposed a fundamental strategic error: deploying under-resourced troops across Malaya's entire breadth rather than establishing a shorter, more defensible line further south, which could have shortened British supply lines while lengthening Japan's—a disadvantage the Japanese could not exploit. The Allied retreat continued southward to the Gurun area, though the chaotic withdrawal from Jitra itself inflicted more casualties than the fighting had—many frontline units never received withdrawal orders, while others became lost crossing the Bata River. Murray eventually fell back to the Muda River, establishing defensive positions along the Krian River some thirty miles south. Percival, increasingly desperate, realized his entire strategy had depended on holding the Japanese as far north as possible to minimize air threats to Singapore. The rapid Japanese advance made this impossible. Reluctantly, he ordered a general withdrawal south of the Perak River, while his field commanders pleaded for reinforcements they would never receive. Though Percival had an Australian division in Johor, he refused to commit them north, fearing a Japanese naval invasion further south could threaten Singapore itself.   As Yamashita's 25th Army advanced westward toward Penang, Japanese bombers subjected the island to daily raids. British command, recognizing the island as indefensible, evacuated European residents on December 17th—leaving the local Malay population to face the Japanese. Mrs Muriel Reilly's recollection captures the moment's bitter legacy: "it still hurts to think how the white race 'let down hundreds of similarly faithful servants who trusted in us, and looked to us for protection from the hated Japanese." The abandonment had strategic consequences. In their haste, the British left massive stockpiles of arms and supplies in Penang that fell directly into Yamashita's hands. More profoundly, local Malays turned against their former colonial rulers. Some historians now argue "the moral collapse of British rule in Southeast Asia occurred not at Singapore, but at Penang." Under subsequent Japanese occupation, Penang endured three years and eight months of hardship—food shortages, rampant hyperinflation from the "banana dollar," and systematic repression including comfort women camps and the Sook Ching massacres targeting Chinese communities the Japanese feared might become guerrillas.  The Japanese occupiers' fears about Chinese resistance were prescient. Among the Chinese communities of Malaya and Singapore, anti-Japanese sentiment had been building for over a decade. Since Japan's 1937 invasion of China, ethnic Chinese populations had viewed Tokyo with deep hostility. The Japanese invasion of Manchuria in 1931, followed by the escalating horrors of the Second Sino-Japanese War, had created a reservoir of determination to resist Japanese expansion wherever it might emerge. As British colonial authority crumbled, this sentiment transformed from passive resentment into active organization. The Battle of Jitra exposed a fundamental miscalculation: attempting to defend all of Malaya with an undersized army. A more strategic withdrawal to Johore would have shortened British supply lines while extending Japan's. As December ended, Murray-Lyon was dismissed from command—a casualty of circumstance. He had spent weeks preparing for the cancelled Operation Matador while neglecting proper defenses at Jitra and Gurun. At fifty-one, this decorated soldier, who had earned the Military Cross and Distinguished Service Order in the Great War, became a civilian during Britain's darkest hour. He was replaced by Brigadier Archibald Paris, equally inexperienced in jungle warfare, who paradoxically proved more effective by facilitating the retreat of Murray's division while inflicting unexpected casualties on overconfident Japanese units. By December 26th, the Japanese 5th Division and 4th Guards Regiment crossed the Perak River, preparing an assault on Kampar. This position was crucial—located halfway between Penang and Kuala Lumpur, its terrain was unsuitable for tanks and difficult to outflank, offering a rare opportunity to make a stand. Paris gathered infantry battalions, many composed of Jitra and Gurun survivors: British battalions from the Leicesters and East Surreys, along with Jat and Punjabi units including Sikhs. The 12th Brigade hastily dug trenches, strung wire, and cleared fields around Kampar's ridges to improve visibility. After three weeks of continuous fighting and retreat, the defenders' morale had collapsed. Colonel Alfred Harrison observed on Christmas Day: "fatigue had stretched the men's mind to the limit and the moral ascendancy which the Japanese had achieved in these few weeks included a 'psychic' side. The troops were beginning to attribute almost supernatural powers to the Japanese." The Japanese, by contrast, had grown accustomed to victory and approached each engagement with unshakeable confidence. Yamashita employed German-inspired tactics using aircraft as mobile artillery—vital in terrain where conventional gun placement was impossible. Engagements began with bombing raids on Allied positions, followed by frontal assaults to establish a line, then flanking maneuvers through jungle to encircle defenders. When the assault came from the western coastal roads, Japanese tanks struck the 12th Brigade along a three-mile rural stretch near Gopeng. Small arms and heavy machine gun fire erupted as infantry dismounted from trucks and spread into the brush. Some tanks advanced alone onto a bridge near Dipang, where they encountered defenders with Lanchester submachine guns and Bren gun carriers equipped with anti-tank rifles. Lt Colonel Ian Stewart noted the grim reality: "the anti-tank rifle made no impression against the Jap mediums, while their 37 mm guns went through our armour like paper." The Japanese tankers, closing their hatches in the oppressive subtropical heat—what they described as a "Turkish bath"—approached cautiously, aware of potential counterattacks. British defenders fired desperately at vision slits, their bullets ricocheting uselessly. A 2-pounder anti-tank gun destroyed a single tank, prompting Japanese armor to withdraw and wait for infantry support. Meanwhile, two hundred defenders on the opposite side prepared to destroy the bridge. Fortunately, Kampar's shallow water allowed most to wade across a mile downstream. Stewart's 12th Brigade had purchased time. The British established a strong perimeter around Kampar Hill, resembling a "goose egg" on the map. Their artillery, better supplied than the Japanese equivalent, was concealed in the jungle with two hundred rounds stacked beside each gun. The 15th/6th Brigades occupied the low ground where the road and railway ran through town. Unlike earlier battles where Japanese forces kept defenders pinned with close contact, Kampar's expansive fields of fire and terrain offered space to maneuver—a rare advantage the British would finally exploit. Major General Saburo Kawamura led the attack on Kampar with his 9th Brigade. On December 31st, he probed the 28th Gurkha Brigade entrenched on the hill. Japanese howitzer fire drew return artillery that effectively repelled their advances. At midnight on New Year's Eve, Lt. Colonel Augustus Murdoch ordered a 12-gun salute fired at the Japanese—perhaps a cheeky gesture. Seven hours later, Kawamura launched his main assault on the western side targeting the trunk road. The brunt fell on a newly formed British battalion, the Leicesters and East Surreys, under Lt. Colonel Esmond Morrison. The 48-year-old, though some dismissed him as a "polo-playing playboy," proved a serious soldier despite his peacetime reputation, frequently sharing front-line dangers with his men. Japanese infantry emerged from the mist carrying mortars. Mortar fire became intense—one casualty was a company commander whose jaw was shattered by a splinter. However, observation officers from the 88th Field Regiment pinpointed Japanese advances, unleashing devastating artillery fire. Colonel Masanobu Tsuji observed "a continuous stream of casualties coming back down the hill to safety, either carried on stretchers or supported on the shoulders of comrades who were themselves wounded." Japanese artillery pieces were covertly moved through secondary jungle to hide their positions. During the fighting, one of Morrison's lieutenants encountered Japanese soldiers in a trench, fired his revolver, and retreated. A gunnery driver named Walker, noticing a nearby Bren position overrun, exited his vehicle armed with a Thompson submachine gun and launched a surprise attack, forcing the Japanese to retreat—earning him a medal. Troop Sergeant Major Hugill, commanding an outlying observation post connected by field telephone, received a distinguished conduct medal for calmly calling in protective artillery fire while cut off. When the attack subsided, he encountered isolated Japanese soldiers who had captured a Vickers-Berthier machine gun. Hugill gathered five infantrymen and led a bayonet charge to reclaim it. Emergency commissioned officer Lt. Edgar Newland commanded a platoon of 30 men in one of the most forward positions. His platoon was surrounded for much of the battle yet successfully repelled numerous assaults over two consecutive days. General Percival specifically praised Newland and his men. Newland received a Military Cross; his platoon sergeant, Euan McDonald, received a distinguished conduct medal. After two days, Japanese forces captured part of Thompson's Ridge. Morrison ordered two platoons of Sikhs and Gujars to bayonet charge under mortar fire. Tragically, 34 soldiers died, including their 21-year-old commander, Charles Lamb, killed in the initial charge. Captain John Graham lost both legs to a grenade but continued encouraging his men, throwing grenades at Japanese trenches before bleeding to death—but they had retaken the position. Courage, artillery, and terrain proved insufficient. Yamashita decided to outflank Percival with seaborne landings on the Malayan west coast. He transported 40 small craft by rail to Alor Star and ordered landings near Telok Anson, 30 miles southeast of Kampar. If successful, he would cut off Percival's 11th Indian Division defending Kampar. Yamashita devised a three-pronged attack: the Imperial Guards Division would paddle down the Perak River into town; another force would approach from the west on landing craft entering from the opposite direction; a third would move up the Bernam River and march north toward Telok Anson. Lt. General Takuro Matsui commanded the landings. While Kampar held, 1,500 of Matsui's men crowded onto landing craft. One steamer towing ten craft went too far south, attempting the Selangor River defended by a Jat battalion with artillery. The Japanese were repelled, losing one to three craft before moving north. In Perak, four landing rafts ran aground on a sandbar and required rescue. A British patrol boat spotted them but left to report—no action followed. Percival later remarked: "unfortunately neither the navy nor the air force were able to take advantage of this unique opportunity." Despite setbacks, Japanese forces landed and advanced on Telok Anson. On January 2nd, they encountered the 3rd Indian Cavalry and 1st Independent Company under Stewart, equipped with armored cars and Thompson and Bren guns. They inflicted significant casualties but with only 250 men couldn't hold. Stewart ordered delaying actions instead. Telok Anson fell, leaving Kampar defenders at risk of encirclement. Although Kawamura's forces showed no signs of breaking after four days of fighting, Paris feared his main supply route had been cut. He requested permission from Percival to withdraw to the Slim River defensive line. Paris prioritized preserving troops over territory: "With no reserves in hand, we were still in a position of being unable to accept major losses." The 12th Brigade held while Paris organized the division's withdrawal. An unusual discovery emerged during delaying actions: Brigadier Stewart found the body of a dead European cyclist in British uniform. Earlier, a Punjabi sentry had shot a man on a bridge attempting to grab his Thompson. Both were likely German deserters from Vichy Indo-China's Foreign Legion, in contact with the Nazi embassy. The British Legation in Bangkok had warned of such infiltrators offering sabotage and espionage assistance. Percival was particularly struck by the German who tried single-handedly to disarm a sentry and seize a bridge. The 12th Brigade discovered another European body—a German political refugee and former mining engineer who had disappeared weeks earlier. Exhausted after three weeks of near-constant combat, the 12th Brigade continued delaying actions. Japanese air forces wreaked havoc on vehicles; Stewart estimated half his casualties—around 90 killed and wounded from 4,000 troops—resulted from aerial attacks. Stewart expressed satisfaction: "It had been an eminently successful battle," though it was more a series of brief skirmishes than traditional battle. Kampar fell when Telok Anson was captured. Percival might have committed Australian brigades from Johore or garrison battalions from Singapore, but concentrating forces at Kampar risked prompting Yamashita to attack elsewhere. The Kampar defenders retreated 30 miles to the Slim River. Tsuji reluctantly acknowledged Yamashita's breakthrough was impressive, if risky. On the east coast, defenders faced more resistance at Kuantan. Percival clung to the airfield, determined to deny the Japanese RAF facilities and limit their ability to strike at reinforcement convoys approaching Singapore. The first convoy from Bombay, carrying the half-trained 45th Brigade under Brigadier Horatio Duncan, was 24 hours away. The 22nd Indian Brigade, led by Brigadier George Painter, defended Kuantan against the Takumi detachment of the 18th Division. One battalion, commanded by a veteran of Kota Bharu, fortified the airfield with barbed wire and trenches. When Takumi's forces approached, the Japanese encountered 4.5-inch howitzer fire inflicting significant casualties. The defenders fought fiercely, each equipped with six grenades instead of two, creating deadly chaos. Tsuji noted the airfield "was obstinately defended," particularly at night when grenades rolled into confined trenches with devastating effect. Word reached the defenders that General Barstow's entire 9th Indian Division was retreating through Kuala Lipis-Jerantut-Raub. The 22nd Brigade demolished installations and prepared to withdraw, though their rearguard risked encirclement. One night, investigating his southern flank with Captain Ian Grimwood, battalion commander Cumming spotted Japanese soldiers climbing barbed wire meters away. Armed with a .455 Webley revolver, Cumming and Grimwood faced seven Japanese soldiers charging with bayonets. They fired as they were knocked down, killing all attackers, but Cumming suffered two bayonet wounds to his stomach. Grimwood dragged him to battalion HQ for first aid. As the airfield was overrun, Cumming ordered withdrawal. A grenade or mortar round knocked him unconscious. He regained consciousness in a vehicle where Private Albel Singh reported a Japanese roadblock ahead. Spotting a fallen tree creating passage, Cumming ordered Singh to charge through. Machine gun fire rained down; Cumming was hit again with a shattered arm, possibly from an anti-personnel mine, while Singh endured a .256 armor-piercing bullet through both thighs yet maintained control, driving 30 miles per hour. The vehicle arrived at brigade HQ covered in blood from six occupants. Cumming would receive the Victoria Cross for his heroism. Painter held the airfield long enough for reinforcements to approach, though it cost much of one of the best Indian battalions. Painter, fixated on flanking fears, believed it "better to lose half a battalion than an entire brigade." The 22nd Indian Brigade lost a third of its strength but retreated by January 3rd. While this unfolded eastward, Yamashita's forces advanced south. Defenders prepared a new defensive line at Trolak, five miles north of Slim River. Reinforcements had arrived; the 45th Brigade was immediately dispatched to repel the enemy's advance on Kuala Selangor, which held another crucial airfield. Whether defenders could withstand Yamashita's onslaught remained to be seen.   While British forces retreated in disarray toward Singapore, another chapter was quietly beginning in the shadows of the collapsing colonial order. On December 25, 1941—Christmas morning, even as Governor Young raised the white flag over Hong Kong—Chinese volunteers in Singapore formalized their resistance. That day, the Singapore Overseas Chinese Anti-Japanese Volunteer Army, officially known as Dalforce, was established under the command of Lieutenant Colonel John Dalley. Dalforce emerged from urgent necessity. As the Japanese invasion accelerated and British defenses crumbled, recruitment of local Chinese volunteers escalated dramatically. What had begun as an informal volunteer effort in 1939 now crystallized into organized military structure. The initial cadre of 200 volunteers swelled to 4,000 members as the invasion reached Singapore's doorstep. These were not professional soldiers—Dalforce members came from the Chinese civilian population, motivated by the knowledge that Japanese occupation would target them specifically. Many lacked military training; some were armed only with sporting firearms due to critical shortages of military weapons. Supply ships intended for Dalforce, such as the SS Empress of Asia, were sunk before their cargo could reach Singapore. Yet the volunteers pressed forward, organizing themselves despite severe handicaps: makeshift uniforms, inadequate equipment, and internal divisions between Communist and Kuomintang factions, each trained separately by British officers. Dalforce would soon earn the nickname "Dalley's Desperadoes" from British forces—a name reflecting both affection for their fierce combat effectiveness and incredulity that such a hastily assembled, poorly equipped force could fight with such determination. Unlike the demoralized British and Indian troops retreating southward, these Chinese volunteers were not defending a colonial order they had experienced as oppressive. They were fighting for their homes, their families, and their survival against an enemy they had every reason to fear and oppose. As the Malayan Campaign entered its final phase and the focus shifted to Singapore itself, Dalforce would play a role that British military historians had largely overlooked but that Chinese participants would never forget. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me.   In December 1941, Japan invaded Malaya. British commanders placed their faith in "impregnable" Singapore, but disaster struck immediately. On December 10, Japanese bombers sank Force Z—battleships Prince of Wales and Repulse—in a stunning air attack.Using tanks and bicycles in a lightning "Bicycle Blitzkrieg," Japanese troops shattered Allied lines at Kota Bharu and Jitra, sending exhausted British, Indian, and Australian forces reeling southward in chaos.  

Ezekiel 13:8-16

Ezekiel 13:8-16

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Rising costs, tariffs, and AI are changing the estimating environment—and contractors need to know where the risks are before they sign the contract.In Episode 115 of Law and Mortar, Trent Cotney and John Kenney discuss increasing fuel and material costs, including the potential impact of new tariffs on Canadian cement, paint, varnishes, wood products, and other construction materials.John explains why contractors may see moderate price increases over the coming quarters even without widespread material shortages, while Trent focuses on protecting contractors through proper contract language, bidding practices, and due diligence.The conversation also examines how tariffs on materials such as concrete can affect roofing contractors indirectly through project costs, schedules, and delays—even when those materials aren't part of the roofing scope.Plus, John announces his Advanced Estimating Workshop in Lakeland, Florida, November 17–18, and the episode closes with an important discussion about AI in estimating.Topics include:Rising fuel and construction material costsTariffs and their potential impact on contractorsProtecting bids against price escalation and project uncertaintyRecognizing project red flags before signing a contractDue diligence and contractual risk protectionAdvanced estimating strategiesWhere AI can—and cannot—help estimatorsWhy human judgment and verification remain essentialAI can organize information and improve efficiency, but it cannot see every variable that makes an estimate successful. In today's market, technology should support contractor judgment—not replace it.Connect with the HostsTrent Cotney – Construction Attorney & Partner, Adams and Reese LLP Nationally recognized construction attorney serving the roofing and construction industries.

Message from Pastor Daniel Bernard on August 16, 2026

Last time we spoke about autumn battle of Changsha. In late September and early October 1941, the Chinese commander Chen Cheng focused on Yichang, a crucial Yangtze stronghold whose loss would threaten China's position and the approach toward Chongqing. Chen Cheng's plan tightened a ring around the city while Chinese forces blocked Japanese reinforcement routes, including efforts to cut retreat lines at places like Jingmen and Dangyang. The battle's pressure was intensified by shifting momentum elsewhere. As the Japanese situation around Changsha became unstable—strained by supplies, exhaustion, and mounting casualties—the Japanese command began to withdraw north. Chiang Kai-shek used this to accelerate Chinese priorities, ordering rapid capture of Yichang within a tight deadline. Inside Yichang, the defense turned tragic as Japanese troops faced encirclement, heavy artillery barrages, and desperate street fighting.    #213 Blood, Rain, and Flags: The Last Struggle Around Yichang Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. While the struggle around Changsha occupied one half of the battlefield, another contest of equal consequence was taking shape farther west at Yichang. The two operations were not separate stories. They belonged to the same campaign, and each influenced the fate of the other. If Changsha was the city whose danger was plain to every observer, Yichang was the stronghold whose importance weighed most heavily on the calculations of commanders. In the autumn of 1941, the outcome in one place could not be understood without the other. For Chen Cheng, Yichang was more than a military objective. It was a wound that had never closed. The city stood on the Yangtze at a point of major strategic value, tied not only to communications and transport but also to the defense of the river approach toward the wartime capital. When Yichang had fallen in June 1940, it had done more than alter the front line. It had left behind humiliation. Three Japanese divisions—the 3rd, 13th, and 39th—had seized the city after twelve days and nights of intense fighting. At five in the afternoon on June 11, a unit of the Japanese 13th Division under Tanaka Seiichi had broken in from the southeast. Chinese troops of the 18th Army under Peng Shan and Luo Guangwen's 18th Division fought a savage close-quarters battle inside the city for a full day and night, while Japanese forces of the 3rd and 39th Divisions pressed from the north. At four in the afternoon on June 12, with Deng Ping's battalion covering the withdrawal, the Chinese finally pulled out and Yichang was lost. Men in high command do not always remember defeat in the same way as the men who fight through it. Soldiers tend to remember heat, hunger, the dead, or the exact corner where a friend fell. Commanders also remember those things, but they remember something else as well: failure recorded in the language of responsibility. Chen Cheng could not forget that twenty Chinese corps had been beaten by three Japanese divisions. At the time, Li Zongren had commanded the operation. Now the chance to erase that old disgrace seemed to be passing into Chen Cheng's own hands. On September 20, he received two telegrams, one from the Military Commission and one from Chiang Kai-shek himself. From that point onward, Yichang dominated his thoughts. By September 23, the Military Commission approved Chen's request to transfer the 33rd Army Group of the Fifth War Zone into the Sixth War Zone for the coming attack. On paper, his position seemed powerful. He now had fourteen divisions at his disposal. Yichang itself was held only by Uchiyama Eitaro's 13th Division and the Hayabuchi Detachment, together amounting to roughly sixteen thousand men. Even granting the usual Japanese superiority in training, firepower, communications, and local tactical cohesion, the Chinese possessed absolute numerical advantage. By September 28, the Chinese units had reached their attack positions, and Chen Cheng set his operational design in motion. The forces on the right bank were to attack first and pull the main body of the Japanese 39th Division southward. The 33rd Army would strike toward Jingmen and Dangyang in order to cut off the enemy's routes of retreat and reinforcement. Once these movements took hold, Yichang itself would be enclosed and crushed. Li Jilan's 94th Army, Li Yannian's 2nd Army, Song Kentang's 32nd Army, and other formations advanced according to plan. On paper the arrangement had clarity. On the ground it had resistance. The Japanese defended from strong fieldworks, and progress came slowly. Earthworks, wire, trenches, and mutually supporting positions transformed every apparent advance into hard labor. The Chinese pushed forward, but not with the speed Chen Cheng wanted. Even a favorable comparison of troop numbers could not cancel the fact that an entrenched Japanese force, once determined to hold, could impose a terrible price on assault. By October 1, Japanese troops outside Yichang began withdrawing into the city proper. Chen Cheng responded by ordering all troops to complete the encirclement. At last the operation seemed to be reaching the decisive stage. The city was tightening under pressure. The ring was nearly closed. Yet at that very moment time began pressing harder on both sides. On October 2, both Chen Cheng outside the city and Uchiyama inside it received telegrams that sharpened the crisis. The message sent from the Japanese 11th Army headquarters in Wuhan informed Uchiyama that the famous Tokyo Asakusa Art Troupe was coming to Yichang to comfort the front-line troops. The Expeditionary Army Headquarters in Nanjing had decided that, for political reasons, the troupe could not be turned back merely because combat conditions were dangerous. Their purpose was morale. That such a message could arrive at such a time reveals much about Japanese wartime culture. Appearances, spirit, ritual reassurance, and the emotional theater of endurance still had to be maintained even when military reality was worsening by the hour. The telegram that Chen Cheng received was very different. Chiang Kai-shek's order stated with brutal directness: the Japanese in northern Hunan had begun to withdraw, and Chen was ordered to spare no effort to capture Yichang within three days. Chen stared at the message for a long time. There was no need for explanation. He understood at once what Chiang meant. The battle for Yichang had already consumed days of hard fighting. Chinese units had suffered substantial losses. But the essential fact stood over every map and every order: if Japanese forces disengaging from northern Hunan reached Yichang in time to reinforce it, then all the effort already expended might amount to nothing. The battle had become not only a contest of strength, but a race. At nearly the same time, the command post of the Japanese 11th Army at Yueyang was confronting the other half of the same problem. On the night of September 30, the headquarters was brightly lit as Chief of Staff Isamu Kinoshita arranged reports, reconnaissance findings, and field messages before the army commander. The Japanese still possessed a valuable advantage: they had access to Chinese communication codes. But such intelligence could not solve every operational problem. It could not conjure food where there was none, restore exhausted bodies, or stop the battlefield from changing shape. By then the Japanese situation around Changsha had become increasingly unstable. The Hayabuchi Detachment, after entering the city, was entangled in fierce urban fighting with the Chinese 6th Provisional Division of the 79th Army. By the evening of September 30, neither side had eliminated the other inside the city. Outside Changsha, the Japanese 3rd, 4th, 6th, and 40th Divisions had assembled and kept major Chinese forces at bay. One element of the 3rd Division had even moved south by truck to Zhuzhou, fifty kilometers away, and occupied the abandoned city. Yet these outward signs of success concealed a serious weakness. The Japanese rear was fraying. Ammunition and food were running low. Divisions operating that deep in hostile territory could not sustain a prolonged campaign under such conditions. More than ten days of uninterrupted movement and fighting had also produced rising non-combat casualties. Men were collapsing from fatigue along the march. Sickness increased steadily. Units that had looked formidable on the offensive were beginning to wear thin from inside. At the same time, Chinese remnants from earlier defeats, new reinforcements, and formations that had regrouped after being thrown back were all watching for signs of weakness. Even if the Japanese divisions in Hunan still had the strength to fight several more actions, another question overrode everything else: Yichang. Yichang was not simply another point on the map. It was a strategic stronghold on the Yangtze and one of the key places from which Japan threatened Chongqing. The city also carried institutional memory. After its capture in June 1940, the occupying troops had initially been ordered to withdraw for rest and reorganization. But Imperial General Headquarters had reversed that decision almost at once and demanded that Yichang be held after all. Troops already on the road had to turn back and retake a city that had been burned, stripped, and rendered difficult to occupy. Among those who had insisted most strongly that Yichang must be retained was Anami Korechika, then vice minister of the army. Now Anami faced the consequence of that earlier insistence. However attractive the gains in Hunan might appear, Yichang could not simply be sacrificed. Uchiyama's 13th Division was not strong enough to hold indefinitely without relief. Anami looked at Hunan on the map—a rich province, beautiful and militarily tempting, much of it seeming almost within reach. But strategy does not reward attachment. With great reluctance, he gave the order to retreat. On the morning of October 1, all Japanese divisions received the reversal instructions, and at four in the afternoon they began moving north. For Xue Yue, this altered the entire meaning of the campaign. Since the beginning of the battle, he had known frustration, disappointment, and anger. Whatever private calculations he may have made about Chiang Kai-shek's strategic direction, Chen Cheng's political influence, his own mistakes in the earlier phase of operations, or the rivalries that had long poisoned Republican military life, none of those feelings prevented him from seeing the opportunity now before him. Once the Japanese turned north, pursuit was no longer merely a matter of salvaging dignity. It became an operational necessity tied directly to Yichang. His staff quickly drafted a pursuit order defining routes, timings, and methods. The document explicitly called for tracking and pursuing, interception, flanking movement, ambush, and surprise attack. This was not to be a ceremonial following of a retreating enemy at a respectful distance. It was meant to be pressure—enough pressure, if possible, to delay Japanese movement back toward Hubei. Two hours after Xue issued the order, another telegram arrived from Chongqing. Chiang Kai-shek instructed that since the enemy which had advanced into northern Hunan had begun retreating toward Yueyang on the night of October 1, the Ninth War Zone was to exploit their fatigue, pursue boldly, seize Yueyang if possible, sabotage the Wuyue Railway, and launch attacks, ambushes, and fierce strikes along the retreat route to prevent the Japanese from regaining their former defenses or shifting quickly toward Wuhan. The purpose was stated clearly: to facilitate the operations of the Third, Fifth, and Sixth War Zones. Xue Yue understood the message at once. The support provided by the Third and Fifth War Zones had been limited and often symbolic. The operation that truly mattered now was Chen Cheng's assault on Yichang. Pursuit in Hunan was not simply retaliation for the threat to Changsha. It was an attempt to buy time in blood, mud, and delay. He adjusted the pursuit deployment and ordered commanders at every level to go forward and supervise their units in person. Autumn rain began to fall over northern Hunan. Hills disappeared in mist and drizzle. Along the roads leading north moved Japanese soldiers under the Rising Sun flag; behind them and beside them, often through fields, villages, and broken country, moved Chinese troops under the Blue Sky, White Sun, and Red Earth flag. Their uniforms differed, their languages differed, their causes differed—but the exhaustion in their faces must often have looked terribly alike. Both armies moved through damp air, hunger, uncertainty, and the constant expectation of another clash. The pursuit, however, revealed the limits of Chinese strength as well as its persistence. On October 2, the battered remnants of the Chinese 74th and 26th Armies cleared battlefields along the Liuyang and Laodao Rivers and found no Japanese left there. The 74th withdrew to Liling to regroup. The 26th halted at Changle Street for replenishment. Yang Sen sent the whole 27th Army Group after the retreating enemy. Ou Zhen's 4th Army attempted to intercept the Japanese 40th Division, but the Japanese maneuvered skillfully and escaped. Ou Zhen pursued them north of the Miluo River for three days, reached the Changshui River, and found the south bank empty. The 20th Army tried to cut off the Japanese 6th Division at Fulipu. At first they could not even locate the enemy, but they did collect large amounts of matériel left behind. Deputy Commander Xia Jiong remarked, with rough optimism, that the Japanese were still "steaming hot" and would certainly be caught. His men ran hard, crossed the Miluo River, and finally did catch a rearguard. Yet the Japanese, intent only on getting away, adopted what Chinese accounts described as a low-key method of not retaliating and not becoming decisively engaged. After crossing Gaoqiao they withdrew into their previous defensive area, and Xia could do little more than stop, rest, and continue to watch them. The 58th Army intercepted more than two thousand Japanese troops near Guanwang Bridge. For a moment it seemed a major clash might erupt. Instead the Japanese fled, leaving behind large quantities of supplies. The Chinese followed them as far as Taolin and then halted when it became clear that the enemy had regained strong ground. These episodes were frustrating, but they were not meaningless. They showed that many Chinese formations had been too badly mauled in the earlier phase of the campaign to sustain relentless offensive pressure. They also showed that the Japanese, though in retreat, were still disciplined enough to avoid disastrous entanglements while shedding matériel to gain speed. The Chinese units that struck hardest during this phase were not those most damaged at the beginning of the battle, but fresher formations such as Xia Chuzhong's 79th Army and Fu Zhongfang's 99th Army. Xia's men ambushed the Hayabuchi Detachment and nearly destroyed it, killing two of its three battalion commanders. Fu's 99th Army fought a series of clashes with the Japanese 3rd and 6th Divisions and with the Hirano and Araki Detachments. The Japanese, eager to keep moving, absorbed losses rather than pause for extended battle. The 99th Army captured so much matériel that transporting it became a problem in itself. On October 4, a squad leader of the 197th Division even shot down an aircraft with machine-gun fire. Yet even here success had limits. By October 9, the entire Japanese force in northern Hunan had crossed the Xinqiang River and reoccupied its original positions. Chinese attacks achieved nothing decisive. The river once again became, in military imagination, almost a fixed frontier. As gunfire subsided in Xiangbei, all attention turned toward Yichang. The encirclement of the city was completed at noon on October 4. Chen Cheng ordered a general offensive to begin at four in the morning on October 6. Outside the city, Li Yannian's 2nd Army held fast against the Japanese 39th Division, which was trying to come in from Jingmen. Altogether, the Sixth War Zone had committed fourteen divisions—more than one hundred thousand men—to the operation. What followed was the familiar but always arresting spectacle of a great battle gathering itself. Small detachments moved forward to cut wire and destroy fortifications outside the city. Artillery officers adjusted their fire with care. Ammunition boxes changed hands continuously. Telephone operators hurried back and forth laying lines. Engineers worked with picks and shovels. Trucks forced their way down crowded roads with horns blaring. Boats were requisitioned along the riverbank, and dark-skinned boatmen weathered by the Yangtze wind moved among soldiers and officers. Behind the assault units stood medical stations under Red Cross flags, waiting for the wounded they knew were coming. All the machinery of battle was in motion. Inside Yichang, meanwhile, another scene unfolded that could only exist in wartime Japan's peculiar mixture of militarism and performance. At the field hospital of the Japanese 13th Division on the campus of Mingde Middle School, wounded soldiers wrapped in white bandages stood, sat, lay on stretchers, or leaned on medical orderlies in the yard watching entertainers from home perform while the dull rhythms of artillery sounded in the distance. The Asakusa Art Troupe had been founded in the mid-1920s and had made its name by combining modern popular elements with traditional stage culture. It had first won over ordinary audiences and then, as its reputation rose, gained acceptance among official and elite circles as well. After the outbreak of the Sino-Japanese War, it was gradually folded into the machinery of wartime propaganda, performing works meant to praise sacrifice, glorify the empire, and strengthen morale. When the delegation of more than thirty members arrived at the 11th Army headquarters in Wuhan, the army added a military band of more than twenty men to accompany them to Yichang. But by the time they reached the city, the battle had already drawn close. They could not visit forward positions. Instead they performed for the wounded. The last performance featured heavily made-up young men and women dancing a popular folk number. As the dance continued, the women bowed and invited medics and wounded men who could still move to join them. Kimono and military uniform mixed. Smiles appeared beside bandages. Music from the home islands drifted out beneath the sound of an approaching siege. Then war interrupted the scene completely. Before dawn on October 6, Chinese artillery opened on Yichang with a deafening bombardment, and the cries of attack rolled over the city. As day came up, the troupe members watched stretchers being rushed into the field hospital where they had only recently performed. One of the sixteen-year-old twin geisha sisters, Mihoko, asked the troupe leader Akizuru through tears whether they would ever be able to return to Tokyo. Qiuhe, the famous dance artist in her fifties, answered gently that they would. General Anami, she said, was leading brave troops there and would arrive in the next few days. The child must pray. The reassurance was human, but it was also part of the wartime language of consolation. Outside the city, reality was harsher. For two days and nights the fighting remained severe. The Japanese fell back toward the edge of the city and resisted with desperation. The Japanese 3rd Air Regiment in Hankou committed itself heavily to the defense, flying sortie after sortie over Yichang. Aircraft came so often that some made four round trips in a single day. On the morning of October 8, a unit of the Chinese 94th Army crossed by boat from the west bank, bypassed the Gezhouba area, and landed at the northern end of Huangcaoba. Advancing south along the embankment, it established positions on the Yangtze side only about half a kilometer from the city. This foothold effectively dominated Japanese positions west of Yichang. Mortar rounds crossed the water. Heavy and light machine guns pinned the defenders outside the walls. At the same time, the 9th Division of the 32nd Army and part of the 99th Army pressed inward as well. The ring tightened. October 9 was grave for both sides. The Japanese withdrawal from northern Hunan had by now produced a relief force. Anami assembled elite troops from several divisions into a rapid deployment column for Yichang. For the Chinese Sixth War Zone, however, victory seemed very near. Inside the city the Japanese situation was increasingly desperate. Casualties were severe. The field hospital yard was filled with groaning wounded. Uchiyama summoned support personnel, medics, cooks, ordnance repairmen, and any wounded men still capable of firing. He armed them all and formed an improvised reserve. Then, while this force was assembling, he heard the sound of a trumpet. One of the band members, still practicing as if battle had not reached its climax, reminded him that the more than twenty members of the 11th Army band were also soldiers in uniform. He added them as well, creating a special unit of 388 men. Hundreds of sacks of rice were taken from storage and piled around division headquarters as fortifications. Uchiyama then turned to Chief of Staff Akinaga and said, "Let's not believe any miracles will happen." The line was bleak, but lucid. It meant that there would be no rescue through wishful thinking. If they lived, it would be because they held long enough. If they died, they would die without pretending that destiny had cheated them. Outside the city, Chen Cheng faced a different but equally harsh pressure. On October 2, Chiang Kai-shek had ordered Yichang taken within three days. On the 4th, Chen requested an extension until the 8th; Chiang agreed, but warned that because the Japanese were retreating from northern Hunan, the city must be captured by then or all previous effort would be wasted. Chen launched the general assault on the 6th, but fierce resistance on the ground and in the air slowed him. By the 8th, the city still had not fallen. He requested another extension, asking to take Yichang by October 10. This time Chiang sent no reply. Chen understood the silence. It meant that no political room remained behind him. At 2:30 in the morning on October 10, the Sixth War Zone opened another general offensive. One hundred and forty artillery pieces joined the bombardment. Shells fell across every part of the Japanese defenses until the repeated flashes made it hard for the gunners to tell what had not yet been hit. Then the infantry went in. Men shouted and surged forward like water breaking through a barrier. Hidden Japanese machine guns cut them down in wave after wave, but more men followed behind. The dead piled on the approaches so thickly that nationality itself seemed to vanish in blood and mud. Under that fire, dawn rose red. Uchiyama watched the sunrise from the highest building in the city, the three-story Yichang Bank. After the war, he told a reporter that the sky, the earth, and even the Yangtze had all seemed red to him, as if the river itself were carrying the blood of Chinese and Japanese alike. According to a later Japanese account, messages reached him from every side that morning reporting collapse. Roughly 5000 men were estimated killed or seriously wounded. At eight o'clock Uchiyama went down to the operations room. Waiting there were his chief of staff and senior officers. At that moment the final ritual of battlefield defeat began. A farewell telegram to Anami Korechika was read aloud. Nearby stood the regimental flag of the 104th Regiment, entrusted to Captain Izumi Shigeru before the regiment's complete destruction. Uchiyama then took the 13th Division's own flag—the imperial military color—and laid it over the regimental flag. Officers and men wept, removed their caps, and bowed their heads. Uchiyama's hands trembled so badly that it took him three matches to set the flag alight. In Japanese military culture, burning a flag was among the sternest rites of defeat. The flag could not be allowed to fall into enemy hands. To destroy it was to acknowledge annihilation while presenting that annihilation as a final offering to the imperial state. When the flags had burned and places for seppuku had been chosen, the farewell message remained. It declared that all officers and soldiers had done their utmost for the empire in the final struggle, that military flags, confidential documents, and imperial edicts had been burned, and that it was deeply regrettable that overseas Chinese and the delegation in Yichang had also suffered this fate. Uchiyama then added one final sentence in red pencil: the soldiers of the empire had fulfilled their duty and died for their country amidst the heroic cries of "Long live the Grand Marshal!" At 8:50 the clerk began encoding the telegram. Then Uchiyama said quietly to the officers waiting to die: "Please wait a little longer." The words postponed death by minutes. There was still the narrow possibility that communication mattered, or that the battle had not yet reached its absolute end. Chief of Staff Akinaga summoned his adjutant, Sakata Ryūshirō, and ordered that if the division commander and chief of staff died before the telegram was sent, Sakata was to form a suicide squad, break out by any means possible, and report the division's fate to 11th Army headquarters. At ten in the morning, the Japanese 39th Division attacking from Jingmen launched a new assault under Anami's strict orders against Li Yannian's 2nd Army. One regiment used poison gas to break through part of the Chinese line and reached the outskirts of Yichang. Chen Cheng personally directed the Chinese response, using elements of the attacking force and the 2nd Army to surround and beat back the thrust. By two in the afternoon, only the Dongshan Temple line remained intact among the different sectors of the Japanese city defense. Chinese troops had penetrated the city and were fighting bitterly in the streets, moving steadily toward division headquarters. At four in the afternoon, more than 2000 Japanese rapid deployment troops from northern Hunan reached the northeast approaches of Yichang and at once joined the relief effort. Chen Cheng threw reserves in to block them, and both sides locked in combat six kilometers outside the city. As dusk fell, the Chinese assault units in the city had also suffered terrible losses. Chen Cheng ordered them to regroup, replenish, and launch a final attack after dark. Then, at seven in the evening, almost as the order was issued, a violent gale rose and torrential rain began to fall. Such heavy rain was unusual in the Yichang area in October, and to men who had been living for days under the pressure of siege, death, and deadline, it must have seemed uncanny. The Chinese attacked through the downpour, but progress was painfully slow. At the same time, more than ten thousand Japanese troops arriving from northern Hunan reached the outskirts, fought for over two hours in the rain, and finally broke into the city, linking up with what remained of the 13th Division. At eleven that night, Chiang Kai-shek ordered the attack on Yichang halted and instructed the Chinese troops to return to their original defensive positions. The battle ended not in a clear verdict, but in exhaustion. One elderly resident of Yichang, Huang Jupu, later left a memory of the aftermath more vivid than any headquarters summary. He recalled that the heavy rain began at nightfall on the twentieth day of the eighth lunar month—October 10 in the Gregorian calendar—and continued into the next afternoon. Rainwater soaked the corpses lying in the streets until the water became a deep brownish-red pool more than two feet deep before it drained into the Yangtze and changed the river's color. The next day, he said, both sides sent corpse-collection teams into the streets under Red Cross flags. They pushed carts and worked separately, avoiding conflict, though sometimes they spoke to one another when trying to identify bodies. The Japanese recovery party included Chinese helpers and local residents. They turned corpses over, looked at clothing and weapons, and tried to determine nationality. Some bodies were naked, perhaps stripped wounded, which made identification harder. Since Chinese and Japanese could resemble one another, neither side wanted to take the wrong dead, fearing that a mistake would disturb the heroic souls to whom each army believed it owed proper burial. In the end, Huang remembered, it was the people of Yichang who pooled their money to bury many of the dead north of the city. Later an unmarked stone was raised there, with a bowl of rice and a stick of incense set before it. That image does something military history often fails to do. It restores weight to the end of battle. Armies issue attack orders, counterattack orders, pursuit orders, and retreat orders. Staff officers mark arrows on maps. Commanders calculate reinforcement and delay. But after all of that comes the business of soaked bodies in the street, identification, carts, shallow graves, and local people forced to do what armies can no longer fully do for their own dead. Seen as a whole, the operations in Hunan and Hubei during these weeks form one connected historical drama. The Japanese advance toward Changsha was real and dangerous, but it failed to produce decisive strategic gain. The battle strained the Chinese defense badly. Some units collapsed. Others improvised and recovered. The city was entered, contested, and then fought over again. Behind the forward line, Chinese forces such as Yang Sen's 27th Army Group harassed Japanese communications and supply, turning depth into vulnerability. At the same time, Chen Cheng's offensive against Yichang transformed what might otherwise have remained a local success for Japan in Hunan into a strategic dilemma. Once Yichang came seriously under threat, the Japanese command could not continue to treat the Hunan offensive as self-contained. It had to weigh possession against preservation, momentum against strategic necessity. That calculation compelled the retreat from northern Hunan. The retreat in turn changed the meaning of Xue Yue's operations. Pursuit became valuable not mainly because it might recover wounded pride or even because it might damage the retreating enemy, but because every hour of delay imposed on Japanese units moving north was another hour in which Yichang might fall. Yet Yichang did not fall. That fact is central, but it must be interpreted carefully. Chen Cheng had numerical superiority and fought with determination, but numbers alone could not cancel the difficulty of assaulting a fortified Japanese position under air attack and against fanatical resistance. Time worked against him. Every day lost increased the chance that Japanese relief would arrive from Hunan. Chiang Kai-shek's increasingly urgent telegrams reflected strategic logic, but they could not abolish battlefield reality. Men still had to cross open ground, cut wire, silence guns, and survive fire. Inside Yichang, Uchiyama's defense reveals the same pressure from the opposite side. He understood that his task was simple in principle and terrible in practice: hold until relief arrived. That necessity drove him to arm cooks, medics, repairmen, musicians, and wounded men. It drove him to build fortifications from sacks of rice. It brought him to the point of burning flags and preparing for ritual death while still delaying the final act long enough to see whether rescue might come. The presence of the Asakusa Art Troupe inside the besieged city sharpened the tragedy. They had been sent for morale and appearance, as if cultural performance might reassure an empire already growing anxious about the costs of war. Instead they became trapped witnesses to near-annihilation. The young girl asking if she would ever return to Tokyo cuts through all rhetoric. It is the ordinary human question that waits behind every doctrine of heroic sacrifice. In the end, neither side obtained everything it sought. Japan failed to turn its push into Hunan into a decisive result. China failed to retake Yichang despite concentration of force and a window of opportunity that for a time seemed very real. But that does not mean the campaign resolves into stalemate in any empty sense. It revealed important truths. For China, it showed both weakness and development. Weakness appeared in broken lines, uneven coordination, exhausted pursuit, and the inability to convert superiority in numbers into victory at Yichang. But development appeared too: a greater ability to coordinate war zones, to pressure Japanese rear areas, to force the enemy into strategic compromise, and to sustain resistance under conditions that would once have threatened outright collapse. For Japan, the campaign exposed the narrowing gap between aggressive offensive action and dangerous overextension. Japanese divisions could still strike hard, move with speed, and defend with ferocity. Their aircraft could still exact terrible cost. But logistics, fatigue, sickness, and the obligation to rescue threatened positions like Yichang increasingly limited what offensive success could mean. The deepest memory of the campaign may belong not to generals, however, but to the smaller figures history often notices only in passing: the soldier chewing dry ration without water; the wounded man who blew himself up rather than submit; the old beggar who revealed a depot; the band member still practicing trumpet in a city preparing for death; the frightened girl from the troupe; the townspeople who buried the dead after rain washed blood into the Yangtze. These are not decorative details. They are what make the history real. The autumn of 1941 in Hunan and Hubei was not one clean victory, nor one clean defeat. It was a season in which pressure in one sector altered decision in another, in which tactical success did not always yield strategic reward, and in which endurance itself increasingly became a form of power. That is why the campaign matters. It shows a war whose balance had begun to change, not dramatically or conclusively, but perceptibly. China still suffered, improvised, and fell short. Japan still advanced, struck hard, and held important ground. Yet the margin between them was no longer what it had been in the earlier years of the war. History moved that autumn not by omen or destiny, but by the hard materials of war: supply, timing, weather, command, fatigue, communications, morale, and blood. In Hunan and Hubei, all of those forces converged. They carried armies north and west, into cities and out again, across rivers, through rain, and finally into memory. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. As Chinese pressure tightened, Japan's wider situation around Changsha deteriorated—fatigue, supply strain, and losses accumulated. When the Japanese began retreating north, relief efforts turned Yichang into a desperate struggle marked by shifting fronts, poison gas, street fighting, and heavy bombardment. Chiang Kai-shek demanded a deadline, forcing Chen into final assaults that ultimately failed to secure a clean victory.  

In Episode 114 of Law and Mortar, Trent Cotney and John Kenney discuss a growing trend that every contractor should be watching: increased coordination between government agencies and heightened enforcement across the construction industry.From OSHA and wage-and-hour investigations to workers' compensation, licensing, and labor compliance, contractors are facing more comprehensive inspections than ever before. Trent and John explain why compliance can no longer be viewed as individual issues—it must be managed as a complete business system.They also discuss the challenges of managing subcontractors, recent increases in OSHA inspections related to heat illness, and practical steps contractors can take to reduce risk before an inspection ever occurs.The episode concludes by answering a listener's question about scaling a roofing company, including where contractors should find education, networking, and leadership resources.Topics include:Coordinated government agency investigations OSHA, wage-and-hour, workers' compensation, and licensing compliance Managing subcontractor risk Heat illness prevention and documentation Why safety fundamentals still matter Resources for growing and scaling a roofing business The value of local roofing associations and manufacturer training Whether you're running a five-person company or a multi-state operation, this episode offers practical guidance on reducing risk while building a stronger business.Connect with the HostsTrent Cotney – Construction Attorney & Partner, Adams and Reese LLP Nationally recognized construction attorney serving the roofing and construction industries.

Welcome to the Backlog Busters, Season 9 - Episode 29. Mathman, blazeknight, and hootz discuss Father's Day for Mike, one-shot D&D campaign, pools and waterslides, finishing summer classes, more Micro Machines, passing GED, Nintendo eShop deal. At the end of the episode we dish out top secret tips for Fatal Fury 2 (Genesis) and highlight new releases on Steam. We also played some games...Mike - Vampire Survivors, Resident Evil RequiemHootz - Blue Prince, Splatoon 3, Slay the Princess, Tetris 99Ryan - Vampire Survivors, Theatrhythm Final Bar Line, Dispatch, Final Fantasy TacticsIf you were a patron, you would hear all the stuff we talk about before and after the theme music. You never what you'll hear!If you would like to have more of the Backlog Busters in your life, head on over to the socials and follow these fine folks:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Blue Sky⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Backlog Busters⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Mathman1024⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlazeKnight⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠SkinnyMatt⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Also, don't forget to join the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Discor⁠⁠d⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and be part of the fun.Patreon link -->⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠patreon.com/BacklogBusters⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

In Episode 113 of Law and Mortar, Trent Cotney and John Kenney tackle some of the biggest issues impacting the construction industry today—from high-profile construction failures and immigration policy to workforce shortages and employee retention.The episode opens with an analysis of two recent construction incidents, including a structural failure during a building conversion and a roof collapse at a major retail facility. John and Trent discuss what contractors can learn from these events and why engineering, drainage, and quality control remain critical.The conversation then turns to the latest Supreme Court immigration rulings and their impact on the construction workforce. With labor shortages continuing to challenge the industry, they discuss the need for practical immigration reform and legal pathways that help contractors meet workforce demands.Finally, they explore the fundamentals that separate successful contractors from struggling ones, including better estimating, project management, onboarding, mentorship, and the importance of removing toxic employees before they damage company culture.Topics include:Lessons from recent construction failures Roof collapse analysis and quality control Immigration policy updates and workforce challenges Why business fundamentals are making a comeback Effective onboarding and mentorship programs Building a stronger company culture Whether you're managing projects, building teams, or preparing for future growth, this episode offers practical advice every contractor can apply.Connect with the HostsTrent Cotney – Construction Attorney & Partner, Adams and Reese LLP Nationally recognized construction attorney serving the roofing and construction industries.

Hour 2 of The Marc Cox Morning Show opens with more storm stories from the Lake of the Ozarks before Marc and Kim tackle the Missouri Realtors Association's misleading Amendment 5 ads and give credit where it's due on Metro Transit's overdue security upgrades. The St. Louis Morning Brief exposes a chaotic Spanish Lake teen takeover, a Mark Twain building drug crackdown, and another Ameren rate hike squeezing Missouri families. Guest John Lamping delivers the real story behind Mike Parson's state plane scandal, Governor Kehoe's tough budget calls, and an honest breakdown of who wins under Amendment 5. In Other News closes things out with a mortar scare on a Chicago flight, a new Florida transparency law for restaurant fees, and an unexpected bull shark catch in North Carolina. Accountability, common sense, and a few laughs along the way — that's this hour on The Marc Cox Morning Show. Hour 3 is coming up next. Hashtags: #MarcCoxMorningShow #TheMarcCoxMorningShow #Hour2Recap #StLouisMorningBrief #JohnLamping #AmendmentFive #InOtherNews #MissouriBudget #Ameren #PublicSafety #ConservativeValues #STLNews

On today's After Show, we talk about cigar releases that only go to Brick and Mortar stores. There are other industries where this happens. Why isn't it more common in the cigar industry? The Cigar Authority is a member of the United Podcast Network and is recorded live in front of a studio audience at Studio 21 Podcast Cafe upstairs at Two Guys Cigars in Salem, NH

The Kilkee Brontë Festival returns later this month, celebrating the unique connection between one of the world's most famous literary families and the West Clare seaside town where Charlotte Brontë spent part of her honeymoon.   This year's festival, running from the 17th to the 19th of July, features talks from leading Brontë experts, along with art, local history and guided tours.   Joining Alan Morrissey were the Festival Director, Jenny Bassett, Principal Curator of the Brontë Parsonage Museum in Yorkshire, Ann Dinsdale, and award-winning writer and journalist Sharon Wright, who has co-authored a new book on the Brontë family with Ann, called Let Me In: The Brontë's in Bricks and Mortar. Photo (c) Kilkee Civic Trust

Geoff shares how Gong cha grew from a single tea shop in Taiwan to over 2,200 locations across 33 countries by staying obsessive about product quality, franchisee passion, and delivering a personalized guest experience at every touchpoint. He breaks down what it takes to scale a globally loved brand into the US market, how Gong cha 2.0 is redefining the in-store experience with technology and design, and why consistency from the tea farm to the handoff moment is the foundation of lasting brand loyalty. Welcome to Elevating Brick and Mortar. A podcast about how operations and facilities drive brand performance. On today's episode, we talk with Geoff Henry, President of the Americas at Gong cha. With over 20 years in the beverage industry spanning Colgate-Palmolive, Coca-Cola, and Jamba Juice, Geoff brings a rare combination of global brand-building expertise and franchise operations know-how to one of the world's fastest-growing bubble tea concepts. Guest Bio: Geoff is a seasoned executive with over 20 years of experience leading many of the world's most recognized consumer brands, including Jamba, Coca-Cola, Colgate, Dasani, Dunkin' bottled coffee, and Gold Peak and Honest teas. Adept at scaling businesses and cultivating collaborative teams, Geoff joined Gong cha in 2023 as President of the Americas region—which includes over 400 locations in the territory, and 225 in the U.S. Under his leadership, Gong cha grew its U.S. store count by 19% YOY, was ranked #1 in the Tea category on Entrepreneur magazine's prestigious Franchise 500® list for the third consecutive year (2024), and awarded category winner of Top Food & Beverage Franchises in the Global Franchise Awards (2023). Prior to taking the helm at Gong cha, Geoff was President of Jamba, where he successfully integrated the company into Focus Brands and led its digital transformation. During his tenure, he returned the brand to growth—driving topline sales, and increasing its development pipeline. Prior to Jamba, Geoff was a senior executive with Coca-Cola for over twelve years, where he oversaw the company's portfolio of water, tea and coffee brands for the U.S. He transformed their tea portfolio to capture the #2 market share position, while also pioneering the company's entrance into the ready-to-drink coffee category. Geoff received his undergraduate degree from Duke University and his MBA from Harvard Business School. He currently serves on the board of advisors for PayQuicker, a global payments platform. TIMESTAMPS: 00:59 - About Gong cha: Brand, services & history 03:14 - Geoff's career journey: Coca-Cola, Jamba Juice & the path to Gong cha 07:36 - Gong cha's North Star 15:20 - Gong cha 2.0: New store design, kiosks, & technology 21:20 - Franchise selection & site strategy 32:37 - Macro trends: Pace of innovation, social media, & AI 38:51 - What's next for Gong cha: Path to 1,000 US locations, licensing & brand expansion SPONSOR: ServiceChannel brings you peace of mind through peak facilities performance. Rest easy knowing your locations are: Offering the best possible guest experience Living up to brand standards Operating with minimal downtime ServiceChannel partners with more than 500 leading brands globally to provide visibility across operations, the flexibility to grow and adapt to consumer expectations, and accelerated performance from their asset fleet and service providers. LINKS: Connect with Geoff Henry on LinkedIn Follow Gong cha on Instagram Follow Gong cha on LinkedIn Connect with Sid Shetty on Linkedin Check out the ServiceChannel Website Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

How quickly can a physician build wealth after training? In this Milestones to Millionaire episode, we meet a doctor who became a millionaire just four years after completing training while also paying off student loans in only two years. We discuss the financial decisions, habits, and priorities that helped accelerate wealth building early in this physician's career. This episode highlights the impact of intentional financial choices during the first few years as an attending. Mortar Group is a premier real estate investment firm focused on multifamily properties in both ground up and value add projects in the competitive markets of New York City since early 2000s. With over $300 million in assets under management and over 30 investments since inception, their fully integrated firm model allows Mortar to maximize efficiency and value across their investments in these niche markets. Mortar leverages over two decades of experience in architecture, development and asset management in their projects to build value and minimize risk for investors. Invest in tax efficient, high return, risk adjusted strategies with Mortar Group at https://whitecoatinvestor.com/mortar Celebrating your stories of success along the journey to financial freedom! Tune in every Monday to the Milestones to Millionaire Podcast, where we celebrate the financial achievements of our listeners and share practical tips for reaching your own milestones. We want to celebrate your milestones—no matter how big or small—and help inspire others to follow your lead. Every week, these episodes feature one listener who has recently achieved a milestone they are proud of and want to celebrate, and they give any advice they have for those who want to follow their example. Make sure to listen every Monday to be inspired by your fellow white coat investors. Celebrate YOUR Milestone on the Milestones to Millionaire Podcast: https://whitecoatinvestor.com/milestones  Website: https://www.whitecoatinvestor.com  YouTube: https://www.whitecoatinvestor.com/youtube  Student Loan Advice: https://studentloanadvice.com  TikTok: https://www.tiktok.com/@thewhitecoatinvestor  Facebook: https://www.facebook.com/thewhitecoatinvestor  Twitter: https://twitter.com/WCInvestor  Instagram: https://www.instagram.com/thewhitecoatinvestor  Subreddit: https://www.reddit.com/r/whitecoatinvestor  Online Courses: https://whitecoatinvestor.teachable.com  Newsletter: https://www.whitecoatinvestor.com/free-monthly-newsletter 

This is a free preview of a paid episode (59 min), exclusively available on our subscriber-only premium feed. Become a premium subscriber to tune into the full episode: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://cubicletoceo.co/podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Questions about our premium podcast subscription? Send us a DM ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@cubicletoceo Introducing “Revenue → Returns (How My Money Makes Me Money)”: our next case study series where we interview entrepreneurs on how they're investing the money their business makes in ventures outside of their main business to grow their wealth. Kicking off the series with a highly requested discussion on using your business profits to buy another existing business, our founder Ellen Yin debriefs her recent acquisition of Runway Fashion Exchange, a brick and mortar resale store in a college town in Oregon. With details on deal structure, due diligence process, and what returns the store is generating, this is an honest account of what buying a business is actually like — from the first conversation with the seller to now four months in operation as the new owner. Links mentioned in today's episode: Codie Sanchez's episode: https://open.spotify.com/episode/4T1AQVVwDENbIklsKUFTme?si=74b67d89ee9e4123 https://www.bizbuysell.com/ https://flippa.com https://empirebuilders.com https://bizscout.com If you enjoyed today's episode, please: Post a screenshot & key takeaway on your IG story and tag us ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@cubicletoceo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ so we can repost you. ⁠⁠⁠Subscribe to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠our premium feed⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for case-study style interviews every Monday.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

In Episode 112 of Law and Mortar, Trent Cotney and John Kenney discuss two topics that are top of mind for contractors: emerging opportunities in data center construction and the rising challenge of insurance renewals and risk management.As data centers and warehouses continue to drive construction activity, Trent explains why contractors should capitalize on these opportunities while recognizing that market conditions can change quickly.The conversation then shifts to one of the largest expenses facing contractors today—insurance. John shares why successful renewals begin long before policies expire and why partnering with the right insurance professionals can significantly impact both coverage and cost.Topics include:• The current boom in data center and warehouse construction • Why contractors should avoid assuming today's opportunities will last forever • Insurance renewals and proactive planning strategies • Building effective risk management programs • Finding insurance agents who truly understand construction and roofing • Why coverage and expertise matter more than simply chasing the lowest price • Updates on the upcoming FRSA 104th Convention and ExpoWhether you're evaluating new markets or preparing for your next insurance renewal, this episode provides practical advice to help protect your business and improve profitability.

Note: This episode originally aired in June 2025. The RepcoLite Endura sale mentioned at the end ran through the end of that month.Episode SummaryThis week on Home In Progress, Dan dedicates the entire show to one topic: choosing exterior paint colors without the stress, the second-guessing, or the Smurf house. He adapts a color training that RepcoLite's own Haley developed for store employees, adds a few of his own thoughts along the way, and walks listeners through everything from basic ground rules to architectural styles to brick homes to how many colors are actually too many. Practical, thorough, and worth saving if you've got an exterior project anywhere on your horizon.In This Episode[00:49] -- Sweet Corn Disaster Story[06:20] -- Why Exterior Color Choices Are So Stressful[08:41] -- The Training Framework from Haley[09:39] -- Three Ground Rules Before You Pick a Single Color[13:27] -- Working With What's Already There[20:00] -- Architectural Styles and Their Traditional Color Palettes[25:53] -- Working With Brick[30:08] -- How Many Colors Does an Exterior Need?[33:29] -- Shutters and Doors[34:42] -- Final Tips and Tools[37:43] -- Picking the Right PaintOpening: The Sweet Corn Incident [00:49]Dan opens with a story from his week that he feels compelled to share and equally compelled to forget. Hot dogs and sweet corn for dinner. A deep-in-thought face while eating. His daughter Hannah catching the whole thing and trying not to laugh. Dan catching her. And then, involuntarily, the entire table getting covered in sweet corn. The family was not pleased. The corn was found in unexpected places for weeks. Dan relates this story on live radio to a large audience, which he acknowledges is exactly the kind of decision that defines him.From there, on to the actual show.Why Exterior Color Choices Are So Stressful [06:20]Dan did some research on how other homeowners describe the experience of choosing exterior paint colors. A few real quotes he pulled:"I cried. A lot, actually.""It was the most stressed I've ever been."One person described the finished result as looking "so childish. It was like a Smurf house, and I couldn't afford to have it repainted."It's not an irrational reaction. The exterior of a home is visible to everyone who drives by. Getting it wrong costs real money and time, and it's on display for the whole neighborhood to see. Getting it right matters.The Training Framework from Haley [08:41]This episode is built around a color training module that Haley -- longtime show co-host, now full-time RepcoLite product and color trainer -- recently developed for store employees. Dan adapted it for the show and gives her full credit throughout. What follows is largely her framework, with Dan's thoughts mixed in.Three Ground Rules Before You Pick a Single Color [09:39]1. Colors Look Lighter OutsideOutdoors, with the sun as the light source, your colors are going to look two to three shades lighter than that same color would look inside the home. This is one of the most common exterior paint mistakes. Someone picks a mid-tone gray, it looks clearly gray on the chip, and then comes back to say it looks almost white on the house.The fix: choose colors a couple shades darker than you want the final result to look. It feels counterintuitive, but it's how it works.2. Scale Changes EverythingThe exterior of a home is a huge canvas, and colors gain strength at that scale. The "Smurf house" situation almost always comes from a color that looked good at smaller doses but became overwhelming when it covered the whole exterior.Look for toned colors that have some gray in them. They're easier on the eye, feel more sophisticated, and don't overwhelm at large scale. Good starting places: Benjamin Moore's Affinity Collection, the Historic Collections, and the Williamsburg Collection (144 muted tones inspired by 18th century colonial homes). These fan decks are safe bets that scale beautifully on big surfaces.3. Sample on the Actual SurfaceBenjamin Moore color samples put real paint in your hands. Use them. Paint a large area -- at least two feet by two feet -- directly on the siding, brick, or whatever surface you're actually painting. Texture affects how color looks, so a smooth foam board won't give you an accurate read. Paint the real surface, then observe it in the morning, at midday, and in the evening before you decide anything.Working With What's Already There [13:27]Before you even open a fan deck, take stock of the materials already on your home that aren't changing. These aren't limitations -- they're clues. Constraints, it turns out, actually help narrow decisions rather than just frustrating them. Research in psychology shows that small obstacles can increase creative problem-solving by nearly 40%. The things that feel like limits are often what give you a direction to push from.Landscaping and Fixed Materials [16:06]Landscaping -- Easy to forget about if you're choosing colors in winter, but it plays a big role. A lot of green in the yard -- hostas, ferns, evergreens -- means you probably don't want a green exterior. The house will disappear into the yard. Lots of white blossoms in spring? Maybe skip white for the body color. Look at the dominant tones in the landscaping and choose colors that complement them, not match or compete with them.Unpainted materials -- Stonework, brick, block foundations all have color. If you're leaving them as-is, they should guide your choices. Dan drives past a house where the stone has a cool bluish tone and the new siding clashes with it. From straight on you don't notice it. From an angle where they meet, it's jarring. Let permanent features inform your palette.Gutters, downspouts, fascia, and soffits -- These can be painted or changed, but if you're not planning to, factor them in.Roof Color [17:36]The biggest and least flexible element on most homes. Roofs don't get replaced often, so their color really matters when you're making paint decisions. As a general rule, the body of the house should be lighter than the roof. Gray or black roof: cooler tones like blues and grays tend to work better. Brown roof: warmer tones like beige, taupe, and red are usually a safer bet.Architectural Styles and Their Traditional Color Palettes [20:00]Style Guides, Not Rules [20:00]Unless you're in a historic district with regulations to follow, you're not locked in to any particular color scheme based on the style of your home. Architecture can guide and suggest. It doesn't have to dictate. Dan's main message going into this section: you've got more freedom than you probably think.Colonial Color Classics [21:30](Cape Cod, Georgian, Dutch Colonial)Traditional palette: muted classic neutrals for the body -- crisp whites, soft creams, beiges, grays. Usually paired with darker accent colors for doors, shutters, and trim: dark green, black, barn red, or yellow.Victorian Color Freedom [22:07]Lots of options here. More than most people realize. You can go rich jewel tones like emeralds or sapphires, soft pastels, or anything in between. There really aren't many firm rules with Victorian architecture. If you've got a Victorian home, stretch a little and have some fun.Craftsman Earthy Palettes [22:49](Bungalows, four-squares, Mission-influenced homes)These homes are about warmth, craftsmanship, and natural materials. Traditionally they lean toward earthy, muted colors -- browns, sages, grays. Colors that feel grounded and historically accurate for the style. Mustard and olive accents work particularly well as a way to modernize without losing the character.Ranch and Mid-Century Options [23:53]Mid-century Americana. Earthy tones are most common for the body: beige, taupe, brown, tan. White or brown for the trim. Burgundy or deep green for doors and shutters. That said, ranches in the '50s and '60s could be pretty expressive -- soft pastels on the body with bright doors and shutters wasn't unusual, and it still works on the right house.Working With Brick [25:53]Brick deserves its own section because it shows up across all architectural styles and it's frequently handled wrong.Brick isn't really a single color. It's a texture and a collection of tones that your eye averages into one overall impression. Any painted surface on a brick home -- shutters, trim, doors, foundation -- should take a backseat to the brick. That's the guiding principle.The most common mistake: going straight to white trim. White is too stark against brick. It breaks up the home's natural flow and creates visual tension. The brick is absorbing light while the white trim bounces it back aggressively, and the result just looks wrong.Instead, choose trim colors that recede: dark taupes, browns, blacks, dark blues, teals, greens. These complement the warm orangey-red tones in most brick without competing for attention. The house ends up looking more settled and intentional.If you're committed to lighter trim on a brick home, match the mortar color rather than going white. Mortar is already part of the visual mix that makes up the brick's overall tone, so it works with the pattern rather than against it.How Many Colors Does an Exterior Need? [30:08]No single right answer, but here are some practical guidelines.Two colors -- body plus one accent. Clean and simple. Works well on a ranch or any home where the...

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Kevin Cohee.Title: Owner, Chairman & CEO of OneUnited BankHost: Rushion McDonaldPodcast: Money Making Conversations Masterclass Kevin Cohee discusses the mission, history, and future of OneUnited Bank, the largest Black‑owned bank and the first Black‑owned internet bank in the U.S. The conversation connects Black economic history, financial literacy, technology (AI), and wealth-building, positioning OneUnited Bank as a modern solution to long‑standing financial exclusion in Black and underserved communities. Purpose of the Interview The interview is designed to: Educate listeners on why Black-owned banks matter historically and economically. Explain how technology has transformed banking, making location irrelevant. Address financial exclusion, particularly reliance on check-cashing services. Promote financial literacy as the foundation of wealth creation. Position OneUnited Bank as a practical, accessible tool for individuals, entrepreneurs, and communities to build equity. Key Themes & Takeaways 1. A Mission Rooted in Black History Kevin Cohee frames OneUnited Bank as part of a long historical vision, not a modern trend. Leaders such as Booker T. Washington, W.E.B. Du Bois, and Dr. Martin Luther King Jr. all advocated for a national Black-owned bank. Cohee’s own family legacy ties back to Black Wall Street in Tulsa, Oklahoma, including land ownership stemming from negotiated “40 acres and a mule” outcomes. Takeaway: Economic independence has always been central to Black progress. 2. From Brick-and-Mortar to Digital Banking OneUnited originally grew by acquiring small Black-owned banks nationwide. The bank pivoted early toward technology-driven banking, recognizing that: Customers expect 24/7 access Physical branches are no longer required Digital reach enables national—and global—impact Key insight: Technology allowed OneUnited to become a national Black bank without national branches. 3. Financial Technology Built for Real-Life Problems Kevin Cohee emphasizes that OneUnited designs products around how people actually live, not just traditional banking norms. Examples include: Second-chance checking accounts Emergency small-dollar loans Alternative credit criteria Nationwide surcharge-free ATM access AI-powered tools that help users understand: Cash flow Assets vs. liabilities Net worth (or debt) Financial decision-making in real time Takeaway: Banking should help people function—not punish them for past mistakes. 4. Financial Literacy Is the Real Wealth Gap Cohee states that 90% of Americans are financially illiterate, largely because: Financial literacy is not taught in K–12 education He compares this to not teaching reading—and then blaming people for illiteracy. OneUnited uses AI and data aggregation to help customers make expert-level decisions without being experts. Key message: Financial literacy, not income alone, determines long-term wealth. 5. Ending Dependence on Check-Cashing Services Kevin sharply criticizes high-fee check-cashing businesses that dominate underserved neighborhoods. OneUnited offers digital check deposits, debit cards, and ATM access—removing the need for physical branches. Anyone, anywhere in the U.S., can bank with OneUnited via oneunited.com. Takeaway: Lack of access is no longer an excuse—awareness is the missing link. 6. Technology as the New “40 Acres” Kevin draws a powerful parallel: Land ownership was once the primary source of wealth. Technology and financial literacy are today’s equivalents. Entrepreneurs no longer need to manufacture products—branding, distribution, and digital reach are the new leverage. Key insight: Technology levels the playing field—if people understand how to use it. 7. Mandatory Financial Literacy as a Policy Solution Kevin advocates for required financial literacy courses in all U.S. schools. He cites research showing: One required high-school financial literacy course can generate $100,000+ in lifetime net worth per student. He frames this as a matter of equity, not preference. Takeaway: Systemic problems require systemic solutions. Notable Quotes “The concept of a national Black-owned bank goes all the way back to slavery.” “We’re not behind in technology—we are the party.” “Ninety percent of Americans are not financially literate.” “You don’t have to go to check cashers and get ripped off.” “Technology is the new 40 acres.” “Financial literacy alone can generate over $100,000 in net worth per person.” “There has never been a better time to build a business than right now.” Overall Impact This interview is both a financial masterclass and a historical lesson. Kevin Cohee reframes banking as a tool of empowerment, not just transactions, and positions OneUnited Bank as: A modern solution to historic exclusion A technology-first institution built for underserved communities A catalyst for financial literacy, entrepreneurship, and wealth creation Final message: Access + education + technology can finally close the racial wealth gap—if people choose to engage. #SHMS #STRAW #BESTSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Kevin Cohee.Title: Owner, Chairman & CEO of OneUnited BankHost: Rushion McDonaldPodcast: Money Making Conversations Masterclass Kevin Cohee discusses the mission, history, and future of OneUnited Bank, the largest Black‑owned bank and the first Black‑owned internet bank in the U.S. The conversation connects Black economic history, financial literacy, technology (AI), and wealth-building, positioning OneUnited Bank as a modern solution to long‑standing financial exclusion in Black and underserved communities. Purpose of the Interview The interview is designed to: Educate listeners on why Black-owned banks matter historically and economically. Explain how technology has transformed banking, making location irrelevant. Address financial exclusion, particularly reliance on check-cashing services. Promote financial literacy as the foundation of wealth creation. Position OneUnited Bank as a practical, accessible tool for individuals, entrepreneurs, and communities to build equity. Key Themes & Takeaways 1. A Mission Rooted in Black History Kevin Cohee frames OneUnited Bank as part of a long historical vision, not a modern trend. Leaders such as Booker T. Washington, W.E.B. Du Bois, and Dr. Martin Luther King Jr. all advocated for a national Black-owned bank. Cohee’s own family legacy ties back to Black Wall Street in Tulsa, Oklahoma, including land ownership stemming from negotiated “40 acres and a mule” outcomes. Takeaway: Economic independence has always been central to Black progress. 2. From Brick-and-Mortar to Digital Banking OneUnited originally grew by acquiring small Black-owned banks nationwide. The bank pivoted early toward technology-driven banking, recognizing that: Customers expect 24/7 access Physical branches are no longer required Digital reach enables national—and global—impact Key insight: Technology allowed OneUnited to become a national Black bank without national branches. 3. Financial Technology Built for Real-Life Problems Kevin Cohee emphasizes that OneUnited designs products around how people actually live, not just traditional banking norms. Examples include: Second-chance checking accounts Emergency small-dollar loans Alternative credit criteria Nationwide surcharge-free ATM access AI-powered tools that help users understand: Cash flow Assets vs. liabilities Net worth (or debt) Financial decision-making in real time Takeaway: Banking should help people function—not punish them for past mistakes. 4. Financial Literacy Is the Real Wealth Gap Cohee states that 90% of Americans are financially illiterate, largely because: Financial literacy is not taught in K–12 education He compares this to not teaching reading—and then blaming people for illiteracy. OneUnited uses AI and data aggregation to help customers make expert-level decisions without being experts. Key message: Financial literacy, not income alone, determines long-term wealth. 5. Ending Dependence on Check-Cashing Services Kevin sharply criticizes high-fee check-cashing businesses that dominate underserved neighborhoods. OneUnited offers digital check deposits, debit cards, and ATM access—removing the need for physical branches. Anyone, anywhere in the U.S., can bank with OneUnited via oneunited.com. Takeaway: Lack of access is no longer an excuse—awareness is the missing link. 6. Technology as the New “40 Acres” Kevin draws a powerful parallel: Land ownership was once the primary source of wealth. Technology and financial literacy are today’s equivalents. Entrepreneurs no longer need to manufacture products—branding, distribution, and digital reach are the new leverage. Key insight: Technology levels the playing field—if people understand how to use it. 7. Mandatory Financial Literacy as a Policy Solution Kevin advocates for required financial literacy courses in all U.S. schools. He cites research showing: One required high-school financial literacy course can generate $100,000+ in lifetime net worth per student. He frames this as a matter of equity, not preference. Takeaway: Systemic problems require systemic solutions. Notable Quotes “The concept of a national Black-owned bank goes all the way back to slavery.” “We’re not behind in technology—we are the party.” “Ninety percent of Americans are not financially literate.” “You don’t have to go to check cashers and get ripped off.” “Technology is the new 40 acres.” “Financial literacy alone can generate over $100,000 in net worth per person.” “There has never been a better time to build a business than right now.” Overall Impact This interview is both a financial masterclass and a historical lesson. Kevin Cohee reframes banking as a tool of empowerment, not just transactions, and positions OneUnited Bank as: A modern solution to historic exclusion A technology-first institution built for underserved communities A catalyst for financial literacy, entrepreneurship, and wealth creation Final message: Access + education + technology can finally close the racial wealth gap—if people choose to engage. #SHMS #STRAW #BESTSee omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Kevin Cohee.Title: Owner, Chairman & CEO of OneUnited BankHost: Rushion McDonaldPodcast: Money Making Conversations Masterclass Kevin Cohee discusses the mission, history, and future of OneUnited Bank, the largest Black‑owned bank and the first Black‑owned internet bank in the U.S. The conversation connects Black economic history, financial literacy, technology (AI), and wealth-building, positioning OneUnited Bank as a modern solution to long‑standing financial exclusion in Black and underserved communities. Purpose of the Interview The interview is designed to: Educate listeners on why Black-owned banks matter historically and economically. Explain how technology has transformed banking, making location irrelevant. Address financial exclusion, particularly reliance on check-cashing services. Promote financial literacy as the foundation of wealth creation. Position OneUnited Bank as a practical, accessible tool for individuals, entrepreneurs, and communities to build equity. Key Themes & Takeaways 1. A Mission Rooted in Black History Kevin Cohee frames OneUnited Bank as part of a long historical vision, not a modern trend. Leaders such as Booker T. Washington, W.E.B. Du Bois, and Dr. Martin Luther King Jr. all advocated for a national Black-owned bank. Cohee’s own family legacy ties back to Black Wall Street in Tulsa, Oklahoma, including land ownership stemming from negotiated “40 acres and a mule” outcomes. Takeaway: Economic independence has always been central to Black progress. 2. From Brick-and-Mortar to Digital Banking OneUnited originally grew by acquiring small Black-owned banks nationwide. The bank pivoted early toward technology-driven banking, recognizing that: Customers expect 24/7 access Physical branches are no longer required Digital reach enables national—and global—impact Key insight: Technology allowed OneUnited to become a national Black bank without national branches. 3. Financial Technology Built for Real-Life Problems Kevin Cohee emphasizes that OneUnited designs products around how people actually live, not just traditional banking norms. Examples include: Second-chance checking accounts Emergency small-dollar loans Alternative credit criteria Nationwide surcharge-free ATM access AI-powered tools that help users understand: Cash flow Assets vs. liabilities Net worth (or debt) Financial decision-making in real time Takeaway: Banking should help people function—not punish them for past mistakes. 4. Financial Literacy Is the Real Wealth Gap Cohee states that 90% of Americans are financially illiterate, largely because: Financial literacy is not taught in K–12 education He compares this to not teaching reading—and then blaming people for illiteracy. OneUnited uses AI and data aggregation to help customers make expert-level decisions without being experts. Key message: Financial literacy, not income alone, determines long-term wealth. 5. Ending Dependence on Check-Cashing Services Kevin sharply criticizes high-fee check-cashing businesses that dominate underserved neighborhoods. OneUnited offers digital check deposits, debit cards, and ATM access—removing the need for physical branches. Anyone, anywhere in the U.S., can bank with OneUnited via oneunited.com. Takeaway: Lack of access is no longer an excuse—awareness is the missing link. 6. Technology as the New “40 Acres” Kevin draws a powerful parallel: Land ownership was once the primary source of wealth. Technology and financial literacy are today’s equivalents. Entrepreneurs no longer need to manufacture products—branding, distribution, and digital reach are the new leverage. Key insight: Technology levels the playing field—if people understand how to use it. 7. Mandatory Financial Literacy as a Policy Solution Kevin advocates for required financial literacy courses in all U.S. schools. He cites research showing: One required high-school financial literacy course can generate $100,000+ in lifetime net worth per student. He frames this as a matter of equity, not preference. Takeaway: Systemic problems require systemic solutions. Notable Quotes “The concept of a national Black-owned bank goes all the way back to slavery.” “We’re not behind in technology—we are the party.” “Ninety percent of Americans are not financially literate.” “You don’t have to go to check cashers and get ripped off.” “Technology is the new 40 acres.” “Financial literacy alone can generate over $100,000 in net worth per person.” “There has never been a better time to build a business than right now.” Overall Impact This interview is both a financial masterclass and a historical lesson. Kevin Cohee reframes banking as a tool of empowerment, not just transactions, and positions OneUnited Bank as: A modern solution to historic exclusion A technology-first institution built for underserved communities A catalyst for financial literacy, entrepreneurship, and wealth creation Final message: Access + education + technology can finally close the racial wealth gap—if people choose to engage. #SHMS #STRAW #BESTSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

All things competitive in the world of Warhammer 40,000. This week, Robert & Eric bring highlights of 4 events from around the world and discuss the recent reveals about the 11th edition.

Ryan shares how the brand scaled from a single Ohio location to 65 franchises across 20 states by prioritizing franchisee selection, site psychology, and a curated in-location experience. He breaks down what it takes to maintain brand consistency at scale and how a membership model creates loyalty that holds even in tough economic conditions.  Welcome to Elevating Brick and Mortar. A podcast about how operations and facilities drive brand performance. On today's episode, we talk with Ryan Rao, Chief Development Officer at VIO Med Spa. With an experienced career, Ryan has helped grow VIO from its founding in 2017 into one of the country's top-ranked med spa franchise concepts, now operating in 20 states and counting. Guest Bio: Ryan Rao is a passionate franchise professional who co-founded Apex Franchise Development Group, a full-service, highly professional business development solution for brands that want to franchise their business or take their current franchise business to the next level. With his entrepreneurial spirit and passion for franchising, Ryan has consulted for multiple franchise-based businesses that grew into national and international brands with a focus on unique and differentiated business models.  Ryan has vast experience in franchise sales, real estate, start-up financing, and the intricacies of growing and developing a brand. He is always looking for new challenges and ways to innovate and improve the franchise industry. TIMESTAMPS: 01:06 - About VIO Med Spa: Brand, services & history 04:56 - Ryan's path into franchising 09:03 - Differentiating in a competitive wellness market 12:40 - Site selection & brand standards across locations 20:52 - VIO's brand & digital refresh 26:59 - Pre- vs. post-COVID consumer mindset & AI strategy 37:12 - Advice for franchise leaders & what's next for VIO SPONSOR: ServiceChannel brings you peace of mind through peak facilities performance. Rest easy knowing your locations are: Offering the best possible guest experience Living up to brand standards Operating with minimal downtime ServiceChannel partners with more than 500 leading brands globally to provide visibility across operations, the flexibility to grow and adapt to consumer expectations, and accelerated performance from their asset fleet and service providers. LINKS: Connect with Ryan on LinkedIn Connect with Sid Shetty on Linkedin Check out the ServiceChannel Website Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

On this episode of the JAMODI Podcast, we sit down with Coach Josh Williams of Clinton High School, one of the top girls basketball programs in Illinois. Coach Williams shares how the Lady Maroons built a championship culture centered around shooting, accountability, toughness, and winning habits.Coach Williams owns a 320-228 career varsity record with four conference championships, three conference tournament titles, multiple 20-win seasons, and two IBCA District Coach of the Year honors. His 2025-26 squad broke school records with 28 wins, 24 straight victories, 193 made threes, and over 60 points per game.In this episode, we discuss:

On this episode of the JAMODI Podcast, we sit down with Coach Josh Williams of Clinton High School, one of the top girls basketball programs in Illinois. Coach Williams shares how the Lady Maroons built a championship culture centered around shooting, accountability, toughness, and winning habits.Coach Williams owns a 320-228 career varsity record with four conference championships, three conference tournament titles, multiple 20-win seasons, and two IBCA District Coach of the Year honors. His 2025-26 squad broke school records with 28 wins, 24 straight victories, 193 made threes, and over 60 points per game.In this episode, we discuss:

On this episode of the JAMODI Podcast, we sit down with Coach Josh Williams of Clinton High School, one of the top girls basketball programs in Illinois. Coach Williams shares how the Lady Maroons built a championship culture centered around shooting, accountability, toughness, and winning habits.Coach Williams owns a 320-228 career varsity record with four conference championships, three conference tournament titles, multiple 20-win seasons, and two IBCA District Coach of the Year honors. His 2025-26 squad broke school records with 28 wins, 24 straight victories, 193 made threes, and over 60 points per game.In this episode, we discuss:

On this episode of the JAMODI Podcast, we sit down with Coach Josh Williams of Clinton High School, one of the top girls basketball programs in Illinois. Coach Williams shares how the Lady Maroons built a championship culture centered around shooting, accountability, toughness, and winning habits.Coach Williams owns a 320-228 career varsity record with four conference championships, three conference tournament titles, multiple 20-win seasons, and two IBCA District Coach of the Year honors. His 2025-26 squad broke school records with 28 wins, 24 straight victories, 193 made threes, and over 60 points per game.In this episode, we discuss:

On this episode of the JAMODI Podcast, we sit down with Coach Josh Williams of Clinton High School, one of the top girls basketball programs in Illinois. Coach Williams shares how the Lady Maroons built a championship culture centered around shooting, accountability, toughness, and winning habits.Coach Williams owns a 320-228 career varsity record with four conference championships, three conference tournament titles, multiple 20-win seasons, and two IBCA District Coach of the Year honors. His 2025-26 squad broke school records with 28 wins, 24 straight victories, 193 made threes, and over 60 points per game.In this episode, we discuss:

In Episode 111 of Law and Mortar, Trent Cotney and John Kenney shift from market pressure to industry perspective—covering rising fuel costs, workforce discussions in Washington, and the importance of preserving roofing history.Trent shares insights from Roofing Day in DC, where conversations centered around immigration, affordable housing, and OSHA regulations—issues that continue to shape the future of the construction workforce.John and Trent also highlight a different side of the industry: history. From vintage advertising to company evolution, both discuss their passion for preserving roofing's past and why it matters for the next generation of contractors.The episode also answers a listener question on manufacturing defects, with practical guidance on handling issues professionally—working with manufacturers, focusing on quality control, and avoiding unnecessary legal conflict.Topics include:• Rising fuel costs and operational impact • Workforce and regulatory discussions from DC • The value of preserving roofing industry history • Handling manufacturing defects the right way • Why collaboration often beats confrontationThis episode blends industry insight with perspective—reminding contractors that while markets change, fundamentals and relationships still matter.

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Rigvi breaks down what truly useful AI looks like, grounded in outcomes like spend optimization, revenue protection, and predictive maintenance, not just convenience features or marketing buzz. He also makes the case that AI won't replace FM professionals, it will finally let them do the job they were always meant to do. Welcome to Elevating Brick and Mortar. A podcast about how operations and facilities drive brand performance. On today's episode, we talk with Rigvi Chevala, Chief Product and Technology Officer at ServiceChannel. With over 20 years in B2B SaaS across industries ranging from local marketing to trucking to real estate, Rigvi brings a uniquely cross-industry lens to the challenges and opportunities facing facilities management today. Guest Bio: Rigvi is an experienced management executive with strong leadership skills and over 20 years of experience in software and product development and has led multiple product lines with >$200M in ARR. He manages and and executes product roadmaps and organizational strategy with experience in evolving B2B SaaS products and reusable digital platforms. TIMESTAMPS: 00:52 - About ServiceChannel 04:19 - What surprised Rigvi about facilities 08:47 - Key unsolved challenges in the industry 11:37 - Defining useful AI vs. marketing noise 15:08 - Breaking down AI types (generative, agentic, computer vision) 28:33 - Why 90% of AI initiatives fail 33:54 - Will AI replace FM roles? 39:37 - Advice for leaders evaluating AI tools SPONSOR: ServiceChannel brings you peace of mind through peak facilities performance. Rest easy knowing your locations are: Offering the best possible guest experience Living up to brand standards Operating with minimal downtime ServiceChannel partners with more than 500 leading brands globally to provide visibility across operations, the flexibility to grow and adapt to consumer expectations, and accelerated performance from their asset fleet and service providers. LINKS: Connect with Rigvi on LinkedIn Connect with Sid Shetty on Linkedin Check out the ServiceChannel Website Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

On today's show, we explore through our new series "Brick, Mortar and Beyond" how operating a successful business in 2026 takes patience, imagination and a connection with customers. We also learn that if you're hitting the course this weekend—the disc golf course—you have options. Plus, we hear about the connection between public media and local bands.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Kevin Cohee.Title: Owner, Chairman & CEO of OneUnited BankHost: Rushion McDonaldPodcast: Money Making Conversations Masterclass Kevin Cohee discusses the mission, history, and future of OneUnited Bank, the largest Black‑owned bank and the first Black‑owned internet bank in the U.S. The conversation connects Black economic history, financial literacy, technology (AI), and wealth-building, positioning OneUnited Bank as a modern solution to long‑standing financial exclusion in Black and underserved communities. Purpose of the Interview The interview is designed to: Educate listeners on why Black-owned banks matter historically and economically. Explain how technology has transformed banking, making location irrelevant. Address financial exclusion, particularly reliance on check-cashing services. Promote financial literacy as the foundation of wealth creation. Position OneUnited Bank as a practical, accessible tool for individuals, entrepreneurs, and communities to build equity. Key Themes & Takeaways 1. A Mission Rooted in Black History Kevin Cohee frames OneUnited Bank as part of a long historical vision, not a modern trend. Leaders such as Booker T. Washington, W.E.B. Du Bois, and Dr. Martin Luther King Jr. all advocated for a national Black-owned bank. Cohee’s own family legacy ties back to Black Wall Street in Tulsa, Oklahoma, including land ownership stemming from negotiated “40 acres and a mule” outcomes. Takeaway: Economic independence has always been central to Black progress. 2. From Brick-and-Mortar to Digital Banking OneUnited originally grew by acquiring small Black-owned banks nationwide. The bank pivoted early toward technology-driven banking, recognizing that: Customers expect 24/7 access Physical branches are no longer required Digital reach enables national—and global—impact Key insight: Technology allowed OneUnited to become a national Black bank without national branches. 3. Financial Technology Built for Real-Life Problems Kevin Cohee emphasizes that OneUnited designs products around how people actually live, not just traditional banking norms. Examples include: Second-chance checking accounts Emergency small-dollar loans Alternative credit criteria Nationwide surcharge-free ATM access AI-powered tools that help users understand: Cash flow Assets vs. liabilities Net worth (or debt) Financial decision-making in real time Takeaway: Banking should help people function—not punish them for past mistakes. 4. Financial Literacy Is the Real Wealth Gap Cohee states that 90% of Americans are financially illiterate, largely because: Financial literacy is not taught in K–12 education He compares this to not teaching reading—and then blaming people for illiteracy. OneUnited uses AI and data aggregation to help customers make expert-level decisions without being experts. Key message: Financial literacy, not income alone, determines long-term wealth. 5. Ending Dependence on Check-Cashing Services Kevin sharply criticizes high-fee check-cashing businesses that dominate underserved neighborhoods. OneUnited offers digital check deposits, debit cards, and ATM access—removing the need for physical branches. Anyone, anywhere in the U.S., can bank with OneUnited via oneunited.com. Takeaway: Lack of access is no longer an excuse—awareness is the missing link. 6. Technology as the New “40 Acres” Kevin draws a powerful parallel: Land ownership was once the primary source of wealth. Technology and financial literacy are today’s equivalents. Entrepreneurs no longer need to manufacture products—branding, distribution, and digital reach are the new leverage. Key insight: Technology levels the playing field—if people understand how to use it. 7. Mandatory Financial Literacy as a Policy Solution Kevin advocates for required financial literacy courses in all U.S. schools. He cites research showing: One required high-school financial literacy course can generate $100,000+ in lifetime net worth per student. He frames this as a matter of equity, not preference. Takeaway: Systemic problems require systemic solutions. Notable Quotes “The concept of a national Black-owned bank goes all the way back to slavery.” “We’re not behind in technology—we are the party.” “Ninety percent of Americans are not financially literate.” “You don’t have to go to check cashers and get ripped off.” “Technology is the new 40 acres.” “Financial literacy alone can generate over $100,000 in net worth per person.” “There has never been a better time to build a business than right now.” Overall Impact This interview is both a financial masterclass and a historical lesson. Kevin Cohee reframes banking as a tool of empowerment, not just transactions, and positions OneUnited Bank as: A modern solution to historic exclusion A technology-first institution built for underserved communities A catalyst for financial literacy, entrepreneurship, and wealth creation Final message: Access + education + technology can finally close the racial wealth gap—if people choose to engage. #SHMS #STRAW #BESTSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Kevin Cohee.Title: Owner, Chairman & CEO of OneUnited BankHost: Rushion McDonaldPodcast: Money Making Conversations Masterclass Kevin Cohee discusses the mission, history, and future of OneUnited Bank, the largest Black‑owned bank and the first Black‑owned internet bank in the U.S. The conversation connects Black economic history, financial literacy, technology (AI), and wealth-building, positioning OneUnited Bank as a modern solution to long‑standing financial exclusion in Black and underserved communities. Purpose of the Interview The interview is designed to: Educate listeners on why Black-owned banks matter historically and economically. Explain how technology has transformed banking, making location irrelevant. Address financial exclusion, particularly reliance on check-cashing services. Promote financial literacy as the foundation of wealth creation. Position OneUnited Bank as a practical, accessible tool for individuals, entrepreneurs, and communities to build equity. Key Themes & Takeaways 1. A Mission Rooted in Black History Kevin Cohee frames OneUnited Bank as part of a long historical vision, not a modern trend. Leaders such as Booker T. Washington, W.E.B. Du Bois, and Dr. Martin Luther King Jr. all advocated for a national Black-owned bank. Cohee’s own family legacy ties back to Black Wall Street in Tulsa, Oklahoma, including land ownership stemming from negotiated “40 acres and a mule” outcomes. Takeaway: Economic independence has always been central to Black progress. 2. From Brick-and-Mortar to Digital Banking OneUnited originally grew by acquiring small Black-owned banks nationwide. The bank pivoted early toward technology-driven banking, recognizing that: Customers expect 24/7 access Physical branches are no longer required Digital reach enables national—and global—impact Key insight: Technology allowed OneUnited to become a national Black bank without national branches. 3. Financial Technology Built for Real-Life Problems Kevin Cohee emphasizes that OneUnited designs products around how people actually live, not just traditional banking norms. Examples include: Second-chance checking accounts Emergency small-dollar loans Alternative credit criteria Nationwide surcharge-free ATM access AI-powered tools that help users understand: Cash flow Assets vs. liabilities Net worth (or debt) Financial decision-making in real time Takeaway: Banking should help people function—not punish them for past mistakes. 4. Financial Literacy Is the Real Wealth Gap Cohee states that 90% of Americans are financially illiterate, largely because: Financial literacy is not taught in K–12 education He compares this to not teaching reading—and then blaming people for illiteracy. OneUnited uses AI and data aggregation to help customers make expert-level decisions without being experts. Key message: Financial literacy, not income alone, determines long-term wealth. 5. Ending Dependence on Check-Cashing Services Kevin sharply criticizes high-fee check-cashing businesses that dominate underserved neighborhoods. OneUnited offers digital check deposits, debit cards, and ATM access—removing the need for physical branches. Anyone, anywhere in the U.S., can bank with OneUnited via oneunited.com. Takeaway: Lack of access is no longer an excuse—awareness is the missing link. 6. Technology as the New “40 Acres” Kevin draws a powerful parallel: Land ownership was once the primary source of wealth. Technology and financial literacy are today’s equivalents. Entrepreneurs no longer need to manufacture products—branding, distribution, and digital reach are the new leverage. Key insight: Technology levels the playing field—if people understand how to use it. 7. Mandatory Financial Literacy as a Policy Solution Kevin advocates for required financial literacy courses in all U.S. schools. He cites research showing: One required high-school financial literacy course can generate $100,000+ in lifetime net worth per student. He frames this as a matter of equity, not preference. Takeaway: Systemic problems require systemic solutions. Notable Quotes “The concept of a national Black-owned bank goes all the way back to slavery.” “We’re not behind in technology—we are the party.” “Ninety percent of Americans are not financially literate.” “You don’t have to go to check cashers and get ripped off.” “Technology is the new 40 acres.” “Financial literacy alone can generate over $100,000 in net worth per person.” “There has never been a better time to build a business than right now.” Overall Impact This interview is both a financial masterclass and a historical lesson. Kevin Cohee reframes banking as a tool of empowerment, not just transactions, and positions OneUnited Bank as: A modern solution to historic exclusion A technology-first institution built for underserved communities A catalyst for financial literacy, entrepreneurship, and wealth creation Final message: Access + education + technology can finally close the racial wealth gap—if people choose to engage. #SHMS #STRAW #BESTSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Kevin Cohee.Title: Owner, Chairman & CEO of OneUnited BankHost: Rushion McDonaldPodcast: Money Making Conversations Masterclass Kevin Cohee discusses the mission, history, and future of OneUnited Bank, the largest Black‑owned bank and the first Black‑owned internet bank in the U.S. The conversation connects Black economic history, financial literacy, technology (AI), and wealth-building, positioning OneUnited Bank as a modern solution to long‑standing financial exclusion in Black and underserved communities. Purpose of the Interview The interview is designed to: Educate listeners on why Black-owned banks matter historically and economically. Explain how technology has transformed banking, making location irrelevant. Address financial exclusion, particularly reliance on check-cashing services. Promote financial literacy as the foundation of wealth creation. Position OneUnited Bank as a practical, accessible tool for individuals, entrepreneurs, and communities to build equity. Key Themes & Takeaways 1. A Mission Rooted in Black History Kevin Cohee frames OneUnited Bank as part of a long historical vision, not a modern trend. Leaders such as Booker T. Washington, W.E.B. Du Bois, and Dr. Martin Luther King Jr. all advocated for a national Black-owned bank. Cohee’s own family legacy ties back to Black Wall Street in Tulsa, Oklahoma, including land ownership stemming from negotiated “40 acres and a mule” outcomes. Takeaway: Economic independence has always been central to Black progress. 2. From Brick-and-Mortar to Digital Banking OneUnited originally grew by acquiring small Black-owned banks nationwide. The bank pivoted early toward technology-driven banking, recognizing that: Customers expect 24/7 access Physical branches are no longer required Digital reach enables national—and global—impact Key insight: Technology allowed OneUnited to become a national Black bank without national branches. 3. Financial Technology Built for Real-Life Problems Kevin Cohee emphasizes that OneUnited designs products around how people actually live, not just traditional banking norms. Examples include: Second-chance checking accounts Emergency small-dollar loans Alternative credit criteria Nationwide surcharge-free ATM access AI-powered tools that help users understand: Cash flow Assets vs. liabilities Net worth (or debt) Financial decision-making in real time Takeaway: Banking should help people function—not punish them for past mistakes. 4. Financial Literacy Is the Real Wealth Gap Cohee states that 90% of Americans are financially illiterate, largely because: Financial literacy is not taught in K–12 education He compares this to not teaching reading—and then blaming people for illiteracy. OneUnited uses AI and data aggregation to help customers make expert-level decisions without being experts. Key message: Financial literacy, not income alone, determines long-term wealth. 5. Ending Dependence on Check-Cashing Services Kevin sharply criticizes high-fee check-cashing businesses that dominate underserved neighborhoods. OneUnited offers digital check deposits, debit cards, and ATM access—removing the need for physical branches. Anyone, anywhere in the U.S., can bank with OneUnited via oneunited.com. Takeaway: Lack of access is no longer an excuse—awareness is the missing link. 6. Technology as the New “40 Acres” Kevin draws a powerful parallel: Land ownership was once the primary source of wealth. Technology and financial literacy are today’s equivalents. Entrepreneurs no longer need to manufacture products—branding, distribution, and digital reach are the new leverage. Key insight: Technology levels the playing field—if people understand how to use it. 7. Mandatory Financial Literacy as a Policy Solution Kevin advocates for required financial literacy courses in all U.S. schools. He cites research showing: One required high-school financial literacy course can generate $100,000+ in lifetime net worth per student. He frames this as a matter of equity, not preference. Takeaway: Systemic problems require systemic solutions. Notable Quotes “The concept of a national Black-owned bank goes all the way back to slavery.” “We’re not behind in technology—we are the party.” “Ninety percent of Americans are not financially literate.” “You don’t have to go to check cashers and get ripped off.” “Technology is the new 40 acres.” “Financial literacy alone can generate over $100,000 in net worth per person.” “There has never been a better time to build a business than right now.” Overall Impact This interview is both a financial masterclass and a historical lesson. Kevin Cohee reframes banking as a tool of empowerment, not just transactions, and positions OneUnited Bank as: A modern solution to historic exclusion A technology-first institution built for underserved communities A catalyst for financial literacy, entrepreneurship, and wealth creation Final message: Access + education + technology can finally close the racial wealth gap—if people choose to engage. #SHMS #STRAW #BESTSee omnystudio.com/listener for privacy information.

The Late Crew is joined by Ken Ramos from WTF Nation! We start the show with a discussion on VA compensation and how civilians are now looking side-eyed at compensation levels (02:07). We then shift to how a picture of Jesus Christ firing a mortar has raised such controversy (33:28). Our Man in the Closet closes the show by telling us about Eloise Page, the first female CIA station chief (52:31). https://lateforchangeover.com/

Michelle describes how Truly Nolen's “Yellow Standard” prioritizes proactivity over reactivity and innovating with purpose. She also emphasizes that great customer outcomes start with taking great care of employees.  Welcome to Elevating Brick and Mortar. A podcast about how operations and facilities drive brand performance. On today's episode, we talk with Michelle Nolen, owner of Truly Nolen. Founded in 1938, Truly Nolen is one of the largest family-owned pest control companies in the United States.  Guest Bio: Michelle is an experienced executive in marketing, strategy and enterprise level project management. She's a strategic consultant and innovative problem solver to Fortune 100 companies, large family owned businesses and entrepreneurs. Community focused and driven, Michelle always strives for immediate and sustained success. TIMESTAMPS: 00:44 - About Truly Nolen 04:15 - Leadership in a family business 08:14 - The Yellow Standard 12:55 - Evolving customer expectations 22:55 - The skilled trades gap 26:55 - Gauging success 32:19 - Advice for young leaders 34:28 - Where to find Michelle SPONSOR: ServiceChannel brings you peace of mind through peak facilities performance. Rest easy knowing your locations are: Offering the best possible guest experience Living up to brand standards Operating with minimal downtime ServiceChannel partners with more than 500 leading brands globally to provide visibility across operations, the flexibility to grow and adapt to consumer expectations, and accelerated performance from their asset fleet and service providers. LINKS: Connect with Michelle on LinkedIn Connect with Sid Shetty on Linkedin Check out the ServiceChannel Website Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Don D and Bigg Doom are Back With Another One! We Are Joined By Art. First, We Start with Selling Online vs In Person, Women Can Dress Cheap, Taking Girls to The Same Place, Quitting the Brick and Mortar, and Money Makes A Good Marriage! Then, We Move On To Spending 10K on The Baby Shower, Intergeneration Raising, Atlanta Hawks and Magic City Collab, Coming in 30 Minutes Before Closing. We End With Cocked Eye vs Lazy & More!To See More of Our Guests, You Can Follow him @goldenchildart1!

Law and Mortar – Episode 110In Episode 110 of Law and Mortar, Trent Cotney and John Kenney take a hard look at the current state of the construction and roofing markets.Contractors across the country are still busy—but as John explains, busy doesn't always mean healthy. Over the last six months, warning signs have begun to appear in the form of declining margins, delayed project decisions, and increased cost pressures.In this episode, Trent and John discuss:• Why contractors must evaluate profitability, financiability, and executability before taking on work • Market uncertainty caused by tariffs, immigration issues, and geopolitical pressures • Rising fuel, freight, and material costs affecting contractor margins • Survival strategies during a softening market • The importance of disciplined estimating, labor planning, and job costing • Why accounts receivable management and lien rights matter more than everThey also discuss how contractors can use AI to identify collection trends—while still maintaining hands-on oversight for overdue accounts.This episode is a practical conversation about protecting margins, maintaining discipline, and navigating uncertain market conditions.

Welcome to the new era of the podcast. After years as Brick + Mortar Visibility, we're officially stepping into something bigger: The Visibility Podcast.And here's why.If you're a brick and mortar business owner, local business leader, or small business founder who feels a little… stuck — this episode is for you.Maybe what used to work in your marketing isn't working anymore. Maybe you've added more services, more offers, more team, but growth feels heavier instead of clearer. Maybe your visibility feels scattered.You're not failing.You may just be disconnected from the original engine that built your momentum.In this episode, I'm sharing:Why we rebranded from Brick + Mortar VisibilityThe real reason so many small businesses stall after early successHow marketing shifts over time (and why that matters for local businesses)What I learned from pivoting my own brick-and-mortar studioOne powerful question to ask if your business feels stuckWhether you run a storefront, a service-based local business, or a growing small business online, visibility is the game.And this podcast is about building it on purpose.Because being good at what you do isn't enough anymore.You have to be seen. You have to be known. You have to be trusted.Let's make your business impossible to ignore.Your GO-TO LINK for all things Visibility-: Google Business Profile Optimization, The Website + Social Media Audit, The Visibility Blueprint, Newsletter, & Referral Partners.Love today's podcast?

FDA Removes Black Box Warning on Estrogen: HRT Game-Changer for Women's Health After 23 years, the FDA removed the black box warning on estrogen products—a landmark decision transforming hormone replacement therapy (HRT) for women. In this episode of the Mortar and Pestle podcast, hosts Mike De Lisio and Sebastian Dennison discuss this breakthrough with Sara Hover, Senior Director of Clinical Services at PCCA.   What You'll Learn: Why the 2002 Women's Health Initiative study was flawed and created decades of HRT concerns The timing hypothesis: why age matters when starting hormone replacement therapy Synthetic vs. bioidentical hormones and their clinical differences Oral estrogen delivery systems and safety implications Shared decision-making between patients, prescribers, and pharmacists Why compounded HRT solutions matter for patients who don't fit commercial products Hormone testing modalities and why multiple testing methods are essential Vaginal estrogen's role in preventing UTIs and hip fractures How pharmacists can educate providers and patients on HRT safety   Topics Covered: Black box warning removal, hormone replacement therapy, bioidentical hormones, menopause management, compounding pharmacy, women's health, estrogen, patient monitoring, HRT dosing strategies   Perfect for: Compounding pharmacists, healthcare providers, and anyone seeking evidence-based information on hormone replacement therapy.   Links: Why VersaBase Cream Is Your Best Choice for Women's HRT The Vaginal Microbiome, Menopause & HRT A Personalized Approach to HRT for Perimenopausal Women Backed by Science: Anhydrous VersaBase® HRT Optimizing the Patient Experience with the Right HRT Base: Insights from the Webinar

Meet Chef Patty, a food entrepreneur who turned homesickness for Nigerian food into a thriving food truck empire. In Episode 198 of On the Delo, Delo sits down with Chef Patty to explore how she traded healthcare administration for authentic West African cuisine, built Lasgidi Cafe from the ground up with just $50K, and is now planning a brick-and-mortar location to scale her vision. From selling 50 tickets to backyard pop-up events in two weeks to serving 112 meals per shift, Chef Patty shares the real story of building a culturally rich brand in Phoenix's competitive food scene.In this deep dive, you'll hear about the challenges of launching a mobile kitchen, the gas leak incident that nearly ended everything, how she balances family, adjunct teaching, and entrepreneurship, and her strategic menu design that uses gateway dishes like suya tacos to introduce customers to authentic Nigerian flavors. She also opens up about the importance of community partnerships, staying accessible to customers, and keeping her social media authentic—because authenticity, she believes, is what builds lasting loyalty. If you're an entrepreneur, foodie, or anyone interested in how resilience, cultural pride, and smart strategy combine to build a sustainable business, this conversation is for you.Chapter Guide (Timestamps):(0:00 - 2:15) Intro, Delo's Cold Open, and Meeting Chef Patty(2:16 - 5:30) From Healthcare Administration to Nigerian Food: The Homesickness That Sparked It All(5:31 - 10:45) The Pop-Up Events That Changed Everything: 50 Tickets Sold in Two Weeks(10:46 - 15:20) Building the Food Truck: Investment, Timeline, and the Leap from Pop-Ups to Mobile(15:21 - 20:30) Balancing Family, Teaching, and Entrepreneurship: How Chef Patty Manages It All(20:31 - 25:15) Operations Deep Dive: Local First Arizona, Eastlake Kitchen, and Serving 112 Meals Per Shift(25:16 - 30:00) The Gas Leak Crisis: When Things Go Wrong and How to Keep Going(30:01 - 36:00) Menu Strategy and Gateway Dishes: How Suya Tacos and Loaded Fries Introduce Nigerian Cuisine(36:01 - 40:15) Storytelling, Community Collaboration, and Building Brand Loyalty Through Authenticity(40:16 - 43:43) Four to Six Month Timeline for Brick-and-Mortar, Social Media Strategy, and Where to Find Chef Patty

We meet a man who loves, and we mean LOVES, WW1 history! We find out all the benefits (besides the main one) of morning sex and we have all heard of Horse Girls….we learn about a Horse Man. 

Send us a textPeaches runs a solo Daily Drop Ops Brief and moves fast through recruiting wins, force readiness, and why some headlines deserve side-eye. From the Army smashing recruiting goals and Fort Stewart gunnery training to debates over the Trump-class battleship, carrier flight ops, and Marines earning lifesaving awards off duty, this episode balances news with blunt commentary. Peaches also dives into Air Force leadership travel, the YFQ-48 Alpha designation, Coast Guard infrastructure investments, sanctions enforcement in the Caribbean, and NATO concerns about Russia targeting Starlink with orbital shrapnel. The takeaway stays consistent: communications win wars, space debris kills everyone, and context matters more than vibes.⏱️ Timestamps: 00:00 Ones Ready intro and sponsor plug 01:10 Modern Athlete Strength Systems AFSOC program 03:00 Operator Training Summit 2026 (University of Alabama) 04:45 Why OTS is training, not selection 06:00 Army exceeds FY25 recruiting goals 07:10 Aerial gunnery training at Fort Stewart 07:55 Seize the Marne obstacle course 08:40 Trump-class battleship announcement reaction 10:10 Navy & Coast Guard vertical hoist training 11:00 USS George H.W. Bush flight ops 11:40 Marines receive lifesaving awards 12:40 Shout-out to Major Josh Stevens 14:00 Mortar training at Camp Fuji 15:20 Quantico Marine Band odd timing 16:00 Air Force leadership visits CENTCOM 17:00 YFQ-48 Alpha designation explained 18:00 USAFE & AFAfrica leadership visits 18:40 Coast Guard Buffalo investment 19:10 Station Pascagoula returns to ops 19:40 National Guard support reporting gripe 20:30 Sanctioned tanker seizure in Caribbean 21:10 NATO concerns over Russian anti-sat weapons 22:30 Why space shrapnel is catastrophic 24:00 Final thoughts and wrap-up

Today we are talking with an emergency doc who has become a multimillionaire. We love this conversation because he has the most boring and consistent financial story. He didn't build a real estate empire or get lucky with Crypto or some fancy investment. He just has a written financial plan that he has followed consistently. He built wealth the boring old fashioned way, with nothing fancy, but lots of success. He feels strongly about spending on what you are passionate about and being cheap on the things you don't care about. He spends lavishly on travel and even has a language tutor. He currently speaks 4 languages and has been to 45 countries. After the interview we are talking about real estate syndications for Finance 101. Mortar Group is a premier real estate investment firm focused on multifamily properties in both ground up and value add projects in the competitive markets of New York City since early 2000s. With over $300 million in assets under management and over 30 investments since inception, their fully integrated firm model allows Mortar to maximize efficiency and value across their investments in these niche markets. Mortar leverages over two decades of experience in architecture, development and asset management in their projects to build value and minimize risk for investors. Invest in tax efficient, high return, risk adjusted strategies with Mortar Group at https://whitecoatinvestor.com/mortar The White Coat Investor has been helping doctors, dentists, and other high-income professionals with their money since 2011. Our free personal finance resource covers an array of topics including how to use your retirement accounts, getting a doctor mortgage loan, how to manage your student loans, buying physician disability and malpractice insurance, asset allocation & asset location, how to invest in real estate, and so much more. We will help you learn how to manage your finances like a pro so you can stop worrying about money and start living your best life. If you're a high-income professional and ready to get a "fair shake" on Wall Street, The White Coat Investor is for you! Have you achieved a Milestone? You can be on the Milestones to Millionaire Podcast too! Apply here: https://whitecoatinvestor.com/milestones  Find 1000's of written articles on the blog: https://www.whitecoatinvestor.com  Our YouTube channel if you prefer watching videos to learn: https://www.whitecoatinvestor.com/youtube  Student Loan Advice for all your student loan needs: https://studentloanadvice.com  Join the community on Facebook: https://www.facebook.com/thewhitecoatinvestor  Join the community on Twitter: https://twitter.com/WCInvestor  Join the community on Instagram: https://www.instagram.com/thewhitecoatinvestor  Join the community on Reddit: https://www.reddit.com/r/whitecoatinvestor  Learn faster with our Online Courses: https://whitecoatinvestor.teachable.com  Sign up for our Newsletter here: https://www.whitecoatinvestor.com/free-monthly-newsletter  00:00 MtoM Podcast #249 04:58 Emergency Doc Becomes a Multimillionaire 09:20 Advice For Others 21:35 Real Estate Syndications