Podcasts about New Zealand

What happens when the women who live and breathe the unexplained step out of the shadows and take the lead? In this Cult of Conspiracy edition, we're pulling back the curtain on the female forces reshaping the supernatural world — KT Hollywood with her raw comic artwork, Stacey Ryall turning Australian hauntings into amazing E-zines, Coral Ann Lee carving her own path through Oracle cards and beautiful artwork, Alison Oborn uncovering the night inside South Australia's abandoned gaols and asylums, and Mary “Bloody Mary” Millan keeping New Orleans' darkest folklore alive through her haunted museum and spirit shop. These women aren't side characters — they're running the ghost tours, the research, the museums, and the stories everyone else is trying to decode. Perfect for viewers who crave haunted history, paranormal investigations, dark tourism, folklore, and the mysteries no one can quite explain.Black Friday sales on soon… keep your eyes out! — join now at www.cryptidwomenssociety.com〰〰〰〰〰〰〰〰〰〰〰〰〰〰〰〰〰〰

0:00:00 Introduction Richard Saunders 00:07:18 The Think Tank Our international team spent time with Dr Siouxsie Wiles from New Zealand. Dr Siouxsie has been the victim of outrageous harassment after her efforts to promote vaccines and good science during the Covid-19 pandemic. Dr Siouxsie is joined by Adrienne Hill, Kat McLeod, Kate Thomas and Lara Benham. Support Dr Siouxsie https://www.pledgeme.co.nz/projects/8521-support-dr-siouxsie-after-she-supported-us Ms. Information - 1h 44m Documentary https://ondemand.arovideo.co.nz/film/ms-information 00:26:58 Woo Watch! With Kate Thomas Questioning the Qualifications of Naturopaths In Australia anybody can call themselves a Naturopath. You don't need any formal training, you don't need to know which end of the stethoscope is which, you don't need to know anything about biology or physiology. Kate looks at why so many people in our society think Naturopaths are just like doctors and other real healthcare professionals. Kate Thomas on TikTok and Instagram https://linktr.ee/PrescribeorPass 0:35:00 Australian Skeptics Newsletter What skeptical news has caught the eye of Dee this week? Read by Adrienne Hill. http://www.skeptics.com.au 0:47:46 The TROVE Archives A wander through the decades of digitised newspapers on a search for references to the quackery of Reflexology. 2000.12.25 - Boca Raton News 1999.01.24 - The Item http://www.trove.nla.gov.au Also Sydney Skeptics in the Pub "Why Smart Women Zone" live podcast recording - 4 December https://www.meetup.com/austskeptics  

Gareth and Lauren review Wales' defeat to New Zealand with James Hook and Gareth Delve.

China's top legislator Zhao Leji has called for deepening mutually beneficial cooperation with New Zealand during his official goodwill visit to the country from Wednesday to Saturday.

Michael Brown undertakes a thorough study of Eyeliner's Eyeliner's Buy Now (Bloomsbury 2025) a vaporwave homage to the kitsch electronic sounds of the 1980s and 1990s. Eyeliner's BUY NOW (2015) belongs to a new genre for our times: vaporwave. Emerging in the early 2010s on the internet, vaporwave originated with a cohort of millennial artists who reimagined the musical soundtracks of 1980s-1990s consumerism with an adroit mixture of irony and sincerity. One of these was Eyeliner, the alias of New Zealand computer musician Luke Rowell (a.k.a. Disasteradio). For his vaporwave masterpiece, Rowell harnessed computer software to craft a unique album, a catchy, funky, and witty tour through the utopias of advertising at "the end of history." BUY NOW epitomizes a new kind of album for the internet age: made DIY-style, all digital, free, licensed under Creative Commons, and released to a "virtual" community, an online scene without geographic center. Drawing on original interviews and the album's production archive, Eyeliner's BUY NOW (Bloomsbury 2025) uses BUY NOW's story to investigate what it means to create, distribute, and consume independent music in an era of global networks and digital technology. It places the album in both the real-world and online contexts of Rowell's life and career, from early websites to the Spotify era, from Lower Hutt to the world. Michael Brown on Bluesky. Bradley Morgan is a media arts professional in Chicago and author of U2's The Joshua Tree: Planting Roots in Mythic America (Backbeat Books, 2021), Frank Zappa's America (LSU Press, 2025), and U2: Until the End of the World (Gemini Books, 2025). He manages partnerships on behalf of CHIRP Radio 107.1 FM and is the director of its music film festival. Bradley Morgan on Facebook and Bluesky. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/music

The 2025 Predator: Badlands movie takes the Predator and Yautja mythology into a new, unforeseen realm. Dek, who's ridiculed, persecuted, and then banished from his family, winds up on a strange planet where he befriends a synthetic organism played by Elle Fanning, known as Thia. She has a punk look with a new wave, futuristic charm. Thia and Dek team up to battle monsters and the greedy, evil Weyland-Yutani Corporation, with Elle playing a second synthetic organism known as Tessa. Susie Glass, makeup designer on Badlands, talks about the concepts behind the characters, early mornings on set, the importance of teamwork, and why caring for the actors is of the utmost importance.-Susie Glass is a New Zealand-born hair and makeup designer based in Auckland who's become known for her versatility and leadership with a portfolio that includes feature films, streaming series, and high-end television. With over 30 years of experience, she's dedicated herself to high-quality storytelling and strong craft skills, meeting a variety of demands across a range of genres and screens. As makeup designer on Predator: Badlands, Susie and her team brought a variety of characters to life, from rough ideas to proof of concept to production, including but not limited to synths Thia and Tessa, portrayed by Elle Fanning. Susie is a three-time New Zealand Film and Television Award winner, and her art, craft, and design reflect a dedication to collaboration and storytelling, and most importantly, an understanding of the unique demands of screen work at the highest levels. https://www.imdb.com/name/nm0322007/https://www.instagram.com/susiesparkle67/-Predator: Badlands (2025)https://www.imdb.com/title/tt31227572/-Predator: Killer of Killers (2025)https://www.imdb.com/title/tt36463894/-Prey (2022)https://www.emmys.com/shows/prey-Other movies and shows discussed:Alien: EarthA Rainy Day in New York (2019)

FULL INTERVIEW: Since founding Halter as a 22-year-old in 2016, Kiwi CEO Craig Piggott has built the company into the darling of the New Zealand agriculture tech sector. . The company's latest funding round valued Halter at more than NZ$1.5 billion. They're expanding their virtual fencing technology rapidly into new markets. . Does New Zealand have the support systems in place to foster more successful startups? Q+A sits down with Piggott in Halter's Auckland office. . Join Jack Tame and the Q+A team and find the answers to the questions that matter. Made with the support of NZ on Air.

Michael Brown undertakes a thorough study of Eyeliner's Eyeliner's Buy Now (Bloomsbury 2025) a vaporwave homage to the kitsch electronic sounds of the 1980s and 1990s. Eyeliner's BUY NOW (2015) belongs to a new genre for our times: vaporwave. Emerging in the early 2010s on the internet, vaporwave originated with a cohort of millennial artists who reimagined the musical soundtracks of 1980s-1990s consumerism with an adroit mixture of irony and sincerity. One of these was Eyeliner, the alias of New Zealand computer musician Luke Rowell (a.k.a. Disasteradio). For his vaporwave masterpiece, Rowell harnessed computer software to craft a unique album, a catchy, funky, and witty tour through the utopias of advertising at "the end of history." BUY NOW epitomizes a new kind of album for the internet age: made DIY-style, all digital, free, licensed under Creative Commons, and released to a "virtual" community, an online scene without geographic center. Drawing on original interviews and the album's production archive, Eyeliner's BUY NOW (Bloomsbury 2025) uses BUY NOW's story to investigate what it means to create, distribute, and consume independent music in an era of global networks and digital technology. It places the album in both the real-world and online contexts of Rowell's life and career, from early websites to the Spotify era, from Lower Hutt to the world. Michael Brown on Bluesky. Bradley Morgan is a media arts professional in Chicago and author of U2's The Joshua Tree: Planting Roots in Mythic America (Backbeat Books, 2021), Frank Zappa's America (LSU Press, 2025), and U2: Until the End of the World (Gemini Books, 2025). He manages partnerships on behalf of CHIRP Radio 107.1 FM and is the director of its music film festival. Bradley Morgan on Facebook and Bluesky. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/popular-culture

Well today we welcome me again, this time to look back over the last two years and what they've really been like

Do you enjoy property management? It's often a thankless industry, and it's easy for property management business owners and their team members to become unhappy and burnt out. In this episode of the #DoorGrowShow, property management growth expert Jason Hull sits down with Ashleigh Goodchild, the voice behind PM Collective, to explore what it really takes to build a property management career that you can enjoy. You'll Learn [01:06] Importance of Having Support  [08:01] Community-Led Learning for Property Managers [15:07] Structured Management vs. Random Leadership [21:36] People-Centric Property Management [32:41] Making the Invisible Visible Quotables "There's so much help available out there. And a lot of times we just don't ask as entrepreneurs." "The slowest path to growth is to do it alone." "A lot of people don't actually see what we do. And I think that's where you've got the opportunity." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Ashleigh Goodchild (00:00) Generally churn rate and loss rate for businesses can range anywhere between 15 and 30%. Our office is sitting at about 5%. we've got 1200 doors, to have that 5 % churn rate actually considered really great. Jason Hull - DoorGrow (00:05) Yeah. Welcome everybody. I am Jason Hull, the owner and founder of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. We've talked to thousands of property managers, helped them add hundreds of doors, help them increase profit, simplify operations, get themselves out of the business more and more. And we believe the good property managers can change the world and that property management is the ultimate high trust gateway to real estate deals, relationships and residual income. We are on a mission to transform property management business owners. and their businesses. want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now let's get into the show. So my guest today is Ashleigh Goodchild. Welcome. She's the voice behind PM Collective, the art of property management. together, we're going to explore what it really takes to build a property management career that you can enjoy covering the balance between structured management and random leadership, how to create workplaces people actually want to stay in, and Ashleigh's vision for a more human, less transactional industry. So Ashleigh, welcome to the show. Ashleigh Goodchild (01:35) Thank you so much for having me. Jason Hull - DoorGrow (01:37) So let's give us a little bit of background on you for those that don't know you yet, that maybe you're listening. How did you get into entrepreneurism? How did you get into doing what you're doing now? Give us some of the backstory. Ashleigh Goodchild (01:52) Yeah, so I started real estate back when I was 18 and like many people just falling into it and I was placed into an office that had a business owner, one was an air hostess and one was a pilot and really had no idea of how to run the business. So at that age of 18 and not knowing any better, I just jumped straight into the business and started helping them quite a lot. And then As I went on in my career, I then started my business, SoCo Realty, when I was 23. So I've had that business for 20 years and I've had a very blessed property management and business ownership life. I do say though that when I was 23 and when I started the business, I don't think it would have mattered what I was doing. It wasn't actually about the property management. It was actually probably about business ownership that I was drawn to. And I think I always say, even if I was a hairdresser at 23, it would have been a hairdresser shop that I opened up, just happened to be working in property management. So I've been running that and I've had a very blessed property management life. I always feel a little bit guilty when people talk about the roller coaster of their property management businesses, because I don't feel like I've had that. Or if I have, I sort of feel like maybe I just didn't sweat the small stuff. And so that led me into... Jason Hull - DoorGrow (02:50) Yeah. Yeah. Ashleigh Goodchild (03:10) running and founding PM Collective, which was bringing in a peer-to-peer mentorship and training Australia-wide where we run 200 coffee and conversations every year. And we really support each other in the industry just by that casual learning from each other. Jason Hull - DoorGrow (03:27) That's awesome. So they're getting together, hanging out with each other, sharing ideas, and you're kind of the facilitator in this. Ashleigh Goodchild (03:35) Yeah, we do it Australia wide. have loads of hosts around Australia. So other people like myself who want to give back. So it's a great opportunity for people to give back. We've actually run a couple over in the US as well. And we have just had one in New Zealand. So the idea is that it allows people in the industry who have been in for a long time, like I said, to give back to the industry and help the the younger ones that are coming in to really learn to enjoy the career as well. So it's really great. Jason Hull - DoorGrow (04:04) Yeah, you know, it's amazing how much help is available and how willing people are to help. Yeah, I'm reading a book right now by Simon Squibb, I believe is his name, something like that. And it's it's about like following your dream and having a dream. But he said he created an organization that. I guess over in the UK, but he created this organization that allowed people to either help. fun people's dreams or for people to get their dreams launched. And he said that they had way more people. He thought everybody would be wanting to get the dream and their own dream met. He said they had way more people offering to help those that had a dream. And so, and he was talking about how much help is available. So. There's so much help available out there. And a lot of times we just don't ask as entrepreneurs. know, there's this funny thing that when we start out as an entrepreneur, we've kind of come through this whole world where we're such a minority, because most people on the planet are not entrepreneurial currently. And so we get a lot of feedback that we're weird or that we're different or that we're strange. And so we learn to kind of isolate. We start to recognize, I'm different and there isn't a lot of help or support. which is kind of an inaccurate viewpoint, but we kind of view ourselves as an island. And then we start our journey as an entrepreneur and we usually think we're gonna do it all ourselves. We're gonna read the right books and watch YouTube videos and we wear it as a badge of honor. I'm gonna get this thing started and do it all alone. that's, as I say at the end of my podcast each episode, that's the slowest path to growth is to do it alone. Ashleigh Goodchild (05:40) I think as well, like we find that a lot of people are really great at their jobs. They're either, you know, great property managers, great BDMs, and they have people around them that say, you know, you're so good at what you do, you should go open up your own business. And I don't think people actually realize there is, it can be really hard to start your business. I mean, you've got the logistics side of things, but you just assume the phone's going to keep calling and start calling as soon as you're out on your own. Jason Hull - DoorGrow (06:02) Yeah. Ashleigh Goodchild (06:09) And I think that that's one of the biggest things that I see people underestimate. And so to be able to give them that support and not be forced to sell their business because it's just got too stressful. I've got one of my clients where she had her own property management business when she was in her twenties. And she ended up selling it because it was just too much to handle at that age. She didn't have the support, you know, 10, 15 years ago. Jason Hull - DoorGrow (06:14) Yeah. Yeah. Ashleigh Goodchild (06:36) And I remember her saying, I wish PM Collective was around because I wouldn't have sold my business. But now I can have the stamina for my business because I've got that support around me. So I think that that's where I'm seeing a really big gap. people who think, you know, people who are great at their job, which means that they think they're going to be great at business ownership, which is not always the case as well. Jason Hull - DoorGrow (06:57) Yeah, there's a great book on that exact subject. It's called the E-Myth, the E-Myth Revisited. And in this book, E is entrepreneur, it's entrepreneur myth. And basically the summary of the whole book is if you think you, if you've learned how to do the technician level work, you like you have learned how to bake really great cakes. The myth is that now you think, well, I could go start a business and start a bakery making cakes. But a business involves a lot more. A business involves marketing, sales, accounting, you know, a lot of different stuff that is outside the skill set of baking a cake. And so the same thing with property management. Some people are like, I've managed properties for a while, or I've done business development for a property management company, done sales for a while. And they think I could now go start a business doing this. And that's the technician level work. That's not the business ownership type of stuff. then that's where things get a little more difficult. Yeah. Ashleigh Goodchild (07:57) read that book it's actually a really great one for newbies in the business. Jason Hull - DoorGrow (08:01) Yeah, yeah. So yeah, I love that. So how does the PM collective work? How are you getting people together? How do you facilitate this? What does a typical meetup look like? How do you make these connections? Ashleigh Goodchild (08:13) Yeah, so we very much just have hosts that reach out to us and they see a gap in their location. And then they just give me, they have to give me three dates, times and locations. And I just set them up online for them. So it's relatively easy for the host. Everyone just rocks up. It's very, very casual. They grab their own coffee, they take a seat and the host is there just to sort of welcome everyone and sort of facilitate it to a certain point. We have the groups, they can range anywhere in size between four people to 20 people. And to be honest, even the groups of four, I find are so important because I find that the intimate conversations are so much stronger in those small groups and people really open up. And the conversation could be about anything. It could be about... certain products that we're using. might be about some subscriptions. It might be about what's currently not working, what demos we've had, what problems we've had. And I find in that smaller group, people definitely open up a lot more and get that real, really good support that they need. Sometimes it's we chat on a personal level. Again, that comes down to people that are personally happy, I believe make the best. employees and their best employers. And it's really important that we look after people's personal state and having those personal conversations and those opportunities to vent, think are incredibly important in that environment as well. And then we have a big mixture. So we've got some groups where we get a lot of BDMs come along, some where it's just the solo printers, some where it's the referring partners, they sort of just all find their own vibe. But one of the biggest things that has been really important is that consistency. So knowing the for the public to know that we're going to show up every single month at this location. And we're here if and when you need us. That consistency is really important. So really casual, you don't need to buy a ticket or anything like that. And I think that really what's made them successful though is that consistency. Jason Hull - DoorGrow (10:15) Got it. So is how does the PM collective have the bandwidth to facilitate this? How do you guys make money? How does that work? Ashleigh Goodchild (10:23) So we don't, we sort of run it as a bit of a not-for-profit, even though it's not registered as a not-for-profit. So the purpose is very much community-led learning. And I guess on a personal level, I run my own business, my own real estate business. So for me, that's my bread and butter, and this is really what's considered my passion project. So this is sort of more my legacy, I guess. And, you know, I've got the time and the energy. Jason Hull - DoorGrow (10:27) Okay. Ashleigh Goodchild (10:48) to and the love to do it. So that's what I do. We have got great sponsors who help support our podcast and cover the cost for the membership and things like that. And we've got a membership base, which would be say, I guess on the smaller medium size. And over time that will grow. But for now, the support is really where it's at and we're driven by that with no need. for any strong monetary value coming through at the moment. That might change in 10 years, but for now and the last five years, it's been perfect. Jason Hull - DoorGrow (11:19) Well, mean, it sounds like the people that are really giving to this community like yourself probably have some of the healthiest businesses because the people that are in over their head don't have time to go hang out or go to lunch or to meet up with people. so, you know, that, and that, you know, that allows people to come in that maybe they're are struggling to meet and hang out with people that are in a healthier place and kind of lend them a hand up. Right. So. Ashleigh Goodchild (11:32) No. It's interesting because in Australia, we've got what we call CPD points. don't know if you've got them, where they're like compulsory development points that you've got to do to hold your registration. and our events, they are not CPD registered, which means that people don't come along because they are coming because they just have to be registered and they just have to do so many points. They come because they actually want to come along. Jason Hull - DoorGrow (11:57) Okay. Yeah. Ashleigh Goodchild (12:12) And I think you'll find that that has made a massive difference with the vibe. Like we had an event the other night, because we sort of run the separate events as well. And, you know, everyone comes along, they're catching up, they haven't seen each other for a couple of months. And it really feels like someone's birthday party. But the important thing is that people are there because they want to, not because they're going to get a CPD point attached to it. And you really can feel that difference in the vibe. Jason Hull - DoorGrow (12:37) Got it. Okay, well, let's take, I'm gonna do a quick word from our sponsors. This will be relevant. If you are a property management business owner, you're tired of getting tangled up in numbers, KRS SmartBooks has your back. They specialize in property bookkeeping for small to mid-sized managers who'd rather focus on, well, managing. So with over 15 years of experience in real estate, accounting, they're pros in Appfolio Yardi and all the top property software. Trust them to make your monthly reports hassle free so you can get back to what really matters running your business. Head over to KRSbooks.com to book your free discovery call. And so maybe that'll help you have a little more time to get back to the property management community. All right. So back to what we were talking about, Ashleigh. I love, I love this idea. I love that you've facilitated this vehicle for everybody to get together. You just, resonate positivity and I'm sure that kind of sets the tone for the group that people are kind of attracted to. And I've been part of groups where the leaders are very positive and it's just a different category and group of people. There's a lot of people that are helpful, positive. I'm in masterminds like that. And then there's others where the leader is more kind of like a dictator cult leader and like, it's just a very different environment. And there's a lot of guilt and a lot of shame and stuff like this, right? and, I've been in some men's programs and things like that that were like that. And it's just, you know, it's a totally different environment. So you've created, and so this is really, I think a strong Testament to you. How many, how many people are involved in this throughout Australia and beyond. Ashleigh Goodchild (14:13) should know the answer to that and I don't. And I would probably say there would be around 20 hosts around Australia. So 20 people, have started having visionary leaders in each state and to help sort of help me control the states. But yeah, about 20 hosts. But then like I've got, for example, an audio summit coming up. Jason Hull - DoorGrow (14:21) Wow, OK. Yeah. Ashleigh Goodchild (14:37) And that's got 17 leaders in Australia doing an audio summit for me. And we're doing 17 days of tips and tricks. So there is a lot of people that make up all of this, a lot of other coaches and trainers that give their time and their knowledge as well to it. So it really is a big project. in total, I'd say there's probably about a good 40, 50 people from coaches, trainers, leaders. who facilitates some sort of knowledge base for me on all these events. So pretty lucky. Jason Hull - DoorGrow (15:07) So describe to me the difference between structured management and random leadership. Ashleigh Goodchild (15:13) Yeah, so that's something that I practice inside my real estate at SoCo. And one thing that I've learned from other people and other leaders is when we do, obviously you need structured management, in terms of processes and procedures and all of that, and that's fine. But when it comes to leadership, sort of what you talking before about the dictatorship, I feel like I probably practice servant leadership a lot more. practice servant leadership at SoCo, which is the real estate, and I practice servant leadership in PM Collective. And very much I do picture myself or feel that I'm a leader from the bottom and that you just tell me what you need and I will deliver it for you. So I do that both in PM Collective and SoCo. And that's where the support comes from. The random leadership, I think, has been something that has really helped me keep long term staff. I'm known in the industry for having a long term team. anywhere between sort of seven years and 15 years average for property managers, which is great. And one of the things I would say have helped me and I have to say I haven't done this on purpose. It's just the way that I've done it. And I now I reflect back on it. I can see how it's worked. And if we were to every single year, give our team a Christmas bonus every single year, they're going to expect that. And if one year you don't do it because you can't afford it or something's changed, people are going to start getting a little bit ticked off because it's like, where's my bonus? get one every year. And I think the same goes with the Jason Hull - DoorGrow (16:52) become expected.   Ashleigh Goodchild (16:54) very much expected. And I think when we start getting, creating expectations with our team, that's when we can start getting a little bit of conflict. And I've seen it in a lot of agencies. So where I, I, I think what I think works really well is things like we might as an office randomly buy someone a coffee, or we might just randomly say, Hey, let's go out for lunch, or randomly, we'll do a Christmas bonus randomly. We might shout everyone a voucher for a massage. All of those random things mean so much more to your staff and they appreciate it so much more. Even if it was that $5 coffee or that random walk or that random time that you're giving, I just find that that doesn't set up expectations and people appreciate those little things a lot more. And like I said, it's not something that I went and said to myself, this is how I'm gonna manage my team. It's something that I just did naturally, probably because I'm a little bit scatty and I probably was, you know, not very good at keeping things consistent. But now that I look back on it and I can see that that 100 % has played a massive part in creating a really healthy long-term team. Jason Hull - DoorGrow (18:07) Yeah, that makes a lot of sense. know, yeah, giving gifts means a lot more or giving experiences or doing things means a lot more than, you know, than just a bonus that they're expecting at the end of the year. And most people aren't actually money motivated. BDMs usually probably should be a little bit and maybe entrepreneurs, but that's the mistake entrepreneurs make is that we assume everybody else likes money as much as we do. A lot of times. And so we try to bonus people or reward people or motivate people with money. And a lot of times that backfires. And because most people aren't money motivated or money driven, know entrepreneurs listening right now are like, what? That makes no sense. I don't understand it, but yeah.   Ashleigh Goodchild (18:48) I think a lot of businesses as well, they try to manage their team by textbook and you know, the textbook says, we should give people their birthdays off or a textbook says we should, you know, we should do a bonus at Christmas or whatever it might be. But I think, you know, really getting to know each person and I know who in my team values me sitting down and talking to them and asking them how their weekend was. However, if I went and did that to someone else in the team. That'd be like, you just go away. I'm trying to work here. And I, I, I, yeah, I know what, what each person needs to be happy. One thing that I found more recently is that if your team can have a hobby, that is probably the biggest thing to create a happy team and hobbies prevent burnout. And I think that when we get a lot of people in the industry where all they do is work and family, work and family, they don't have anything in between. And so like one of my girls, she loves to play golf. She really young girl, 21 years old, plays golf semi-professionally. And she had asked whether she can start having some private coaching on Tuesday afternoons. So she was going to come in a few hours early. And I was like, absolutely no problems at all. Because if I give her that Tuesday afternoon off to go play golf, there's something else that she loves. I just find that, you know, people have to have other things they love just besides, yeah, besides the work and family. And that's something that I feel like I really try to encourage with everyone in industry is find a hobby if you're feeling stressed. And you know, and a hobby is not, you know, reading a book or something like that. It's actually like playing pickleball or netball or coaching a team or it's something specific. Jason Hull - DoorGrow (20:37) Got it. OK, so you're encouraging team members to have hobbies. And that allows them to maybe have a little bit more to bring to the table in terms of energy and life, it sounds like. Yeah. Ashleigh Goodchild (20:42) 100 % Yeah, yeah, it just allows them to enjoy enjoy work. And like I said before, you've got to have them they need to have a happy home life for them to perform well for your clients. It's really, really important. You can't, you can't have them having a tough personal life at all that's going to affect you and your clients. Jason Hull - DoorGrow (21:10) Got it. Yeah. Yeah. There's a, there's a really good book called giftology by John Rulin. And he talks about the benefit of giving gifts, gift giving, to basically for almost as marketing or do increase referrals or to increase retention. But the same thing applies to team members. These doing these random things, sounds like a really solid idea. And then also encouraging hobbies I think could be really beneficial. So, So explain your vision for a more human and less transactional industry. Ashleigh Goodchild (21:43) So in Australia, have starting to become quite reliant on our offshore staff and our offshore team. And I'm assuming that that's everywhere. Would that be the same with your businesses? Jason Hull - DoorGrow (21:55) Yeah. Yeah, I would say so. There's a lot of people that are hiring VAs in the Philippines or Mexico for sure. Ashleigh Goodchild (22:02) Yeah, I mean, and whether it's part of your business plan or not, you know, I fully respect that. But what we've found in businesses is that by passing on the transactional work to our offshore team, and transactional, mean, collecting the rent, arranging maintenance, sending out inspection letters, you know, all of that sort of admin tasks, we're finding that that's really not where the value of a property manager or business owner is anymore. Jason Hull - DoorGrow (22:19) Mm-hmm. Ashleigh Goodchild (22:31) And so what we need to do is to move our skillset into more of a consulting role. We currently have been doing for a number of couple of years and I teach this a lot to other officers is what we call an annual investor audit. So our annual investor audits, they are 30 minute consults with every client and we are going diving straight into all the holistic side of their property because we need to make sure as a business that our clients are emotionally well and financially well. If they're emotionally and financially well, they're going to keep their investment property. The minute that they're stressed and not making money is the minute that they sell. And obviously that's not what we want in the businesses. So to do that by checking in with them, we are talking to them about any red flags we see with their tenancy with their rent or their inspections.   Jason Hull - DoorGrow (23:10) Yeah. Ashleigh Goodchild (23:27) We're talking them through and helping them understand what level of maintenance is considered normal or excessive in their property. If they're not spending enough maintenance, we're talking to them about ideas they've got for future renovations. We're talking to them about what their mortgage rates doing, how are they feeling? Are they positively geared or negatively geared? Is there any circumstance that's coming up in the next 12 months that we should make a note of that might cause them a little bit of stress? We are... Talking about all of those things on a real conversational level and it allows us to pick up trends of what that client's plans are. Are they planning on building a portfolio? Are they planning on selling in six months? Are we going as an office to see a huge wave of clients starting to sell? Is that something we need to protect that, you know, as an asset in our business? And so when we start getting into that consultancy role, it's no different to your accountant organizing a tax planning meeting. you know, in April, for example, that's exactly what we're doing. And we are planting seeds for that client so that they're never surprised when we call them up to say, Hey, your rent's gone backwards, or you got to spend $10,000 on the property. And that has been incredible. It's not only been something that's helped our churn rate. Generally in Australia, churn rate and loss rate for businesses can range anywhere between sort of 15 and 30%. Our office is sitting at about 5%. For it so for a large, a large office with we've got 1200 doors, to have that sort of 5 % churn rate is is actually considered really great. And I do put that down to the annual investor audits. And in addition, though, it allows the business owner Jason Hull - DoorGrow (24:52) Yeah. Ashleigh Goodchild (25:10) to take control of their asset and not to have to maintain that relationship. Because at the end of the day, I'm very passionate about that that client is my client as the business owner. And I need to keep that relationship up. And if I put all of that responsibility onto the property manager and my property manager leaves, I've got a risk that that client is going to follow the property manager. So that's a little bit of my of the importance and responsibility I take as a business owner. So they have been an incredible game changer for retention, but it's also helped uncover new business opportunities because when we've done these for our clients, we've never sort of asked them, do you have any properties? But so many clients have actually said to us, that was so good. Can you do it for my other property? And I'm like, sure. Where's your other property? and got the address and we've subsequently got the business of the because the other agencies weren't doing it. So obviously over time, more offices will start doing it. But that's just a great example of elevating the human side of property management. And we started introducing these in our business, like I said, a couple of years ago, I now teach them to other agencies around Australia. And then as soon as we can get, you know, a really good percentage of businesses, all bringing these in as just a natural part of the business, then we will that's how we see the industry elevate. And then that's just going to be considered a normal thing like checking rent arrears. And so that's really my vision to, to bring in things like that. I've been trialing, I do a lot of like mirroring in the business. So I trial things in my business first. And if it works, I will put it out to the industry. the other trial that I did was, which actually didn't work. And, it was about, I had a junior property manager and we had a lot of clients that we were losing from, from fees from owners being fee driven. And I thought to myself a little bit like a hairdresser. You've got a junior apprentice to cut your hair. You've got a senior stylist or you've got the director. And I thought to myself, I'm actually going to do a fee schedule with a junior rate. So if you want to, if you're fee driven and you want a junior to look after your property with less than one year experience, this is the fee. And if you want a senior, this is the fee. Now I thought that everybody would jump at the junior fee schedule because everyone seemed to be fee driven. What was so interesting is I did this trial for 12 months and I probably had 3%, maybe 2 % of clients actually say, I'll go with the junior fee schedule. Every single person said, thanks, but I think I'll stick with a senior. And I think that that's a great example to showcase that investors do want the experience. They want the peace of mind. And we all thought they wanted cheap fee schedules, but when given the opportunity for the cheap fee schedule with a junior, they didn't take it. So I thought that that was a really good example. Yeah, I know. Jason Hull - DoorGrow (27:49) Mm-hmm. yeah. I could talk about that for an hour. We've tested a lot of stuff on pricing. Ashleigh Goodchild (28:10) But it was just a great test to do. I trialed it, it didn't work. So I've gone to the industry and I've said, given it ago, it hasn't worked. I'm now trialing a second option with fee schedules. And hopefully that works because I just feel like the industry needs to move just from the same fee schedules we've been doing for 20 years. It really is something that needs to be done there. So that's my next mission. Jason Hull - DoorGrow (28:14) Yeah. Yeah, I love it. I love the experimentation. So cool thing about my position is I get hundreds of guinea pigs. And so I do all sorts of testing. And so we could chat about some of that. We've done some fun stuff, but I love the idea of the annual investor audit. call those, we coach clients on that as well. We call those annual portfolio reviews and that's a great opportunity to get more referrals. great opportunity to get more reviews and testimonials. It's a great opportunity to create more connection with the client and to showcase what's invisible to them currently that you're actually doing work. And yeah, and it's going to significantly decrease churn. You mentioned churn maybe between on a lot of companies, maybe being between 15 to 30%. And if you're at 1200 units, I was doing math while you were talking, that would be between 180 to 360 units being lost each year. And so a lot of property managers don't pay attention to what's leaving and they think, well it's infrequent or they're selling their properties or whatever and they're not paying attention to that. They're so focused on how do I get more doors? And sometimes they're losing more doors than they're adding each year or they're just breaking even. And so they've been at the same spot for like a decade sometimes. And they're wondering, why does this feel like a grind? And they're not making progress. And sometimes you have to look at what you're losing and what's your level of service that you have there and how visible is what you're doing to your client? Because if it's not visible, they're going to assume, well, why do I even pay them? They're not doing anything. They're just collecting rent. Yeah. Ashleigh Goodchild (30:15) Yeah, it's like, I call it a, we've got a client success manager. And I think that that's a real missing part in a lot of businesses because we've got the BDM who brings in new business. We've got the property manager who maintains it, but the client success manager actually is what I call a BDM in reverse, because if they can prove your retention, that is growth. So therefore it is still a BDM role. Jason Hull - DoorGrow (30:21) Mm-hmm. Yes. Yeah. Ashleigh Goodchild (30:41) that you've got someone specifically for. So that's a real big missing part. And I think a lot of businesses when they don't have somebody specifically on that role. Jason Hull - DoorGrow (30:52) Yeah, I've been privy to see inside of a lot of different types of businesses and being in a lot of different masterminds. And one of the things that I've seen is that some of the most sales oriented organizations, like companies that they're focused on placing salespeople and hiring salespeople and stuff like this, they always have their best salespeople graduate to be on their client success team. is how they kind of position it. And they call that their second sales team. Because these are the people that get people to re-up or renew or continue on, or to bump up into a higher level program. so client success is your other sales team. their whole job is to decrease churn. Their whole job is to increase retention. So at DoorGrow our client success manager is my oldest daughter. And she does our client success. And she's got the personality for it. She's much more of a feeler than I am. She's much more about community than myself, right? I'm more of a logical thinker in a lot of instances. And so clients just love her. She does a great job. And so everybody should have client success. What's funny is in the property management industry, you hear the phrase property manager, but that's like this mystery sort of title that means a different thing to everybody you ask. And so for some of them, some people think their property manager is supposed to be a BDM also. I'm like, those are... probably different personality types. Some think they're the maintenance coordinator, but then they'll hire a maintenance coordinator and they call somebody else a property manager. so property managers also could be those client success people, the relationship builder. And so that's where it gets confusing is when we're, I hired a property manager. Well, okay, what are you having them do? I always have to ask because it's always different. So I don't know if you've noticed that in Australia, but. Ashleigh Goodchild (32:41) Yeah, and I think as well, like, I like what you mentioned before about how a lot of people don't actually see what we do. And I think that's where you've got the opportunity. Because I remember a long time ago, a client said to me, you know, wanting to negotiate on fees after a couple of years. And he said, you know, your job's easy, you don't, you know, the you don't have to do anything for your money. So therefore, you should reduce the fees. And I'm like, Jason Hull - DoorGrow (32:49) Yeah, it's invisible. Ashleigh Goodchild (33:07) Hold on a second, we've chosen a fantastic, perfect tenant. We do a lot in the background to make it look like we are managing it nice and easily and not creating any stress for you. Do you want me to create a problem tenant so it looks like that I'm doing work so that you can justify the fee? Because the fee is so, is reflective on you finding, it look like that we're having a very easy life. but that's taken a lot of skill and experience to do that. It's just so backwards, isn't it? That the way that they validate our fee, if we have got lots of problems and they think we're not worth our fee when we've got nothing to do and got a perfect tenant, which was the result of us putting it in the first place. Jason Hull - DoorGrow (33:34) Yeah. Yeah, I used to work in IT and one of the things I learned in doing IT and working on computers and networks is that if you make everything run perfectly, they wonder why they even pay you at all. And then I also noticed if there was a problem, they're like, why do we pay this person at all? There's now this problem with the network. so either way, couldn't win. So I learned I had to make the invisible visible. I had to tell them all the time, hey, I just updated this server. I just changed this. This has been improved. That's preventing these problems. And they're like, wow, Jason's on top of this. Jason's making everything run smooth. So I had to learn to be noisy. I worked at Hewlett Packard and I was in Boise, Idaho and I had a boss in Texas. And he would just look at our... he would message us all throughout the day through an instant message app or whatever. He would message us, what are you doing? What are you doing? And I was like, he can't see what we're doing. So I just started changing my status. I allowed you to put a little status, they use some Microsoft app, I can't remember Teams, I don't remember what it was. But I just would update it every day and I would say like throughout the day what I was working on in that moment. Updating this, working on this, doing this, and just what I was doing. And so then he started asking, what's your coworker? doing because we were a two person team that were over a big system. And he was like, what's what's what's Josh doing? Is he working? What's he? So he started to perceive that I was on top of things and working and this other person was lazy and not doing stuff. I'm like, no, he's working too. So yeah, but that's I sold, you know, we've translated that to helping clients make sure you're showcasing the invisible because they can't see it. Otherwise, you have to be noisy. And those annual reviews are a great opportunity to do that because you say Here's how many maintenance requests we've handled that you didn't have to deal with. Here's how much money has been collected. Here's the payouts that we've done to you. Here's all the stuff that we've been taking care of that's prevented you from having to deal with this. Here's how many calls we took. Here's how many tickets we handled. All these vanity metrics justify why they spend the money with you. So I love that you're reinforcing that idea. So for my clients listening. She said, and she's got 1200 doors, which is probably more than some of you. so Ashleigh, what do you feel like people are hearing your low churn rate besides the annual investor audits that you do and maybe having a client success manager. I don't, what, what do you feel like is really significantly reduced the churn rate down to 5%. I mean, that's significant in any business. Ashleigh Goodchild (36:25) Yeah, it would. You've got your audits, it would probably be I think myself being a director of the business who is 100 % active in property management and approachable is a really important word. Clients know that they can call me at any time they know that if one of my property managers is on leave, they can call me to handle anything that plays a massive part. And if I reflect on some of my clients, because we all get clients that, you know, maybe aren't happy with something or a little hiccup has happened, to know that my clients don't just silently leave and say, that happened, not happy, I'm gonna go find someone else. They always contact me first. I actually had one the other day to say, Ash, my property manager is really lovely, but I'm just feeling like I need someone with a bit more confidence. No problems at all. Let me move you to this person. The fact that they approach me first and give me the opportunity and know that they can call me to move them. I just take that with so much privilege because that doesn't happen in a lot of offices. If you're not approachable and your client would rather just leave the property, then bother coming to you because they don't think they're going to get heard. That's going to be a problem. So for me, that is massive. Jason Hull - DoorGrow (37:24) Yeah. Ashleigh Goodchild (37:46) And then probably the final thing, I think that our values really show through, through social media and my presence on social media, the fact that they know me on a personal level, they can see that I've got kids, they can see that I've done podcasts, they can see when I win awards, and embracing our clients on our journey and allowing them to see every part of me as a human being, I think is great. We do an annual an annual drive for a not-for-profit. support DB survivors quite a lot in our business and we promote philanthropic investing. And so the fact that we bring in our clients to be involved in that process by buying their clients, their tenants a hamper for Christmas to strengthen relationships has been a fantastic PR exercise with clients saying, you know, yes, please organize my 10 Christmas hamper and we're just so thankful to be aligned with a business like yours that supports, you know, good causes. It's those little things that I've probably played the biggest part in it, in their retention and client success. Jason Hull - DoorGrow (38:49) Love it. Yeah, I love that. A lot of property managers are so focused and business owners are so focused on thinking, what, how do I get more money? How do I take more instead of like the benefit of being involved in how much trust it would create to be involved in some sort of philanthropy or charity or something that's a bit more outward focus. And, and one of things we are really big on at DoorGrow is coaching our clients on finding a, in building out their client centered mission statement is figuring out. How do you make this vision bigger so that you're having a positive impact, not just for yourself, for the business, for your team, but maybe the community at large, maybe the industry at large? And what sort of impact and change do you want to see there and making that vision bigger? Because it allows you to attract team members that are inspired by a bigger vision, allows you to attract clients that resonate and are inspired by a bigger vision. And so you get better people all around. Ashleigh Goodchild (39:48) And it gives other people the opportunity to do good. And with our annual hamper drive, we did that last year. And all we did, we aligned ourselves with a not-for-profit hamper company, which is sort of like a by-product of one of the charities. And they support women getting back into the workforce. And so not-for-profit, we emailed all our clients and we said to our landlords, listen, if you've had a great year with your tenant, we would love to arrange a hamper on your behalf. It's $88. Jason Hull - DoorGrow (39:53) Yeah. Ashleigh Goodchild (40:16) and we'll take it from your rental income and we'll send it on behalf of you for Christmas. It's a great way to acknowledge you've had a great experience with your tenant and strengthen that relationship. And from that alone, just us doing OneDrive last year raised 14,287. And so this year we have now through PM Collective promoted that through other agencies to do the same. And I actually had an email from the CEO of the not-for-profit today and she said, Ash, I am just so excited to get these numbers back to you. We have had such a huge response from you and assitting against it. And I just can't wait to see what the figure will be because I know as an agency, we will do probably double and the fact that other agencies now will do good. It's just an example of the impact that we didn't realize we were having by giving our landlords the opportunity to do good, but then sharing that with other people to give them the opportunity for their clients to do good. It's just so wonderful on so many levels. And it's the same with our philanthropic investing. encourage owners who financially are able to rent out their home at a low market rate to a survivor of DV. Jason Hull - DoorGrow (41:19) Love it. Ashleigh Goodchild (41:29) to do it and you'll be surprised at how many people don't even know it's an option. It's not saying that it's right for every landlord, but there are so many landlords out there who have a vacant property and didn't even know that they could do this jump on board. yeah, giving those opportunities to people that didn't know that it was an option, I think is really great to see. Jason Hull - DoorGrow (41:50) Yeah, love it. mean, people want to feel good about themselves and, you know, being able to give gifts or being able to benefit others makes people feel good about themselves. And if you're giving your clients a chance to feel good about themselves, they're going to associate that with you. Yeah, that's beautiful. So, well, cool. I love all these different ideas and tips. think you've shared that. I love the idea of doing the annual portfolio reviews. love the idea of, you know, the Ashleigh Goodchild (42:04) Yeah. Yeah. Jason Hull - DoorGrow (42:18) charitable stuff, the philanthropy stuff. Love the idea of giving people a vehicle or some method to bypass the frontline staff person that they're assigned so that they can reach somebody that can maybe, if they want to complain about that, that team member or some, there's a, there's a gateway there or a vehicle there for them to do that rather than them just going, well, I guess I have to quit. I don't know. Yeah. So I love, I love these ideas. that I think anybody listening to this would benefit in decreased churn. Ashleigh Goodchild (42:40) Yeah. Jason Hull - DoorGrow (42:47) Well, Ashleigh, I appreciate you coming here on the show. How can people maybe get in touch with you or with your business or whatever you would like to share with others here in closing? Ashleigh Goodchild (42:58) Yeah, well, I mean, I'm very easy to Google. You can just Google Ashleigh Goodchild and hopefully find me there. But I am on Instagram and all the socials under PM Collective or under Ashleigh Goodchild. So I'd love to connect with anyone that finds me on those platforms. Jason Hull - DoorGrow (43:16) Perfect. All right, Ashleigh. We'll probably have to have you come talk to our clients sometime. I think that'd be fun. So, all right. Thank you, Ashleigh. Appreciate you coming here on the show. All right. So for those that are struggling in your property management business and you want to kind of get to that next level, make sure you reach out to us at doorgrow.com. We would love to facilitate or help you or see if we could help you with your business. Ashleigh Goodchild (43:21) Love them. Thanks for having me. Jason Hull - DoorGrow (43:41) If you felt stagnant for a while, also join our free Facebook, just for property management business owners at doorgrowclub.com And if you would like to get the best ideas and property management, join our free newsletter at doorgrow.com/subscribe And if you found this even a little bit helpful, don't forget to subscribe and leave us a review. We'd really appreciate it. And until next time, remember the slowest path to growth is to do it alone. So let's grow together. Bye everyone.  

Not only are New Zealand's cycle trails helping get more and more people outdoors but they are also boosting the economy by $1.28 billion a year. 

In this episode, I'm diving into something you probably didn't realize is shaping your parenting every single day…the quiet questions running in the background of your brain.Most parents think the problem is their kids' behavior. But so much of what we experience as “hard parenting moments” comes from the questions we're unconsciously asking ourselves—questions like:Why can't they just listen?What's wrong with me?Why is everything so hard?And here's the kicker:Your brain will always answer the question you give it.If the question is negative, the answer will be too.Today, I'm sharing a story from New Zealand (yes, the Cathedral Caves saga!) where one powerful pause and a handful of compassionate questions completely shifted a moment of frustration between me and my daughter.You'll learn:Why “Is this true?” might be the most liberating question you ever ask.How to catch the sneaky questions that are sabotaging your parenting.The three coaching questions I use daily to regulate, reflect, and reconnect.Why being an observer of your own mind is the actual parenting superpower.How to reframe disempowering questions into ones your brain can actually work with.Plus, I'll give you a handful of empowering questions you can start using right away to shift your mindset, calm your nervous system, and bring more connection (and ease!) into your home.This work is life-changing. And the best part?It starts with just one better question.Learn more here --> https://connectmethodparenting.comNext Steps: Leave a review if you've been enjoying the CMP Podcast My Book: https://cmp.works/1xs My IG: https://cmp.works/ista

In this episode, Carol is corrected, Nick assists with the correcting and they help with keeping a house in New Zealand and with fear of flying a prop plane.

Confirmation, and conformation. When "Christians" don't want to become holy, we have to question whether they're truly born again. But when believers try to sanctify themselves through obeying the Law of God, there's no question they'll fail. In Romans 8 we find the solution: living by the Spirit. He will confirm to us that we belong to Him, and He will conform us to the image of Jesus.That's a process. Here's Jim reading Romans 8, verse 2. Listen to Right Start Radio every Monday through Friday on WCVX 1160AM (Cincinnati, OH) at 9:30am, WHKC 91.5FM (Columbus, OH) at 5:00pm, WRFD 880AM (Columbus, OH) at 9:00am. Right Start can also be heard on One Christian Radio 107.7FM & 87.6FM in New Plymouth, New Zealand. You can purchase a copy of this message, unsegmented for broadcasting and in its entirety, for $7 on a single CD by calling +1 (800) 984-2313, and of course you can always listen online or download the message for free. RS11212025_0.mp3Scripture References: Romans 7-8

It takes years to perfect cultivars and to keep New Zealand's kiwifruit industry ahead of the game. Country Life takes a tour of the Kiwifruit Breeding Centre in Te Puke and meets those helping create the fruit of the future. You can find photos and read more about the stories in this episode on our webpage, here.With thanks to:Matt Glenn, Amardeep Nath, Megan Wood, and Thomas PatersonMake sure you're following us on your favourite podcast app, so you don't miss new episodes every Friday evening.Want to chat to us or find out more about RNZ Podcasts? Join the RNZ Podcasts Discussion Facebook group where we share behind the scenes info about our series, and invite you to share feedback, recommendations and ask us questions.Send us your feedback or get in touch at country@rnz.co.nzGo to this episode on rnz.co.nz for more details

The government has quietly rejected advice to set a much more ambitious long-term target for New Zealand's carbon emissions. The Climate Change Commission wanted the country to aim for net-negative carbon emissions by 2050 - but the government has decided to stick with the current net-zero target. It's hot off the back of another decision last month to weaken New Zealand's methane target. Climate change reporter Kate Newton spoke to Lisa Owen.

The Arms Act has been home to New Zealand's gun laws since 1983, though it's had many, many iterations. The coalition has now overhauled the legislation - but it's not exactly the shake-up many were expecting. Political reporter Anneke Smith takes a closer look at the changes and explains why the ACT Party didn't get everything it wanted. Go to this episode on rnz.co.nz for more details

Step back to February 22, 1992, Eden Park, Auckland. The opening match of the Benson & Hedges Cricket World Cup wasn’t just another game; it was the dawn of a new era for New Zealand cricket. In the first episode of Kärcher’s “Blast from the Past,” hosts ACC Head G Lane, Jeremy Wells, and Dylan Cleaver revisit this iconic day, unpacking the drama, the personalities, and the legacy that still echoes through the sport. The episode dives into the tense build-up: a team struggling for form, selectors doubting their skipper, and a nation bracing for disappointment. But as the match unfolded, bold tactics (like Dipak Patel opening the bowling) and unlikely heroes emerged. Crowe’s century, the “dibbly-dobbly” bowling brigade, and a string of fielding miracles turned the tide, toppling defending champions Australia and igniting a World Cup run that would captivate the country. Blast From The Past is brought to you by the legends at Kärcher! Follow The ACC on Instagram or Facebook or TikTok Subscribe to The BYC Podcast now on iHeartRadio, YouTube, or wherever you get your podcasts! iHeartRadio Apple Spotify YouTube THANKS MATE!See omnystudio.com/listener for privacy information.

Today's guest is Nicole Dyson, one of Australia's most influential voices in future-focused education, youth entrepreneurship, and system-wide innovation. Nic's journey from classroom teacher to award-winning entrepreneur has reshaped how thousands of young people think about learning, creativity, and possibility. She's the founder and CEO of Future Anything, an organisation with a bold mission to turn ideas into action. Over the past decade, she's worked with more than a hundred thousand young people and educators across Australia and New Zealand, influencing the learning of more than a million students. Her work spans everything from YouthX, Australia's only startup accelerator for school-aged entrepreneurs, to Catapult Cards, a design thinking tool now used by classrooms around the world. Nic's impact reaches well beyond our region. She's an Obama Foundation Leader, a three-time honouree on The Educator's Most Influential List, and her organisation is the only one in the Southern Hemisphere contributing to the IDEEC project, a major European Union initiative shaping global best practice in entrepreneurship education. At the heart of it all is her belief that youth-led ideas can bend the future, and that every young person deserves the chance to discover their passion and potential. Today, we get to hear how she helps educators and systems bring that belief to life.

Host Kayla Greer welcomes Dr. Maggie Justice, Auburn University's new State Beef Cattle Extension Specialist, for a conversation packed with insight for Alabama's beef producers. Back to her home on the Plains, Dr. Justice shares how her role blends cutting-edge research with hands-on Extension support, and she highlights the many ways the Auburn Beef & Forage team helps producers strengthen their operations. She breaks down practical takeaways from her research, explains why management strategies must be tailored to Alabama's unique forage systems, and previews upcoming efforts to test and demonstrate new technologies across the state. Dr. Justice also reflects on lessons learned from international study tours across New Zealand, Australia, and Kenya, offering global perspectives that inform her approach at home. Looking for support or more information? Connect with your County Extension office or explore resources at AlabamaBeefSystems.com.

Insights into the New Zealand Sheep Industry with Dr. Whit Stewart, University of Wyoming by American Sheep Industry Association

A dubious honour for New Zealand this week. The country received the 'Dirty Ashtray' award at a WHO tobacco control conference, and that followed the news that we've fallen from second to 53rd in the global tobacco industry interference index. That's on top of news that the tobacco black market in Australia is doing a raging trade right now. All of this has had us thinking about smoking rates, reputation, vaping and the black market here in New Zealand. Professor Janet Hoek is co-director at ASPIRE Aotearoa, a University of Otago research centre, she joins Jesse.

U.S  military officials visit Ukraine amid reports of a new peace plan, the EU unveils a €100 billion military Schengen Zone plan, airstrikes in Gaza mark the deadliest day since the ceasefire started, France's Macron kicks off his Africa tour in Mauritius, a fire disrupts COP30 climate talks, New Zealand bans puberty blockers for transgender minors, the U.S. House votes to repeal a provision allowing senators to sue the government over seized records, a court blocks restrictions on immigration officers' use of force in Chicago, a new pinprick blood test shows promise in detecting disease 10 years before the onset of symptoms, and NASA releases new images of interstellar comet 3I/ATLAS, Sources: www.verity.news

In this Dhamma discussion, Ajahn Nandiyo first shares some of his personal experiences at Bodhinyanarama Monastery, NZ, and in Thailand & Australia. Then he responds to a question about internal peace, and how disenchantment (nibbidā) through contemplating our experiences both high and low can lead to that peace. Ajahn Nandiyo is the abbot of Bodhinyanarama Monastery, Wellington, New Zealand: ⁠https://bodhinyanarama.net.nz/⁠He accepted our invitation to attend our robe offering ceremony, and kindly agreed to conduct teachings for our One Day Retreat program on Sunday 16 November. ⁠⁠Website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Our Spotify Playlists⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Dhammagiri Youtube Channel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Pics#buddhism #dhammatalk #peace #disenchantment #nibbida

It's the final weekend of the November internationals (apart from Wales and South Africa who play each other next week!). So, Alfie, Will and Elgan are once again at the England training base to look ahead to their match against Argentina. After a huge win against the All Blacks how difficult will this match be? And how important is it to end 2025 with another win? They also have an injury update as Max Ojomoh replaces Fraser Dingwall in the squad for Sunday.Plus, what constitutes success for Wales against New Zealand? And, How will Ireland fare as they host the Springboks in Dublin? Hosted on Acast. See acast.com/privacy for more information.

In part two, it's time for another edition of Panel Soapbox - James joins the show with criticisms of the state of workmanship in New Zealand. Then, Auckland Women's Centre is over the moon about a $20,000 donation from none other than Metallica.

Corbin Middlemas, Darren Lehmann and Tom Moody take you through the highly anticipated first day of the opening Ashes test in Perth. The team are joined by injured full-time Australian captain, Pat Cummins and English bowler Brydon Carse.Fast bowler Mitchell Starc ran through England with career best figures of 7/58. Ben Stokes followed this up with his own impressive bowling performance, he took a 5-fer for England.At the end of the opening day's play, Australia are trailing by 49 runs in the first innings with one wicket remaining. 

"Come as you are works in Japan when leaders are also willing to read the air and meet people where they are". "Japan isn't as risk-averse as people think; it is uncertainty avoidance and consensus norms like nemawashi and ringi-sho that slow decisions". "In Japan, numbers are universal, but how people feel about those numbers is where real leadership begins". "For foreign leaders, kindness, patience, and genuine curiosity are far more powerful than charisma or title". "Women leaders who embrace their own style, instead of copying male role models, can quietly transform Japanese workplaces".   Joanne Lin is Senior Director, APAC, for Deckers Brands, the American company behind UGG, HOKA, and Teva. Born in Taiwan and raised in Canada, she later completed her MBA at Boston University and began her career in Boston, working in a trading company and then at Merrill Lynch Investment Company. In 2000, she moved to Japan for family reasons and has since built a 25-year leadership career in this complex market. In Japan, Joanne first held senior finance roles, including Head of Finance for Reebok Japan and CFO for Aegis Media, where she worked on mergers and acquisitions. She joined Deckers over thirteen years ago as CFO for Japan and was later asked to step in as interim Country Manager for Deckers Japan. Today she is back in an APAC-wide role, responsible for finance and strategy across 15 markets, including Japan, China, South Korea, Hong Kong, Australia and New Zealand. Her remit covers subsidiaries and distributor markets alike, requiring constant adaptation across cultures. Throughout her journey, Joanne has learned to reconcile a direct, North American style with Japan's more implicit, consensus-driven culture. Often mistaken for Japanese because of her appearance, she calls herself the "invisible gaijin", using that ambiguity to observe carefully, read body language, and bridge cultural expectations. Her leadership story is one of resilience, curiosity, and the quiet confidence to lead as herself in a country that often expects conformity. Joanne Lin's leadership journey began far from Japan. Born in Taiwan and raised in Toronto, she grew up immersed in North American directness, meritocracy, and straight-talking feedback. After completing an MBA at Boston University, she started her career in Boston, first at a trading company and then at Merrill Lynch Investment Company, building a strong foundation in finance. Numbers, ratios, and cash flows were her native business language long before she ever heard the phrase kūki o yomu — "reading the air" — in Japan. In 2000, she moved to Japan for family reasons, expecting to build a career but not realising how deeply the culture would challenge her assumptions about leadership. She entered the corporate world here without Japanese language skills and without local experience. Physically, many colleagues assumed she was Japanese, or at least of Japanese descent, and treated her accordingly. She jokes that she became an "invisible gaijin": expected to understand unspoken rules despite never having grown up with them. Early on, she discovered that in Japan, silence often speaks louder than words. Concepts akin to nemawashi — the quiet groundwork of building consensus before meetings — and the unspoken pressure to align with the group meant that decisions rarely came from a single, charismatic leader. Instead, she had to watch faces, posture and micro-reactions around the table. While she came from an environment where people said "yes" or "no" clearly, in Japan phrases like "I'll think about it" could mean "no" 80% of the time. Learning to interpret these signals became as important as reading the P&L. Her career advanced steadily through senior finance roles: Head of Finance for Reebok Japan, CFO for Aegis Media leading M&A, and later CFO for Deckers Japan. Over thirteen years at Deckers, she helped steer the growth of brands such as UGG and the fast-rising performance brand HOKA in one of the world's most competitive footwear markets. Eventually, she was asked to serve as interim Country Manager for Deckers Japan, an opportunity that tested her ability to go beyond numbers and lead entire functions including sales, marketing, HR and retail. Joanne's leadership philosophy is grounded in being genuine and transparent. She believes in explaining the "why" behind decisions, giving context, and aligning people rather than simply seeking agreement. She spends time helping non-finance colleagues understand what gross margin, discounts and operating income mean in practical terms, translating finance into everyday language rather than using it as a gatekeeping tool. Engagement surveys, where Japan often scores modestly compared with global benchmarks, have been a recurring theme in her work. Rather than blaming culture, she looks at how questions are worded, how norms shape responses, and then uses those insights to design practical remedies — from "lunch and learn" sessions to cross-functional gatherings and new-joiner lunches with senior leaders. As a woman leader, Joanne has wrestled with impostor syndrome yet chosen to step forward anyway. She sees many high-potential women in Japan holding back, waiting to be "perfect" before raising their hand. Her message to them is clear: trust yourself, recognise your natural strengths in communication and empathy, and accept that no leader — male or female — is ever fully ready. In the end, her story is about blending global experience with local nuance, leading with kindness and clarity, and proving that one can honour Japanese culture while still bringing a distinct, authentic leadership style to the table. Q&A Summary What makes leadership in Japan unique? For Joanne, leadership in Japan is defined by what is not said. The real meeting often happens before and after the official meeting, through nemawashi, where stakeholders quietly shape outcomes. In the room, kūki o yomu — reading the air — is critical: leaders must observe body language, side glances and subtle hesitations to interpret what people truly think. Formal tools like ringi-sho workflows, built on stamped approvals and consensus, reinforce a collective approach to decision-making. Japanese employees often assume the leader should already know their needs without them having to say it. That expectation of intuitive understanding, combined with a strong norm of harmony, makes empathetic listening and patience indispensable leadership skills. Why do global executives struggle? Global executives often arrive with a Western template: clear targets, rapid decisions, direct feedback. In Japan, that can clash with a culture that prizes stability, seniority and group consensus. Leaders may misinterpret indirect communication as indecisiveness or lack of ambition, when in fact people are carefully weighing the impact on the group. Engagement surveys then show Japan at the bottom of global rankings, and headquarters misreads this as disengagement, rather than a reflection of conservative scoring norms. Many foreign leaders also underestimate how much time must be invested in trust-building, one-on-one conversations, and slow-burn relationship work before people feel safe to share ideas or challenge the status quo. Is Japan truly risk-averse? Joanne sees Japan as more uncertainty-avoidant than risk-averse in the pure financial sense. As a finance professional, she knows that commercial risk can be quantified — through scenarios, ratios and forecasts. But in Japan, the social and reputational risks loom equally large: who will be blamed if this fails, what will it do to group harmony, how will customers react? These uncertainty factors slow decisions more than the numbers themselves. Leaders who introduce tools like decision intelligence platforms, scenario simulation or even digital twins of supply chains can help Japanese teams see risk in a structured way, reducing the emotional fear around uncertainty and making experimentation feel safer. What leadership style actually works? The style that works for Joanne is grounded in transparency, modesty and consistency. She leads by example, explaining not only what must be done, but why, and what it means for individuals and teams. She tries to give her people "airtime", resisting the urge — common to many finance leaders — to jump straight to the solution. In practice, that means listening to ideas without immediate judgement, thanking people publicly for their input, and celebrating small wins as much as big milestones. She maintains high standards but increasingly recognises that not everyone should be held to the same work rhythm she sets for herself. Alignment, not forced agreement, is the goal: people may disagree but still commit to the path once they feel heard. How can technology help? Technology, in Joanne's world, is not just about efficiency; it is a bridge between data and human behaviour. Advanced analytics, dashboards and decision-support tools can make trade-offs between margin, volume and investment more tangible for non-finance teams. AI-driven text analysis of engagement comments can surface themes that traditional surveys miss, helping leaders understand sentiment behind Japan's modest scoring patterns. Scenario modelling and digital twins of operations can turn abstract risks into concrete options, making it easier for consensus-driven teams to move forward. At its best, technology supports nemawashi by giving everyone a shared, data-informed picture, rather than replacing dialogue. Does language proficiency matter? Joanne arrived in Japan with no Japanese language ability and was forced to become an intense observer of body language and context. That experience convinced her that leadership is possible without fluency — but far more sustainable with it. Learning Japanese shows respect, reduces distance, and makes informal conversations and humour possible. Even basic proficiency helps leaders understand nuance in ringi documents, hallway chats, and customer feedback. She encourages foreign leaders to invest in language learning not as a checkbox, but as a signal of commitment to the market and to their teams. What's the ultimate leadership lesson? Her core lesson is simple yet demanding: be kind, be open, and be yourself. Leaders should stop expecting perfection from themselves and from others, especially in a country where external shocks like currency swings, tariffs and pandemics can derail even the best-laid plans. Instead, they should focus on doing their best, communicating clearly, and treating people with respect. For women leaders especially, Joanne's message is to step forward even when self-doubt whispers otherwise — to recognise that their strengths in empathy, communication and cultural sensitivity are not "soft" add-ons but central to effective leadership in Japan. In the long run, success here is less about heroics and more about steady, human-centred leadership that people genuinely want to follow. Timecoded Summary [00:00] The conversation opens with an introduction to Deckers Brands, the American company headquartered in Santa Barbara and best known in Japan for UGG, HOKA and Teva. Joanne explains that Deckers historically functions as a holding-style company, acquiring and growing footwear brands, and that Japan is a key market where three major brands are active. She outlines her current role as Senior Director, APAC, overseeing finance and strategy across 15 countries, including both subsidiaries and distributor markets. [05:20] Joanne traces her career arc: Taiwanese by birth, raised in Canada, MBA from Boston University, then finance roles in Boston with a trading company and Merrill Lynch Investment Company. In 2000 she relocates to Japan for family reasons, later becoming Head of Finance for Reebok Japan and CFO for Aegis Media, working on M&A. She joins Deckers over thirteen years ago as CFO for Japan and eventually steps into an interim Country Manager role, before returning to a wider APAC mandate based in Japan. [12:45] The discussion shifts to cultural adjustment. Because she "looks Japanese", colleagues initially assume she understands Japanese norms. She describes becoming an "invisible gaijin", held to local expectations without having grown up here. She learns to read the air, focusing on facial expressions, body language and context. Phrases like "I'll consider it" often conceal a "no", and she gradually becomes adept at interpreting such indirect communication. Her direct North American instincts must be tempered by Japanese expectations for restraint and harmony. [19:30] Finance and human reactions to numbers come into focus. Joanne notes that while sales, gross margin and SG&A appear objective, different functions interpret them in varied ways: finance may celebrate high margins while sales may worry they are under-investing. She stresses the importance of explaining financial concepts in simple terms, almost as if speaking to a 10-year-old, so that everyone can understand consequences. Her temporary shift from CFO to GM broadens her empathy for non-finance views and deepens her appreciation for cross-functional tension. [26:10] Attention turns to team engagement and communication. Japan's engagement survey scores routinely trail global averages, a pattern she attributes partly to cultural modesty and translation issues. Instead of accepting low scores as fate, she focuses on post-survey action: leaders are asked to talk openly with teams, understand expectations, and co-create remedies. Concrete initiatives such as "lunch and learn" sessions and new-joiner lunches with directors help break silos, humanise leadership and create informal nemawashi-like spaces where people can ask questions and share concerns. [33:40] Joanne discusses culture-building under the umbrella of Deckers' "Come as you are" value. She supports self-expression — even store staff in gender-fluid fashion — as long as it's tasteful and customer-appropriate. Her own leadership style is to be genuine, transparent and open about vulnerabilities. She balances the efficiency of top-down directives with the long-term benefits of participation: while consensus-building and alignment take time, they reduce turnover, re-training costs and disengagement. [40:15] Gender and leadership come into sharper focus. Joanne recounts her own bouts of impostor syndrome and the temptation, earlier in her career, to doubt her readiness for bigger roles. She notes that many women hesitate to raise their hands until they feel almost 100% qualified, while men may step up with far less. She encourages aspiring women leaders to recognise their strengths in empathy and nuanced communication, to "give it a try" even when not fully confident, and to view setbacks as learning rather than final verdicts. [47:30] The interview closes with advice for foreign leaders coming to Japan. Joanne emphasises being open, respectful and kind — to oneself and to others. She urges leaders to accept that Japan's deep-rooted culture will not change in a short posting, and that success depends on adapting rather than trying to remodel the country. Learning Japanese, even imperfectly, is both a sign of respect and a practical tool for building trust. Ultimately, she argues, effective leadership in Japan is about balancing data and humanity, global standards and local nuance, ambition and empathy. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

We weren't big on dining out when I was growing up. Truth is, we couldn't really afford to. With four kids, a mortgage, and decent cooking skills themselves, my parents didn't really buy food. They bought groceries and the odd few rounds of fish and chips on the beach, but apart from that almost everything we ate was prepared in the kitchen at home. That being said, every now and then there'd be a special occasion. Every now and then we'd make our way into the city and Christchurch's historic Arts Centre, where each of us would line up for a lunchtime treat. Back then, Dimitris served souvlakis from a little caravan, tucked into a little corner next to the old gothic revival buildings. Whenever you'd pass by, there would be a little group of people milling about and waiting for their order to be prepared. On a really busy day, the owner, Dimitris Merentitis, would have someone else working with him as he made his way through the orders. You could choose between single, double, or triple meat. Lamb, chicken, or falafel. The Tames always had the same thing: lamb souvlakis with a token bit of salad, and a hearty drenching of beautiful, garlicky, tzatziki sauce. As you stood there waiting, you'd try and size up the people around you to work out how many orders would have to be completed and checked off before yours would be up. I remember being frustrated when someone would appear from a shop or a stall nearby, having ducked away for a few minutes while their order was prepared. Dammit, I'd think, surely, I'm next. I don't know about you, call me a heathen, but as far as I'm concerned there are few gastronomical combinations quite so glorious as hot meat in hot bread. It's about as simple as it gets, pulled straight off the sizzling grill, wrapped in newsprint and passed into your hungry hands. The bread at Dimitris' souvlakis was always so pillowy and soft. You'd navigate the first few bites with relative dignity, but by the time you got down to the last fistful of souvlaki, there was no room for quaint niceties like plastic cutlery. Everything would be soaking with meat juice and sauce. Heaven is a place on Earth. It's funny how people will always find and celebrate good food. Looking back, I recall the point when we crossed the threshold, in our family. Even though as teenagers our friends were always asking their parents to go to McDonalds or KFC, when each of us had a birthday roll around, we'd ask to go to Dimitris. And it turns out we weren't the only ones. We might have thought it was a family secret, but it was a family secret that was apparently shared by half the people in Canterbury. After years and years and years of serving up how every many million souvlakis, Dimitris has built his operation into a gastronomic institution. From the little stand in the Arts Centre to his Greek restaurant and prominent spot in Riverside Market today, Dimitris is a dining destination that I'd argue now ranks among New Zealand's best-loved spots: Queenstown has Fergburger. Wellington has Fidel's. Christchurch has Dimitris. This weekend, Dimitris celebrates forty years of operations in the Garden City. Forty years. So much of the city has changed in that time. The CBD looks completely different. Entire neighbourhoods have gone. But some things have never changed. Lamb. Bread. Lashings of tzatziki. Dimitris' success is sizzling, mouthwatering proof you can't improve on perfection. See omnystudio.com/listener for privacy information.

What is the difference between Type 1 and Type 2 diabetes? Diabetes affects more than 300,000 people in New Zealand and costs the country $2.1 billion a year in health costs (0.67% of GDP!). It occurs when the pancreas does not produce enough insulin to control blood sugar. Type 1: Usually begins in younger people; an autoimmune reaction destroys the pancreas so it can't make insulin. Type 2: More common with age; the pancreas wears out over time and doesn't produce enough insulin. What is happening with Type 2 diabetes in New Zealand? Over 250,000 New Zealanders have Type 2 diabetes, previously seen mostly in people over 50. Over the past 25 years, it is increasingly occurring in younger people – even those in their early teens and children. It's particularly effecting Māori, Pasifika, and Asian young people; this pattern was not seen 30 years ago. This is a new and concerning trend. Why is this occurring? The exact cause is unclear, but it is seen worldwide, especially in Indigenous populations. It is complex – caused by more than just lifestyle. Likely involves genetics, strong family history, maternal diabetes in pregnancy, and some lifestyle factors. More research is needed. Why should we be worried? Early-onset Type 2 diabetes seems to have a more aggressive course. Complications such as kidney disease, heart disease, and strokes occur earlier. It's a significant cost to the health system, and an even greater cost to patients, whānau, and communities. What can we do about it? Improve awareness and education. Provide strong wrap-around support for young people with diabetes. Know the symptoms and see your GP – weight loss, tiredness, frequent urination, and excessive thirst. Remember: diabetes can occur at any age. LISTEN ABOVE See omnystudio.com/listener for privacy information.

They are “on the wing” at this time of the year. Spiders do not have wings of course, but they can fly for many miles – it's called Ballooning. There are many examples of them flying in jet streams, thousands of feet off the ground, across water, seas, oceans. Each year we get the juveniles of those huge Australia Golden Orb-Weaving Spiders in NZ – they grow up to become huge Australian Golden Orb-Weaving Spiders and frighten the life out of New Zealanders! At this time of the year, look up on a fine, sunny almost wind-still day and see what's floating past! Spider silk glands have liquid proteins called spidroins. They're actually kinda gooey and are pressed out gently to form silk; it's strong, yet light and flexible – a fabulous building material that serves many purposes. We all know about the famous “websites” that spiders make to catch flying prey. Take the kids outside on a dew-laden morning to find those webs and see if you can find the owner nearby. Those webs have sticky and non-sticky strands of silk, so the spider can walk on them without getting stuck themselves. New Zealand's famous nursery web spiders build quite elaborate constructions in gorse bushes and long grasses: white nests, with (deep inside) a small silken ball with hundreds of eggs. That nest alone is made of 5 or 6 different types of silk Even the one spider most people love to hate (the Daddy Longlegs in the corner of your ceiling) has a clever trick with silk: it can hold a few dozen eggs in its mandibles with just one strand of silk. LISTEN ABOVE See omnystudio.com/listener for privacy information.

The time is right for New Zealand to join the rest of the world with a privately-backed, franchise Twenty20 league. That's the message from Don Mackinnon, the man standing at the front of the group looking to achieve just that. Some 22 years on from cricket introducing the shortest format, T20 has become the vehicle in which the sport is growing around the world. And, as is the case with sports like football and basketball, strong club-based franchise competitions have proven to be the main driver of that. Led by the Indian Premier League, established in 2008, the franchise game has slowly but surely expanded to all corners of the cricket-playing world. First to India, then England, Australia, Pakistan, the West Indies, South Africa and so on. Even non-cricketing strongholds such as the US, Canada and even Nepal have franchise domestic leagues. The only exception to that is New Zealand. Since the inception of T20 cricket, New Zealand has maintained a domestic competition made up of the six major associations – Auckland, Northern Districts, Wellington, Central Districts, Canterbury and Otago – known as the Super Smash. However, the lack of any franchise-style model has left the Super Smash outdated. Instead of operating as NZ Cricket's (NZC) main driver of revenue, the Super Smash instead operates as a breeding ground for local talent, allowing Kiwi players to develop and step into the Black Caps and White Ferns respectively. And while that might be beneficial for New Zealand's national sides, the Super Smash being left off Sky's new cricket broadcast deal from the start of next summer shows the model, as it stands, is broken. But, led by Mackinnon, a consortium that includes former Black Caps captain Stephen Fleming and NZ Cricket Players' Association boss Heath Mills wants to take New Zealand into the franchise world. The proposed “NZ20″ would involve teams created by the major associations being sold to private owners, and establish a league to be played at the height of the Kiwi summer in January, as early as the start of 2027. It would also provide parity to what has been shown to work around the world. While the format is still to be finalised, the NZ20 would theoretically be a Kiwi-based league providing New Zealand's players the opportunity to play a franchise competition at home. As and when a format is decided, and agreed to by NZ Cricket, the major associations and the players' association, the NZ20 would revolutionise the sport in Aotearoa. Speaking to Weekend Sport with Jason Pine, Mackinnon – the chairman of the NZ20 Establishing Committee – explained that while similar attempts to implement a franchise league in New Zealand haven't materialised, the state of the sport in 2025 has changed that equation. “If we go back a decade, I was on the board of NZ Cricket,” he said. “We looked at setting up a franchise league back in 2013-14. “At the time we didn't think it was viable. But as one highly respected figure put to me, there's never been more money in the international game of cricket at the moment. “So many people around the world are excited by it and investing in it, but New Zealand is not part of that. “I just think the time is right to tweak that model and create something in our domestic league that fans are excited by. The money is there, the interest is there. The timing is perfect.” Naturally, with this kind of expansion, falsehoods have materialised. For a start, Mackinnon dismisses any notion the NZ20 is a “rebel league”, as suggested when first reported. Mackinnon concedes “it would be crazy to do this without the support of NZC”. Earlier this year, the NZ20 Establishing Committee presented the concept to NZC. In turn, two members of the NZC board are also part of the Establishing Committee, at a time when the governing body assesses multiple options as to how to revolutionise the shortest format here. Mackinnon also points out that what the NZ20 intends to do isn't new. Cricketing nations across the globe have implemented the same models, where privately-backed franchises co-exist with national boards to allow T20 to operate as the centrepiece of the domestic season. Those models have provided the blueprint for the NZ20 Establishing Committee to take on board. “What we're looking to do here is not novel,” Mackinnon said. “In actual fact, it's done all around the world. “The better question might be ‘why aren't we?' The South African league, for example, has gone from loss-making to extraordinarily successful. The Caribbean league has done exactly the same. “The Caribbean league is probably the model we've mostly looked at as replicating, in part. It's a relatively small economy, a relatively small talent pool. And yet it is reinvigorating the game in the Caribbean. “Will it be here in 30 years' time? I don't know. But the model is certainly doing great things for the game at the moment. There is absolutely no reason why we can't do it here.” What's more, there is also evidence of Mackinnon's suggestion of franchises having stakes controlled by the major associations, while selling ownership to investors. For example, England's “The Hundred” competition initially involved its franchises being co-owned by the English county cricket sides. However, when put to tender earlier in 2025, hundreds of millions of pounds were raised for the counties to use as they saw fit, including investing in the grassroots. The biggest potential worry for the NZ20 – if successful – is the window in which it would operate. If Mackinnon's suggestion of January eventuates, the NZ20 would clash with Australia's Big Bash League, South Africa's SA20 and the UAE's ILT20. The SA20 and ILT20 are both owned by Indian private equity, while the Big Bash League is almost certain to follow a similar path in seeking outside investment. Naturally, then, that would leave the NZ20 competing for talent, be it local or international. For Mackinnon, though, the priority is ensuring the competition is primarily an outlet for New Zealanders. “We're really conscious of that,” he said. “The first thing is we want to make sure our very best players are playing in it. “Heath [Mills] has been talking a lot to the Daryl Mitchells of this world, the Kane Williamsons – our best players. They are incredibly excited about this as a concept. “First and foremost, you're going to have a young kid playing for Otago, bowling to Finn Allen for example. That's got to be good for the game in New Zealand. “There's an awful lot of really good white ball cricketers playing around the world, not all of them can play in South Africa and Australia. “I have no doubt that there would be the opportunity to supplement squads. They would still be very good, exciting players that would put bums on seats.” However, the NZ20 isn't the only option on the table for NZC. The national body is also undertaking a review, led by Deloitte, to determine which direction it should move in. While a similar, privately-backed franchise model is also on the table – separate from the NZ20 – the biggest potential rival would be for the NZC to seek having at least one side join Australia's Big Bash. While that would mean New Zealand and Australia joining forces – as seen with the Warriors in the NRL, the Breakers in the NBL and Auckland FC and the Wellington Phoenix in the A-League – it would also mean NZC has less influence on how the team could be run. Regardless, Mackinnon, said that while the NZ20 Establishing Committee believes it has the best way forward, it ultimately wants to see what's best for the sport – even if it means NZC moves in another direction. “I'll be the first to applaud NZ Cricket for looking at all of their options, they're doing the right thing,” he said. “If they say that's better for cricket in New Zealand, we will live with that and I will wish that project every success. “It seems to me a competition that's played throughout New Zealand, ideally at holiday venues at the peak of summer, with some of our best players playing, some great international players is better for fans, it's better for players, it's better for our regions, and personally I think it's better for our Black Cap and White Ferns development programmes. “But that's just our opinion. I fully accept that NZ Cricket are looking at all their options – as they should.” LISTEN ABOVESee omnystudio.com/listener for privacy information.

Value: After Hours is a podcast about value investing, Fintwit, and all things finance and investment by investors Tobias Carlisle, and Jake Taylor. ⁠⁠⁠⁠⁠⁠⁠Soldier of Fortune: Warren Buffett, Sun Tzu and the Ancient Art of Risk-Taking⁠⁠⁠⁠⁠⁠⁠ (⁠⁠⁠⁠⁠⁠⁠Kindle⁠⁠⁠⁠⁠⁠⁠)We are live every Tuesday at 1.30pm E / 10.30am P.See our latest episodes at https://acquirersmultiple.com/podcastAbout Jake Jake's Twitter: https://twitter.com/farnamjake1Jake's book: The Rebel Allocator https://amzn.to/2sgip3lABOUT THE PODCASTHi, I'm Tobias Carlisle. I launched The Acquirers Podcast to discuss the process of finding undervalued stocks, deep value investing, hedge funds, activism, buyouts, and special situations.We uncover the tactics and strategies for finding good investments, managing risk, dealing with bad luck, and maximizing success.SEE LATEST EPISODEShttps://acquirersmultiple.com/podcast/SEE OUR FREE DEEP VALUE STOCK SCREENER https://acquirersmultiple.com/screener/FOLLOW TOBIASWebsite: https://acquirersmultiple.com/Firm: https://acquirersfunds.com/ Twitter: ttps://twitter.com/GreenbackdLinkedIn: https://www.linkedin.com/in/tobycarlisleFacebook: https://www.facebook.com/tobiascarlisleInstagram: https://www.instagram.com/tobias_carlisleABOUT TOBIAS CARLISLETobias Carlisle is the founder of The Acquirer's Multiple®, and Acquirers Funds®. He is best known as the author of the #1 new release in Amazon's Business and Finance The Acquirer's Multiple: How the Billionaire Contrarians of Deep Value Beat the Market, the Amazon best-sellers Deep Value: Why Activists Investors and Other Contrarians Battle for Control of Losing Corporations (2014) (https://amzn.to/2VwvAGF), Quantitative Value: A Practitioner's Guide to Automating Intelligent Investment and Eliminating Behavioral Errors (2012) (https://amzn.to/2SDDxrN), and Concentrated Investing: Strategies of the World's Greatest Concentrated Value Investors (2016) (https://amzn.to/2SEEjVn). He has extensive experience in investment management, business valuation, public company corporate governance, and corporate law.Prior to founding the forerunner to Acquirers Funds in 2010, Tobias was an analyst at an activist hedge fund, general counsel of a company listed on the Australian Stock Exchange, and a corporate advisory lawyer. As a lawyer specializing in mergers and acquisitions he has advised on transactions across a variety of industries in the United States, the United Kingdom, China, Australia, Singapore, Bermuda, Papua New Guinea, New Zealand, and Guam. He is a graduate of the University of Queensland in Australia with degrees in Law (2001) and Business (Management) (1999).

Lisa from the Cryptid Women Society cracks open the Zeeland Rifts with raw fire—exposing portals pulsing in New Zealand's deep woods, UFO hotbeds, encrypted manifestations, and the rise of psychic women rewriting the paranormal game. This episode bleeds mystery, danger, and pure frequency.Lisa Gembitsky&Juliet AdamsFounders and CEOW: www.cryptidwomenssociety.com E: admin@cryptidwomenssociety.comFOLLOW ON INSTAGRAM VISIT CRYTPID WOMENS SOCIETY BE THE FREQUENCY HERE ☂️☂️☂️ALERT OPERATIONS: CRYPTID WARFARE GET CLEAN: DETOX AND MAKE KIDS HEALTHY AGAIN// // GET 15% OFF AT CHECK OUT USING "PARANOI" at FLAVORS OF THE FOREST☂️Public Announcement: The Trebles Show — formerly known as Paranoi Radio — has risen from the static. Same soul, louder frequency, bigger purpose.

After 16 years of living abroad in New Zealand, husband and wife Liz and Brian returned to their home country, England, UK, for a four-month stay. This week, the couple share a few more truths - the little things they'd forgotten about England. The things they know and love, and one thing in particular that took them by surprise in a huge way. Liz and Brian also reveal where they are heading next on their year-long world trip, including how they are affording to pay for this mammoth trip... If you are a regular watcher of the show, thank you so very much for being here with us. You are the best, you are who we do it for. Thank you. ❤️ If you are new to the podcast, welcome! If you enjoy the content and would like to support the show, please feel free to say hello in the comments (we love hearing from you!) and consider sharing this podcast with a friend, as well as subscribing to our channel. Until then, thank you, as always, for being here with us. Kia Kaha, Liz and Brian x PS: If you haven't yet joined my inner circle of friends, my life-letter readers, thousands of trusted confidants, please do. You will be the first person I share everything with. Including details of my upcoming book. You can sign up for my FREE Front Row Newsletter HERE.   ❤️Join my inner circle. Liz's free newsletter is here: https://itsadrama.com/frontrow/ ❤️ Like what you heard? Please rate and review the It's a Drama Podcast here, or if you are on Spotify, please review us over there. Your short review helps us massively and encourages us to continue!

- Get NordVPN with a special discount - https://www.nordvpn.com/goodareas- Get an exclusive 15% discount on Saily data plans! Use code 'goodareas' at checkout. Download Saily app or go to:https://saily.com/goodareas-In this episode, we dive into how India's once-untouchable Test record at home has started to show serious cracks. From the shock defeat to New Zealand to the recent loss against South Africa in Kolkata, the “Fortress India” narrative suddenly feels less secure. We break down what these setbacks mean for the team's identity, the management under Gautam Gambhir, and the expectations placed on young stars like Shubman Gill. Was this just a rare dip, or is India entering a new phase where their home dominance can truly be challenged? Join us as we analyze tactical missteps, selection calls, leadership dynamics, and the pressure of carrying a legacy built over a decade of relentless success.-You can buy my new book 'The Art of Batting' here:India: https://amzn.in/d/8nt6RU1UK: https://www.amazon.co.uk/dp/1399416545-To support the podcast please go to our Patreon page. https://www.patreon.com/user?u=32090121. Jarrod also now has a Buy Me A Coffee link, for those who would prefer to support the shows there: https://www.buymeacoffee.com/jarrodkimber.Each week, Jarrod Kimber hosts a live talk show on a Youtube live stream, where you can pop in and ask Jarrod a question live on air. Find Jarrod on Youtube here: https://www.youtube.com/c/JarrodKimberYT.To check out my video podcasts on Youtube : https://youtube.com/@JarrodKimberPodcasts-This podcast is edited and mixed by Ishit Kuberkar, he's at https://instagram.com/soundpotionstudio & https://twitter.com/ishitkMukunda Bandreddi is in charge of our video side. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The Bitcoin payment revolution is here and it's changing how the world moves money. In this episode of Pushing the Limits, Lisa Tamati sits down with Dr. Simon Collins, Co-Founder and Chief Revenue Officer of Lightning Pay NZ, a pioneering Kiwi startup making Bitcoin payments faster, cheaper, and more accessible through the Lightning Network. Simon shares his insights on the evolving world of Bitcoin, from the future of payment systems and scaling, to mining energy debates, New Zealand's crypto tax rules, and how Bitcoin is reshaping the global financial system. Whether you're a Bitcoin veteran, a business owner, or just curious about digital money, this deep dive covers the technology, economics, and policy behind the next generation of payments. What You'll Learn: Bitcoin Payment Systems & Scaling: How Lightning Pay uses the Lightning Network to enable instant, low-cost Bitcoin transactions and solve Bitcoin's base layer limitations  Bitcoin vs. Other Cryptocurrencies: Why Bitcoin's decentralisation, fixed supply, and proof-of-work make it unique in the crypto ecosystem. Bitcoin Mining & Energy Use: The real story behind mining energy - renewables, stranded power, and how Bitcoin can drive green innovation. Mining Centralisation: Why the network remains decentralised despite large mining pools and how geographic shifts (e.g., post-China) enhance security. The Future of Payments: How Lightning Pay is helping New Zealand merchants accept Bitcoin seamlessly with instant fiat conversions and zero volatility risk. Bitcoin & Taxes in NZ: Simon explains how the IRD treats Bitcoin profits, GST rules, and what compliance means for individuals and businesses. Bitcoin Policy Institute: Why sound Bitcoin policy matters and how organisations like BPI are shaping global conversations on regulation and innovation. Simon Collins Bio: Dr. Simon Collins, PhD, is the Co-Founder and CRO of Lightning Pay, a New Zealand-based company building scalable Bitcoin payment infrastructure on the Lightning Network. Co-founded with Rob Clarkson and Brandon Bucher, Lightning Pay is revolutionising how Kiwis use Bitcoin for real-world payments. Simon is also a Bitcoin researcher and advocate, contributing to organisations like Satoshi Action and the Bitcoin Policy Institute, and frequently shares insights on X about Bitcoin's role in the global economy. Catch up on the episode with Brandon Bucher here: Building the Future of Bitcoin Payments  Resources & Links: Lightning Pay NZ Website  Simon Collins on X Bitcoin Policy Institute IRD Crypto Guidance  

Former New Zealand fly-half and second highest All Black points scorer of all time Andrew Mehrtens joins Lauren Salter, Jonathan Davies and James Hook to look ahead to Wales v New Zealand.

Trying, versus dying. The answer to our recidivism problem - Christians like to call it "besetting sin" - is not to try harder to be good! That didn't work for anyone under the Old Covenant, and it still doesn't work. Yes, God's Law is good, but we won't become good by keeping the Law. The solution is much more radical than that. Today we'll look at some of the most mind-blowing, most glorious words ever written, in Romans 7 and 8. Listen to Right Start Radio every Monday through Friday on WCVX 1160AM (Cincinnati, OH) at 9:30am, WHKC 91.5FM (Columbus, OH) at 5:00pm, WRFD 880AM (Columbus, OH) at 9:00am. Right Start can also be heard on One Christian Radio 107.7FM & 87.6FM in New Plymouth, New Zealand. You can purchase a copy of this message, unsegmented for broadcasting and in its entirety, for $7 on a single CD by calling +1 (800) 984-2313, and of course you can always listen online or download the message for free. RS11202025_0.mp3Scripture References: Romans 7-8

Paranormal investigator Marc Coppell joins the Bigfoot Society Podcast to uncover the hidden world of New Zealand's Bigfoot, known as the Moehau. From eerie howls in remote forests to rocks hurled in the dark, Coppell shares decades of shocking evidence—footprints, disembodied voices, and UFO sightings that connect New Zealand's mysterious giants to the legendary Skinwalker Ranch.Hear about real-life survival moments, chilling recordings from forbidden wilderness zones, and the Māori legends that warn of hairy giants roaming the bush. Whether you believe in cryptids or crave untold mysteries, this episode dives deep into the intersection of Bigfoot, UFOs, and the paranormal.

A surprise reversal on high beef tariffs has been a welcome relief for farmers, but with Trump in the White House, celebrations are muted U.S President Donald Trump no longer has beef with some Kiwi exports, but others are still stuck paying a high price - and an economist warns it's anyone's guess how long the relief will lastGuests:Brad Olsen - New Zealand economistKate Acland - Beef and Lamb New Zealand chair and New Zealand Meat Board chairLearn More:Read more about the tariff removal and what it means for New Zealand here, here and hereFind The Detail on Newsroom or RNZ Go to this episode on rnz.co.nz for more details

The last time the All Blacks lost to Wales there was no Harbour Bridge in Auckland, Elvis Presley hadn't released any music and Queen Elizabeth II was about to make her first visit to New Zealand. The Welsh will need to channel the spirit of 1953 - the year they beat the All Blacks 13-8 - if they want to taste victory once again. But do they have any shot at snapping this seven-decade streak? Sports reporter Jamie Wall spoke to Lisa Owen.

A shocking murder in the New Zealand bush—and the witness who looks all too familiar—draws a woman back to the very place she swore she'd never return to. Zoë Rankin discusses THE VANISHING PLACE.

To wrap up the week, we’re taking questions from you! The team behind Sharesies Crypto answers audience queries on crypto’s role in a diversified portfolio, what features they’re working on, how assets are stored in Sharesies Crypto, and your tax responsibilities.For more or to watch on YouTube—check out http://linktr.ee/sharedlunch Sharesies Crypto is offered by Sharesies Crypto Limited and is only available in NZ. Crypto is different to other types of investments and has different risks. Crypto is generally considered a high-risk investment, which means it carries potential for higher returns, but also carries higher potential for loss. It’s not suitable for everyone, especially if you’re uncomfortable with the potential of losing some or all of your investment. You should consider your financial goals, risk appetite, investment timeframe, and overall portfolio before investing in crypto. Shared Lunch is brought to you by Sharesies Limited (NZ) in New Zealand. It is not financial advice. Information provided is general only and current at the time it’s provided, and does not take into account your objectives, financial situation and needs. We do not provide recommendations and you should always read the disclosure documents available from the product issuer before making a financial decision. Our disclosure documents and terms and conditions can be found on our NZ website. See omnystudio.com/listener for privacy information.

Wellington delays the NZ$5 million real estate carve-out until 2026; experts split on whether it's “mostly noise.”View the full article here.Subscribe to the IMI Daily newsletter here. 

A new report shows New Zealand is best served by keeping key public services at a regional level. Local Government New Zealand's regional sector chair, Deon Swiggs spoke to Ingrid Hipkiss.

Ben James and Steffan Thomas discuss the Wales team to face New Zealand, as well as more off-field drama in Welsh rugby. EXCLUSIVE NordVPN Deal ➼ https://nordvpn.com/welshrugby Try it risk-free now with a 30-day money-back guarantee  Learn more about your ad choices. Visit podcastchoices.com/adchoices

It's time for NZ Sporting History, and today Jesse is joined by our oldest living Olympic medalist Barry McGee. Barry is best remembered for taking home Bronze in the 1960 Rome Olympic marathon. In 1961 he led the world 10,000m rankings and was part of New Zealand's world-record-breaking 4 × 1 mile relay team. After retiring from international running in 1965, Barry moved into coaching, where he became one of the country's most influential distance running coaches.

Today we are joined on the show by Lu & Jarch, hosts of the We Mean Well podcast and the Triple M Drive show in Australia. Lu & Jarch are in New Zealand touring their Live Show, performing at the Bruce Masen Centre and joined by The Rocks very own Jay and Dunc. Tickets available @ https://www.aucklandlive.co.nz/show/we-mean-well#tickets-times

If you are Canadian, and you hear the words Tim Hortons, you conjure up a wide and deep range of emotions. Few brands inspire the kind of passion that Tim Hortons does in Canada. With nearly 6,000 restaurants in 22 countries, the 60-year-old brand continues to grow like a startup while holding a special place in Canadian culture. In this week's episode of The CMO Podcast, Jim sits down with Hope Bagozzi, Chief Marketing Officer of Tim Hortons, to discuss what it takes to steward such an iconic brand.From her early career in psychology and executive recruiting in New Zealand, to 15 years at McDonald's Canada, to now leading marketing at Tims, Hope brings a unique perspective on brand storytelling and customer connection. Recorded as part of the Next Gen CMO Academy at Deloitte University, this conversation explores the emotional power of brands, sustaining growth across decades, and the art of keeping a beloved brand fresh.---This week's episode is brought to you by Deloitte.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.