Podcasts about north star

Why do so many great leaders burn out? In this episode of the Linch with a Leader podcast, host Mike Linch sits down with Dr. Karyn Gordon, CEO, author of The Three Chairs, and leadership/relationship expert, to talk about the one skill every leader needs but often neglects: self-care.Whether you're leading a business, church, nonprofit, or family, this conversation will help you discover why self-care is not selfish and is the secret to great leadership, strong culture, and lasting influence.Mike's Leadership Lessons:- Leaders must balance self-care with caring for their teams.- The three chairs concept is timeless and applicable across various contexts.- Emotions in leadership are contagious and impact team culture.- Finding and maintaining purpose is crucial for effective leadership.- Professional growth should be a priority for leaders and organizations.- Play and laughter are essential for reducing stress in the workplace.- Clear goals enhance confidence and engagement among team members.- Regular check-ins and cadences help maintain focus on purpose.- Investing in employee development is key to retention and engagement.- Leaders should seek to understand their divine purpose and align their actions accordingly.Welcome to the Linch with a Leader Podcast, where you're invited to join the spiritual principles behind big success, with host Mike Linch.Subscribe to the channel so you never miss an episode: Watch: @linchwithaleader Prefer just listening? SUBSCRIBE to the podcast here:Spotify: https://open.spotify.com/show/0dJfeLbikJlKlBqAx6mDYW?si=6ffed84956cb4848Apple: https://podcasts.apple.com/us/podcast/linch-with-a-leader/id1279929826Find show notes and more information at: www.mikelinch.comFollow for EVERYDAY leadership content and interaction:Follow on X: https://x.com/mikelinch?s=20Follow on Instagram: https://www.instagram.com/mikelinch?utm_source=ig_web_button_share_sheet&igsh=ZDNlZDc0MzIxNw==https://www.instagram.com/mikelinch/?...JOIN Mike for a Sunday at NorthStar Church:www.northstarchurch.org Watch: @nsckennesaw

In part 1 of our Stretched series, Mike shows us how Jesus is the solution to our overstretched schedules.

Today, Shelley and Phil put a bow on the 2nd Washington Wine Month in impressive fashion, featuring wines from DeLille Cellars! D2 from DeLille Cellars has been a house favorite of Shelley and Phil's for over 25 years but today, they're adding a few MORE favorites! Wines from DeLille are a must try! You'll thank us later! #HappyFriday! #ItsWineTime! #Cheersing #EasterEggWines this episode:2023 Chaleur Blanc ($40 at the winery)

In this episode, Casey and Mike discuss the impactful conversation with Coach Dan Skirka, focusing on the importance of building a culture that transcends mere wins and losses. They explore the significance of leaders believing in their team members, the essence of living beyond one's professional role.

Chris Miorin's path to the CFO office began in a crucible of leadership. At West Point, and later at Ranger School, he was forged in environments designed to test resolve. Commissioned shortly after 9/11, he knew combat was certain. Leading an infantry platoon in Iraq, he found himself working side-by-side with a colonel “30 years my senior.” The challenge, he tells us, was learning how to add value humbly yet confidently in an environment where everything was fluid. Those early lessons in partnership and adaptability became cornerstones of his leadership style.When Miorin left the Army, he reset with an MBA at Kellogg, which he calls “two years to really immerse in how businesses run.” Investment banking followed, where he advised some of the world's largest oil and gas companies. In capital-intensive, cyclical industries, he saw firsthand how major decisions on raising capital, acquisitions, and divestitures shaped enterprise value. “It helped me understand how finance could have that strategic impact,” he recalls.From there, corporate development and M&A roles deepened his conviction that the CFO's crucial role is capital allocation—directing resources to projects that generate the highest return on invested capital. At Ingersoll Rand, he added investor relations to his toolkit, learning how to tell a “story with numbers” that connected business strategy to investor interest.Looking back, Miorin points to four experiences—Army, investment banking, corporate development, and investor relations—as the foundation for his CFO journey. That foundation ultimately led to his first CFO appointment at SpendHQ, an opportunity introduced through his Kellogg network.

This week we are delighted to welcome Betty Jiang, Managing Director of U.S. Integrateds and E&P Equity Research at Barclays. Betty joined Barclays in 2023 after leading the U.S. ESG Research team at Credit Suisse and has more than 15 years of equity research experience, with prior roles at UBS, Illuminate Capital Group, and Bank of America. We were thrilled to hear Betty's insights on what's top of mind for investors, key themes from earnings, and a preview of Barclays' upcoming 39th Annual Energy-Power Conference, taking place next week from September 2-4 in New York. In our conversation, Betty shares why she finds energy research compelling and reflects on the interesting timing of her career, beginning in 2007 during the shale boom years. She explains how her experience in ESG and sustainability broadened her analytical skills and highlighted the complexity of the energy transition. We discuss the value of cross-sector research collaboration and Betty outlines key takeaways from Q2 earnings, including significant increases in free cash flow, shale resilience, a long-term bullish gas production outlook, and a market focus on efficiency and free cash flow discipline. We explore the intersection of gas and power demand and how factors like regional grid dynamics and AI are shaping the sector, the continuing need for baseload power, reluctance in adopting low-carbon gas, the importance of strategic positioning and capability for companies seeking exposure in power markets, and gas price and production outlook. Betty provides an insider perspective on how she navigates earnings season, noting how AI and research tools are increasingly shaping how research is consumed and analyzed, while emphasizing that AI cannot replace deep analysis essential for understanding nuance, context, and cross-company trends. We discuss the tension between short-term shareholder expectations and long-term strategic initiatives, emphasizing the importance of a clear “North Star” and consistent communication. Betty notes that energy sector investors vary widely, and while the E&P sector is generally out of favor with generalists, sustained capital discipline, cash returns, and demonstrated resilience are attracting renewed interest. We touch on the challenge of differentiation in energy companies and how thoughtful execution and innovative approaches can create competitive advantages, the key themes for Barclays' upcoming conference with over 170 companies currently registered to attend, how efficiency gains and current free cash flow could influence 2026 outlooks, and more. It was a fantastic discussion and we greatly appreciate Betty for sharing her time and insights. To start the show, Mike Bradley noted that last week's COBT theme was investor “anticipation” of the Jackson Hole meeting, while this week it's investor “expectations” around NVIDIA's Q2 results/forward guidance. On the broader equity front, the S&P 500 hit another high last week but traded sideways this week ahead of NVIDIA's Q2 results. NVIDIA expectations are pretty bullish, with most expecting a beat-and-raise quarter, and the only real question at this point is whether NVIDIA's forward outlook will be bullish enough to satisfy investors. At a $4.4 trillion market cap, larger than all but three countries' GDP, NVIDIA's AI commentary and forward guidance will be a market mover. On the crude oil market front, WTI price continues to trade sideways (low-mid $60s) amid continued 2H25 global oil surplus concerns that are being somewhat offset by lack of headway in Russian/Ukrainian peace (leading to possible stiff oil sanctions). On the natural gas front, U.S. natural gas price (prompt & 12mo strip) were trading at ~$2.70/MMBtu & ~$3.50/MMBtu (YTD lows). Investor sentiment is still more bullish for natural gas E&Ps, even though prompt natural gas price has significantly underperformed prompt WTI price this year. Mike also highlighted a

By PNC BankSubscribe to C-Speak so you never miss an episode. Listen on Apple Podcasts, Spotify or wherever you get your podcasts.On this episode of PNC C-Speak, Alan Trefler, founder and CEO of Pegasystems, joins to discuss his entrepreneurial journey that led to a billion-dollar company. He shares the importance of fostering curiosity in business, managing technological transitions and the impact of AI on future business processes. Trefler also touches on his passion for chess — he became a master at age 19 — and his experiences and lessons as the son of a Holocaust survivor and his philanthropic efforts through the Trefler Foundation.Listen to the podcast to learn more about: ·      Pega's business model and impact (2:05)·      How Pega has navigated major technology transitions (4:32)·      Trefler's North Star as he leads the company (6:39)·      How chess factors into Trefler's business strategy (12:46)·      Trefler's favorite spot in Boston (22:16)  Powered by PNC Bank.

In this episode, Brendon Dennewill sits down with Kevin Davis, Founder of BoogieBoard, to explore how territory design can make—or break—sales performance. From his experiences at NetSuite and Google to launching BoogieBoard, Kevin shares how poor territory planning costs companies time, money, and morale. The conversation dives into sales strategy, AI's role in market intelligence, CRM integration, and how to overcome the hidden opportunity costs that stall growth. Whether you're a RevOps leader, sales strategist, or part of a seller-doer team, this episode is packed with insights on designing smarter systems that drive real revenue outcomes.What You'll LearnWhy territory design is a strategic lever, not just an operational taskHow poor territory planning erodes trust and increases sales rep turnoverThe role of AI in transforming market data into actionable territory insightsWhy RevOps leaders often identify problems but lack empowerment to solve themHow seller-doer models in professional services can benefit from territory optimizationThe importance of establishing a "North Star" for territory design processesResources & MentionsBoogieBoard: Territory design and planning platformRoger Federer's Commencement Speech: Referenced for the "53% winning" mindsetSalesforce & HubSpot: Primary CRM integrations mentionedSnowflake: Customer data platform integrationAI and Data Substacks: Kevin promises to share recommendations for data-driven sales strategiesEOS (Entrepreneurial Operating System): Business planning framework mentionedAbout Kevin DavisTitle: Co-Founder and CEO Company: BoogieBoardLet's Connect Subscribe to the RevOps Champions Newsletter LinkedIn YouTube Explore the show at revopschampions.com. Ready to unite your teams with RevOps strategies that eliminate costly silos and drive growth? Let's talk!

What happens when you sit down with someone who has been both a trusted client and collaborator for more than two decades?Jennifer Lenter, Founder of Soundtrack Consulting sits down with host Natalie Benamou and together they explore the importance of trust being at the heart of all communication strategy. This conversation is both personal and deeply meaningful for host Natalie Benamou as Jennifer as they collaborated on very large trade show projects together and Jennifer is a valued member of HerCsuite®. Get the behind-the-scenes view from Jennifer who works with executives and helping them to communicate in times of constant change. Find out about Jennifer's career journey from engineering to corporate communications to launching her company, Soundtrack Consulting, Jennifer shares why trust is built not by having all the answers, but by starting with what's true.“Silence doesn't reduce uncertainty, it just transfers it to your team.” – Jennifer Lentner3 Leadership Takeaways✨ Start with what's true. Transparency builds trust faster than waiting for every answer.✨ Tie change to a North Star. When people see how each update connects to the bigger picture, they can adapt with more confidence.✨Communicate in layers. Use multiple formats and timing so information reaches people in the way they absorb it best.“People don't need perfection, they want direction and context.” – Jennifer LentnerPower MoveThe next time you hesitate to share an update, ask: What is true right now that will give my team direction and context? Share that, and follow up as you learn more.Heartfelt thanks to Jennifer Lentner for being both a longtime client and an inspirational member of HerCsuite®. This conversation is a reminder of how trust, context, and clarity shape leadership in every season of change.Keep shining your light bright. The world needs you.About Jennifer LenterJennifer Lentner is an experienced internal communications leader who specializes in helping executives engage employees during times of growth and change. Known for simplifying complex information into clear, relatable messages, she equips leaders to communicate in a way that reflects their authentic style.For nearly 15 years, Jennifer built and led communications for a Fortune 500 division, guiding leaders through M&A, restructuring, leadership transitions, and business transformation. Today, through her firm Soundtrack Consulting, she partners with companies to strengthen employee engagement, scale leadership communication, and create straightforward strategies that deliver lasting impact.Website: https://www.soundtrackconsulting.comLinkedInNatalie Benamou is the Founder of HerCsuite® and host of Women Leaders on the Move, a Top 10 Women's Leadership podcast by Feedspot. She leads programs that support executive women in board service, portfolio careers, entrepreneurship, and leadership in the second half of their professional lives. Natalie also serves as President of HER HEALTHX, a nonprofit advancing women's health.

North Star is on vacation this week, so we're rerunning some of our favourite episodes. This one originally aired August 7, 2024. Sharon Chodirker and Chaim Bell consider themselves lucky: they were among the tens of thousands of tourists and residents in Jasper who were evacuated from the forest fires that devoured a third of the buildings in the iconic Rocky Mountain resort town on July 24, 2024. The Toronto couple, who were on a hiking trip, managed to escape Jasper while smoke and ash rained down on their rental car. When they reached a safe spot across the border in British Columbia, they slept in their vehicle and dined on kosher snacks they'd stored in their portable cooler. Two days after their frightening journey, flames up to 100 metres high swept right through where their hotel stood, destroying several buildings. Now they're sharing their survival story from the safety of their Toronto home, while the town of Jasper remains off-limits except for emergency crews—and Prime Minister Justin Trudeau, who visited on Aug. 5, 2024. On this episode of The CJN Daily, we hear from the Toronto couple personally, as well as Rabbi Dovid Pinson of Canmore, who runs the new Chabad community centre outside Banff and hosted the evacuees. We'll also hear from Heidi Coleman, the head of the Jewish community in Kamloops, B.C., who felt like she was starring in the musical Come From Away when she helped a busload of stranded Jasperites in her city. What we talked about When Rabbi Dovid Pinson ran the annual Hanukkah car menorah parade in Edmonton during COVID in 2021, in The CJN

 Learn more about Chabad in the Rockies

 Hear how Heidi Coleman came from Montreal to Kamloops and became their Jewish leader, on the podcast Yehupetzville
 Credits Host and writer: Ellin Bessner (@ebessner) Production team: Zachary Kauffman (senior producer), Andrea Varsany (producer), Michael Fraiman (executive producer) Original Music: Dov Beck-Levine Music: Bret Higgins Support our show Subscribe to The CJN newsletter Donate to The CJN (+ get a charitable tax receipt) Subscribe to North Star (Not sure how? Click here)

Kiera and Kristy break down a few reasons why your practice might not seem (or might not be, period) to have any money. They touch on how to find your profit point, knowing your debt, staying on top of collections and AR, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners, this is Kiera. And today I have Kristy with me and I'm super excited because today is one of my favorite things to do as consultants and I call it office autopsy. ⁓ Don't worry offices, this is a mix of a few offices because believe it or not, offices think that they're on individual islands and believe it or not, you're not. ⁓ Multi-practices actually struggle, they actually do the same things that you struggle with. And so we just wanna make sure that we bring, we're not going to ever disclose who this office is.   We will mix a few offices together, but I think for people to see what the office's pain point was and then what as consultants were able to do. Kristy, we have some really fun ones. so Kristy and I decided we wanted to podcast today about some office autopsies of what, hopes to help more offices. So Kristy, welcome to the show today. How are you?   DAT Kristy (00:48) Good, thank you. Pleasure to be here.   The Dental A Team (00:50) Of course. Well, I'm super happy because I think the one that we run into a lot ⁓ is we call it cash flow row or cash flow woes, like whatever you want to talk about. But it's really when an office comes to us and they seem to not be able to figure out what's going on. ⁓ They feel like they're producing. Sometimes they're producing, sometimes they're not. So we'll kind of discuss like how to know if you're producing enough or not. But then they feel like they just like have no cash. And so giving some background.   Like I said, I'm going to blend a couple of practices together, but we have kind of going to do like two simultaneous ones. One practice was producing really, really well, but literally the owner felt like they had no money. We're talking like flat broke, felt like they were completely going to go under, had no money, but yet their production numbers were really good and their P &L looked really good. And we're just like, it showed on the P &L. I think, Kristy, you'll find this too, offices get so frustrated.   I got so frustrated and angry with my CPA when they said, well, Kiera, like according to the numbers, you have money. And I'm like, great, high five, jerk. I have no money in my bank account. Like it's the most infuriating feeling in the world of my CPA tells me I should have money, but there's no money. Flip that too on the other side when a practice isn't quite producing what they need to be producing to pay for their expenses. And they feel like they have no money and they are flat broke, which in reality that practice is flat broke because they need to produce more or they need to cut.   So we're gonna kind of dig on both sides of these with office autopsies of what we see, what we've been able to do. And let's start, Kristy, on the side of what do we do? Like, okay, first step, how do we find like the profit point? Like, how do we figure out what should an office be producing? Because I think that's also infuriating when doctors are like, but I'm just producing. I feel like I'm trying to out-produce my problems. Like, I don't know how to produce more. ⁓   how do you, Kristy, as a consultant, come in and help offices just gain that clarity? Because I think sometimes when we know the North Star and we know what we should be targeting, it actually becomes a lot easier to then build block schedules and then figure out what our overhead should be. But how do you help offices even dig into that? As point one to figure out, let's autopsy both of these practices, I think this is step one to really getting clarity.   DAT Kristy (03:00) Absolutely. I agree with you, Kiera. ⁓ The first step is to understand how much we're paying for things. What is the cost to keep the doors open? You know, we talk about overhead, right? But what is overhead? It's everything that we have to pay within a month. Rent, utilities, staffing, right? The other thing that I want to point out is many doctors don't include themselves in that. And I definitely want to pay them   The Dental A Team (03:16) you   DAT Kristy (03:30) Just like if they were an associate in the practice and so we want to include that in that overhead cost if you will and find that What I like to call profit point so we know where we're what's our? BAM right   The Dental A Team (03:48) bam, that bare ace minimum, like what do we have to   do? It's kind of like in real life. I mean, I think all of us have a bam in real life. You know what your mortgage or your rent is. You know how much it costs you to like do your groceries. You know how much daycare is, you know how much it costs you for like your Amazon spending. And some of those are fixed costs. So fixed are like your mortgage or your rent. You can't really change those. Those are fixed for you. Yes, like I get it. The semantics, we're not CPAs here. We're not like, that's not our world.   The semantics are can you change your rent? Potentially you could go find somewhere else. That is an option you could do. But most of the time those are pretty fixed. Just like our utilities are pretty fixed. You can be like my husband where literally our AC goes off at 6 p.m. at night. He freaking freezes us until 6 o'clock to save on these utilities until 9 o'clock. It drives me wild. I'm like in a hoodie freezing, shivering. And then the AC goes off and I'm like roasting. It's really entertaining because he wants to save the $3.   But genuinely speaking, like you're not really going to be saving on those fixed costs. are some fixed ones. Staffing is usually pretty fixed. However, we could add team members or take team members away. So therefore it's not as fixed. But like you said, Kristy, I think it's figuring out in a practice and agreed, doctors should be paid. Like nobody, think that that actually causes more stress for owners. If you don't even know what your paycheck is or you're just taking draws, because then how do you budget your life on a up and down volatile paycheck?   I think that creates a lot of stress versus like, okay, great. Let's just put you at a hundred grand or let's put you at whatever is a reasonable salary. Talk to your CPA. They'll be able to give you that. ⁓ And that can be agreed with Kristy. I like to pay you as an associate, but if right now the practice can't support that minimum should be a reasonable salary of say a hundred grand. So that way you can at least bank on that of getting that paycheck in your practice. Sometimes you have to adjust that, but generally speaking, if we at least give you some type of certainty and clarity,   that's going to help you then be able to budget your life around that too, in addition to budgeting your practice.   DAT Kristy (05:49) Absolutely. In fact, Kiera, sometimes even with startup doctors, I like them to even keep a spreadsheet of their production as if they were paying them as an associate. And then when they start to get profitable, we can back pay those wages. But definitely they have to take care of themselves first. ⁓ I've even seen where they get a little bit of animosity if not, right? Like, staff's driving these cars and they're getting their nails done and they're doing   The Dental A Team (06:00) Agreed.   Mm-hmm.   DAT Kristy (06:19) and I can't even pay myself. So I think it's very important that we understand what that is and work toward that, number one, if we're not there. And then if we are there, adding additional ⁓ percentage to that, which us as consultants can help guide that depending on your goals. If it's paying down debt, paying you as an owner doctor.   ⁓ And you know, we follow the EOS system, so adding those buckets for taxes and those sort of things that come up and we can be prepared for.   The Dental A Team (06:55) Yeah, no, I think it's brilliant, Kristy. And when you said that, I agree. You don't want to not be paid in your practice, because that gets, A, it's stressful, and B, it's annoying, and C, you've got all this debt on you. ⁓ But I also think when we're looking at our practices, there are pieces, so when doctors are like, I'm not getting paid, I just want to remind that sometimes we're being paid through things running through our practices. And so we've got to be careful, because that is,   Like if you didn't have your practice, you'd be paying for that out of pocket. And so that is technically part of your salary, doctors. And I don't want to be the like balloon pop girl over here. I do want to be realistic because a lot of times doctors are like, I'm not making money. And I'm like, but you forgot that these things are running through your practice. So you are being paid for those or those things are no longer coming to you, which is totally fine and legal. Talk to your CPA. Like we want you to do that. There's nothing wrong with it.   But when we're looking and we're like stomping our foot saying we're not being paid, sometimes I even have to remind myself of like, yes, but Kiera, if you didn't have the business, all those costs would be coming out of your W2 paycheck, not your business right off. So agreed with Kristy, when we're looking at this, step one is let's find that BAM, let's find that profit point, let's find out what you have to produce. And then from there, what we need to find out is also in addition to that, how much is our debt?   Because a practice should not have to be covering your debt, but you as a human needs to be covering your debt. So if your student loans, your practice loans, things like that, the practice isn't necessarily a poor performing practice. You just have all this excess of like, my gosh, I have to pay this off, which that's real life for you. And I think that's the difference of a CPA's bookkeeping for you versus your real life living through it. And I can tell you from personal experience, like this is very hard. Sometimes practice loans do go through your   your practice profitability. Again, this is pending on your CPA and how they recommend you do it. But most of the time your student loans and different things like that don't run through the practice. So, but you as a human need to have enough money to be able to pay for all those things. So I think it's finding out the practices, BAM, like Kristy said, finding out your personal BAM, because that might be different. And then from there, let's tack on 10 to 20 % beyond that. So let's say you know you've got to produce 50,000. Well, awesome. 10 % of that would be 55, adding   20 % excuse me, so 10 % of that is going to be an additional $5,000. To do 20 % of that's going to be an extra $10,000. So if I know I've got to do 50, I've either got to produce 55 or 60. Now that becomes much easier and I know beyond that I'm going to have 10 to 20 % leftover of the practice after everything's spent. Our ideal is to get it to where your 50,000 is 50 % of your practice and there's 50 % quote unquote profit beyond that. Now again,   that profit is a little bit funny because if we're doing a 50 % overhead and 50 % profit, doctor salaries usually are not included in that. If doctor salaries are included in that, then usually it's a 20 % profit at the end of that. So I know those two numbers feel a little like disjointed. They've been very disjointed for me. So if you're doing true overhead, we want it at 50%, 30 % doctor pay, 20 % profit. If you want to combine it all together, then it would be 80 % quote unquote overhead, 20 % profit. Now that 20 % profit though,   does technically pay for debt services. So watch that. You might need to scale down our 50 % down a little bit more or 80 % to then be able to offset that. So hopefully that wasn't too confusing for everybody. This is why we're consultants. This is why we help you. But I think when you understand like either need a 50 or an 80 % ultimate goals, we're trying to get 20 % cashflow at the end of the month. think for me, that's like the easiest thing. Like, okay, if I'm producing a hundred grand a month,   I want 20 % of that, so that's 20 grand. So like I'm trying to do easy numbers for all of you. I want 20 grand after everything's paid to still be remaining. Now, one other kicker as a business owner is that 20 % is also taxed. So don't forget that that gets taxed. So if you're at a 30 % tax bracket, well, you gotta take 30 % of 20 grand and then the rest of that you can spend. And this is why I think owners get so frustrated, because it's like, oh my gosh.   Like just tell me how much money I can have. And when I talked to a CPA and Kristy, I think you come across this, like our whole lives up until owning businesses, we've been paid at the W-2. So everything we got paid, we were able to use. Well, now as business owners, everything we're paid, we don't get to use. That's not the way the game works. ⁓ And it's due to write-offs and different pieces like that. So I think just knowing the rules of the game, I remember being so fresh with my CPA and I said, I like you're playing Monopoly with me. Like just tell me the dang rules.   So, and like, don't tell me like, no, you can't pass go, but you can pass go if you do X, Y, Z, but then like, no. So it's really, you've got to have a profitable practice of overhead. That's what we as consultants are really obsessed with. You also as an owner need to be responsible of how you spend. That's not to say you can't spend, but you do need to spend responsibly and you do need to set aside your taxes. And I think when you have all those pieces set up, then you can have guilt free spending because you're paying yourself.   Plus, you know what your true profit is. You've saved for taxes, you've saved for a rainy day, like Kristy was saying. We can put buckets into place to pay down more debt. You can put buckets in place for emergencies in your practice. You can put buckets in place for ⁓ vacations. I have a doctor I was just talking to on Alaska cruise and I was like, how's that bucket working out for you? And he's like, I love it, Kiera, you set it up for me. And I know how much I can spend on vacations. I know how much of my paycheck goes into that portion. He also used to spend an absurd amount on CE. So we set a true budget of how much CE money he could use.   But that's kind of where you then as owners aren't just trying to waffle through this and actually can figure out those profit points. And I do think, Kristy, like as much as we've belabored this so much at the beginning of this podcast, I feel this foundational piece is what makes owners crazy because they don't know the rules of the game. So they start spending all the money. Then you get this huge tax bill. Then you feel mad. Then you feel like you have no money when it's like, no, you did have money. just we accidentally spent it. So now we got to make up for it later because we didn't put these rules of the game into play.   Kristy, you might have a simpler way to do that. What are your thoughts around that?   DAT Kristy (12:49) No, I agree with you 100%. Otherwise, what I find is, you know, business owners, doctors, they just come up with this arbitrary number that they want to hit. But again, just because we're producing something doesn't mean we're profitable. And so they go together, but we have to understand the difference.   The Dental A Team (13:12) I agree. And I love that you said that because production feeds the ego and profit feeds the family. And so it does not matter what you're producing. And I agree with Kristy. It's like, I want to produce a hundred grand. I want to produce 200 grand. Well, high five. Let's help you do that. But on the flip side, let's make sure your expenses are there. And there's another practice I'm thinking of right now where they're like, we have no money. And I'm like, all right, if we have no money, truly it's let's do the checklist. Number one. Like, do you see me even scratch my head? I'm like, if you're not watching the video,   Just know when I hear people say, don't have money. I'm like, all right, it's either a production issue or a spending issue. It's one of the two. So just know those are the only two levers for when you're saying, I don't have money. It's either actually there's a third. There's technically a third. And that is a collection issue too, because we're either not producing enough. And if we are producing enough, we might not be collecting enough. And if we're doing both of those two things, then it's a spending issue. So let's break it down to this office autopsy. Kristy, let's go for a practice that is producing enough.   they don't have money, how did you fix or how did you find out that this practice had a collections issue?   DAT Kristy (14:14) Yeah, well number one we would look at.   How much was their net production and how much are they currently collecting? My minimum benchmark is always to be at 98 % or higher. Obviously, if we can get reservation fees to pre-collect on things, we may see that up a little bit higher. But if they're not at that 98%, what can we do to get them there? What's getting in the way? Is it patient? Is it insurance? Are we not submitting clean claims and getting them back in a timely fashion?   The Dental A Team (14:26) Agreed.   DAT Kristy (14:47) ⁓ But definitely that would be the first place to look.   The Dental A Team (14:51) Yeah. And so Kristy just said the benchmark. If you're not at 98 % collections, then there's a problem. Second piece is look at your AR and if you have more than one month's worth of production in your AR, we also know it's a collection problem. So when we diagnose on this practice, I remember we talked to a doctor and they're like, Kiera, I have no money. Kristy, I have no money. And I remember we're like, so actually you do have money. Believe it or not, the money is there. It's just sitting in uncollected amounts. So Kristy, you even went with another office and like they didn't have money and you just straight up called.   You like went with the office manager and you guys just picked up the phone and started calling on balances to get the money. And I really want doctors to know, and Kristy, I think this is the infuriating part as a consultant where I'm like, no, like you're producing well, you just have to collect the money that you're producing and don't like, don't even feel bad about it. So what do you do for teams that don't want to collect, that have these big ARs? Like what are a few simple steps? Like if that's my practice, I'm-   Hi, Kristy. I'm the doctor today. My team, this does not want to collect money and I feel like I can't pay any bills. What do you do in that scenario as a consultant, Kristy?   DAT Kristy (15:53) Yeah, well, I think we have to dig deeper into their own, like the team members own biases and what's getting in the way and get them comfortable to realize that we're not doing good by our practice and or patients if we're not collecting those balances. So, you know, really seeing what's the roadblock and let's work through it to overcome it because people deserve the care. Patients deserve to be healthy and   And part of that is also paying for the treatment, right? So just digging deeper, figure out what's getting in the way and helping them to overcome, create some verbiage for them to feel confident in being able to collect.   The Dental A Team (16:39) Yeah. And Kristy, I think you do an amazing job as a consultant. think this is where I love being consultants is like, you will actually help them sometimes call on accounts and help them see how easy it is. And ⁓ I also think when we're looking at AR, let's get our best bang for our buck. like, let's sort it to biggest balances and let's call on those first. Like, let's figure out different pieces. And like you said, there might be a myriad of reasons why your team members don't want to collect. don't think typically it's due to the fact that they don't want to collect. I think they're just scared. There's fear.   They're afraid of a patient being mad. They're afraid of not being able to explain the balance on the account. They might not understand why insurance is denying claims. Billing is a whole black hole, just so doctors understand, like there are a lot of nuances there. But I think on that side, if you are producing, like I remember this practice, they are producing like 150 to 200. And I was like, what do mean you don't have money? And we looked at the P &L and we're like, no, according to your P &L, you have money here. And we just realized it was a lack of collection process.   We implemented that Kristy, you helped this practice. They implement, they started collecting and now the doctor's like, wow, like two months later, I feel like I'm like happy as a clown because they literally have money now, but the money was there all along. And that's really like, I think a myth to dispel on this office autopsy is a lot of times the money is actually there. We're just not collecting. We don't have the correct processes in play to do correct insurance verification, to have better estimates, to collect in practice, to then have better ways that we are posting payments.   We don't have a process for how we're calling patients and insurance. And if you don't have that whole process dialed in, that can actually get really daunting for a practice. But Kristy, let's flip sides to the other dark side of this coin where they might not be producing enough. So like we said, it's either a production process, a collection process or a spending process. What do we do on the dark side where they're not producing enough? Like that's scary to me. So what do you do on that? I think there's like two zones here.   DAT Kristy (18:33) Yeah, absolutely. Well.   Number one, once we figure out that benchmark, typically, Kiera, we go and look at how much are they diagnosing, right? If we're looking to hit 100,000, we typically need to be diagnosing minimum three times that number ⁓ if we want to hit it, right? So where are we with diagnostics? And then where are we in case acceptance? how, if we are diagnosing that much, how much are we   actually getting patients to say yes to that treatment if you will.   The Dental A Team (19:09) Mm-hmm. And I think, Kristy, great point on that because it's twofold on this dark side of the coin of if we're not producing, are we diagnosing enough? And if we're diagnosing enough, are we closing enough? And those are two different people actually in this scenario. So doctors, have to diagnose. And if you're a doctor who's scared of diagnosing a couple tools, it's OK. I always tell doctors, it's your moral obligation to diagnose. As a patient, if you were to go in and there was someone who saw   Let's say you did a scan, I've had multiple MRI scans on my brain. Do you know how mad I would be at a doctor if they chose, because like they don't know if I can afford it, if I don't wanna hear the bad news or like whatever it is, they choose not to tell me what's on my brain or a broken bone or if I've got something in my blood work, I would be livid. And yet doctors, you're diagnosing, you're taking x-rays and if you're not telling these patients what's going on, ⁓ that's your moral obligation to do that. So if you're nervous about it, that's okay, I'm not here to tell you.   there's anything wrong with it. I just want to remind you that this is your moral obligation as a healthcare provider. So there's Pearl or Overjet of an AI solution that might be a solution for you ⁓ or just diagnosing one more thing than you normally would. If you're used to like watching, ⁓ that's okay. Maybe like just watch 75 % of it, but diagnose one of those things that you would normally watch and just notice patients don't get mad. They don't get angry. ⁓ Remember when you do get that frustration, it's just due to their expectations not being met.   So if you can even help them co-diagnose with you. So having your hygienist call out their perio numbers and let the patient know before they do it, like, hey, we're looking for the health of your gums, anything above a four, that's something that we need to watch if there's bleeding. And I'm gonna show you, so listen with me, you're gonna hear, ⁓ and then you'll be able to hear. Well, now that patient's listening actively with you of, wow, I heard like seven fours, or I heard like a six in there, now you don't have to try and teach them and say like, you've got perio.   They actually heard it and they co-diagnosed with you. You can show them x-rays of here's a healthy tooth. This is what a healthy tooth should look like. Now look at this tooth and what do you see? You guys, if there's decay in there, even the untrained eye usually can see that pretty big chunk of decay taken out of there or use intraoral photos to where that patient's co-diagnosing with you to gain the trust. And that actually makes it easier for you doctors, because then you're not teaching them. Or if you're like really nervous about it.   AI teaches them. Like it literally just puts the puts it up on there and you don't even have to hardly do anything other than just presenting it to them and educating them. So something simple there. And then if your team's not closing cases, amazing simple things like an NDT our handoff. next visit date, time, recare that can help tremendously. ⁓ having your team members track their treatment plans, having a consultant help them. Like we literally help listen to treatment plans, guide and give coaching on different ways that they can do it. So there's two ways if you're not diagnosing or producing enough.   that we can easily do that. And the next one would be a block schedule. Kristy, any other thoughts on that? Because I'm sure you've got pieces working with so many team members too.   DAT Kristy (22:06) Yeah, listening to you talk about the case acceptance, it's just hitting me that sometimes I think our fear is in telling them, but really if we take a step back and just include them in the process and figure out what are their long-term goals for their mouth and being able to speak to them in a relational way that...   The Dental A Team (22:23) Thank   DAT Kristy (22:29) really is flipping it to what is their goals and getting them what they want. I think that takes the pressure off of us telling the patient, right? And so, ⁓ truly, I think when we master this, it's a beautiful thing and you get patients to stick for very long time because they feel heard, right? And they still are in control of their care. So.   The Dental A Team (22:53) Totally, I agree with you, Kristy, and I love that you talked about like, they're part of the solution with you. And I agree, like, I can't as a treatment coordinator want this more than they do. It really has to be something that they're a part of. ⁓ And also just helping your team see, similar to doctors, when we're watching so many things, team members can accidentally be saying one or two words that's guiding a patient the wrong direction. We might be highlighting insurance more than we're highlighting total treatment. We might be putting emphasis on like your max on insurance or   Like we could just start with one thing because we're afraid of presenting total dollar amounts. All of those things are normal. That's like very normal. Your team's not struggling, team members listening. You're not doing anything wrong. Just highlighting that there are different ways that you can present it. And I call it like the sequence. So think about when you're back in high school and you had your locker combination. If your combination code was 321, you could put in the number 213 and your lock wouldn't open. You could also do 123 and it wouldn't open. You could also do 32...   three and it won't open. You can have the exact same numbers and just do them in the wrong combination and it won't open versus if we have the right pieces in the right combination, we actually get more case acceptance. So just realizing like what are my tools that I'm using? Am I putting them in the right sequence? Am I using the tools like insurance is a tool? It's a coupon. So let's maximize that, but it's not going to guide my treatment. Let's maximize getting full case acceptance. Let's maximize like Kristy said, knowing their ultimate goals and tying my treatment back to those ultimate goals.   just using the tools in the right sequence can also help with that case acceptance. Now, if you are a practice that's not diagnosing enough, I think that this becomes like a little bit of an ego check and I'm sorry to be the ego check day today, but it might be something where if we're not diagnosing enough and we are collecting and we're not producing enough, it might be time for us to look to see about cutting costs. And this is something where I don't love to have this conversation. However, bottom line is the practice has to thrive.   Otherwise we all will fail. And doctors like you won't be able to help your team. You won't be able to help patients. And ultimately your livelihood is on the line too. Nobody is happy in this scenario. So when an office is like, don't have money, great. We've looked to see, you diagnosing? We've looked to see, are we collecting? We've looked to see our case acceptance. Like let's check all the boxes. Flip side is what are we spending money on? Immediately I'm gonna go to anything that you no longer need in the practice. So I know we might have been in the glory days.   doing all these ITero scans. Well, guess what? Glory days are gone. We're no longer there. And I hate to be Debbie Downer, but the reality is we need to sell that. We need to get out of that contract. Anything we are not using in the practice, we need to cut those debts off of us. And this is just a yucky moment. And I'm sorry, but you've got to do it. And as a business owner, this is your job as a CEO is to watch the profitability of the business. Like you have to, and you have to make those hard cuts. And I will tell you, you do it one time. You're a lot more cautious on things you'll purchase in the future.   So we start cutting costs of things that are not paying for themselves. So if we've got extra equipment in the practice, if we've got other things that we can sell. Also, team members, we might have bulked. I've done this as a CEO, so I'm just gonna tell you, like, it was a really, really, really bad day when I realized I over-bulked anticipating something to happen in the practice, and I actually had to scale back and cut. That does not feel good, and it's something that we want to avoid. However, if we have ultimate, like, more team members than are necessary, or we could outsource to things,   I'm not here to say, determinate team members. Like we said, like we went through all the different scenarios, everything we possibly could do. But the reality is you may have bulked too much in a practice and you need to scale back and cut. And that's just a zone where you walk the walk of shame and you commit you're never going to do it again. But ultimately you have to get yourself to a profitable zone. You've got to look at your own spending. A doctor was like really struggling on spending and they had multiple credit cards. Consolidate those credit cards down to where you only have one. We pay it off every single time.   We look to see what other things we like work out deals with the lab or different people. ⁓ But you've got to be realistic. You might have to get a line of credit to get yourself out of it. You might have to take equity out of your home or your practice. Those are things I hate doing, but I also feel sometimes the pain of discipline is better than the pain of regret. And I would rather go through the pain of discipline and learning to like cut my costs and watch my costs and not hire. Like I might extra hire.   a hygienist. I might extra hire a treatment coordinator. Those are two players on my team that will actually generate revenue for me. And not to say assistants don't because assistants can, but I could get by with a Mr. Thurshy. Now, dentists, I know I'm going to get a lot of flak for that. The reality is you can do that for a short amount of time. And I just want to highlight like it's inconvenient, but it's also inconvenient not to have money to pay your bills. So like choose our heart on this. But this is a zone where like I heard a doctor and they were struggling and they   They spent like 10 grand on something unnecessary. And I'm like, that's a spending issue. That's a you issue. That's not a practice issue. And it's not a diagnosis issue. If you cannot produce what you have for your costs, it's like the person has to accept the fact that they bought too big of a house. Like you've got to scale down. You got to size down. And as much as that's an ego blow, that's also smart business ownership. So Kristy, that's my like soapbox. So doctors, like we said, it's first, let's make sure we're producing. Like, let's figure out our amount. have to, then we're going to check our production. Then we're going to check our collections.   Then we're going to check our diagnosis. We're going to check our case acceptance. We're going to check our block scheduling. Then we're going to go into any unnecessary costs that are on our PNL. ⁓ Look to see, there anything we could do to reduce costs? And then it's going to be, we've got to cut. And like, you've got to make that decision before you go under. ⁓ You owe that to your patients. You owe that to yourself and you owe that to your team. And it's a sad, crummy day, but it's part of business. Kristy, what are your thoughts?   DAT Kristy (28:27) Yeah, I think you nailed it. The only area we didn't uncover was you usually do have some unscheduled treatment that you may be able to tap into. And I would definitely explore that resource. But you nailed it, Kiera. I mean, you hit all of the boxes for sure.   The Dental A Team (28:46) So those are kind of like looking at a practice that says, I don't have cash. These are some of the ways to diagnose that we do within practices. And notice the very last thing that we went to was cutting. That's not our mission. That's not our process. And we're never going to tell you to cut somebody. That's going to be ultimately your decision. We're just going to remind you that as a CEO, that's part of your job. And I remember going through COVID, had a coach and she said, Kiera, you've got to have a list. You've got to have a list in your mind of like when things get tight, if they get there.   What are you going to do to make sure your business thrives and survives? And that has stuck with me when I realized like, that's why I'm paid a CEO salary. That's why I'm paid to make these hard decisions. That's why I ⁓ signed up to be a business owner. Like that's the hard side of success. Success has two parts of that coin too. There's the light side and the amazing side. And then there's the dark side that a lot of people don't talk about. So if you're looking at your practice and you're saying, I don't have cash, go through the checklist, Kristy and I just gave you. ⁓   And sometimes it does help to have a buddy in it with you, a consultant, somebody who's in it with you. Like Kristy, I think about the night that you picked up the phone with that office manager and you guys started calling, you called on accounts with them. I think sometimes not feeling alone in the process. think somebody pushing your team, because you're like, I don't know how to say this to my team. ⁓ Someone who can help guide them, someone who can help look at your diagnosis and help you diagnose maybe one more thing, ⁓ really can be an asset. And I call Kristy our money bloodhound.   If I have a practice on cashflow row, I'm like, all right, Kristy, I don't what you're gonna do, but girl, go to work and go start looking. And I think having an outside set of eyes, it's not sitting in there floundering with you, but can have a cool, calm, collected head, sometimes can be the most beneficial. So if you're struggling, reach out, we're here to help you. And it comes with no judgment. Kristy, don't think I've ever once heard you judge a single practice. You come with love, you come with open arms, and you come with solutions quickly.   to make sure they get there. So Kristy, any last thoughts you have for these practices who might be struggling, who are hearing this office autopsy being like, my gosh, that's been me, or my gosh, I feel like I'm headed that way. Any other thoughts you might have for them?   DAT Kristy (30:43) ⁓ Just again that you're not in it alone and having us to help ⁓ guide mentor and just make sure you have you know daily weekly monthly Systems in place and balance, you know a checklist balance. We got ya we can help   The Dental A Team (31:00) We do. do. Well, Kristy,   thanks for being on the office autopsy with me. Thanks for just loving our clients so much and helping them. I think that client who two years after you started helping say to us, I like have never been this free or like, my gosh, like this is what ownership should feel like. I think those are the wins that we live for as consultants of hearing you thrive, hearing your successes, hearing you have your dream life and not being so stressed, ⁓ even in possible situations that are stressful. So Kristy, thanks for being that consultant with us.   DAT Kristy (31:30) It's a pleasure. Thanks.   The Dental A Team (31:32) Of course, for all of you listening, don't be on cashflow row. Don't be struggling about these things. If you are part of any of the scenario, if you're like, my gosh, any of those things resonated, reach out. Hello@TheDentalATeam.com. Go to our website, click on TheDentalATeam.com book a call. Like truly it's a no judgment, just clarity, just momentum. Even if we can't help you, we've got resources. Even if you're not quite the right fit, that's okay. Like we will be there to support you. ⁓ but I think it takes courage to book the call. It takes courage to admit you need help. but there's so much freedom.   to know that you're not alone, that you're not having to do this alone and that there's somebody who truly can help you get out of the scenario and that's been there, done that and done it successfully many times. So reach out and as always, thanks for listening. I'll catch you next time on The Dental A Team Podcast.

Send us a textIn Episode 112 of The Waypoint Podcast, Dyke and Rebecca sit down with Dave Farris lead pastor of Northstar, who has stepped into a church model that many leaders have considered but few have pursued—Micro Churches. This networks of house churches gather weekly in homes and monthly as a larger congregation,  Dave shares both the challenges and the powerful fruit that comes from this unique approach. His story is one of calling, sacrifice, and inspiration, offering a glimpse into what it takes to lead in this way. We hope this conversation both challenges and encourages you as you consider how God might be calling your church to live on mission.Dave would love to chat with you or network with other Micro Churches on mission. You can email him at dave@northstarpulaski.orgRemember you can always find us atwaypointchurchpartners.comFollow us atfacebook.com/WaypointChurchPartnersinstagram @waypointchurchpartnersThe Waypoint Podcast is hosted and produced by Dyke McCordhosted, produced, and edited by Rebecca HottIf you want to find out more about supporting Waypoint Church Plants head toiplantchurches.comRegister for future Waypoint Events or reach out to any of our Staff!

Change is no longer something that happens occasionally—it's constant. And navigating it effectively requires the right mindset. In this episode of Hello Monday, Jessi Hempel sits down with FutureThink CEO, bestselling author, and LinkedIn Learning instructor Lisa Bodell to explore how simplicity, meaningful work, and essential soft skills can help us thrive in a world defined by chaos and constant change. Lisa is the author of Why Simplicity Wins and a speaker who has spent years helping leaders and teams cut through complexity to focus on what truly matters. This conversation was recorded live during LinkedIn's learning day, in an interactive session with insights you can put into practice immediately. Lisa and Jessi discuss: How to navigate constant change versus leading through predictable change Designing your North Star around meaningful work and aligning your priorities accordingly The power of subtraction: freeing your time from low-value tasks and distractions Essential soft skills—empathy, listening, and communication—for thriving in complex environments How to reclaim control, joy, and focus in your daily work Practical tips for applying simplicity and prioritization at work Continue the conversation at Hello Monday Office Hours this Wednesday at 3 PM EST on the LinkedIn News page. Join Jessi and senior producer Sarah Storm live to discuss actionable strategies from the episode and share your own experiences.

North Star is on vacation this week, so we're rerunning some of our favourite episodes. This one originally aired May 4th, 2023 Canadians of a certain age will remember listening to the comedy duo of Wayne and Shuster on the radio—and, later, watching them on television from the 1950s well into the 1980s. The duo met in high school in Toronto's prewar Jewish neighbourhood around Harbord Collegiate, where they began writing and performing sketch comedy. After returning from entertaining the troops overseas during the Second World War, they joined the television era, with specials pulling in audiences of millions and worldwide syndication. Since their fathers' deaths, Wayne and Shuster's children have been campaigning to convince the CBC—which owns the broadcast rights to much of their parents' material—to air it for the first time in years for a new generation of Canadians to enjoy. These efforts have not been successful, so the families are taking a new strategy. They teamed up with Bygone Theatre, a theatre company in Toronto, to mount a live Wayne and Shuster stage show that opened at the University of Toronto's Hart House Theatre in May 25, 2023. It went on a national tour, too. Audiences got to see high-profile Canadian actors perform such classic W and S skits as “Rinse the Blood Off My Toga” and “A Shakespearean Baseball Game”. Michael and Brian Wayne joined The CJN Daily, along with Rosie Shuster and the producers of the play, Emily Dix and Conor Fitzgerald. **What we talked about
** When the City of Toronto named a lane after Wayne and Shuster, in The CJN
 For Canada's 150th anniversary in 2017, The CJN ran this profile of Wayne and Shuster
 Watch “Rinse the Blood off my Toga” on YouTube

 Credits Host and writer: Ellin Bessner (@ebessner)
 Production team: Zachary Kauffman (senior producer), Andrea Varsany (producer), Michael Fraiman (executive producer)
 Original Music: Dov Beck-Levine
 Current Music: Bret Higgins

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 Donate to The CJN (+ get a charitable tax receipt) Subscribe to North Star (Not sure how? Click here)

Mike concludes our Training Camp series by showing us how we can join the team as a follower of Jesus rather than sitting in the stands as a fan.

In this special presentation, Lt. Gen. Tony Bauernfeind '91, USAFA's 22nd superintendent, shares an inside look into cadet development and answers graduate questions. Hosted by Lt. Col. (Ret.) Naviere Walkewicz '99, this episode dives into the Academy's mission and how it is preparing our nation's future warfighters.   FULL TRANSCRIPT SPEAKERS Guest:  Lt. Gen. Tony Bauernfeind '91  |  Host:  Lt. Col. (Ret.)Navire Walkewicz '99   Naviere Walkewicz This special edition of the Air Force Gradcast is a production of the Long Blue Line Podcast Network, presented by the U.S. Air Force Academy Association & Foundation. I'm your host, Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. We're honored to feature the superintendent of the United States Air Force Academy, Lt. Gen. Tony Bauernfeind, Class of '91. In this presentation, Gen. Bauernfeind will share important updates on current initiatives and developments at our Air Force Academy. Following his remarks, he and I will sit down for a conversation, during which he'll respond to questions submitted by graduates in our alumni community. So now, without further ado, Gen. Bauernfeind. Thank you for being here, sir.   Gen. Bauernfeind Well, Naviere, thank you so much for allowing us to come and share our story of our wonderful Air Force Academy. And thank you as well to the Association of Graduates and the Foundation for all of the incredible support that we receive to develop our future leaders into the warrior leaders that we need on Day 1 in our Air Force and Space Force.   Naviere Walkewicz Yes, sir, we are grateful you're here, and we can't wait to hear what you're able to share with us today, sir, so we can jump ahead if you're ready.   Gen. Bauernfeind Wonderful. So I would like to share with you an updated mission brief of where we are going at the United States Air Force Academy. And during this time, I'd like to share not only our leadership team that's taking on the transformation that has been mandated, but also to update our alumni on our mission, our vision, our priorities and our mission sets, as well as talk about how we are creating warfighters, leaders of character and quality, and critical thinkers, and provide an update of how we are transforming this amazing institution to develop those warrior leaders that we need to keep our adversaries at bay. So as always, I'd like to start all briefings with a little video that highlights what our cadets are doing and our incredible public affairs team and video team put together the following video that shows what our cadets have been doing over the last six months... ...So you can see that our cadets have been absolutely busy over the last few months, and I can attest that this summer is they brought the problems up even more and are bringing even more energy to their training, their education, their development. But let me first talk about the amazing team at the senior leadership levels at the United States Air Force Academy, because we cannot do what we're doing without this incredible team. So first, we're welcoming reader Gen. Nicholas Evans as our new vice superintendent, coming out as the 18th Wing commander at Kadena Air Base, bringing a wonderful operational experience to bear, as well as academic bona fides to be our vice superintendent. Our command chief remains Command Chief John Alsvig and our commandant remains to be Brig. Gen. Marks and Col. Steve Hasstedt is our acting dean as we work to bring a new dean into bear. Ms. Gail Colvin is our stalwart chief of staff, with her wisdom from the Class of '80 that keeps us moving forward. Ms. Jen Block is our executive athletic director. Mr. Nate Pine is our director of athletics, and our brand new wing commander, the 10th Air Base Wing, Col. Ahave Brown. And we all know that nothing happens at USAFA without the 10th Air Base wing providing the foundational support. But also Col. Taylor from the 306 Flying Training Wing, and Col. Silva is our space detachment commander, and it's important that we have all those leaders that are helping us transform USAFA. And to that transformation, we talk about our updated mission statement that was approved last fall. And that updated mission statement is that “USAFA's mission is to forge leaders of character motivated to a lifetime of service and developed to lead our Air Force and Space Force as we fight and win our nation's wars.” And for the alumni, as we went through this mission statement development, we realized that there are many activities we take on at the United States Air Force Academy. There's education, there's training, there's motivation, inspiration, development. And we realized that we are taking the most amazing women and men from all four corners of this United States, and we're bringing them here as raw materials, and we are taking them through high-stress military, academic and athletic programs to forge them into something stronger than what they were when they showed up. And those are the leaders of character. We also wanted to make sure that we highlighted that it's about delivering a lifetime of service to our nation. It doesn't mean that every graduate needs to do 34-plus years in active duty like I'm currently doing, but continue to give back, whether that's in active duty, the Guard the Reserve, to your community in the defense industry, as an elected official or as a key supporter in our alumni networks — keep serving our nation. And then finally, an acknowledgement that we, alongside our teammates at West Point and Annapolis, have a very special mandate that we are developing those warrior leaders that will fight and win our nation's wars. While we hope that we will achieve peace through strength and deter our adversaries, we must always be ready when the nation calls and we will go forward and deliver victory for our nation. So it's important in our mission, but a mission will only take us so far. And the next step is acknowledging that we must have a vision. What is our North Star? And our North Star is we will remain and continue to be the nation's premier service academy. That we're bringing in rigorous, adversary-focused military training, military training that achieves a standard, that achieves a requirement, and not just training for training sake. But also maintain our level as a nationally recognized academic program with highly competitive athletics, and acknowledging that for us to deliver on those four, we must continue to sustain a world-class installation. But more importantly, continue to bring in professional and dedicated permanent party into our faculty. Our coaches, our headquarters, our installation support requires our outstanding permanent party. And so our vision moves us forward. And from our mission and our vision, we have established three key priorities, and those priorities will guide our decision making. But let me take your attention to the bottom first. The bottom is our foundational aspect, that we build all of our aspects upon our service core values of our Air Force and our Space Force of integrity first, service before self, excellence in all we do, courage, character, connection and commitment. And those we build upon further foundationally to acknowledge that we are in the military and all aspects of military operations activities require a strict adherence to standard. What is the task that we are executing? What are the conditions on which we will execute those tasks? And what standards do we expect, especially in high end warfare, where our standards are so tight. We also acknowledge that what is special about us is our Honor Code. It is foundational to our character, and we'll talk more about that as we build upon this. But realizing that the Class of '59 that established our Honor Code. It has been foundational to the development of our leaders of character and quality as a board, and then adding into the fact that leaders who built lethal warfighting teams — they do it from a position of respect and teamwork, that they take their team and they support them, they hold them accountable, but they push them to rise above what they could think they could personally achieve. And how do we build those future leaders that are going to take teammates from all four corners of this United States and make sure every single teammate is seen, heard and valued and can give everything possible to the mission at hand? And that leads us to our priorities. That our priorities are we are here to forge warfighters to win, to inspire leaders of character and quality, and finally, to motivate critical thinkers to adapt, because all three are important. And that takes us to our mission sets, because those three priorities span across everything we do in a cadet's journey at the United States Air Force Academy. And the first is acknowledging the military training aspect. That military training goes beyond just learning how to put a uniform on, just how to march correctly, but also understanding how to operate inside of Air Force and Space Force norms and take on those military training activities that our Air Force and Space Force are taking on right now with Ready Airmen Training and the ability to execute agile combat deployment. And that's activities like being able to shoot, move, communicate, medicate and automate, but also acknowledging that we also must have that world-class academic program that challenges our future leaders not what to think, but how to think, and to do that from a warfighting-focused curriculum that is very STEM focused, but also leans in hard to how we can leverage the incredible intellect that these cadets are bringing in today and unleash them on some of the hardest Air Force and Space Force problems through our research programs as we lean into it. And then finally, as we talk about our competitive athletics, that athletics is a key aspect of the cadet's journey, whether it be through our 30 incredible intercollegiate sports teams, our intramural programs, our physical education programs, or finally our physical fitness tests that demonstrate the warrior ethos that is being expected of a military service academy, and it's important that we look across those. But let me talk about a little further of our priorities from those three lenses. The first is the aspect of warfighters win, of how we're bringing in training such as shoot, move, communicate, medicate and automate. And I've heard some teammates are going, “Why are we doing this ground focused training?” And at the end of the day, it's not ground focused training, it's joint force training. This is where our Air Force is going. That we still need to be able to succeed in the air, space, cyber domains, but we must also deliver excellence in these domains. With shoot, I requested that all of our cadets now become qualified in their long gun, the M4, and their sidearm, the M18, every single year. So now they'll have the confidence of their weapons when they have to go forward into harm's way. The same with move and communicate. Can they understand the aspects of mission command, especially in future fights where we may not have the best connectivity with our highest headquarters? Will they understand commander's intent and still be able to generate the combat power we need to keep our adversaries on their heels? Finally, to medicate. Over the last few decades, we have benefited from the golden hour, where we had such dominance that when we had a teammate isolated or injured, we would have medical care a rescue capability to them inside the hour. Future battlefields will likely not give us that luxury. So we must teach our future leaders those advanced medical capabilities to take care of their injured teammates while they're continuing to generate combat power. And finally, as we have seen from the Iranian wars and the Ukrainian wars, automation is here and part of modern warfare. And so how are we going to bring automation capabilities to our future leaders so they can develop the new TTPs that we are working through. And again, thank you to the Association of Graduates and Foundation, because you all provided the seed funding for our first automation efforts this summer. So thank you so much. And let me dig in a little further on why warfighters win. And from our president and our secretary of defense, it has been very clear that they want us to establish peace through strength, that we must develop our ways in three areas: to restore the warrior ethos, to rebuild our military and to reestablish deterrence. And we have gotten that guidance very clear from our leadership, and we will prepare our future leaders in that mind. And we have added that over the last year by bringing in year round warfighting training. So not only during the summer periods, but also through the academic year, are we asking our future warrior leaders to take on the military mission, the academic mission and the athletic mission as we move forward. And as discussed, it is directly aligned to our Air Force with Ready Airman Training and our agile combat employment. And over the last year, we took our baby steps. We're not where we need to be, but I can tell you I'm proud of how far we've come, because we moved forward with energy and violence through the fall and spring culminating exercises. I'm proud of how far we've come, but now for this year, we're gonna enter into the walk phase, because we have more to go. And with that in mind, there's been conversations of recognition and promotion, and that is tied not only to our leadership development, but also to our warfighting training. And it's an acknowledgement that for every year you at the Air Force Academy, we are purposely developing you and increasing your capabilities. And so we are going to provide the expectations for your year, whether you're four-degree, three-degree, two-degree or first-degree — a firstie — and you must meet those training standards, and if you do not meet the training standards, then we are not going to recognize you for your past work, but if you meet our standards, then we are going to recognize you for the good work and promote you to the next grade. But the ultimate promotion being a Second Lieutenant in our Air Force and Space Force as it goes forward. Over the last year, there are teeth of this. We did have 153 cadets that were not recognized due to not meeting the standards, but we are now providing them the options over the summer and this fall to now meet the standards as we move forward. Also this year, focusing on warfighting, is acknowledging that we must arm the cadets to be the instructors. Last year, we did it very quickly. Now we're going to take advantage of our incredible cadets, just like our cadets do exceptional things — teaching each other how to fly, teaching other each other how to jump during our freefall program — but now we are working through the cadet warfighter instructor course, a beta course, where we will teach cadets to be those instructors inside of our squadrons in the academic year, to take on how to teach, how to shoot, to move, to communicate, automate and medicate. And we are one more week left in our inaugural cadet warfighter instructor course. I know we will learn much from this beta iteration, but I'm excited to see what we learned from this as we go into the academic year and unleash these cadets and train ourselves. We're also very appreciative from the Foundation for the establishment of the Institute for Future Conflict. And the Institute for Future Conflict has been around for a couple of years and has already forced us to focus and think differently. And I would offer to you the reason behind that is because they are focused on our adversaries. So I like to call them our adversary focused disruptors. They are going to bring ideas to bear that force us to change the way we develop our cadets for the future, because they're looking at what our adversaries are doing. And as such, we made the decision to elevate them into Headquarters USAFA, so they can have a wider impact, not only within the dean of faculty, but also within the Cadet Wing and the Athletic Department, so we can ensure that we are bringing those disruptive thoughts and putting them into in place so we prepare our leaders for a very uncertain world, to include bringing realism into the training that our cadets are taking on. We're also acknowledging academically, there's more that we have to do with our intellect. And over the last year, we have added three additional warfighting minors, one on quantum, one on aerospace materials, and we're in the final stages of establishing a warfighting minor on future conflict. Hopefully that we will be able to start providing that to our cadets over the next year, as we went into that so very excited to the growth in our academic options. And then finally, athletically, we're updating our PT standards, and we're adding additional PE courses for our future leaders. Our future leaders — we will increase water survival, especially when we look to the future and the regions where we expect to potentially have conflict, increased water survival is important — as well as increased combatives, and we're still in the final stages of planning of how we can bring a team focused final warfighting capstone physical education course that brings all of that physical education together for a team-focused event for our firsties, but still in the planning stages of that. And as discussed, updating our PT standards to align with our Air Force and our Space Force, with an acknowledgement that simply what we were doing is adding minimums to each of the caveats to ensure that you must pass each individual event while also meeting a score-based event as we move forward. Again, aligning with our Air Force and Space Force. Now, as we transform, it's not just about warfighters to win. It's also about leaders of character and quality. As I like to say, it's developing leaders who do the right thing the right way, even if it's unpopular, because we must have leaders that are willing to stand up and do the right thing for the formation. And we focused on that. We have focused on reinforcing standards and accountability. While initially it was permanent party coming in fairly strong to establish the standards and accountability, what we quickly saw from our amazing future generation was cadets going, “We've got this. We will establish it. We will uphold our standards. We will uphold our accountability.” And to me, that's very important to see that our next generation is taking ownership of that key leadership aspect, to even include honor. As many know, we had a pretty significant honor violation last year. The bad news is that occurred. The good news is it was the cadets themselves who came forward and said, “This happened, and this is our way forward.” As in all situations, though, anytime you point a finger at somebody, three fingers pointing back at yourself, we realized that institutionally, we had probably lowered the standards too far. We didn't expect enough, and we had parsed the Honor Code. And we made the decision to return to our roots and say, “No, the Honor Code is holistic. It will not be parsed.” But we do acknowledge that these amazing men and women that come from all four corners are coming to us in different stages of their character development, and so the sanctions that come from an honor violation for somebody with us for a few weeks or a couple months may be far different than the sanctions of somebody that are weeks or months out from commissioning and graduation. So ensuring that we have a tiered sanction system to deal with our honor violations. I'm very proud of the ownership that our cadets took with our honor system, and we are reinforcing their efforts as we move forward. We've also pivoted strongly to a four-class system. My observation was is through time at the Air Force Academy, we've ebbed and flowed from a four-class leadership development system to a fourth-class leadership development system. I would offer that we had gone to the point where the majority of training and focus was on the four-degrees, when we are blessed to have these our future leaders for 47 months, and we should be developing them the entire 47 months. And so we have developed the fourth-class leadership system, where for their four-degree year, we will focus them on being good teammates and followers. For the three-degree year, we will focus on them being good frontline engaged supervisors, two-degrees as team leaders and firsties as unit leaders, representing those roles in our Air Force from cadet squadron commander to DO, to executive officer, to A1 through A6 staff positions and flight commander and taking on those responsibilities. And again, just like we talked about work by training, there's assessment mechanisms for each of these that they must meet leadership assessments that will go into whether or not they are recognized and promoted to the next grade, as it moves forward. We executed the first year. Last year, I would offer that it was successful, but we've learned much from the process, and as we go into the second year, I think we're going to be able to go even further with our four-class leadership and development. We've also doubled down on discipline, that standards and accountability are important, and if you fail to meet our standards, then you must be held accountable, not only with punitive aspects, but also with rehabilitative aspects. It's a two-edged pincer movement as we went forward, and from my time at the Academy, I will offer to you, while I may not have enjoyed it at the time, I benefited greatly from both, because it forced me to reflect upon what got me in that situation and how I can take ownership of my own development as we move forward. So that is one of the aspects we return to. And then finally, for our National Character and Leadership Symposium: Let's focus on those character elements that we find through warfighting. And so last fall's was focused on, how are we going to develop warfighters to win? And then for next year, we're going to focus on the courage required to overcome adversity in a warfighting environment. And so I'm very excited as we get the speakers identified for both the fall, a shorter fall iteration, and the normal spring iteration, sharing those speakers with the wider alumni environment. And then finally, talking about those critical thinkers to adapt. I jokingly tell our cadets that, since I was in the '90s, we got to solve all the easy problems, and all that is left are all the wicked hard problems, but we need those critical thinkers to adapt, because they are going to bring the ingenuity, they're going to bring the innovation, and what I've challenged them is they also have to bring the courage to challenge the status quo. Too many times in our military, when we ask why we do something, if the answer is, “We've always done it that way,” then maybe we need to rethink and understand, are there better ways to do it? And I can tell you, our cadets bring that to bear. And so for this year, we're really focused on cadet empowerment and responsibility. Last year with the mandate, we moved very quickly, and we were more directive in nature. And what we heard loud and clear is that cadets hurdled over our expectations. What we heard loud and clear from them was, “We want to control the way forward.” And so how do we empower them more? And how do we make it clear that they are responsible not only for their mission, but their people? And adding to that of spending more time with them with these changes of why are we doing this change, and making sure that they understand the rest of the story. You may not always like the why, but if you have an appreciation of the why, its foundation will be able to execute mission command, because you now understand commander's intent, and you now can go, “I know the why. We can keep moving forward, because we can move forward with that.” We're also focusing on operationalizing all of the United States Air Force Academy, bringing that operational mindset to bear, from whether it would be establishing an A2 directorate in the headquarters and the cadet wing and in all cadet squadrons, and the DA2 director being our intelligence directorate, so that we can start to bring in classified intelligence briefings and give them not only to a permanent party, but to our future leaders. And we started that last January to great success, so that our future leaders can start to understand not only our and our allies capabilities, but our adversary capabilities and how we will conduct our joint warfighting aspects as we move forward. And it's important that we continue to bring in those operational matters so we prepare the cadets of today for the second lieutenants of tomorrow that can seamlessly nest in to how our Air Force and our Space Force operates. And that's a nicer way of saying is some of the USAFA unique things we've done— we probably need to think about how we're doing that in our Air Force and Space Force. We're also doubling down that cadet squadrons are the unit of action, just like it is in our Air Force, that the squadron is the unit of action. And it's tough at USAFA where you may prioritize your IC team, or your major, or your club, but at the end of the day, it's going to be the squadron that succeeds together as a team. And so we are focusing on making sure that we are reinforcing what the cadet squadrons are doing. They are going to go through their military training together. They're going to go through their culminating exercises together, same as recognition and promotion. And that's important as we focus on the four-class system of those teammates, followers, frontline engaged supervisors, team leaders, unit leaders, but also acknowledging that we must empower cadet leaders to own the responsibility of their units. And I recently sat down with cadet squadron commanders and their special staffs and said, “Congratulations, you're the cadet commanders. You are responsible for two things: your mission and your people. It's not just about marching at the front of a formation. It's about executing the mission you've been given, whether that mission be military, academics or athletics, and taking care of your people.” And as such, we have established special staffs inside of each cadet squadron, every wing in the Air Force, most groups and many squadrons have special staff to both support the unit, but more importantly, advise the commander, because the commander is the one who's ultimately responsible for their people. And so we are bringing cadet special staff — which they may not be the subject matter experts in equal opportunity, integrated prevention response, spiritual matters or medical matters. They are there to support the squadron, advise the commander and have that connectivity to our subject matter experts, whether it be our chaplaincy, whether that be our amazing medical group and cadet clinic, our amazing SAPR team and all the helping agencies across USAFA to make sure that we can support all of our cadets going through a high-demand developmental program at the United States Air Force Academy. And the twist on that is again, saying, “Commanders, you are the ones who are responsible.” And now let's give you the tools to be successful as the permanent party are there to advise and oversight, empower our cadets even more. And then the final one is a return to decorum training. We conducted a beta test last year to success, and now we're looking to see how we can bring forward that decorum training for the entirety of the Cadet Wing. I am not this is not a return to the days of wine pairings, you know, but it is an acknowledgement that as an officer in our Air Force and Space Force, when you go to events, you're not only representing yourself, you're representing your team, you're representing your unit. And what are those decorum skills you need to have at events so that you can develop networks with teammates that might be outside your normal operational circle, or how do you ensure how you engage with other teammates so you can learn more about the world you're in? And so it's important that we establish that decorum focus and looking forward to how we can squeeze that in into the complicated lives of all of our cadets as we move forward. And then, just to reinforce on the critical thinking, I've already talked about the three minors we added, but I'm proud to say that we're in close coordination right now with Gen. Tullos at Air University and about to sign the memorandum of understanding where we will start a beta test for offering master's degree classes at the United States Air Force Academy, with the long-term intent of offering master's degrees at United States Air Force Academy under the Air Force Institute of Technology certification. So we have much to learn, but the doorway is open, and I can tell you from looking at so many of our cadets that come in with 20, 30, 40 college credit hours already, I think we have cadets that are ready to take on that journey, and I look forward to giving an update on that after we get through some of our initial how does this work process. So just to summarize: Our mission, our vision, our priorities are delivering what we need. And it's those warrior leaders that are ready on Day 1 in our Air Force and Space Force. And thanks to our amazing team, whether it be in the senior leader team, but more importantly, those incredible permanent party that are working long hours, whether it's in Fairchild Hall, Sijan Hall, Vandenberg Hall, in the tunnels, in the heat plant, in the Child Development Center, down at Clune Arena, out in Jacks Valley — our permanent party are crushing it, and it's important because our nation deserves the best leaders that we can give the 330,000 airmen and guardians that are standing watch for our nation. Thank you.   Naviere Walkewicz Thank you for sharing the mission brief. I think many of us as graduates think we know what happens at the Academy, but you actually sharing what you accomplished in just a year is a bit mind blowing, sir.   Gen. Bauernfeind Thank you. And I, at times, am concerned at how fast we are moving, but I also know that we must move this fast. The adversaries are watching us, and they are choosing when is the right time to test our nation. And so in order to achieve peace through strength, we must display that deterrence, that warfighting ethos, that warfighting capability. So we keep our adversaries waking up every single morning going, “Today is not today to test the United States.”   Naviere Walkewicz Yes, sir, that is right on point. Yes, sir. Well, I would like to thank you in advance for taking on additional questions from our alumni and our graduate community. So if we might start, general, with some of the information across various channels that cuts about to our academics and the Department of Faculty, what would you be willing to share about the civilian workforce reductions and any next to the Academy's academic faculty?   Gen. Bauernfeind First and foremost, the reduction of civilians is not just civilian faculty. It's through all civilians at the United States Air Force Academy, and as we're tracking, throughout the entire Department of Defense. What makes it a little more challenging at the United States Air Force Academy is we have so many different civilian teammates, from firefighters to childcare workers to coaches to headquarters staff, personnel and faculty. And as we lean into the aspect, the conversations about all of our civilian teammates. The first challenge that we faced is historically, the United States Air Force Academy has been over our civilian paid budget, and we've received great support from the Department of Air Force to address our over execution. This year is a little different, and so that has to be a baseline consideration as we understand that— that we have to hire and maintain civilian teammates within the budget that the American public has given us as a lean forward. And to that point, thank you to the Association of Graduates and the Foundation, as well as other Academy-focused foundations that have provided volunteer and funded volunteer support to give us that additional margin of excellence that helps us mitigate this matter. With respect to fiscal year '25, our Air Force is going through a reduction of civilian personnel to the tune of 5,000 billets. Of those 5,000 billets, the portion of the United States Air Force Academy was a part of was a 140 billets. And as we have moved through that reduction of 140 billets, we identified 104 billets as we went through our prioritization that were unencumbered or empty, but lower priority. Unfortunately, there are 36 billets that were encumbered, so someone inside of that billet as we move forward. And the goal with that is to continually work over the coming months of how we can move teammates laterally into open billets, either at the United States Air Force Academy or other locations. So we keep their expertise inside of the greater Air Force, Space Force enterprise, and our A1 team continues to work that aspect. But it's also making sure that we're being very clear with our teammates that when those billets become unfunded, at some point without funding, we're having to pay for that billet via other means. And so it's important for us to have frank conversations with our teammates, to say, “Update your resume. Start looking. At some point this will move forward.” With respect to our faculty members, 16 took advantage of the government's deferred resignation program, which was a well-funded early retirement program which allowed them to leave in the spring under and basically on admin leave and retain their pay to later in the fall/winter timeframe as that moves forward. We also had three that already had planned retirements, so they were moving forward. Unfortunately, we see a hiring freeze so no backfill. But also three whose terms are many of our senior faculty, our term employees, at the end of their term came. And so we have backfilled them with active-duty and Reserve military faculty to keep our academic progress going forward. And thanks to our dean and their team, they are, you know, quickly adjusting, but they are making the changes they need to ensure that we continue to offer the majors that we promised through the Class of '26 and continue to offer the courses as we move forward. For the fall semester, in addition to the three minors we've added, we've also added four additional classes, and there are 10 classes of the 753 in our course of instruction, there are 10 that we will not offer in the fall semester, but we will continue to still move forward.   Naviere Walkewicz Yes, sir, thank you for that. You talked about backfills. Can you talk about some of the most important competencies for those instructors, as they were backfilling these positions right?   Gen. Bauernfeind As I testified to the Senate earlier this spring, the two most important things to me inside of our classroom is: One is subject matter expertise, and we value the subject matter expertise brought to us by our professors, associate professors, our assistant professors, our permanent professors, our senior military faculty, and the depth they provide, initially with a master's degree, but more importantly, those Ph.D.s that were an extreme depth of that subject matter expertise. But also as a military service academy— that operationally relevant experience, how do they apply what they're learning in the classroom into their futures in the Air Force and Space Force, whether that be in labs on operational units and future battlefields, and how they can connect that to the future. And we have many of our civilian faculty are also veterans, who are able to bring that strong connection to bear as it moves forward.   Naviere Walkewicz Yes, sir. Well, you mentioned you were adding a couple a few minors. Have there been any majors that have been removed from the program, and has this affected our accreditation in any way?   Gen. Bauernfeind No, ma'am, no majors have been impacted during this time. Every single year, we go through a curriculum review, and we have a curriculum review committee where we will adjust as we move forward based upon guidance we receive from the Air Force and Space Force, but also what demand signals we're seeing from our cadets. You know what they're signing up for. But that is just an annual aspect to make sure that we have the right instructor core to support the curriculum we need to develop and educate our future leaders what the Air Force and Space Force is expecting. But zero majors have been eliminated from the United States Air Force Academy.   Naviere Walkewicz Thank you, sir for clearing that up.   Gen. Bauernfeind Oh, and accreditation. We're in a good spot with accreditation. We maintain continual conversation with our accrediting bodies, whether it be the Higher Learning Commission or several of the engineering- or STEM-focused accrediting bodies such as ABET, we're still in a good spot. In fact, this year, we just approved our quality initiative, which is a key aspect to sustaining not only our accreditation, but showing that we're continuing to improve ourselves, and that quality initiative will focus strongly on data science, throughout all of our curriculum.   Naviere Walkewicz Yes, sir. I think that's wonderful. I know a lot of graduates were, you know, maybe didn't have all the information, so I think that's wonderful that you just shared that. Something interesting you talked about your brief was some master's, a beta testing for a master's program, working with AFIT. Can you expand a bit more about that? And then do you see the Academy becoming a five-year institution, or we will stay four years, 47 months?   Gen. Bauernfeind Right now, I believe that we will still stay a 47-month program because our academic program is 47 months; our athletic program is 47 months, and most importantly, our leadership development and military program is 47 months. For the AFIT program, the vision is — these amazing young Americans come in with so much academic credit. Many of them now are part of the Martinson Scholar Program. And thanks to Mr. Martinson's great support, we have a program that can focus on them going even further. What we can offer them now, the majority are taking multiple majors and multiple minors. What if, in the future, you didn't want to do multiple majors or minors, but you want to go and start on your master's degree, which many other institutes of higher learning are offering in a parallel aspect? And so in conversation with Gen. Tullos, how can we start allowing cadets as early as their junior year start taking master's programs and achieve what would be required? Initial assessment is we will have some that can probably achieve it in 47 months, but probably the greater group will need to stay the Academy for maybe six or 12 more months as a second lieutenant to finish up their AFIT courseware. So they would stop their 47-month USAFA program, but continue with their master's program in the classroom in Fairchild and finish out their master's here. Is the vision— and we're working through this. I want to be very clear that this is beta. We have a lot to learn in this. And from my perspective, as I work with the Air Force to get greater support for this, this is going to be a strong cost saver for the Air Force. When our Air Force officers go to get master's degree, as a general rule, they are out of their operational career field for two years as they go to execute their 18-month AFIT program, plus two associated PCSs. Now we show not only a time saving, but a cost savings. And now these second lieutenants are entering, a portion of them, are entering their air force or Space Force with a master's degree. And it is not uncommon for many of our second lieutenants right now to even start their initial training, depending on what training is available until the spring of the next year after they graduate. So I see a strong promise, but we've got a lot of work to do to make it a reality.   Naviere Walkewicz Yes, sir. Well, that's creative and innovative thinking right there. I think that we're very excited to hear more about that, especially as the beta testing moves forward. Sir, maybe we can move into the warfighting realm. Graduates have been very interested in the renewed focus on warfighting that you've taken over the past year. What recent programs or military training taking place at USAFA right now are really supporting this development of the warfighter. Ready to lead on Day 1?   Gen. Bauernfeind So I believe we've always had a strong foundation of warfighting training, whether it be our airmanship programs, our powered flight programs, our jump programs, our special warfare programs and basic cadet training and cadet survival. But we're building upon that, and we're adding to those as great examples. As discussed earlier, if we can fight for the ammunition, we will have every single cadet qualify on both weapons every single year. The Class of '29 for the M18, the pistol, they qualified at a rate at about 65%. For the M4, the long gun, at a rate of 93%. I'm very proud of those numbers, because many of those young men and women— that was the first time they touched a weapon in their lives. And now, if they do it three more times before they graduate, those qualification rates are going to skyrocket, and they're going to have the confidence, when they deploy into harm's way, of their weapons. Additionally, thanks to the great work by the Cadet Wing, we have received 4,000 sets of chemical gear. And so not only in basic training, are they learning how to establish a forward operating base, defend it, but we're going past the days of where we walked into a tent, took our mask off and then dealt with the wonderful fluids that came out of our bodies. But now, going forward, to how are you going to conduct ATSO operations, or the ability to survive and operate in deployed locations with chemical gear on? And we're very proud to partake in some of that training with the basic cadets, and they are really taking to understanding what is required. And then the final aspect is, as discussed, the cadet warfighter instructor course, is acknowledging that to be really good at those items, we need some subject matter expertise. But the subject matter expertise required to lead, train and certify 4,000 cadets every year, we have to rely on cadet leaders, and as discussed, they're in the field as we speak in the inaugural cadet warfighter instructor course. And I look forward to seeing the feedback of how they will come back and do the squadrons. And tying that back to the cadets wanting more ownership of their training — the intent is 12 cadets inside of each cadet squadron that will now take on the responsibility through the academic year of that warfighter training that we will assess in the fall CULEX, and the ultimate assessment in the spring CULEX.   Naviere Walkewicz Sir, it really shows how you're building that expertise within the squadron to support the squadron commander so they really are taking care of their people. I think that's outstanding.   Gen. Bauernfeind And very excited about it.  And I just want to say thank you again, because it was due to the generosity of the Foundation that got us the seed to start the automation, with 29 Group 2, the smaller UAVs, as we see automation and all monitor warfighting, unleashing the cadets on how they're going to use those UAVs to defend their forward operating bases, to understand what's across the ridgeline as they move forward. And very excited to see where the cadets will take us in this, because I'm sure they're gonna be far more innovative than my generation.   Naviere Walkewicz Our generation, sir, yes, sir. Well, you talked about the four-class system and I think that was really relevant for our graduates to hear. How are cadets feeling motivated through this process? And have you seen them evolve over the past year since you started implementing that?   Gen. Bauernfeind I think the first aspect was— it took them time to truly understand what we were laying out as it went forward. And every year we do this, we will get a little more advanced at the end of the day. I think our four-degrees understood it. That was good. It was that they understood what it meant to be a teammate. What it meant to be a teammate, follower, and that was an easier aspect to develop them through. The team leaders at the senior NCO level for the two-degrees and the firsties as unit leaders, they started understanding that. The biggest challenge we saw was with the three-degrees. What does it mean to be a frontline, engaged supervisor? And we have to troop lead them through, “This is what it means to be a frontline, engaged supervisor.” That they are your subordinate. But to take best care of your people, you should know where they're from. You should know about their parents. You should know their dog's name. You should know where their birthday is. You should know when their next chemistry test is, when their next PT test is. And while you may not be able to tutor them on chemistry, you can gather and motivate them for, “Hey, if the PT test is three weeks out, let's go run together. Let's go get on the pull up bar together. Let's, you know, be engaged.” And the more you know your teammates, what I offer to you, whether it be in morning formation, noon meal formation, at the tables at Mitchell Hall, in the halls of your squadron, inside of 30 seconds you're gonna see your teammates, your subordinate, and you're gonna know if they're gonna have a good day or bad day, because you're close enough to know, just quickly, OK, they're gonna have a great day or something's going on. “Let's go take a walk. Let's figure out what's driving you down. And how can I, as a frontline engaged supervisor, start taking barriers out of your way?”   Naviere Walkewicz I mean, I can only imagine that giving them more pride, even now that they understand, “This is how I can be a frontline supervisor,” when you give us very specific examples. Well, if we might shift gears a little bit to admissions and graduation. Since we just had a class join us, and we had a class recently graduate, maybe you can tell us how the Class of '29 how they're faring so far.   Gen. Bauernfeind The Class of '29 are doing great. I am impressed by their professionalism. I'm impressed by their energy. And as you saw, as we just did the recent march back, they were loud and proud. That was really good as it went forward. And for the Class of '29, I'm proud to report that they are faring very well. Just so everybody knows, we had over 9,000 completed applications. We offered 1,411 offers of admission, and 1,112 took the oath on I-Day as it moved forward. We had cadets from every single state and territories of Guam and Puerto Rico, as well as 12 international cadets that joined us. Of those, 117 from Prep School came up the Hill. And then 76 are, you know, part of a prior Long Blue Line as it's coming forward as it goes. Of the Class of '29, 55% were in the top 10% of their class, and 96 were all invited on varsity sports. Right now we are, as coming out of basic training, of 1,095 and during that time, they're still going strong. We did have some teammates that didn't have a full appreciation of what military life was, or may not have been as impassioned about the Academy as their parents, and so we've parted ways with a few small numbers. But during basic training, I can proudly say— we talked about the qualifications on the weapons, but also say they took their very first PFT test, and looking back over the last five years, they, on average, scored 15 points higher than the last five years. And that's a testament to two teams, I would offer to you, well, not only the cadets themselves, who had to do it, but all of our admissions team that's out there saying, “Hey, congratulations, you've been admitted. Start preparing now.” But also our athletic director, athletic department team that was out there giving them good, focused training to prepare them for those physical fitness tests. And they just took PFT No. 2 a couple days ago, and we're accessing the data but all indications are it's trending up.   Naviere Walkewicz No, yes, sir. Those are outstanding numbers. As a country, we're seeing admission rates and the challenge of getting the best of the best into the door, the fact that we had such wonderful numbers coming in, and we're attriting very low, I think it's something we should be proud of.   Gen. Bauernfeind I'm very proud of it, but acknowledge it's a tough— it's a knife fight to get the best of the brightest, and so thanks to Air Education and Training Command and Accessions Command, we are going to try a new marketing contract this year to further make sure that the amazing young Americans throughout all four corners truly understand the opportunity in front of them with the Air Force Academy, and make sure they're aware of it. So I'm excited to see how that marketing campaign goes to even up our numbers, even a little bit more.   Naviere Walkewicz Awesome. Yes, sir. Well, sir, in the realm of athletics, last year, you shared an emphasis for cadet support and participation at more of our athletic events. What have you seen come from that? And what can you share about athletics, intramurals most currently?   Gen. Bauernfeind It's one of our three mission sets: athletics. And it's not just for our IC athletes. I jokingly tell some of the teammates to say, “Tell me about a cadets life.” It's like, well, they have three full time jobs, a military job, an academic job and an athletic job, and they really get a bachelor of science in time management. And that's as we go forward. But I've asked the athletic department, you know, during COVID, our intramural program atrophied, and now we have to see, how can we really enhance our intramurals as it goes forward. But I'm especially also proud of our intercollegiate athletes, 30 intercollegiate programs. When we talk about the blood, sweat, tears, the hard work that our IC athletes representing 25% of the Cadet Wing — they are really jumping in hard. And my expectations as the superintendent is all 30 of those programs earn home field advantage. And so we've recently published an operation order to the team as we look into the fall sports. And the basic synthesis of it is, protect this house. We will come strong to all home events, and we're working through that aspect. And so as a whole, not only will we figure out how to be strong at all of our home events, whether it be, you know, this fall with women's soccer, men's soccer, cross country, water polo, volleyball and, importantly, football. And proud to report here at our AOG that the entire Cadet Wing will be marching onto the football field and protecting this house and our amazing stadium at home games.   Naviere Walkewicz Yes, sir, thank you for that. That's fantastic. Sir, you know, you can't come out of this Air Force Academy, this 18,000 acres of amazing Academy, without seeing some of the changes, whether it's facilities or capabilities. You know, of course, there are two questions we hear often about the chapel in the box. When will the chapel be done? And then also, you know, what about the visitor center? When can we actually get into it?   Gen. Bauernfeind No, those are two great questions, Naviere. First of all, I think that the box has become so routine there that we received a formal request from cadet. So how can we have a — no kidding — drive in movie theater screen? And the request came in at $300,000 so we thought the prudent action was, let's get the chapel done so we can take the box down instead of putting up a new theater. But right now, for our chapel, again, it is an amazing piece of architecture, and to maintain the historical relevance and the hard work that went behind it, it's going to take time. Right now, we're on schedule for 2028 and we are focused on making sure all the involved teams take every single day out and we can find out as soon as possible when we have any sort of deviation, so we can swarm it. And so as such, we hold monthly meetings with IMSC — the Installation Management Sustainment Command — Air Force Civil Engineering Command, the Corps of Engineers, to go through all of our military construction projects so that if something comes up, we are aware of it within days of the issue, and we swarm it together instead of letting issues boil for a long period of time. And so excited to get the chapel back open as such a spiritual icon of the United States Air Force Academy. And spirituality is so important to the holistic leader's readiness— not just physical, mental, social, family, but also spiritual. And I think it will be important for that development. And then to the visitor center. We're on track to open up in May of '26 before the graduation, and excited to finally open that visitor center and share with a much wider audience what all of our alumni and we know of the amazing story behind the Air Force Academy, all the amazing exemplars who have come from our Academy. And I will share with you, I'm excited to get a whole ton of young Americans inside the visitor center so they can start getting excited about being part of the Class of 2032, 2038 and beyond.   Naviere Walkewicz Yes, sir. Well, they say things are worth the wait, good things are worth the wait, and I think the interactive displays that are gonna come with this are really gonna help people understand truly what our cadets go through.     Gen. Bauernfeind Absolutely. And thank you again to the AOG and Foundation. As money got tight, the Foundation came forward and we now have that beautiful glider, you know, in position that shows what all of our cadets are working through.   Naviere Walkewicz Yes, sir. Well, our sole existence is to support the Academy, serve our grads and prserve the heritage. Well, sir, I'm cognizant of your time. We're so grateful you're here today. Mind if I ask you one final question?   Gen. Bauernfeind Please do.   Naviere Walkewicz What's on your mind that you want to leave with our graduates to be thinking about when you think about our Academy and your vision and mission. What can you leave us with?   Gen. Bauernfeind I just want to thank the Long Blue Line. We are 55,000-plus strong. There have been so many of our alumni, every single one of us that have gone through this journey. And we're proud of this institution. And I just say, continue to support this amazing institution. Spread the good word of what our Air Force Academy is, because we want amazing young women, amazing young men that are in your communities, in your churches, at your work centers, to say, “Hey, have you heard about the Air Force Academy? That's the place for you, because our nation deserves the best.” And just a final thanks to the alumni, and as a superintendent, I'm proud to be in this position with my amazing teammates. And any alumni that wants to ask me, “What's the rest of the story?” I am always available. Please hit me up in the hallways, on the Terrazzo, on the field, and I look forward to your conversations.   Naviere Walkewicz This has been a special edition of the Air Force Gradcast. On behalf of the Long Blue Line Podcast Network and the U.S. Air Force Academy Association & Foundation, thank you for joining us. It's been a privilege to hear directly from Lt. Gen. Bauernfeind and to share updates and perspectives relevant to graduates across our Academy community. Thank you for your continued connection, commitment and support of our United States Air Force Academy. I'm Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. Until next time.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

Northstar Elementary Principal John Keitges previews the upcoming school year

A weekly magazine-style radio show featuring the voices and stories of Asians and Pacific Islanders from all corners of our community. The show is produced by a collective of media makers, deejays, and activists.   Important Resources: Asian Refugees United: Website | Instagram | Learn about the Disappearances of Bhutanese American refugees: Website | Toolkit Hmong Innovating Politics: Website | Instagram Lavender Phoenix: Website | Instagram Minjoona Music: Instagram   Transcript: Cheryl (Host): Good evening. You're tuned in to Apex Express. I'm your host, Cheryl, and tonight we're diving into the vibrant summer programming happening across the AACRE network. That's the Asian Americans for Civil Rights and Equality Network. AACRE is made up of 11 Asian American social justice organizations working together to build collective power and create lasting movements .  Throughout tonight's show, we'll be spotlighting a few of these groups [00:01:00] and the incredible work they're leading this summer. First up, we're joined by Pratik from Asian refugees United Pratik. Thank you so much for being here. Do you mind introducing yourself and to kick things off in the spirit of tonight's show, maybe share what's something that's been bringing you joy this summer? Pratik (ARU): Hello, namaste everyone. My name is Pratik Chhetri. He, him. I'm the program manager at ARU, Asian Refugees United in Pennsylvania. I'm originally from Nepal. I grew up in Nepal. I am an immigrant, came to the for college long time ago. And I've been working in social justice, health justice field for over 15 years now. Initially it was mostly around advocacy policy relating to access to medicines, issues, especially in lower and middle income countries, and the past six, seven. More than seven [00:02:00] years. I also started an organization, a nonprofit organization in Nepal, that works at the intersection of social, economic and climate justice. And with ARU, I got introduced to ARU back in 2020. So by that time I had some skills that I felt I could bring to the community. Even though I'm not from Bhutanese refugee community, I speak the language, I understand the culture to a certain extent. So I felt with the linguistic skill I could be of some help. I think right around that time COVID happened, everything and end of 2021 is when I reconnected with Robin and started talking about possibilities. For about two years, I was part of the CAMP for Emerging Leaders, the leadership program ARU has, and [00:03:00] starting last year, early this year formally, I am a staff, for ARU. I'm in charge of programs under wellness, education, and civic engagement largely but depending on time and resources, I become available for other programs as well. It's a joy working with ARU. I was just telling Cheryl earlier that it doesn't feel like work ‘ cause I enjoy it, working with people, getting to work on impactful programs, and being a part of an organization that has so much potential, so much responsibility, but also trying to find new ways to become, useful for the community. That's very exciting. Yeah.  Cheryl (Host): That's great. I'm glad that your work is what's bringing you joy this summer. That's so special. And before we get into some of that impactful programming that you've been running this summer, could you [00:04:00] tell us a little bit about, ARU, Asian Refugees United  Pratik (ARU): Sure. ARU started back in 2016 in California and back then all of the programs used to be in California. The community that ARU serves since then, and even to this day are Nepali speaking, Bhutanese refugee community and Vietnamese community, Korean and other Pan-Asian community. After the pandemic, there has been a lot of secondary migration of the Bhutanese folks from across the United States to two major locations. One being central PA around Harrisburg area and Pennsylvania, and the second one around Columbus, Ohio, and other major cities in Ohio. The secondary migration mostly to Pennsylvania triggered a, shifting of ARU programs, to Pennsylvania as well in addition to [00:05:00] California. So at this point in 2025, the Pennsylvania side of ARU caters to the Nepali speaking Bhutanese folks. And the California side of ARU works with Vietnamese, Korean, and other Asian communities. I work with the Pennsylvania, ARU, and here we have four different pillars around health and wellness, education, art and storytelling. And the fourth one is civic engagement, and that is the newest one. I can talk about programs under each of the pillars but for summer the programs that is bringing me joy, not only for me, but also ARU's staffs is this longitudinal five month long leadership program called Camp for Emerging Leaders, where we recruit Nepali speaking folks from all across United States, and they go through virtual sessions every other [00:06:00] week on, history to the story of displacement, intergenerational trauma. How it started, how it used to be back in Bhutan, how it used to be in the refugee camps in Nepal, and now how it is in the US and Canada, wherever they are. So end of summer, end of July, early August is when all of those cohort members, the youth leaders will come physically to Harrisburg and we'll spend a few days here connecting with each other, building that trust, but also working together to build projects for the community, addressing community challenges that's happening. And for that I think five or six of the ARU staff from California are also coming. We have guest speakers. I think one of them is coming from all the way from Australia. It's fun. Largely I think [00:07:00] I'm looking forward to meeting with all of these youth leaders who have so much potential to do, so much good, not only for Bhutanese community, Nepali speaking, south Asian community, but also, their potential goes beyond that, yeah.  Cheryl (Host): It is powerful to hear how ARU's work has evolved and now spans across the nation, and also how Camp for Emerging Leaders is creating space for Nepali speaking Bhutanese youth to reflect their community's history, build deep connections, and grow as leaders. You mentioned that during the summer youth leaders gather in Harrisburg to create community projects. Could you share more about what kinds of projects they're working on and what kind of issues they're hoping to address? Pratik (ARU): For education, one of the main ones that we just concluded is, so we started high school success program called First Step Forward. And the interesting thing, the exciting thing about this program [00:08:00] is the concept of First Step forward from one of the Camp for Emerging Leaders cohort from two years ago. And similarly so that's how most of ARU programs have been. The ARU Youth Center, the ARU Office, that concept also started from the camp for emerging leaders. There are a couple other programs ARU does. Youth Wellness Day. That started from the camp as well. For the First Step Forward, what we do is early winter of, I think January or February we accepted a cohort of 10. These were high school juniors and seniors, and largely the purpose of the program is to make sure that they are well equipped for college and for any other professional avenues they end up going even if higher education is not for them. We did a lot of like leadership sessions, public speaking [00:09:00] sessions, like how to write essays, how to apply for different scholarships. We just concluded it literally last Saturday, we went hiking and went to one of the Six Flags amusement parks. But learning from that program, we are scaling it up. We're taking 20 people next year, and we will do it a year long cohort. So starting from September up until May, June. We'll integrate college tours, not only for the kids, but also for their family because in Bhutanese community and Nepali speaking folks a lot of the times the parents do not understand how the system works, even with their best intent and best intention. So along with the students, it is very important for us to work with the family, the parents as much as possible to take them through the process, right? On education, we also do a lot of cultural navigation training to [00:10:00] different county level and different governance agencies. Some of the cultural navigation trainings that we did in the past year that I can think of is we did one for the. Panel of judges from Dauphin County, which is where Harrisburg is. We did similar thing for different school districts in Dauphin and Cumberland County, different nearby counties for juvenile probation unit, child and youth services. And while we do that, as an organization, it gave us a better sense of where the gaps are, especially for parents to run into difficulties. 'cause a lot of times, for example, if a kid is sent home with a sheet of paper, even when it's bilingual, because their movement happened from Nepal to Bhutan, such a long time ago, a lot of the folks in the community speak the language but do not understand how to read or write the [00:11:00] language. So there are double language barrier, right? When a kid is called into a meeting or a disciplinary meeting, the parents a lot of times don't even look at the sheet of paper or don't know where to show up or how to show up or what to expect. Based on those things we're using that knowledge and experience to design further programs in the future. That's just for education. With civic engagement, for example, this 2024 cycle was the first election for our community members to vote in their lifetime. Back in Bhutan they didn't have that opportunity and then they spent decades in refugee camps, and it took most of them some time to get the green cards and five years after Green card to secure their citizenship. So we saw a lot of even elderly folks show up to voting. That was their first time that they were voting. And when that happens, it's not [00:12:00] just generic voter education. It's teaching the community how to register, where to register, where to show up at the precincts. A lot of precincts we were seeing, 30 to 40% of the folks show up to the wrong precincts. So there's a lot of need, but also in 2024 we saw, unfortunately, a lot of folks fall victim to misinformation and disinformation. So there's that need to do something about that part as well in the future. One of the things we started doing under civic engagement work is not just teach folks where to register, how to register on voter education, but also preparing some of the community members to run for office.  Two or three weeks ago, mid-June, we did our first round of run for office training. We partner up with another organization called Lead PA. And even for the folks who showed up, all of us [00:13:00] are politically inclined, educated to a certain extent, and a lot of the things that were shared in that training, it was mostly new to us, especially around local government. Like what are the positions that they are and how so many important positions, people run unopposed and what kind of ramifications that might have for our daily lives. Right. Starting 2026 election cycle, we're hoping some of our trainees run for office as well, starting from school board to all the way, wherever they want to. And there are wellness focused events, youth wellness Day that I talked about, around mental health is one of the great needs for the community. One piece of data might be very important to mention, based on CDCs 20 12 data, there was a report out, the research was conducted in 2012, and the report came out in 2014, basically what it said [00:14:00] was, Bhutanese folks in the US have the highest of suicide in the whole nation, and that's something that has not received a lot of attention or resources because generally those numbers get mixed up with generic Asian data and the numbers get diluted. Right. So one of the things, what, as an organization, what we are trying to do is bring awareness to that number. And the other thing is like, it's been over 10 years since that study happened and there has not been a follow-up study. What we are seeing is previously how mental health and it's ramifications how it was affecting the community, it was mostly about 10 years ago, mostly affecting older folks. Now we are seeing a lot of younger folks commit suicide or suicidal attempts. So there is a lot of work in that respect as [00:15:00] well. These are also some of the very crucial topics to work on. But as an organization, we are taking baby steps toward being able to efficiently address the community needs. I missed some of them, but overall, our organizational goal is to empower the community in one way or the other. And one of the tools that we use is focusing on youths because youths in the community, similar to other immigrant communities, our youths are mostly bilingual, bicultural, and many times they're the translators and system navigators for their whole family. And in many cases their extended family as well. Yeah.  Cheryl (Host): Wow. There are so many layers to the work that you all do. From developing leaders to run for office, to supporting mental health, to helping folks navigate voting and helping folks access higher education or career pathways.[00:16:00]  That's such a wide scope, and I imagine it takes a lot to hold all of that. How do you all manage to balance so much, especially with a small team, is that right?  Pratik (ARU): Yes. Technically we only have one full-time staff. Most are part-time, but ranging from. 10% to 80%. Largely we rely on the community members, volunteers, and we pay the volunteers when we can. And other times, I think it speaks to how much time and effort and how genuinely, folks like Robin, who is the co ED of ARU and Parsu who is the office manager, and other folks in Harrisburg, connected with different community leaders, folks of different subgroups over the years. So. When ARU moved to Harrisburg, Pennsylvania post pandemic, it took them a while to get the hang of the community, the growing community. Back then it used to [00:17:00] be 10, 20,000 max in central PA and now our estimation is like 70, 80,000 in central PA. It took them a while to create space of trust, that ARU are people that they can come for when they run into problems. And even when we don't have a lot of resources, people show up. People volunteer. People volunteer their time, their spaces for meetings and events. Yeah. And that's how we've been running it. I feel like we do five or 10 x amount of work with the resources that we have, but that's largely because of the perception the community has about Robin, about Parsu, about other individuals, and about the organization.  Cheryl (Host): That's so amazing. ARU clearly has such deep community roots, not just through the incredible work that of course Robin, [00:18:00] Parsu and so many others you have named have done to build lasting relationships that now sustain the work in the organization, but also I think it's also evident in the examples you've shared through Camp for Emerging Leaders, how you all really listen to youth and learn from their experiences. And you all shape programs that respond directly to the needs that you're seeing. And in that same spirit of care and commitment that is reflected in ARU's amazing staff and volunteers. I'm curious, are there any moments or memories from camp for emerging leaders that stand out to you? I imagine there must be so many.  Pratik (ARU): Yeah. Many stories. I started attending and facilitating the sessions for the camp I from 2022 cohort and maybe even 23 cohort. I think this is the third one that I'm doing. I'll talk about Kamana. [00:19:00] Kamana joined the 23 cohort and at that time she was still in high school. But you know, she was bubbly, full of energy and she was one of the pretty active members of the cohort and eventually after the cohort, she ended up joining ARU as initially, I think as an intern, and now she is the lead of the education program. She will be a sophomore or rising junior, starting this fall. But now she'll be running the education program, First Step Forward. Primarily it was internally us staff, we see the growth in them with experience. But also I think one of the things that ARU does is we create a sort of non-hierarchical structure within our office space in the sense that anyone can [00:20:00] design a program or any idea, and they do not feel intimidated to speaking up. I think because of that, people like Kamana, I can talk about other folks like Nawal. Them growing within ARU space shows not just with experience, but also I think the kind of open and inclusive and non hierarchical space that we create they feel comfortable enough in leading. A lot of times when we have , X, y, and Z needs to be done in the group chat, people just volunteer. Even when they don't get paid, we see our staff, our volunteer base just show up time and time again. Yeah.  Cheryl (Host): Wow. ARU is such a special container. You've created this beautiful space where people can grow and then also have agency to shape that container in whatever way that they want. That is so special. How can listeners support your work this [00:21:00] summer? Whether that's showing up or donating or volunteering or spreading the word.  Pratik (ARU): One of the things is for the listeners, I feel like not a lot of folks know about Bhutanese community much. So yes, they speak Nepali. They sometimes they identify as Nepali because it's just easy. , Bhutanese folks normally identify as either Bhutanese or Nepali or American or any combination of those three identities. A lot of folks do not know, including folks from Nepal about the atrocity, the trauma that the community went through had to go through the forced persecution out of Bhutan and then living under very limited means while in the refugee camps in Nepal and even the number of challenges the community still [00:22:00] faces. I talked a little bit about mental health needs. There's. There are needs around, health seeking behavior and similar to other immigrant communities as well, but also, on education. Because of the historical division around caste and class and other demographic details, certain folks in the community are geared towards success versus others aren't. And we see that. We see the pattern quite distinct by their indigeneity, by their caste, by their last names. In our community you can tell what their caste is, what their ethnic background is with their last names. So I would invite the audience to learn a little bit more about this community and if you have that space and resources [00:23:00] to be, if you're a researcher, if you want to do some research studies, if you want to bring some programs. If you have scholarship ideas, if you want to create any scholarship for the kids in the community, or if you have means, and if you can donate, either or. It doesn't have to be just, financial resources. It can be sometimes being available as mentor to some of the kids to show them these are the possibilities. To summarize, learn more about the community if you don't know already including some of the new atrocities, the community's facing right now with ICE detention and deportation, even when the community was brought in to this country after years and years of approval through the process. And if you have resources and means help with knowledge sharing, being available or with [00:24:00] financial means either or. I just wanted to mention that I work with ARU and I work with the Bhutanese community, but like I said, I'm not from the Bhutan community. I grew up in Nepal. I speak the language, I understand the culture to a certain extent, but I definitely cannot speak for the experience of going and living as a refugee. So,, if you have any question, if you want to learn more about that, Cheryl and I, we are happy to put you in touch with folks with incredible stories, inspiring stories of resilience in the community. Cheryl (Host): Thank you so much. All of the links, whether to learn more, donate or get involved, as well as information about the disappearances impacting the Bhutanese American community will be included in our show notes. A huge thank you to Pratik from Asian Refugees United for joining us tonight. We're deeply grateful for the work you do and the love you carry for our [00:25:00] communities. To our listeners, thank you for tuning in. We're going to take a quick music break and when we come back we'll hear more about the summer programming happening across the AACRE network with folks from Lavender Phoenix, and Hmong innovating politics. So don't go anywhere. Next up, you're listening to a track called “Juniper” by Minjoona, a project led by Korean American musician, Jackson Wright. This track features Ari Statler on bass, josh Qiyan on drums, and Ryan Fu producing. Juniper is the lead single from Minjoona's newest release, the Juniper EP, a five track p roject rooted in indie rock, 60 throwback vibes, and lyric forward storytelling. You can follow Minjoona on Instagram at @minjoonamusic or find them on Spotify to keep up with upcoming releases. We'll drop the links in our show notes. Enjoy the track and we'll be right back. [00:26:00] [00:27:00] [00:28:00] [00:29:00] [00:30:00]  And we're back!!. You're listening to APEX express on 94.1 KPFA, 89.3 KPFB in Berkeley. 88.1. KFCF in Fresno and online@kpfa.org. That was “Juniper” by Minjoona.  Huge thanks to Jackson Wright and the whole crew behind that track [00:31:00] Before the break, we were live with Pratik from Asian Refugees United, talking about the powerful summer programming, supporting the Nepalese speaking Bhutanese community in Harrisburg, Pennsylvania. Now I'm joined by from Blair Phoenix. From Lavender Phoenix, who's here to share about her experiences as a summer organizer In Lav N'S annual summer in Lav N's annual summer organizer in Lav N'S annual summer organizing program. Hi Mar. Thank you so much for being here. Thank you so much for being here. Do you mind introducing yourself to our listeners? Okay. Mar, do you mind for our listeners out there who are just tuning in, do you mind introducing yourself? Mar (LavNix): Yes. Thank you, Cheryl. Hi, y'all. My name is Mar Pronouns, [00:32:00] she/siya/any! I come from the lands of the Ibaloi people in the Philippines or “Maharlika”. I am a queer Muslim and yeah, I'm just happy to be here. Cheryl (Host): Yay. We're so happy to have you here, mar! For those who might not be familiar, Mar is joining us from Lavender Phoenix as part of this year's summer organizing program. Mar,, could you start by giving our listeners a quick introduction to Lavender Phoenix? And then could you tell us a little bit about the summer organizing program and what it's all about? Mar (LavNix): Yeah, of course. Cheryl. Let's start with Lavender Phoenix. Lavender Phoenix is a really awesome nonprofit over here in the Bay Area who focus on trans queer, API. Work basically. I really love Lavender Phoenix because of their unwavering commitment to collective liberation [00:33:00] and the very specific focus and centering around trans queer API leadership because our leadership is often underrepresented and because there's so many intersections there, we need to have trans queer API leadership to be able to move the work. And so really fond of lavender Phoenix's ethos and mission values. This year for the summer 2025, I'm part of their summer organizer program, which is a cohort of organizers both emerging, established and wanting to learn, and we learn a lot of transformative interpersonal organizing skills, but also building our more technical skill sets alongside with that. So we're actually three weeks from graduation [00:34:00] nooooooooo!. Anyways, yeah, just really happy to be in this cohort. I'm feeling really aligned in that I am here and it is transforming me in the way I had intentions for when I applied for it. Cheryl (Host): Wow. It sounds like this was a really impactful program for you. I wanna know what kinds of projects are you all working on?  Mar (LavNix): Yeah, so it's really beautiful because it's not just like a single project the cohort works on, it's kind of a myriad of things. We have two folks who are doing projects with other organizations, and then we have the rest of the folks working on two projects within Lavender Phoenix's programming. And so for my group, my very awesome group, we are doing the River of Life Project, and the River of Life Project is a five week long cohort where we practice storytelling in a very vulnerable and honest way, and this is for the [00:35:00] purpose to really witness one another and to cultivate our storytelling skills because our stories and narratives is so important. There's whole states and governments trying to take that away from us, and so our project is to guide and facilitate this project and meet with members across rank. It's super cool seeing the different facets of lavender Phoenix come together and be down, to be in the act of vulnerability and honesty and that is their praxis for collective liberation. Yeah.  Cheryl (Host): Yeah. Yeah. That's so well said. And it's so important that we have these spaces to practice that vulnerability because we are so often punished for being who we are. Right. So, mm-hmm. These programs are so crucial as you have uplifted for us. I am so curious to learn more about this River of Life project, but [00:36:00] also before we even get to that, I wanna zoom out a little bit and focus on your growth and who are you now as you get closer three weeks from graduation?  Mar (LavNix): Ooh, that is such a beautiful question, Cheryl. Yeah. I've been really reflecting on how this program transformed me this summer and to bring us back to when I first applied. I first applied sometime in March, I believe. I remember 'cause it was around Ramadan. I was at a point in my life where I felt stagnant in my organizing journey. I would attend all these workshops, I would keep reading, but there was a disconnect in how my mind wanted to move next. So here we are in 2025, I was accepted into the program. I was like, yay, my people. And you know, [00:37:00] my expectations was met. In fact, it was exceeded. Very exceeded because I didn't know these things that i'm learning now. I didn't know how much I needed them until I learned them. In my time with Lavender Phoenix, as I'm reflecting to this point, graduation being three weeks out, I realized that before joining this cohort, my heart and my spirit was in a really bad place, and I think a lot of people could resonate. There's genocides, ethnic cleansings, and just terrible things happening all over the world, and there's like a dichotomy of people who are trying so hard and then there's a dichotomy of people who are unaffected by it. And so my spirit and my heart was so broken down seems really dramatic, but it wasn't being rejuvenated for sure. And so, being in this space and being in a [00:38:00] container that's just honesty and vulnerability and it's all rooted in each other's liberation really replenish that cup. The teachings and the knowledge and the wisdom that I'm getting, it's helping me add more to my North Star, which I'm really thankful of because I didn't know this is what I needed in March. Cheryl (Host): That is so beautiful. So much of what's going on right now by the systems that be, the powers that be, it's meant to isolate us and to make us feel exactly what you said. Capitalism isolates us and keeps us in that place because that's how it benefits . So Lavender Phoenix is summer organizing program, what I'm hearing from you is this revolutionary space that is counter to that. It's filled with hope and dreaming for a better world. So how is that being informed in River of Life, in the storytelling leadership development that you are developing within Lavender Phoenix's membership?  Mar (LavNix): Oh, yes. I'm [00:39:00] understanding the responsibility on how I move in this space. And so before the cohort of the River of Life project presents, it's actually gonna be me and another facilitator going to share our stories. And so we're also in the act of being vulnerable and honest and really wanting the others to witness us as we will witness them. We've removed kind of that superiority in that space. When I think of this, it brings me back to Freire's idea of an engaged pedagogy, but not necessarily like an educator and a student, but like removing hierarchies, which I think is really, a value that's rooted in, or lavender Phoenix is rooted in that value. There's no hierarchy, but there is ranks and we all see each other as equals. It's really beautiful to be able to see that and then know how I move in this [00:40:00] space to prepare our cohort. I hope that my storytelling, I can only hope, I do not know how it's gonna be received inshallah it's received super well. But I really do hope that they see how vulnerable I also get and how I'm doing this so that I could build deeper relationships with these people as I continue my journey with Lavender, Phoenix and to them as well. I hope these values, if not already present in our people, this project helps them cultivate that even further.  Cheryl (Host): I wanna ask what is something you want to share with our listeners who were in a similar space as you who felt lost and that they wanted something to grow in. What advice would you give?  Mar (LavNix): This is a really beautiful question [00:41:00] and So many things flooded my brain as you were asking this question, but i'm feeling more pulled and called to share this one thing . As I'm going through the summer organizer program, I really realized the importance of tending to myself so that I could show up for others. I have to be able to know how to advocate for my needs and what I need so that I can be in spaces with other people. It's so important that I know how to acknowledge my shame or whatever pain points I'm experiencing and let that not be a hindrance to the work, but integrate it in a way that I will tend to it, and by tending to it, I can continue doing the work. And I know it's really [00:42:00] hard to prioritize yourself when it feels like you should prioritize everything else in the world right now, but I am really learning that that's what I needed to do. When I say prioritize myself, I'm not saying oh, I need to go do this and I need to go drink all my water. Yes, also care for our physical bodies and our mental bodies, but also taking time to know who I am as a person and what I could offer to the movement, and knowing how to communicate to others in the movement so that I could show up as a better organizer. And so the final words that I will have to share is I hope everyone who's hearing this shows the love that they have for other people to themselves [00:43:00] too.  Cheryl (Host): That was so beautiful. What you just shared right now about tending to yourself that's part of the work too. And that's so counterintuitive, I feel. This project that you're leading, the river of life where the focus is so much on your story and honoring who you are, I think that is the true essence of what it means to be trans and queer. Showing up with your whole self and embracing that. And in turn, by doing that, you are holding everybody else too, that very practice. To find out more about Lavender Phoenix Mar, how can our listeners plug into Lavender Phoenix's work?  Mar (LavNix): Follow us on Instagram or check out Lavender, Phoenix website. We post a lot. Sign up for the newsletter. Volunteer. We're really cool. Or just look at the staff and see if anybody calls you and you wanna hit them up. We're so awesome. Cheryl (Host): Thank you for joining us on tonight's show, Mar, and for sharing your experiences on Lavender Phoenix's [00:44:00] summer organizing program with all of All of the links that Mar mentioned on how to stay in touch with Lavender Phoenix's work be available in our show notes as per usual. We are so grateful, thank you again, Mar! Next up, we're joined by Katie from Hmong Innovating Politics. Katie. Welcome, welcome. I'm so happy to have you on our show tonight. Would you mind introducing yourself to our listeners? Katie (HIP): Hi everyone. My name is Katie. I use she her pronouns. My Hmong name is ING and I mainly introduce myself as ING to my community, especially elders because one ING is my given name. Katie is like a self-assigned name. In my work with HIP I've been trying to figure out what feels more natural when, but I do catch myself introducing myself to my Hmong community. And yeah, I'm totally cool if folks referring to me as Katie Oring and my ask is just pronouncing my name correctly. Who are my people? Who's my community? I would say my community is my family. And then the young people that I work [00:45:00] with, the elders in my community, the ones who would like to claim me, my team. I would say Hmong women that I've met through some of the work that I do at my volunteer org, and oh my goodness, there're so many people. My friends, oh my gosh, if my friends are listening to this, my friends are my community, they're my people. They keep me grounded, alive and fun. My siblings. All of the folks in Fresno and Sacramento that have been a part of the spaces that I've shared at HIP and the spaces that we've created together.  Cheryl (Host): You are a community leader through and through . For folks who are listening and don't know, Hmong Innovating Politics is one of the AACRE groups and it has two different hubs basically in Central California, one in Sacramento, and one in Fresno. Katie, do you mind sharing a little bit about HIP and the work that you all do? Katie (HIP): Yeah. So, we are a power building organization and what does that mean, right? One is that we are [00:46:00] a part of empowering and supporting our community to become active change makers in their community. We believe that those who are most impacted by issues should also be the ones that receive resources and training to lead solutions and design, the dreams of their community. A framework that we use is called Belong Believe Become. We want to create space where young people feel their belongingness, know that they are rooted here in their community, and that they have a place. The believing part of our framework is that we want young people to also see themselves and see themselves as leaders. In their community and leadership can mean many forms, right? There's like passive and active leadership, and we want young people to know that there is enough space in this world for everyone in whichever capacity, they're choosing to show up in their community. The important piece of believing is that, believing that you also like matter and that your decisions are also impactful. And then become is that. [00:47:00] we share this framework and it's circular because we notice that some people can come into our space feeling like I know exactly who I'm gonna be. I know exactly what I wanna do, and feel really disconnected from their history and their, and the multiple parts of their identities. belong, believe become is cyclical and it's wherever you're at. And in this third piece of becoming it is that our young people know that they are leading the charge and transforming systems. That they are shifting the narratives of our community, that they get to own the narratives of our community, and that they are a part of the Power building our community as well. Cheryl (Host): Yeah, I love that . As we're talking, I'm noticing that you talk so much about young people and how so much of your work's framework is centered around young people. Do you mind giving context into that? So much of HIP's programming is on youth leadership, and so I'm wondering what does that look like programming wise and especially right now in the summer? Katie (HIP): Yeah, so it's more [00:48:00] recently that HIP has been identifying ourselves as a power building organization. Before we had claimed our work as base building, and this is through our civic engagement work for voter engagement and empowerment, and turning out the vote that, that is like what we, our organization was like centered on. Through that work, what we noticed was that like cycles and seasons after season, it was young people coming back and then they started asking are you all gonna have like consistent programming space for us, or is it just gonna always be around the election cycle? Through our civic engagement work, a framework that we use is the IVE model, integrated voter engagement. And that is that you are relationship building year after year, even outside of the election season. And so then it was how do we be more intentional about centering the people who are coming to us and centering the people who are shifting and challenging and pushing our leadership. And that was to [00:49:00] then move and prioritize the young people in our community. I think it's been maybe four or five years since this shift where we've really prioritized young people and really centered our work around youth justice. So then we had to create these spaces. Civic engagement work had primarily consisted of phone banking and canvassing and through that I think a lot of young people were then getting firsthand experience of this is like what it's like to be angry about these issue in my community. This is also what it's like to hold space for other people to go through and process their emotions. And then it was like, how do we train and skill up our young people to not only listen to their community, but be able to strategize and lead and take their ideas and dreams and put 'em into action. At the time folks working in our civic engagement programs were high school youth, college transitional age, young adults who are not in college. And we even had parent [00:50:00] age folks in our programs as well. In figuring out how do we better support our young folks was that a lot of young people were asking for more like designated space for youth that are in high school. The other request was can you all not be college based because not all young adults go to college in our community, yet we still wanted to access the programs. We had to strategize around these pieces. Also at the time when we were running civic engagement program, we were also building up our trans and queer work in the Central Valley and figuring out like what is HIP's place in this work? So that landed us into three programs. We have a program called Tsev which is TSEV. Um, and that means House in Hmong, but it's an acronym. It stands for Transforming Systems, empowering Our Village, and the reason why we named our youth program that is in the Hmong community, we refer to our community a lot “lub zos” which means village in English. And so that is why we wanted to name our program with something around the word village and then also [00:51:00] home, belongingness, right? We wanted our program to signify belonging. And so that is what landed us in this program. This program is based at a high school and we train cohorts of youth and the curriculum that we cover in all of our programs are pretty similar, but they are adjusted to be more relevant to the age group and the experiences that we are serving. So we have our high school program. We have our trans and queer young adult program called QHIP, queer Hmong intersectional Pride. And then we also have a young adult program called the Civic Engagement Fellowship, but I feel like we're gonna be revamping next year, so we might have a new name next year. And that one is, open to all young adults of all gender and sexuality. The projects that is focused in that is what's coming up on the election. So specific propositions and measures or whatever we are bringing to the ballot. And then with QHIP, it is very focused on intentionally building up leadership in the trans and queer community. [00:52:00] Yeah.  Cheryl (Host): You all tackle power building in so many different intersections, and I think that's so brilliant. You really tailor these spaces to the needs of your community and you're always listening to your community. That is honestly such a theme within the AACRE network. Could you tell us how these groups stay active during the summer?  Katie (HIP): Yeah! During the summer, we close off the cohort in June when the school year ends. And so we're actually in the assessment phase of this program right now. Our seniors throughout the summer go through a one-on-one exit with one of the staff in Fresno or Sacramento. After the senior exit closes out, then we'll be doing a overall annual assessment with all of the young people that were in the program this year. We're actually closing both these pieces out next week. We try to make things fun, right? So for the one-on-ones, we'll all come to the office and we'll have the one-on-one exit interviews and after that we'll go get lunch. somewhere cute, somewhere fun. Then with the end of the year evals, after we complete them for everyone, we'll just hang out. This [00:53:00] year we're planning to do like a paint by numbers night. And then we always somehow end up karaoking. For QHIP, our trans and queer young adult program we actually partner with Lavender Phoenix and have them attend the leadership exchange program that's happening right now. We did our own onboarding and then we celebrated the month of pride. And we also celebrated the trans march. Then after that transition into the leadership exchange program at Lavender Phoenix. After that program, I believe our lead members are going to be designing some projects this summer. And then they'll have the rest of the summer and hours to do their projects, and then we'll eventually close out with a retreat with them. Cheryl (Host): And for our listeners out there, do you mind giving a quick a preview on what lavender, Phoenix's leadership exchange program is and how you all work in tandem with each other?  Katie (HIP): Yeah. Okay. I know in the past, we've sent our more new to organizing leaders [00:54:00] to the leadership exchange program. This year the intention is that we wanted to send leaders from our community who might already have some organizing experience who have some experience in social justice and movement work. And so, during this I think some of my favorite things from the leadership exchange program is teaching folks how to ask for help. I think a lot of our young adults navigate their lives not knowing who to turn to for help and how to formulate and ask that is clear and supportive of their needs. So that's something that we really appreciate through the leadership exchange program. And another piece is mutual aid funding. Lavender Phoenix trains up leaders around fundraising support and that's something I'm really looking forward to our young people gaining. The other piece is ultimately training of trans and queer leaders in our community so that we can continue to sustain this movement and this lifelong work of trans and queer liberation. The leadership exchange program has been able to equip folks with very necessary skills so that they can continue to sustain trans and queer [00:55:00] leadership. I bring in the fundraising piece because, I think a lot of young people that I work with, they're so scared to ask for resource support, especially money. And I think a lot of it comes with our own family trauma around finances, right? So, I'm excited to see what they debrief about and what they reflect on.  Cheryl (Host): That's so amazing. It really sounds like all of these programs that you all do are really building up leaders for the long term of our movements. Asking for help is so related to navigating money, trauma and is so key in shaping liberatory futures. For folks out there who wanna get plugged into some of HIP's programming work, how can we stay in touch with you all? Katie (HIP): Our Instagram is the best spot. And then on our Instagram you can click on the little short link to sign up for our newsletter. We have some volunteer opportunities coming up in the month of August so if folks in the Central Valley wanna support with one of our community engagement [00:56:00] surveys, either to partake in the survey or to support us in doing the outreach and getting the word out so that folks complete the survey. There's two ways that you can participate with us. Yeah.  Cheryl (Host): Thanks, Katie, and of course all of those links will be available in our show notes. Thanks so much for coming on our show tonight, Katie, and thank you to our listeners for tuning in. We'll see you next time. [00:57:00] [00:58:00]  The post APEX Express – August 21, 2025 Sumer Programming in the AACRE Network appeared first on KPFA.

Chapters: 1:40 - Legacy of Fudgy3:24 - The Dark Side of Humility6:50 - Right decision at the right time7:14 - Need of a Male figure in Life9:23 - Be a Go-getter12:20 - First lessons learned the hard way15:06 - Cultural simulation in a new country18:59 - Brand research and insights21:58 - Entry of Cinnabon28:25 - Cinnabon smell in the malls31:50 - Corporate vs Customer level'34:09 - How to handle the throttle35:54 - Secret go-to interview Questions39:59 - Advising for a Big Company45:05 - Biggest challenging moment46:52 - Single Greatest piece of  advice48:54 - Kat's North Star

Wait, Schwartz is who?!

Marc from Algorand joins Sam to unpack their 2025 roadmap, the push for mainstream adoption, and lessons he brings from his time at Google and Android. He explains Algorand's unique developer-friendly features, its work on quantum security, and how AI integration will accelerate the next wave of blockchain applications.Key Timestamps[00:00] Intro & Marc's journey: from Google/Android to Algorand.[00:03] The trilemma solved? Algorand's verifiable random functions & instant finality.[00:04] Six years of uptime: reliability & scaling to real-world use cases.[00:05] The 4-pillar roadmap: values, mainstream adoption, tokenization/identity, research.[00:07] Competing with other L1s/L2s: reliability + dev-friendly built-ins.[00:09] Mainstream adoption: UX challenges, wallets, seed recovery, gas abstraction.[00:12] Balancing simplicity with self-custody & decentralization.[00:14] Algorand's “North Star” metrics for adoption & growth.[00:15] Marketing that worked: “Can a Blockchain Do That?” campaign.[00:16] AI integration: Algorand 4.0, hackathons, LLM training, agents & payments.[00:20] If Marc could remove one thing from blockchain culture → rugging.[00:21] Lessons from Google: user-first, rapid iteration, shipping daily.[00:23] Respect in Web3: why Circle stands out.[00:24] Misconceptions: people underestimate Algorand's DeFi UX.[00:25] Quantum security: state proofs, Falcon signatures, securing the ledger.[00:28] Roadmap execution: xGov community governance + ecosystem collaboration.[00:31] Hackathons, grants, accelerator/incubator funnel for startups.[00:33] Big ecosystem event: Decipher planned for 2025.Connecthttps://algorand.co/https://www.linkedin.com/company/algorandfoundation/https://x.com/AlgoFoundationhttps://www.linkedin.com/in/marcvl/DisclaimerNothing mentioned in this podcast is investment advice and please do your own research. Finally, it would mean a lot if you can leave a review of this podcast on Apple Podcasts or Spotify and share this podcast with a friend.Be a guest on the podcast or contact us - https://www.web3pod.xyz/

North Star is on vacation this week, so we're rerunning some of our favourite episodes. This one originally aired March 8, 2022. On March 19, 2022, 12-year-old Naomi Hochman will celebrate her bat mitzvah at Winnipeg's Shaarey Zedek synagogue. And while she's the first girl in her family to have a bat mitzvah—her older brothers had theirs, and she just took for granted she would enjoy one too—bat mitzvahs are in fact a relatively new phenomenon. Naomi's bat mitzvah actually takes place on the 100-year anniversary of the very first bat mitzvah in North America. The daughter of an American reconstructionist rabbi, Judith Kaplan, earned that distinction on March 18, 1922. In Canada, what is believed to be the first bat mitzvah wouldn't take place until decades later, in 1949. Miriam Lieff led a Friday night service at Agudath Israel Synagogue in Ottawa, paving the way for generations of Canadian girls to take a more egalitarian role in Jewish religious life. Now 89, Lieff joins to recall her experience during a time when girls weren't even allowed to stand on the bimah—and Naomi will talk about how she feels carrying that torch so many years later. What we talked about: Submit your bat mitzvah story to the Jewish Women's Archive Credits Host and writer: Ellin Bessner (@ebessner) Original production team: Victoria Redden (producer) Current Production team: Zachary Kauffman (senior producer), Andrea Varsany (producer), Michael Fraiman (executive producer) Original Music: Dov Beck-Levine Current Music: Bret Higgins Support our show Subscribe to The CJN newsletter Donate to The CJN (+ get a charitable tax receipt) Subscribe to North Star (Not sure how? Click here)

Send us a textDo you meticulously plan your business strategy but wing it when it comes to your family's future? You're not alone. In this powerful episode, Tyler McCart shares a wake-up call for marketplace Christians about the glaring disconnect between how we approach business planning versus family planning.Tyler recounts a story from speaker Randy Pope who, at a business conference, challenged executives on this very contradiction. These leaders unanimously agreed they would never invest in a venture without a comprehensive plan, yet when asked about their life and family plans, the room fell silent. This revelation becomes the springboard for Tyler's passionate call to create family constitutions—frameworks that unite spiritual values with financial legacy.Drawing from biblical principles and personal experience, Tyler explores how a family constitution serves as the North Star for generational wealth transfer that honors God. He outlines practical steps for defining family values, creating a shared vision, and establishing governance structures that can preserve both spiritual heritage and financial resources across multiple generations. Just as Moses documented Israel's stories in the Torah, Tyler encourages families to document their values and formative stories to guide future generations.This isn't about controlling your children's paths, but rather establishing a structure that can help pass along generational values and wealth for three generations or more. Tyler references the Rockefeller family's seven-generation success as an example of what's possible with intentional planning.Ready to stop compartmentalizing your faith and finances? Connect with Tyler about family banking and legacy planning through the contact information in the show notes. Whether you're just starting your personal life plan or ready to create a comprehensive family constitution, this episode provides the blueprint for building a legacy that matters.Support the show

If every decision turns into a debate, you don't have a people problem—you're missing a filter.

What does it take to stay relevant in the fast-moving world of Gen Z and Gen Alpha? For Brieane Olson, CEO of PacSun, it's all about purpose, co-creation, and bold innovation. From signing the Jenner sisters before they became household names to bringing PacSun into Roblox and TikTok Shop, Breanne has made youth culture the company's North Star.In this episode of The Retail Pilot, co-hosted by Melissa Gonzalez, we dive deep into how PacSun evolved from a legacy mall brand to a billion-dollar leader in digital-first, Gen Z–centric fashion and what other retailers can learn from their fearless approach.In this conversation, Brieane shares:Her start in retail at age 15 and journey to the CEO seatHow co-creation with micro-creators is driving viral sales and brand affinityThe power of music, festivals, and physical retail in the digital ageHow PacSun uses AI across its stores, associate experience, and creative strategyThe evolving role of Gen Alpha and why brands must meet them where they areWhy social commerce is no longer optional and how to build it authenticallyHer leadership philosophy rooted in purpose, curiosity, and constant evolutionWhether you're a retail executive, marketer, founder, or just obsessed with youth culture trends, this episode is full of actionable insights on what it takes to lead with relevance, empathy, and a fearless willingness to evolve.If you loved this conversation, don't forget to follow and rate the show, and share this episode with someone who's building the next big thing in retail. Your next favorite strategy might just be one listen away.Hosted by Ausha. See ausha.co/privacy-policy for more information.

Intro: In Part 1, we get practical about leading with purpose, setting a clear North Star, and turning teams from “doers” into owners. We also unpack “draft-on impact”—the ripple effects leaders must see before they ship.  Summary: We talk about scaling with engagement (head + heart), why great leaders set outcomes—not tasks—and how asking “why” repeatedly sharpens strategy. We explore echo chambers as an unintended consequence of product choices, and why pace without participation kills buy-in. Finally, we land on trust and psychological safety as the foundation for everything else.  Highlights & Key Takeaways: Outcome > Orders: Point people to a North Star; let tactics live close to the work.  Draft-On Impact: Model second-order effects (e.g., polarization, FOMO) before launch.  Speed with Care: Going fast is useless if it blocks information flow and buy-in.  Trust = Safety: Engagement and commitment grow when people feel safe and seen.  Next Steps: Ask your team: What's our North Star this quarter? Map two “draft-on impacts” for your top initiative and how you'll mitigate them. List one place speed is harming buy-in—and what you'll slow down to explain.  Connect with Michael Cerda:  https://www.linkedin.com/in/michaelcerda/

Murray State head coach Dan Skirka led the Racers on a historic run to the 2025 College World Series, a journey built on faith, family, and relentless belief in his team. In this interview with Mike Linch on Linch with a Leader, Coach Skirka shares how his Christian faith, leadership philosophy, and underdog mentality shaped a culture that made Murray State one of the most inspiring stories in college baseball.Whether you're a coach, athlete, or faith-driven leader, you'll be challenged by his approach to building character, overcoming adversity, and leading with love.Mike's Takeaways:- Faith played a crucial role in Skirka's life, especially during challenging times.- Transitioning from assistant to head coach required preparation and resilience.- Building a winning culture at Murray State was a key focus for Skirka.- The 2025 season exceeded expectations, showcasing the team's growth and determination.- Overcoming challenges, including COVID-19, shaped the team's resilience.- The journey to Omaha was marked by belief in the process and each other.- Family support, especially from his son, added a personal dimension to Skirka's coaching experience.- Skirka aims to leave a lasting impact on his players, preparing them for life beyond baseball.- The importance of love and service in coaching is a central theme in Skirka's philosophy.Welcome to the Linch with a Leader Podcast, where you're invited to join the spiritual principles behind big success, with host Mike Linch.Subscribe to the channel so you never miss an episode: Watch: @linchwithaleader Prefer just listening? SUBSCRIBE to the podcast here:Spotify: https://open.spotify.com/show/0dJfeLbikJlKlBqAx6mDYW?si=6ffed84956cb4848Apple: https://podcasts.apple.com/us/podcast/linch-with-a-leader/id1279929826Find show notes and more information at: www.mikelinch.comFollow for EVERYDAY leadership content and interaction:Follow on X: https://x.com/mikelinch?s=20Follow on Instagram: https://www.instagram.com/mikelinch?utm_source=ig_web_button_share_sheet&igsh=ZDNlZDc0MzIxNw==https://www.instagram.com/mikelinch/?...JOIN Mike for a Sunday at NorthStar Church:www.northstarchurch.org Watch: @nsckennesaw

This week on Trade Secrets After Dark, co-hosts Emma Weissmann and Jamie Biesiada tackle the evolution of the travel agency community, the best mai tais in Hawaii and more with Northstar’s Mary Pat Sullivan, executive vice president of marketing and partnerships. While the Trade Secrets Tech Summit is still ongoing, enjoy the occasional “After Dark” episode, featuring casual chats — and drinks — with guests from around the travel industry. This episode was sponsored by Travel Insured International. Further resources Mentioned on this episode: Pinter Digital copies of Travel Weekly, TravelAge West and Agent At Home The Bedford Hinano Monkeypod Kitchen Get in touch! Email us: tradesecrets@travelweekly.com Theme song: "Sweeter Vermouth" Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 4.0 License http://creativecommons.org/licenses/by/4.0/ See omnystudio.com/listener for privacy information.See omnystudio.com/listener for privacy information.

North Star is on vacation this week, so we're rerunning some of our favourite episodes. This one originally aired May 12, 2022. You've probably heard "Skinnamarink", the classic children's song by Sharon, Lois & Bram. But you probably haven't heard it on TikTok, where Sharon Hampson, now 82, is putting out quick snippets of classics and new material with her newfound family band. She's recruited her daughter, Randi, and grandsons Elijah and Ethan Ullmann, both full-time students at the University of Toronto. Although they grew up in a musical dynasty, it took an international lockdown for them to agree to help their Bubbe's resurgent Zoom-based career. At the time of recording, they were preparing to mount their first live indoor show since the pandemic began, at the Regent Theatre in Oshawa, Ont., back in May 2022. And despite Sharon's worry that her voice isn't as strong as it used to be, her relatives say she's still got it. All four join to explain how they're trying to make music that stays relevant for a generation raised on the Frozen soundtrack and "Baby Shark". What we talked about Learn about the performance and others at sharonloisandbram.com/events Learn about the Brott Music Festival at brottmusic.com Listen to "Talk About Peace" Credits Host and writer: Ellin Bessner (@ebessner) Original Production team: Victoria Redden (producer) Current Production team: Zachary Kauffman (senior producer), Andrea Varsany (producer), Michael Fraiman (executive producer) Original Music: Dov Beck-Levine Current Music: Bret Higgins Support our show Subscribe to The CJN newsletter Donate to The CJN (+ get a charitable tax receipt) Subscribe to North Star (Not sure how? Click here)

In part 3 of Training Camp, Mike shows us how we can be a force for the good news of Jesus in our community and world.

Consciousness researcher and author Mark Gober beams in to question mainstream science, from cosmology and UFOs to spirituality and the nature of reality, on episode 213 of the Far Out with Faust podcast.Mark Gober is the acclaimed author of the Upside Down series, covering consciousness, politics, economics, UFOs, medicine, and cosmology. A Princeton graduate and former Silicon Valley partner, Gober has served since 2019 on the board of the Institute of Noetic Sciences, a leading research organization exploring consciousness and human potential. He also created the podcast Where Is My Mind?, which investigates scientific evidence for telepathy, the afterlife, and psychic phenomena. His work bridges science and spirituality while challenging the official narratives we've been taught.In this provocative conversation, Faust and Mark explore the holes in mainstream cosmology, the mysteries of dark matter and dark energy, the role of NASA and space agencies, and the deeper spiritual consequences of false models of reality. From UFO phenomena to near-death experiences and the idea of soul traps, Gober lays out why questioning science may be the key to understanding consciousness and existence itself.In this episode: 

Steve Forbes looks to the historical example of "X"—the pseudonym of George F. Kennan, who advanced the policy of containment that helped serve as a North Star for U.S. foreign policy for decades—to argue that we now need a new guiding principle to take us safely through our present confused, dangerous times.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

DescriptionRichard and Johanna from Data Guardians Network (D-GN) join Sam to discuss building a decentralized data infrastructure for AI training. They explain how D-GN turns human input into high-quality, traceable datasets, pays contributors in stablecoins, and solves the cost, quality, and bias problems plaguing AI. They also dive into scaling challenges, community building, and the future of AI + Web3.Key Timestamps[00:00] Intro & founders' journeys into Web3 + AI.[00:03] What D-GN is: decentralized, ethical AI training data.[00:04] The gap: expensive, slow, low-quality AI data pipelines.[00:06] Why stablecoins (USDT) over a volatile native token.[00:10] Diversity of contributors = less bias in AI models.[00:12] Customer base: enterprises, gov contracts, customizable datasets.[00:14] Guarding against synthetic data contamination.[00:17] Real-world missions: localizing driverless car data.[00:20] Risk: scaling into new industries fast enough.[00:22] North Star: contributors annotating data; goal of 1M+ by year-end.[00:26] Moat: network, enterprise pipeline, gamified contributor system.[00:28] Predictions: AI + blockchain integration will explode.[00:31] Overhyped trends: meme coins, GambleFi, early-stage hype cycles.[00:33] Quantum computing will reshape the industry.[00:38] Asks: partners aligned on vision, top talent hires, industry expansion.Connecthttps://www.dataguardians.network/https://www.linkedin.com/company/data-guardians-network/https://www.linkedin.com/in/johanna-cabildo-1217b4113/https://www.linkedin.com/in/richardjohnson10/DisclaimerNothing mentioned in this podcast is investment advice and please do your own research. Finally, it would mean a lot if you can leave a review of this podcast on Apple Podcasts or Spotify and share this podcast with a friend.Be a guest on the podcast or contact us - https://www.web3pod.xyz/

J. Ryan Stradal is our Writer in Residence, if you have been following along.  What does that mean?  Well, we have been with him from step one since he started his fourth novel, as yet unnamed.  A deeply personal novel that imagines the third act his mother might have lived if she had progressed past the age of 55.  She was J.'s person, his guiding light and his North Star.  He has now finished his first draft and we talk to him as he tackles notes and thinks about bringing the novel to market.  Also joining us is Jonah Zimiles, one of our all-time favorite booksellers with his mission based independent bookstore, Words in Maplewood.  Join us for a great show with old friends. Find books mentioned on The Book Case: https://www.goodmorningamerica.com/shop/story/book-case-podcast-reading-list-118433302 Books mentioned in this week's episode: Kitchens of the Great Midwest by J. Ryan Stradal Saturday Night at the Lakeside Supper Club by J. Ryan Stradal The Lager Queen of Minnesota by J. Ryan Stradal The Sportswriter by Richard Ford Learn more about your ad choices. Visit podcastchoices.com/adchoices

Madison Iseman is making her play for horror icon status, starring in the fun and freaky forthcoming "cursed object" horror film WITCHBOARD. At the same time, she's embracing her "district attorney era" with a lead role in the new USA series THE RAINMAKER. And on this show, we can't leave out her credits playing twin sisters Lennon and Allison on the I KNOW WHAT YOU DID LAST SUMMER tv series (though Madison might prefer we did). Through it all, another iconic horror performance with a complicated history served as Madison's North Star of performance: Shelley Duvall as Wendy Torrance in THE SHINING.After this long-awaited conversation, Jordan has one quick thing about the new film EAST OF WALL, which had its premiere at Sundance 2025. Feeling Seen is hosted by Jordan Crucchiola and is a production Maximum Fun.Need more Feeling Seen? Keep up with the show on Instagram and Bluesky.

Get ready for an absolute masterclass in partnership building! This week, host Lee-Ann Johnstone sits down with industry legend Moshe Adir, Founder of Vegas Kings and one of the most successful agency owners in the iGaming space. With decades of experience spanning from the early days of DOS programming to building multi-million pound partnerships, Moshe shares the hard-won lessons that separate successful long-term partnerships from quick-burn transactional relationships. This isn't your typical business chat – it's raw, honest insights from someone who's been there since the internet's first browser and has the battle scars to prove it.Talking points include:Why being "the pen AND the ink" for your clients creates partnerships that last decades, not months.The brutal truth about when to walk away from lucrative deals that don't align with your values.How staying boutique can actually make you more profitable than scaling to hundreds of employees.Listen to find out more about:The exact moment Moshe knew he'd found his calling (involving a DOS programming book in the South African army)Why WhatsApp has become his most critical business tool for managing global partnershipsHis controversial take on why "just buy traffic and get rich" is the most dangerous myth in affiliate marketingKey segments of this podcast and where you can tune in to go direct: [08:44] The North Star principle for building partnerships that last decades[24:13] The CEO stepping-down story that will change how you view leadership[30:40] Rapid-fire partnership wisdom and industry myth-bustingOur thanks go to Mate Affiliates as this season's sponsor. Would you like to talk about sponsoring our podcast, or gaining a brand mention? Take a look here.Send me a text with your questions

What if the day you were born was more than a date — what if it was a map? In this episode, I share the story of the birth chart reading that changed my life and how the wisdom of Five Element Chinese Medicine revealed not only who I am — but how to live in alignment with that truth. You'll hear: How my first birth chart reading set me on a completely new life path. The three layers of your elemental blueprint: your main constitution, emotional response, and challenge/calling. Why knowing your “North Star” is the first step to healing. How to recognize what alignment actually looks and feels like for you. The relief that comes from realizing there's nothing “wrong” with you. If you've been feeling lost, disconnected, or unsure of your next step — this is your invitation to see yourself clearly and find the path home. Book your personalized birth chart reading here!

In this episode, Casey and Mike discuss key insights from Jon Gordon's leadership principles, focusing on the importance of belief, commitment to growth, and the role of encouragement in leadership. They explore how these themes manifest in sports and other areas of life, emphasizing the need for leaders to balance accountability with valuing their team members.

Title: Travel Like a Billionaire: The 90% Off Secret to a First-Class Lifestyle with Eli Facenda In this conversation, Eli Facenda shares insights on maximizing travel experiences through strategic use of points and credit cards. He discusses his nomadic lifestyle, the entrepreneurial journey that led him to travel hacking, and the importance of understanding the value of different points systems. Eli emphasizes the need for a structured approach to travel, focusing on maximizing points, optimizing travel upgrades, and effectively using credit cards to enhance travel experiences. The discussion also touches on the significance of having a clear strategy for business owners and how to navigate the complexities of travel rewards. In this conversation, Eli Facenda shares his expertise on maximizing travel experiences through strategic use of points and credit cards. He discusses the importance of community in travel planning, innovative solutions for entrepreneurs, and his personal journey in the travel industry. Eli emphasizes the significance of experiential wealth and actionable steps listeners can take to enhance their travel experiences. Links to Watch and Subscribe: https://youtu.be/c7QqSscsajc Bullet Point Highlights: Seth and Eli kick off with casual banter about van life, audio gear, and the nomad lifestyle. Eli shares his background going from broke entrepreneur to travel-hacking expert. He explains how he got obsessed with using points after a free trip to Thailand changed his mindset. Eli now helps entrepreneurs take $20K–$50K luxury trips for 90% off using credit card points. His 3-part system includes maximizing points, optimizing travel perks, and redeeming for bucket-list trips. He gives a real-world example of booking a $20K ANA business class flight to Japan for just $12. Seth dives into a real-life org structure and Eli explains how points flow to the guarantor, not the LLC. Best practice: 2–3 business cards and 2–3 personal cards tailored to your biggest spend categories. Eli introduces his new “DreamTrip Alert System” that delivers full trip itineraries at massive discounts. In the Million Dollar Monday segment, Eli shares how he made, lost, and remade his first million. His next million will come from scalable digital products and a wider reach through content and community. What makes Eli top 1%: He walks the walk, traveling the world and running a business around it. His #1 tip: Pick your dream trip, put it on the calendar, and commit, then let the how figure itself out. Transcript: Eli Facenda (00:00.059) What's up, Seth?   Seth Bradley, Esq. (00:01.43) Yo, what's going on, brother?   Eli Facenda (00:03.237) How we doing, man? How we doing?   Seth Bradley, Esq. (00:05.141) Excellent man, what's happening?   Eli Facenda (00:06.893) Not much. you, how's the audio coming through here?   Seth Bradley, Esq. (00:11.032) Sounds good, sounds good.   Eli Facenda (00:12.547) it clean? Okay, because I'm, it's basically we're in the middle of a Nomad trip here, so I normally have like a, like a shirt mic like you have, but on the road I haven't had, so I haven't had to test this yet, but I figured the DJI's are pretty solid, so I wanna make sure it's actually coming through decent.   Seth Bradley, Esq. (00:16.962) Okay.   Yeah.   Seth Bradley, Esq. (00:26.732) Nice. Yeah, no, it sounds good. Sounds good, man.   Eli Facenda (00:29.425) Okay, cool, awesome. Awesome Dave, we'll get to connect with you.   Seth Bradley, Esq. (00:33.802) Yeah, brother definitely, so I don't butcher it. How do you pronounce your last name? Facenda, okay, cool. Cool Awesome, man. Yeah, we've we've crossed paths on social media. I think or maybe our va's have crossed paths who knows   Eli Facenda (00:39.077) for sender. Yep, yep.   Eli Facenda (00:47.663) Yeah, think that was where, yeah, think we were initially connecting, yeah, totally. Instagram, I think, was the place. Yeah. Because you're out in California, right? Nice, I'm in West Palm right now. And I mean, normally based in Austin, but we're in the middle of a like, six to eight month nomad adventure. And so we are, we're on the road here, and we go to Europe in a few weeks for like the next several months.   Seth Bradley, Esq. (00:53.42) Yeah, nice, nice, where you at right now? Yep, San Diego.   Seth Bradley, Esq. (01:10.446) Sweet dude.   Seth Bradley, Esq. (01:17.166) That's awesome dude, awesome, awesome. Love it man, that's a long time. So we did last May we did, man it's been like a year, geez. We did like 30, 33 days in a van trip. So we took our van up through Wyoming into Montana and into Canada. That was a long time for us, but 68 months. Right, yeah.   Eli Facenda (01:18.117) Yeah. Yeah. Thank you, man.   Eli Facenda (01:33.455) Nice.   Eli Facenda (01:37.465) sick. Yeah, well vans are intense too. You know, I haven't done van life but my fiance, she did that before and it was like a lot for her. But yeah, so totally depends on the way you're traveling as well. Yeah.   Seth Bradley, Esq. (01:47.266) Yeah.   Nice, nice. Cool, man. Just give you a quick rundown. our audience, my audience is typically, so it used to be passive investors, right? So it used to be the passive income attorney podcast. I think when we might've tried to schedule before and that was for investors. So accredited investors trying to get them to invest in my commercial real estate deals, that sort of thing. But now I've rebranded to raising the bar, which is more geared towards active investors and entrepreneurs and folks like that. So still,   Eli Facenda (02:10.619) Mm-hmm.   Seth Bradley, Esq. (02:19.982) Still, I'm sure your clients, wealthy folks that are starting businesses, that have businesses, that are raising capital for real estate or private equity or other types of businesses, that sort of thing. And then we'll do about, we'll do it a little on the shorter side. So we'll do about 30 minute interview, probably at the longest. And then we'll kind of just close that out. And then I do two little smaller sections that I break down into like little five minute episodes. One is a million dollar.   Eli Facenda (02:25.403) Totally.   Seth Bradley, Esq. (02:49.622) Monday I put that in the notes and it's basically just like real quick, like how you made your first million dollars, how you made your last million, how you plan on making your next million. then, yeah, and then the last one is the top 1%. Basically just kind of what separates you and makes you the top 1 % in what you do.   Eli Facenda (02:59.675) Cool. Yeah, I love it. It's great.   Eli Facenda (03:08.699) Okay, beautiful. And then as far as, is there any place you want me to point people that is connected to you or do you care if you're asking about that? I don't have any hard call to action kind of pitch thing, but it's more just like.   Seth Bradley, Esq. (03:19.916) No, man, whatever, it's up to you, man, whatever you want to do, whatever you, whatever call it action you want to use, if want to send it to your website or social media, whatever you want to do,   Eli Facenda (03:26.577) Cause you know what we do have, I can do this. We have a pretty cool playbook that's normally 150 bucks and I'm happy to give it to your listeners for free. So I could give them a code, just say what would be the best code for that?   Seth Bradley, Esq. (03:37.175) Okay, awesome.   Seth Bradley, Esq. (03:43.429) Um, just raise would probably be good. use that a lot for like call to action, like DME raise. So you could use a raise.   Eli Facenda (03:46.161) Cool. All right, so yeah, so I'll just say go to the website and just DM or just put in the code RAYS and you'll get it for free. But it's like a whole playbook on how to maximize points for trips. I've act like legitimately I've had someone buy it and within 48 hours he texted me a screenshot. was like, dude, I just saved 20 grand on a trip from your ebook. And I was like, wow, okay, it works. So it's good. Yeah.   Seth Bradley, Esq. (03:57.07) Sweet.   Seth Bradley, Esq. (04:09.366) Nice, Cool. All right, man, well, we're already recording, so I'll just jump right in, and then if I need to add anything to the beginning, I'll do that later. And cool, man, yeah, we'll just jump right in.   Eli Facenda (04:14.129) Sweet. You're welcome.   Eli Facenda (04:20.27) Awesome.   Eli Facenda (04:24.913) Let's do it.   Seth Bradley, Esq. (04:27.444) Eli, what's going on, brother? Welcome to the show.   Eli Facenda (04:30.181) Thank you man, excited to be here and I we're going coast to coast today so this will be good.   Seth Bradley, Esq. (04:34.382) Absolutely, man. So we chatted beforehand, but I think you're tuning in on a road trip right now. So you're living proof of what you do, right?   Eli Facenda (04:44.065) Yeah, totally. are, well this part's kind of like a road trip. We're in West Palm Beach right now, but this is basically leg number two out of, we'll end up being probably an eight month nomadic adventure with me and my fiance and our little puppy. And so we're in West Palm Beach right now in Florida. We head to Europe in less than a month and we'll be bouncing around different parts of Europe for about four months roughly before we decide where we're gonna go next, which we're not exactly sure.   Seth Bradley, Esq. (04:58.904) Nice.   Seth Bradley, Esq. (05:12.28) That's awesome, man. Are you using all your hacks and secrets and travel tips that you put out there?   Eli Facenda (05:18.449) Absolutely, yeah, 100%. I mean, we just got back from a crazy trip to Japan. This was really cool. I run an entrepreneur mastermind. So we integrated our own trip around Japan around this mastermind event. So I had 53 people come out for like eight days. We went snowboarding in the mountains in Niseko in the Northern Park. And then we went down to Tokyo for the cherry blossoms. But for myself personally, to get there and back and do a lot of the hotels, we used points. We saved over 50 grand just on that portion of the trip. We then...   know, flew down to West Palm on points and then going over to Europe and a lot of the stays over there will also be leveraging the point strategies that I help clients use and then I talk about on social media and the stuff that we'll dive into today. But yeah, I like to be living proof of it because it's pretty awesome. It's something that's really impacted my life. I love doing it. And when I do it, I get to share it too. So has like a multiple benefit for everybody.   Seth Bradley, Esq. (06:06.648) That's awesome, man. I'm excited, dude. I'm excited to dig in here, because it's just for my own personal benefit and education, because I'm super stoked about this stuff, and I travel a lot with my fiance, or my fiance, my wife, and it's something I'm personally interested in as well. We've had past conversations too, so it's great to have you on, man. So just to start off, man, if somebody, you meet somebody in the street, they ask you what you do, how do you explain that?   in a sentence, right? Like without going into some crazy like tangent about all the awesome things that you do. Like what, how do you answer that question?   Eli Facenda (06:36.453) Yeah.   Eli Facenda (06:41.329) Sure, sure, Yeah, it really does depend on the situation, but I oftentimes will ask a couple questions because it makes it easier for people to understand. So usually it's like, do you have any big dream bucket list trip you've ever wanted to take? And they'll be like, oh yeah, Greece. I'm like, well, what we do is we help you get to Greece in business or first class, stay in five star hotels, have the trip of your dreams at about 90 % off. So that's kind of the tagline is take the trip of your dreams for about 90 % off.   I'll get into the whole point side of things, but some people don't know what points are, or some are really well studied in that world. So I just leave with the trip because that's usually what people want. They want to have the experience where it's you and your wife flying first class, sipping champagne on the way to Paris to go see the Eiffel Tower and the points and the credit cards. That's really the mechanism. That's how we make the experience happen. But at end of the day, what we want is the amazing memories, the beautiful experience, all that stuff. So I leave with the trip when I talk about it.   Seth Bradley, Esq. (07:37.848) That's awesome, man. Yeah, I mean, you're literally selling the dream, right? Like in marketing, you sell the dream or hit on a pain point. Like you are like the quintessential selling the dream. Like that's what everybody thinks about. So.   Eli Facenda (07:42.969) Yeah, exactly.   Yeah, Right. Well, it's funny because, you know, in marketing, they'll say like, sell the destination, not the vehicle, right? They'll be like, sell the outcome, not how you get there. And so we do that in our marketing. But then when you think about it, when people are taking a trip, what we are helping them do is make the vehicle to get to the destination part of the destination. Because really, when you travel well, and you do it in style, the flight becomes a part of the trip that you're excited for.   I can't wait to see the the drinks and the champagne and the food they're gonna have and how awesome the seat is and the movie selection, how big's the screen. At least for people that love to travel, it becomes a fascination of the trip, not just getting there. So that's a big difference maker when people start to go on these flights, and this is what a lot of our clients will say, and for me, it goes from flying economy to like, I'm counting down the hours to get off this freaking plane.   to like, we do another lap around the city? Cause like, I'd love to just hang out here longer, right? And like the flight attendants treat you really well. So yeah, it's a whole experience.   Seth Bradley, Esq. (08:49.314) That's awesome, man. Yeah, that's great. Was there a trip that you went on personally where you just kind of thought, man, I can turn this into a business, right? Like you're just enjoying it so much that you just were like, like the light bulb went off or how did this business spawn?   Eli Facenda (09:04.515) Yeah, there wasn't one trip that I made the connection between like, trip is awesome, let me start a business. But there was one trip that gave me the light bulb of, my God, I am obsessed with this, I need to learn everything I can. There was zero intention or thought about business that when it first started. And that'll take you back about 10 years. So was around 22 years old and I'm just coming out of college. And basically I'm in my mom's basement and I remember this really...   like heavy feeling because I went to a good university near New York City and all my friends went to Wall Street and they were making like six figures plus right out of school. And I had this like entrepreneurial bug. I was like, that's not for me. I don't want to sit in an office. I don't care if I can make a lot of money. I want to like play life on my terms, even if it means I'm making less. So at this point I have friends that are making tons of money, know, lots of disposable income and I'm making like 20 grand a year. I'm working four side jobs. I was trying to build a company. I remember getting this text.   And my stomach just dropped, because I was like, shit, I'm going to miss out on this incredible experience. was friends inviting me to go to Thailand. And I was like, if I don't figure out a better strategy of either how to make more money or figure something out, I'm not going be able to go on this trip. And I was like, damn, this is going to be just a life of missing out on experiences. Is that what it means to follow my dreams with entrepreneurship? It's like, I have to forego everything that my other friends are doing. And so was like, let me think about this differently. And I had a mentor that told me, you don't need more money, you need a better strategy. And he was talking about growing a business.   But for me, I was like, oh wait, there's this credit card point thing. What if I could figure that out? So I ended up piecing it together. I got a trip to Thailand for free. I had this amazing experience with some of my best friends. It's like still, you know, 13 friends in Thailand at age like 22, 23. Memories you don't get back. So was really grateful to have that. And then I came back from that trip and I got another flight a few, probably a year later to Europe in business class where it was a $6,000 ticket that I paid $6 for. Now after that one,   I came off that flight and I was like, I will read every blog, I will watch every YouTube video, I will learn everything about this because it meant I could travel the world and have this incredible lifestyle without having to go take a corporate job. So was like, I get to have my entrepreneurial dream and the travel I want without any trade-offs and I was like, this is amazing. So that was my first time I got hooked. It took me years of researching and reading blogs and websites and doing stuff for myself before I even had the thought of helping anyone else. I just became obsessed with it on my own.   Seth Bradley, Esq. (11:27.086) I love that you recognize you had the entrepreneurial bug early on, right? Before you got drugged down into the corporate ladder and then you got the golden handcuffs, we like to call it, and that sort of thing where it gets much, much harder to escape that gravity. I know for myself, it took a really long time. ended up going to, I went to med school, then I got my MBA, and then I went to law school, and then I worked in a big law firm, and it just took me all this time to figure out like, I don't want this.   Eli Facenda (11:38.405) Yeah.   Eli Facenda (11:49.201) Mm.   Eli Facenda (11:56.763) Right, well the social pressure alone of like everyone year round is going one way, it takes a lot of guts for you to zig when everyone else is zagging, like it's not easy to do. Yeah.   Seth Bradley, Esq. (11:57.015) And I think it's.   Seth Bradley, Esq. (12:06.648) For sure, for sure. Yeah, it's tough. It's tough, right? And especially when you see your friends making six figures right out of college, you're like, man, I could do that right now if I wanted to do it, but I don't want that. So it takes guts to be able to go out there and do your own thing.   Eli Facenda (12:21.873) Totally. And I think everyone has their own version of that still. There's even vert flavors of that today that are still existing for me where it's like, everyone's kinda going this way, but when I really get quiet and listen to myself, I'm like, yeah, you could do that, but you actually, what your soul or your heart really wants is to go over here. And so I've always just tried to listen to that more because I think about one of my North stars is, at the end of my life, I'm 80, 90 years old, I do the rocking chair test and look back, it's like,   What regret would I rather not have when I'm 90? I'd always rather be like I bet on myself than like I took the sure, you know, the well-paid path, which is the old cliche, but I think it's really true.   Seth Bradley, Esq. (13:01.004) Totally, I love that North Star, man. Have you ever asked ChatGBT to give you advice as your 80 or 90 year old self on your deathbed? It's great. Yeah. I love it, man. I love it. Yeah, it's great. It you great insight. You start reading, you're like, this is good.   Eli Facenda (13:07.409) Yeah, yeah, I actually created a custom GPT and it's my future me that coaches current me. yeah, exactly. Yeah. Yeah.   Right. Exactly. Yeah, totally.   Seth Bradley, Esq. (13:21.326) Awesome man, well let's get back kind of on the business of travel, right? So somebody comes to you, they do that introduction that we talked about, you get in a deeper conversation, they're super interested in it, they wanna learn more about these travel hacks and strategies, like where do they start? Where do you point them?   Eli Facenda (13:42.447) Yeah, so in terms of the process, I like to chunk it into three main buckets.   And it's important to have context around this game because if you don't, it just starts to feel like there's so many moving pieces and who has time for that and it's too confusing and then it becomes overwhelming and overwhelm just basically leads to an action. And then that is the person who's like, well, I just don't wanna do that, I'll just take a cash back card or I'll just stick to my Delta card, right? And so when you have the right context, you can start to understand the highest leverage moves to make and then you know really how to get the result you want with the least amount of effort. So that's what we focus on and specifically like I've worked with   probably over a thousand business owners now. And with business owners, investors and entrepreneurs, it's a different, the points game takes on a different context, right? Because usually the constraint we have to solve for is time and complexity. And if you work a nine to five, you know, after five o'clock, you've got hours for your night. But entrepreneurs, it's like every hour is kind of an asset that you can use. So it's a little bit different. So the three buckets are, the first one is to maximize the points that you earn. So this happens from getting the right cards and the right expenses.   because all of these different points are like currency, so you wanna earn the right type of points and then you wanna maximize the amount of them by getting the right cards and the right expenses. So that's the first piece and that's really, really key, because nothing else happens if you don't get that right. The second bucket is gonna be to upgrade and optimize your travel. So you've got domestic trips for a conference, are you getting TSA pre-check and clear, are you getting the best lounges, are you getting first class upgrades and free bags and hotel suite upgrades and free breakfast at the hotels and free wifi. Really it's just like,   There's all these opportunities available for people that are traveling domestically for work, for family events, you know, your kind of ordinary traveling might have. And what we want to do is we just want to enhance the quality of all of that and reduce all the headaches and annoyances by maximizing benefits on cards and status perks and all the kind of like little tactics that you can play. So that's the second thing that just makes your travel more comfortable. And then the third bucket, which is really the most important in terms of impact in your life and the most meaningful piece is to take your dream bucket list trips for 70 to 90 % off.   Eli Facenda (15:45.775) And so that's where you're gonna take the points you've accumulated. You're gonna use some strategies that I can break down here around transferring these points from the banks to the airlines and hotels, and you're gonna get these dream trips for literally a fraction of what they should cost if you're paying cash, or compared to if you were using your points through a site like Amex Travel or Capital & Travel or Chase Travel. Okay, so that's a mouthful, but those are the three. So maximize your points, get the best possible upgrades, and then take your dream trips for 90 % off.   Seth Bradley, Esq. (16:13.934) Yeah, dive into one of those little those connecting strategies there that you mentioned.   Eli Facenda (16:19.183) Yeah. Yeah. So I'll talk first about the cards. That's the order. This is the first mistake that most business owners and individuals are making is they're just getting random cards. They're like, well, I live in Dallas. Let me get the American card or live in Atlanta. So I'll get the Delta card or, whatever it may be. Or live in San Diego and I fly domestic. So I'll just get the Southwest card. Well, they don't realize is that again, these points, these points like currencies. And so if I told you, Hey, do you want 150 Mexican pesos or 150 us dollars for your couch that you're selling on Facebook marketplace?   you're obviously gonna take the US dollars, right? Because the currency is much higher. But with points, people don't realize that. So they might be racking up Hilton points or Delta miles or other points and miles that just aren't as valuable as other ones out there. And then they burn through them quick or they don't go as far. And they end up just basically sitting there being like, I feel like I should be getting more. This is the common thing I hear. I feel like this should be taking me further, but like it's not doing much. And so what we wanna focus on is bank points that are transferable. So certain banks,   have this ability to convert the points to the airline hotel loyalty programs. And what happens is the banks have a different way of pricing than the airlines do. And certain airlines and certain hotels have really good what we call sweet spots or opportunities for you to get the best possible deals. Okay, so when you earn these effective points, which the top ones I recommend are generally Amex, Chase, and Capital One, and there's a new program built actually is out where you can put your rent on a card with no fees and earn points, it's really cool. But when you get those right,   And then you look through your expenses and you say, what do I spend the most on? Is it groceries and dining and the personal side? Cool. There's a card like the Amex Gold that is specifically really good for those types of expenses. Then you look at your business. What do I spend a lot on? Is it ads and software and taking clients out for dinners? Great. The Amex Business Gold earns four points per dollar on those categories, but maybe it's you're spending a lot on flights for company travel, or maybe you have inventory you're buying, or you're paying a lot of contractors, or you have a lot of payroll. You want to assess where you're spending the most money.   and make sure you have the optimal card lined up for that type of expense. So I'll pause there, but that's kind of the first bucket. The other one is on using the points effectively, which I can talk about too, is pretty powerful. But that first one is really the linchpin. Because if you have a bunch of Delta miles and you want to go to Europe, I'll give an example actually one more before I kind of pause. There was an example recently I saw of a client and they wanted to go to Europe and we're looking at different options. This was from JFK to Amsterdam. If you have Delta miles,   Eli Facenda (18:43.547) The ticket for Delta One, this big awesome Delta Suite, was 320,000 miles. That's what Delta was charging to go from JFK to Amsterdam. It's really expensive amount of miles. But the same exact flight, like same flight number, same aircraft, everything, if you booked it through Virgin Atlantic, it was 50,000 miles. One seventh of the amount almost. It's really, really big difference. And so here's the kicker, right? If you have a Delta card, you only earn Delta miles, so you have to pay the 320,000.   Seth Bradley, Esq. (18:46.765) Mm-hmm.   Seth Bradley, Esq. (19:02.124) Hmm.   Eli Facenda (19:12.497) but if you had an Amex card that earned Amex points, so like the Amex gold or business gold, you could actually convert those points into Virgin to book the Delta flight because Virgin and Delta are partners, and you'd pay 50,000 points instead of 320,000. So this is the part where like, for people that kind of get this, they're like, whoa, and the other people are like, what did you just say? So I get it can be, it can be tricky for some people that are just getting to grasp it, but I want to make sure to lay out the whole game so people can understand really what's possible for them.   Seth Bradley, Esq. (19:34.764) Yeah   Seth Bradley, Esq. (19:42.329) Totally, totally. Yeah, it's just, mean, I'm sure people out there listening, it's both, right? Some people know these things exist, but they don't know the extent of it. And you're opening up their minds regardless, right? Like all the possibilities. I think most people are just like, sure, I need to find a great car that has a welcome offer of some sort. That's usually what people look at. And then they just try to pick, perhaps they take it a step further and they're looking to see like what they spend money on the most and they'll...   Eli Facenda (19:54.139) Tour then.   Eli Facenda (20:04.443) Mm-hmm.   Seth Bradley, Esq. (20:11.128) calibrate that card to that. But you're taking it step further because you know, it's kind of just opening yourself up to knowing all the possibilities, right? All these different connections, where to spend the points, where you can earn the points, those sorts of things. How thick is your wallet, man? Do you have, is your wallet like this and it's got 25 cards in it or what?   Eli Facenda (20:19.419) Totally.   Right. Yeah.   Eli Facenda (20:28.123) Haha   Yeah. Yeah.   Well, caveat this first by saying when we work with clients and we might do recommendations for people, I always recommend if you have a business, two to three personal cards and two to three business cards. That is a simple way to set this up. That's only four to six cards across both things. That's enough where you're really gonna get some serious ROI, but it's not so much that's really complicated. Some people are kind of curmudgeoned about it, like I only want one card. And I'm like, that's fine. There's no right or wrong in this. It's really preferential, but you should just know if you do that, you're gonna be leaving for most business owners that spend at least a few thousand a month.   that's gonna cost you tens of thousands of dollars of free trips a year. So I'm like, is your simplicity of having one card worth that much? If it is, great, but maybe having a second or third card doesn't add that much complexity. But if you get an extra $30,000 a year trip out of it, probably worth it, right? So that's the first thing. But to answer your actual question, so I have an entire thing called the Credit Man purse. It's like this portfolio binder, and it's just stacked with cards. I mean, I have over 40 credit cards, but I've been doing this for a long time, right? And there's like, here's the thing also with credit.   Seth Bradley, Esq. (21:28.28) Hahaha   Eli Facenda (21:34.041) A big question, a lot of investors, specifically people that are doing real estate or business owners, really want to their credit clean and we're huge advocates of actually not just keeping your credit score the same but improving it over time. And when you get business cards, they don't show up on your personal credit report. Okay, the vast majority. The inquiry will, but the actual card won't. And some banks, you can actually get multiple cards with no additional inquiries. So like when we do a custom card plan for someone or when we're just recommending it, we're always saying like, make sure to look at which banks you already have relationships with.   Seth Bradley, Esq. (21:48.142) Mm-hmm.   Eli Facenda (22:02.373) which ones you can get a soft pull from, the order matters of these card applications. But at end of the day, you just want a couple of specific cards that are really gonna be custom built for you, and you don't have to go crazy with it. If you get excited and you're like passionate about it, you can get 10, 15, 20 cards over the course of several years, and if you do it right underneath your businesses, it's not gonna drop your personal credit score. Your personal credit score will actually go up over time.   Seth Bradley, Esq. (22:26.314) Mm-hmm. That's a good hack, man. I'll get I'm put you on a spot a little bit. I'm gonna explain like what what I see a lot of the people that are probably listen to this show have in place structured wise like organizational structure and it's kind of similar to mine. Mine's probably a lot more complicated, but just to keep it simple, you know, there might be a parent company, right? Like this overhead parent company that owns everything. So let's let's call it parent company, right? And then below the parent company, the parent company owns, let's say a management company.   This management company probably manages funds, manages properties, manages equity for investors, that sort of thing. And then they also might have these other businesses, right? Like it just depends on the person. Like for instance, I own gyms and some other, my law firm, things like that. So they might have these own individual operating companies that owns a gym or owns another business or does these other things. you know.   Eli Facenda (22:55.889) Mm-hmm.   Seth Bradley, Esq. (23:20.066) Based on that structure, so you've got a parent company, you've got a, let's call it an equity management or fund management or property management company, and then you've got kind of this other operating business. How would you structure, what credit cards I guess would you kind of recommend? Not necessarily specific ones, but like, do they need one for all three or, yeah, how would you think about that?   Eli Facenda (23:27.301) Mm-hmm.   Eli Facenda (23:36.593) Yeah, yeah, but how would you think about that? Yeah, totally. I mean, it's a super common question. Like this is exactly the kind of clientele that we work with all the time where they're like, are you sure this is gonna work for me? I have four rental properties, two companies, one holding company. I have an investment thing. I have this thing over here. It's like, yeah, it all works. So simple is the key. So it's always a spectrum too. Like some people are, again, really minimalist with like what they want. we always, like when we're doing this for a client, we custom build it. But.   The real recommendation there is we wanna, again, assess which of these companies are actually generating the highest amount of spend. And those are the ones we wanna start with first in terms of cards and really optimizing. Now, if you have a bunch of different companies and they all have a bunch of spend, the first key thing to know is that the points will go to the business owner, the person who personally guaranteed the card, not to the business. So there's no business points account. It's underneath your name, even if it's underneath the LLC.   So the points go to you. So if you have like six different companies and you have like three Chase cards and three Amex cards, all of those three Chase cards and all of those three Amex cards are gonna basically funnel up to your account, okay? So that keeps it simple in terms of how you can think about accruing these points. They're not gonna be scattered everywhere where you can't use them. So that's good to know. Same with the airlines, right? doesn't matter if it's an airline or a bank card. So that's the first thing. For these management companies, usually lot of them don't have much spend.   So what we'll tend to do is just get one card that is like a catch-all card. And so this would be a card that we want to have earn around 1.5 to two points per dollar spent. Because what we've done is we've taken the floor of what you're gonna earn on your everyday spend and we just increase it by 50 to 100%. Okay, so like let's say a parent company is used for some client meetings and some basic legal and admin stuff and it's like 1,500 bucks a month just to do upkeep and normal stuff like that.   and it's not a crazy amount of different categories to spend. You're not running ads, you don't have that much software, there's not really a lot travel happening with it. But if that's the case, then what we wanna do is get a card, maybe like the Chase Inc. Unlimited, which earns 1.5x on everything, and we'll say, look, we're gonna keep this simple. That holding company doesn't have a lot of points earning power, so let's make sure we get a card on it just to earn, but we don't wanna like go crazy and get a bunch of cards and try to maximize every dollar. But this company that owns four different gyms and spends...   Eli Facenda (25:52.369) 50K a month on equipment and advertising and payroll and all this stuff, that's the company where we wanna look to get maybe two or three cards that are specifically aligned with that business to spend because that is where you as an entrepreneur, as an owner, are gonna be generating the most return. It's gonna be from that one entity. So I hope that breaks it down in a way that makes sense, but this is also where, again, having your cards across two to three main banks will keep it relatively simple because even if you have four different entities, if it's under one Amex login, that makes it nice and easy too.   Seth Bradley, Esq. (26:22.53) Totally, totally. Awesome, man. I knew you could handle that. Easy, easy peasy. Cool, man. Let's go to number two, right? Using the points effectively. You kind of touched on a little bit of that strategy, but let's jump into that.   Eli Facenda (26:26.682) Easy basic.   Eli Facenda (26:32.709) Yeah, yeah, so the second thing was optimizing the upgrades and all that. I'll cover that one really quick. If you're going through the airport and you don't have TSA PreCheck and clear and lounge access, you're missing out on some really easy perks that will just make your life way more enjoyable. So that's the first thing. There's a lot you can do with hotel upgrades and status. So like when I travel and go to Miami tonight for a conference, I have status at Hyatt. I'm staying at Hyatt for two of the nights down here.   Seth Bradley, Esq. (26:39.628) Okay.   Eli Facenda (27:02.225) I probably would get upgraded to a suite that's worth like thousand to 1500 bucks a night because I know how to use the suite and I certificate, it's my globalist status, I know how to message the hotel the right way. So there's some strategies there where if you do that, whenever you're traveling, you just get a much better experience. You get early check-in, late check-out, the free suite upgrade, much more spacious room. A lot of times they have lounges at the property like when we were in Tokyo, a bunch of us stayed at the Grand Hyatt there. They had a beautiful lounge overlooking the city. They had breakfast every morning.   They had drinks all day. They had a great lounge area. We actually had a mastermind session in there and they like a 15 person breakout room for us to go to. It cost us $0 to use it. They had afternoon drinks and stuff like that. So these are just the things that make your travel much better. So small tweaks that over time just again, make it a much more enjoyable experience. But that bucket on how you use your points, this is one of the most critical pieces. And I've already kind of alluded to it with that Delta One example, but   I'll share another one. So on the way to Japan, right, we flew ANA business class. This is all Nippon. It's one of the premier airlines in the world for international business class travel. They actually have a seat called The Room because it's so spacious and big, your own big sliding door. They have like an omakase menu. You've got ramen, champagne. It's like really, really good. Amazing sake and green tea and all this good stuff.   It was like an incredible way to fly and you know, it's an 11 hour flight and I didn't sleep a wink because I was just eating the whole time. But here's the deal, right? So that flight for my fiance and I, it would have been $20,000 for the two of us. It's 10,000 a piece. Okay, San Francisco to Tokyo. We're going in peak season, mind you. So I have three options to book that flight. I pay cash for it, which you know, I do decent in business, but I'm not dropping 20 grand on flights.   just to get to Japan, like that's out, that's way out of my bucket of what I would ever want to do. The second option, I go to the bank site. Okay, so again, if you have AMEX points, a lot of people have AMEX cards, like the platinum or the gold card, and this is a good start, but when you go to the bank site, each point is worth one penny. Okay, this is the baseline value of a point. So what happens is if you go to AMEX travel, they'll say, okay, this flight would cost, let's call it 20 grand. So 20 grand times one cent for each point equals 2 million points.   Eli Facenda (29:20.977) So my second option would have been to go to Amex's site and pay two million points, which I don't even have. Okay, so I'm like, that wouldn't have even worked, but that's what most people are doing at use points. They're going directly to the bank site and they're booking using Amex travel and they're getting absolutely screwed. Okay. There's kind of, and then there's a third option, which is to go through the airline site. So there's like three A and three B. Three A would be like, again, you only have Delta miles and you're kind of screwed going just to Delta. I don't recommend that. But the last option is what we did.   which is where we had Amex points and Chase points, and I looked at my different options and I said, okay, what are the best partner airlines I can book through to get to Japan? Well, it turns out, ANA is a part of the Star Alliance, okay? United is also part of that alliance. Chase and United have a partnership where I could convert my Chase points into United miles. When I looked that up, I ended up finding the deal and there's ways you have to kind of search this and track it, but that same flight that would have cost me two million points,   through Amex or Chase travel directly cost me 220,000 points to transfer from Chase to United. And I paid $12 out of Okay, so $20,000 flight, I paid 12 bucks. But how did I do it? I had the right points first. I had enough of them because I had the right cards and the right expenses. I knew how to search for this flight. And then I was able to transfer these points from Chase into the airline. So the hardest part of this entire process   Seth Bradley, Esq. (30:30.402) Hmm.   Eli Facenda (30:49.413) is figuring out the points transfers and which partners are the right ones for certain airlines. That gets very nuanced and complicated. It's kind of like, you know, if you were talking to a CPA and someone's trying to explain how like the Augusta rule works, whatever, and like the CPA pulls up like the tax code and is like unveiling this long list of tax jargon. The average person is just like, what, just like tell me how to do it, right? That's kind of the same thing here. There's a lot of different like angles and transfer partners and bonuses and.   Seth Bradley, Esq. (31:12.43) Right.   Eli Facenda (31:17.689) alliances and partnerships and it gets kind of complicated but that's how it works.   Seth Bradley, Esq. (31:22.434) Totally, totally. So let's talk about that. how do you help people keep track of that or learn that or execute, I guess, on these strategies?   Eli Facenda (31:32.241) Sure, yeah, so for us, our company really has two main levels to it. So we have a community-based level where it's like you're just getting the fast track, you're getting help from experts. So I'm really good at this, but I'm more of an entrepreneur than a points nerd. So as I built this, initially I was the one on the phone with all the clients, walking everyone through it, and then I built a team. So I found basically some of the other points nerds in the world that I was mind blown by. I knew them from social media and just seeing their stuff, and I was like, that person has their stuff. So I brought them onto the team.   And so our clients will interact with both me and them inside of our community, but it's not just points. We're also providing really cool travel experiences. So for example, I posted this, but I'm going kiteboarding in Egypt in June on this epic like entrepreneur kiteboard trip where it's 40 entrepreneurs going to learn how to kiteboard together and masterminding on one. And so I'm attending, I sent it out to our clients and I said, Hey, if you want to come on this, our team will help you plan the flights out there on your point so you can get business class on the way out.   So I like to, because ultimately I wanna help people, my mission is to help people create more experiential wealth in their life. There's financial wealth, and a lot of people accumulate dollars, but they're not turning it into experiences. So I'm like, let's create more experiential wealth, and the points are the way to justify it. So we have that community level where you get access to our team, there's calls you can jump on, ways we help you plan trips, and then we have the done for you services, where we basically just handle it for you. That's more like, think of like a travel agency on points for entrepreneurs.   That's more of what that is. And in there we'll do the custom card planning and map out what cards you need based off of what your specific spends are and stuff like that. So we do some pretty deep intake. And we kind of are almost like a travel agent. It's a little bit different in some ways, but that's basically the two levels in how we help people.   Seth Bradley, Esq. (33:12.29) Great, man. I love how you build in the experience, right? Like that's part of it. Like that's what you're teaching anyway. So it's like, it's not like, hey, join this, join this group and then we'll talk about all these things. You're actually doing it. You're actually inviting them to execute on what you're teaching so that they can see it in motion and then they can continue to do it and experience life at a different level.   Eli Facenda (33:32.497) Absolutely. Yeah, I mean, like, I really love it too. like, I'm like, everyone that works with us is really, usually a pretty cool person. Like, if you're an entrepreneur and you have the guts to build your own business, and then you wanna travel the world, like by nature of that, you're already probably a pretty cool person. Like the majority of people that are doing that, I think well-traveled people are some of the most interesting people. If you want the best stories in life, like, someone who's traveled the world is gonna have some stories for you. And so when you combine those two, it's like, these are people I wanna hang out with anyways. So like, I'm going on a trip to Egypt. I'm like, come with, like.   Whoever in the community wants to come, let's have a party, let's go do it. So it's great thing.   Seth Bradley, Esq. (34:04.994) That's great. Awesome, man. How are you raising the bar in your life and your business right now? Like what are you doing to build your business further, building off of some of the things that you're offering right now? Where are you taking it to the next level?   Eli Facenda (34:18.833) Yeah, so we have a new project we're rolling out inside of our community, which I'm really excited about, which is even just in our lower tier membership, and it's called our DreamTrip Alert System. So what this is, is when people come in, this has never been done before in the world of points and miles or travel at all. So we're the first to do this, which I'm really excited about. So let's say you were to sign up. You're gonna come in and give us your DreamTrip destinations, the seasons or windows that you could go, the points you have, your home airport, all this stuff.   and our team is going through and we're not just finding you like a flight, because there are different alerts out there that'll be like, hey, we found a flight. And it's like, cool, one way from LA to London, but like, what am I gonna do when I'm there? Where am gonna stay? How am getting back? Right, it's like part of the puzzle, but it leaves a lot on you to figure out. And for our clients, most business owners and entrepreneurs, investors, they're too busy to piece all that together. So they're like, well, cool, that doesn't really help me. So we decided to do, we said, what if we...   just basically sent people like a mystery subscription box of their dream trips. And so when you come in and you fill that out, we gather it. And then a couple times a month, we're gonna send out alerts where it's like a 30, 40 or $50,000 type trip, somewhere incredible in the world. We're talking Greek islands, Amalfi Coast, Japan, New Zealand, African safaris, Maldives, Bora Bora, places like that, business and first class flights, five star hotels, four pennies on the dollar. So these are like, we get $40,000 trips where people will end up paying a thousand bucks, 1500 bucks, two grand out of pocket.   Seth Bradley, Esq. (35:25.389) Mm-hmm.   Eli Facenda (35:44.337) And so we're gonna send the entire trip to you. So it's like the flights, the hotels, the entire step-by-step booking, the recommendations on the ground, the entire experience. And so we're sending those out so people come in, they tell us when, where, like the things they wanna do, and then they're just gonna get these alerts where it's like every month they're gonna be like, you you're sitting there with your wife, hey babe, you wanna go to Bora Bora in like June? It's gonna cost us like 800 bucks and it would be a $30,000 trip. It's like that's what I want. That's what I wanna create. So that's us raising the bar in the industry and in our business.   Seth Bradley, Esq. (36:06.35) you   Eli Facenda (36:13.615) I'm very excited, it's brand new for us, so I'm just pumped to see that continue to roll out, because it's, for me the mission is to help people live with experiential wealth in the form of travel. And so, usually there's some barriers that get in the way. There's time, there's planning, and then there's cost. And what we're trying to do is eliminate as many of those barriers as we can to make it just easier to say yes to the trip.   Seth Bradley, Esq. (36:34.252) Yeah, man, sign me up, dude. Sign me up. I feel like you've got to get both significant others on your list, right? So they both see it and whoever's like the person is like, we've got to do this, you hit both of them and then they convince the other one to do it.   Eli Facenda (36:36.625) All right.   Eli Facenda (36:49.477) Yeah, right. Yeah, exactly. There's usually one. There's usually like sometimes it's the husband's on the call and he's like, dude, I don't know where we ever travel. Like I'm gonna pay for this, my wife's gonna do everything or it's the opposite where the guy's like, you know, she just shows up and I tell her where we're going. And so like that's my relationship. I'll be like, you know, it's my industry, my passion. I'm like, we're going here and then here. And she's like, tell me where to be. And she just has no idea where we are and she just loves it. And I'm like, I like planning. So, you know, but it's different for everybody.   Seth Bradley, Esq. (37:11.736) Yeah.   Seth Bradley, Esq. (37:17.144) For sure, for sure, man. All right, brother, this has been incredible. Tell our audience where they can find out more about you, where they can get involved with all the things, all the incredible things that they've heard on this show. Throw it out there,   Eli Facenda (37:28.859) Totally. Yeah, a couple of main places. So the first thing I'll share is that we have what I call the CEO Points Playbook. This is something I custom built. Took me a long time, and this was not a Chad TBT prompt. Like, I really built this on my own. And it is like a 30 to 40 page playbook that any business owner or entrepreneur can use to really maximize their travel experiences, get better bucket list trips, figure out the right cards for them. And it's normally 150 bucks, but if you go to freedomtravelsystems.com   forward slash playbook and you put in the code RAYS, you're gonna get it for free. Okay, so anyone listening, it is free for you. And so that's gonna be freedomtravelsystems.com forward slash playbook and then use the code RAYS, maybe we can put it in the show notes. And so that'll be the first thing. Second place is if you're like just want done for you services, just take off that forward slash and go to freedomtravelsystems.com. can talk to myself and one of the team members. And the last place, I hang out on Instagram and post a lot there, that's where we connected.   Seth Bradley, Esq. (38:14.049) Absolutely.   Eli Facenda (38:27.595) And that's where I'm sharing the most like behind the scenes and as I'm booking this stuff, as I'm planning it, as I'm showing like what our clients are doing, you get to see more of the visuals and the fun and come along for the ride. And so I love engaging on Instagram as well.   Seth Bradley, Esq. (38:40.27) Great. Thanks Eli. I really appreciate you coming on the show,   Eli Facenda (38:43.973) Thanks Seth, appreciate you having me on.   Seth Bradley, Esq. (38:45.806) All right, brother, talk soon.   All right, sweet dude. Nice. Yeah, right around 30 minutes. Let's see. Yeah, we'll just jump into these last few questions here.   Eli Facenda (38:51.748) Awesome.   Eli Facenda (38:55.205) Perfect.   Seth Bradley, Esq. (39:03.862) Welcome to Million Dollar Monday with Eli Fisenda. Let's just jump right in. Hey brother. Yeah, how did you make your first million?   Eli Facenda (39:09.243) Let's do it.   Eli Facenda (39:13.499) So I actually made my first million in a tour company. Now I made the first million, I didn't get to keep the first million, but what we were doing, we were running sports trips all over the world. This is actually part of how I fell in love with the travel industry and the work that I now do with points. And ultimately what we were doing, we were creating these international tour packages for youth sports teams and families to go on these international tours. think of like a 14 year old baseball team in your, you're in San Diego. We'd like do a selection of kids.   Seth Bradley, Esq. (39:19.694) Sure.   Eli Facenda (39:41.329) from that area and the families would come and they would go to Japan or Italy or wherever and travel for 10 days, experience the culture, have an educational tour and also play the local teams. So we did that in a variety of sports, ice hockey and baseball and lacrosse and all these different sports. And we were growing a lot and then that was ramping right until COVID and that just decimated the entire business. we took us about two years to get to a million and then we started to double almost every year for a few years and that was like.   Seth Bradley, Esq. (40:02.432) Mm.   Eli Facenda (40:09.399) Really, really tough break at COVID, but that was the first million.   Seth Bradley, Esq. (40:11.63) COVID man. Nobody saw that coming. mean.   Eli Facenda (40:13.881) No, definitely, you know, group, large, large group sports international travel was like the worst potential. Like you can't go overseas and you definitely can't do it with 60 people. So was, was a brutal industry to be in.   Seth Bradley, Esq. (40:25.506) Right? Yeah, there were certain sectors that just, I mean, there was nothing you could do. We opened up our first gym actually two weeks before COVID hit in 2020. we had our, us like two years to open and then our grand opening. And then we had a bunch of free clients in those first two weeks. And then they ended up being free clients for about a year because we couldn't charge them. Cause we couldn't get them back in the gym. We're doing online workouts and all that kind of stuff is insane.   Eli Facenda (40:36.817) Ugh.   Eli Facenda (40:47.696) Wow.   Eli Facenda (40:53.337) And that's like where the true entrepreneurial muscles are definitely strengthened in times like that though. mean, like the people that bounce back and figure it out, like you just have a new sense of confidence of like, you know, I can handle anything.   Seth Bradley, Esq. (40:54.22) But hey, we adapt,   Seth Bradley, Esq. (41:06.764) Yeah, man. I mean, you pivot, right? Like I actually ended up launching my first podcast during during COVID because I was stuck inside and it was like, all right, let's let's do this. Let's get on Zoom and interview people and all that kind of stuff, man. So that leads us right to the next question. And how do you make your last million? How do you make that transition?   Eli Facenda (41:12.859) Cool.   Nice. Cool. I'll it.   Eli Facenda (41:24.143) Yeah, so the last million that I made was in the current business that I have. so essentially what we've been doing there for about four years now is helping entrepreneurs maximize their travel on credit card points. So helping them get their dream bucket list trips, these 30, 40, $50,000 trips all over the world for about 90 % off by leveraging credit card points. And we've traditionally had some pretty high ticket services. I mean, not crazy expensive, but like, you five, 10, 15 K and that range has been the main main service. And so,   We cracked our first million about two years in, so that was 2020, 2024 actually was the first year we made a million there.   Seth Bradley, Esq. (42:00.526) Awesome man, awesome. How about your next million? Where are you scaling to?   Eli Facenda (42:04.305) Yeah, so the next million I wanna make is the same business. love what I do, I really enjoy it. And what I wanna do is do it in a more community oriented and lower ticket way. So I wanna have bigger reach, more digital products, more of the community, more affiliate services and stuff like that. And I'm really excited about kind of cracking the code on that, because we've done it decently with the higher ticket stuff, more agency level, service level stuff, which is great. And we're still cranking on that, we're gonna keep growing it. But I really wanna see what we can do with...   So the lower ticket stuff, creating awesome stuff on YouTube that leads to different channels and distributions there. So that's the next million and same business, just different type of money.   Seth Bradley, Esq. (42:41.57) I love it man, yeah, that's kind of opposite of how some people approach it, right? You usually start with a lower ticket and then you have to build up that base before anybody will give you, you know, higher, pay for that higher ticket product, but you're kind of working backwards because you want to help more people.   Eli Facenda (42:56.677) Totally, exactly, yeah, and there's a limit. mean, what we do in the high ticket is incredible, but it really is a specialized skill. Like you think about like a bookkeeper or an accounting firm or something, like there's like a million bookkeepers. There's like 50 people that know points and travel to the level that I need them to know it to really serve clients with the highest level. So there's a real limit on the ability to scale that. And so it's also just like, we wanna be able to do really quality work for less people, but then serve more people with the other stuff too.   Seth Bradley, Esq. (43:25.368) Totally, totally.   Seth Bradley, Esq. (43:29.518) Cool, let's jump into the next one dude and we'll wrap up. Eli, you're clearly in the top 1 % of what you do. I don't even know if there's that many people out there that do what you do at all, period. So clearly in the top 0.0001%, what is it about you that separates you from the rest of the field?   Eli Facenda (43:49.701) I think it's our ability to actually live what we preach. This is something where, you know, there are other fantastic people that talk about credit card points, but very few of them are actually business owners, like that's who we serve, and very few of them are actually traveling in the way that they're trying to help people travel. So we've done both. I've built multiple businesses, so I understand the psychology and the relatability of how you wanna think about travel and points and the various stresses in your life, the limitations on time and complexity. And I also,   Seth Bradley, Esq. (44:06.062) Hmm.   Eli Facenda (44:20.636) What just happened?   Seth Bradley, Esq. (44:22.998) I'm not sure. We can splice it together, but let's see. Lost the video.   Eli Facenda (44:26.748) Let me see here. Did my camera die or something?   Bizarre. second.   Seth Bradley, Esq. (44:36.076) Yeah, weird. Never had that happen.   Seth Bradley, Esq. (44:42.038) Not a big deal, we can splice it together, but let's see if we can get your camera working again.   Eli Facenda (44:46.992) Don't see my camera get help. Is the audio coming through okay? Did it switch over there to my MacBook from the other one? Or it sounds the same.   Seth Bradley, Esq. (44:51.564) Yeah, I can hear the audio.   Seth Bradley, Esq. (44:57.806) I don't know. All I see is like a car. It's like I don't know. It's a card with a symbol on it I wonder what that is that riverside or is that your symbol? I can't be your symbol   Eli Facenda (45:06.556) weird. Get help.   Eli Facenda (45:12.006) Let me see.   trying to check this out.   Seth Bradley, Esq. (45:19.458) We can also just finish it with audio.   Eli Facenda (45:23.556) Is it, Dude, I don't know what's going on. Sorry about that. I've never seen...   Seth Bradley, Esq. (45:28.654) no worries, dude. We can just finish it with audio anyways.   Eli Facenda (45:31.63) New recording track created the participants have been recorded.   Issue device struggling to record. High load on your device. Try closing all other apps. Give me one second. I don't have any apps open. That's really weird.   Eli Facenda (45:53.126) Yeah, I don't know man. I apologize. I Okay, well yeah   Seth Bradley, Esq. (45:57.219) you're good, We'll just finish an audio and then I'll pull up for the video. I'll just black screen to a logo or something. So all good. I don't exactly know where you're at. If you want to start that sentence over.   Eli Facenda (46:04.048) Okay, cool.   Eli Facenda (46:07.866) Yeah, I'll just, I'll say, I'll just start. So yeah, so not only have we really walked the walk with actually living what we preach, but we also understand that psychology of what it's like to be a business owner, your limitations on time and complexity and all that stuff. And because we're talking about travel, people also want to know like what's actually in store for me in this destination. I've been to 50 countries now and my business partner has been to almost 100.   We have other team members who are all over 30, 40, 50 countries. So we've been to a lot of the destinations around the world that we're advising people to go to. So we know the ins and outs, best places to stay, hidden gems, top restaurants, stuff like that, that really add another layer of personalization and true experience into the service. So I think those are the things that really make us most credible in this space.   Seth Bradley, Esq. (46:57.506) Dude, it's so important, right? Like there's so many, you know, there's so much content out there now. There's gurus and coaches and mentors, whatever you want to call them. Like the ones that are truly valuable and that people should pay attention to are the ones that are actually practicing what they preach, right? The ones that aren't just selling you education or aren't just selling you a product. Like they're actually, they've done what they're selling and they continue to   enjoy or do what they're selling.   Eli Facenda (47:28.635) 100%, yeah, if you're a living embodiment of what you do, it makes it that much easier to communicate it and sell it because you just are the thing you're selling.   Seth Bradley, Esq. (47:38.764) Yeah, absolutely. What's one thing someone listening could do today to get 1 % closer to their dream life?   Eli Facenda (47:45.089) One thing that would be the easiest is to spend 30 minutes, go on Instagram, go on your favorite social media site, go on some travel blog site, look for your dream destination, then pull up your calendar and put a time on the calendar where you're committing to go. One of my favorite quotes is from Tim Ferriss, I forget the exact quote, but basically the idea is that if you don't schedule your fun first, it won't happen.   because your business and your life will take up as much space as you allow it to. So most people find that I'll take the trip when it's convenient. I'll take the trip when I have more time. That time is never coming until you make it a priority. So the one thing they can do to get closer to their dream life is to just make a more bold commitment to putting the time on the calendar and be like, I am going and make some sort of investment, whether you're telling someone, whether you're putting some money down, whether you're learn the point stuff, that's gonna be the biggest leverage you can make.   to make sure that you actually follow through on taking these trips and then you'll find how to get there on points if you need to from there.   Seth Bradley, Esq. (48:50.766) 100 % man, gotta put it, people, entrepreneurs, people like us, we work in all the time, you've gotta put it, put it in your schedule. You've gotta block it out, commit to it.   Eli Facenda (48:59.821) Absolutely, 100%.   Seth Bradley, Esq. (49:04.554) Alright dude, I think we got it wrapped up, man.   Eli Facenda (49:05.743) Beautiful. Awesome, Dan. Well, this was super fun and I apologize agai

Is higher ed still worth it, and who decides what's valuable? In an era of AI disruption, value skepticism, and demographic cliffhangers, college leaders face mounting pressure from every angle. In this week's episode of The Innovating Together Podcast, President Harrison Keller of the University of North Texas brings grounded, energizing clarity to the whirlwind. With roots in philosophy, public policy, and military intelligence, Keller offers a rare and practical kind of wisdom, one rooted in action, trust, and long-term vision.We dive into Keller's leadership journey from commissioner of higher ed in Texas to university president, uncovering how his undergraduate studies in philosophy still shape his leadership. From debating the ROI of liberal arts to building actionable intelligence networks between campuses and employers, Keller shares how he's staying focused on delivering value, no matter how chaotic the moment gets.This conversation is packed with practical leadership insights, reminders of what really matters, and a hopeful perspective for anyone feeling the headwinds of change.Key Takeaways:Liberal arts degrees, while slower to pay off, still offer high long-term value, especially when paired with career-focused experiences.True leadership requires offering people something they can be for, not just resisting what's wrong.Intelligence work taught Keller how to turn data into actionable insights, and why dashboards alone don't drive change.Institutions must collaborate across sectors to keep pace with AI's rapid evolution.Joy is non-negotiable: whether it's time with students or marching band rehearsals, leaders must schedule moments that renew them. "You've got to give people something they can be for." - Harrison KellerDon't miss this one.Subscribe to Start the Week with Wisdom, share it with a fellow leader, or take five minutes to journal your own “North Star”, what keeps you grounded when everything feels like it's coming from all directions?Learn more about the UIA by visiting:WebsiteLinkedInTwitterYouTubeFacebookThis week's episode is sponsored by Mainstay, a student retention and engagement tool where you can increase student and staff engagement with the only platform consistently proven to boost engagement, retention, and wellbeing. To learn more about Mainstay, click here.

This podcast and article are free, but a lot of The Storm lives behind a paywall. I wish I could make everything available to everyone, but an article like this one is the result of 30-plus hours of work. Please consider supporting independent ski journalism with an upgrade to a paid Storm subscription. You can also sign up for the free tier below.WhoRob Katz, Chairperson and Chief Executive Officer, Vail ResortsRecorded onAugust 8, 2025About Vail ResortsVail Resorts owns and operates 42 ski areas in North America, Australia, and Europe. In order of acquisition:The company's Epic Pass delivers skiers unlimited access to all of these ski areas, plus access to a couple dozen partner resorts:Why I interviewed himHow long do you suppose Vail Resorts has been the largest ski area operator by number of resorts? From how the Brobots prattle on about the place, you'd think since around the same time the Mayflower bumped into Plymouth Rock. But the answer is 2018, when Vail surged to 18 ski areas – one more than number two Peak Resorts. Vail wasn't even a top-five operator until 2007, when the company's five resorts landed it in fifth place behind Powdr's eight and 11 each for Peak, Boyne, and Intrawest. Check out the year-by-year resort operator rankings since 2000:Kind of amazing, right? For decades, Vail, like Aspen, was the owner of some great Colorado ski areas and nothing more. There was no reason to assume it would ever be anything else. Any ski company that tried to get too big collapsed or surrendered. Intrawest inflated like a balloon then blew up like a pinata, ejecting trophies like Mammoth, Copper, and Whistler before straggling into the Alterra refugee camp with a half dozen survivors. American Skiing Company (ASC) united eight resorts in 1996 and was 11 by the next year and was dead by 2007. Even mighty Aspen, perhaps the brand most closely associated with skiing in American popular culture, had abandoned a nearly-two-decade experiment in owning ski areas outside of Pitkin County when it sold Blackcomb and Fortress Mountains in 1986 and Breckenridge the following year.But here we are, with Vail Resorts, improbably but indisputably the largest operator in skiing. How did Vail do this when so many other operators had a decades-long head start? And failed to achieve sustainability with so many of the same puzzle pieces? Intrawest had Whistler. ASC owned Heavenly. Booth Creek, a nine-resort upstart launched in 1996 by former Vail owner George Gillett, had Northstar. The obvious answer is the 2008 advent of the Epic Pass, which transformed the big-mountain season pass from an expensive single-mountain product that almost no one actually needed to a cheapo multi-mountain passport that almost anyone could afford. It wasn't a new idea, necessarily, but the bargain-skiing concept had never been attached to a mountain so regal as Vail, with its sprawling terrain and amazing high-speed lift fleet and Colorado mystique. A multimountain pass had never come with so little fine print – it really was unlimited, at all these great mountains, all the time - but so many asterisks: better buy now, because pretty soon skiing Christmas week is going to cost more than your car. And Vail was the first operator to understand, at scale, that almost everyone who skis at Vail or Beaver Creek or Breckenridge skied somewhere else first, and that the best way to recruit these travelers to your mountain rather than Deer Valley or Steamboat or Telluride was to make the competition inconvenient by bundling the speedbump down the street with the Alpine fantasy across the country.Vail Resorts, of course, didn't do anything. Rob Katz did these things. And yes, there was a great and capable team around him. But it's hard to ignore the fact that all of these amazing things started happening shortly after Katz's 2006 CEO appointment and stopped happening around the time of his 2021 exit. Vail's stock price: from $33.04 on Feb. 28, 2006 to $354.76 to Nov. 1, 2021. Epic Pass sales: from zero to 2.1 million. Owned resort portfolio: from five in three states to 37 in 15 states and three countries. Epic Pass portfolio: from zero ski areas to 61. The company's North American skier visits: from 6.3 million for the 2005-06 ski season to 14.9 million in 2020-21. Those same VR metrics after three-and-a-half years under his successor, Kirsten Lynch: a halving of the stock price to $151.50 on May 27, 2025, her last day in charge; a small jump to 2.3 million Epic Passes sold for 2024-25 (but that marked the product's first-ever unit decline, from 2.4 million the previous winter); a small increase to 42 owned resorts in 15 states and four countries; a small increase to 65 ski areas accessible on the Epic Pass; and a rise to 16.9 million North American skier visits (actually a three percent slump from the previous winter and the company's second consecutive year of declines, as overall U.S. skier visits increased 1.6 percent after a poor 2023-24).I don't want to dismiss the good things Lynch did ($20-an-hour minimum wage; massively impactful lift upgrades, especially in New England; a best-in-class day pass product; a better Pet Rectangle app), or ignore the fact that Vail's 2006-to-2019 trajectory would have been impossible to replicate in a world that now includes the Ikon Pass counterweight, or understate the tense community-resort relationships that boiled under Katz's do-things-and-apologize-later-maybe leadership style. But Vail Resorts became an impossible-to-ignore globe-spanning goliath not because it collected great ski areas, but because a visionary leader saw a way to transform a stale, weather-dependent business into a growing, weather-agnostic(-ish) one.You may think that “visionary” is overstating it, that merely “transformational” would do. But I don't think I appreciated, until the rise of social media, how deeply cynical America had become, or the seemingly outsized proportion of people so eager to explain why new ideas were impossible. Layer, on top of this, the general dysfunction inherent to corporate environments, which can, without constant schedule-pruning, devolve into pseudo-summits of endless meetings, in which over-educated and well-meaning A+ students stamped out of elite university assembly lines spend all day trotting between conference rooms taking notes they'll never look at and trying their best to sound brilliant but never really accomplishing anything other than juggling hundreds of daily Slack and email messages. Perhaps I am the cynical one here, but my experience in such environments is that actually getting anything of substance done with a team of corporate eggheads is nearly impossible. To be able to accomplish real, industry-wide, impactful change in modern America, and to do so with a corporate bureaucracy as your vehicle, takes a visionary.Why now was a good time for this interviewAnd the visionary is back. True, he never really left, remaining at the head of Vail's board of directors for the duration of Lynch's tenure. But the board of directors doesn't have to explain a crappy earnings report on the investor conference call, or get yelled at on CNBC, or sit in the bullseye of every Saturday morning liftline post on Facebook.So we'll see, now that VR is once again and indisputably Katz's company, whether Vail's 2006-to-2021 rise from fringe player to industry kingpin was an isolated case of right-place-at-the-right-time first-mover big-ideas luck or the masterwork of a business musician blending notes of passion, aspiration, consumer pocketbook logic, the mystique of irreplaceable assets, and defiance of conventional industry wisdom to compose a song that no one can stop singing. Will Katz be Steve Jobs returning to Apple and re-igniting a global brand? Or MJ in a Wizards jersey, his double threepeat with the Bulls untarnished but his legacy otherwise un-enhanced at best and slightly diminished at worst?I don't know. I lean toward Jobs, remaining aware that the ski industry will never achieve the scale of the Pet Rectangle industry. But Vail Resorts owns 42 ski areas out of like 6,000 on the planet, and only about one percent of them is associated with the Epic Pass. Even if Vail grew all of these metrics tenfold, it would still own just a fraction of the global ski business. Investors call this “addressable market,” meaning the size of your potential customer base if you can make them aware of your existence and convince them to use your services, and Vail's addressable market is far larger than the neighborhood it now occupies.Whether Vail can get there by deploying its current operating model is irrelevant. Remember when Amazon was an online bookstore and Netflix a DVD-by-mail outfit? I barely do either, because visionary leaders (Jeff Bezos, Reed Hastings) shaped these companies into completely different things, tapping a rapidly evolving technological infrastructure capable of delivering consumers things they don't know they need until they realize they can't live without them. Like never going into a store again or watching an entire season of TV in one night. Like the multimountain ski pass.Being visionary is not the same thing as being omniscient. Amazon's Fire smartphone landed like a bag of sand in a gastank. Netflix nearly imploded after prematurely splitting its DVD and digital businesses in 2011. Vail's decision to simultaneously chop 2021-22 Epic Pass prices by 20 percent and kill its 2020-21 digital reservation system landed alongside labor shortages, inflation, and global supply chain woes, resulting in a season of inconsistent operations that may have turned a generation off to the company. Vail bullied Powdr into selling Park City and Arapahoe Basin into leaving the Epic Pass and Colorado's state ski trade association into having to survive without four (then five) of its biggest brands. The company alienated locals everywhere, from Stowe (traffic) to Sunapee (same) to Ohio (truncated seasons) to Indiana (same) to Park City (everything) to Whistler (same) to Stevens Pass (just so many people man). The company owns 99 percent of the credit for the lift-tickets-brought-to-you-by-Tiffany pricing structure that drives the popular perception that skiing is a sport accessible only to people who rent out Yankee Stadium for their dog's birthday party.We could go on, but the point is this: Vail has messed up in the past and will mess up again in the future. You don't build companies like skyscrapers, straight up from ground to sky. You build them, appropriately for Vail, like mountains, with an earthquake here and an eruption there and erosion sometimes and long stable periods when the trees grow and the goats jump around on the rocks and nothing much happens except for once in a while a puma shows up and eats Uncle Toby. Vail built its Everest by clever and novel and often ruthless means, but in doing so made a Balkanized industry coherent, mainstreamed the ski season pass, reshaped the consumer ski experience around adventure and variety, united the sprawling Park City resorts, acknowledged the Midwest as a lynchpin ski region, and forced competitors out of their isolationist stupor and onto the magnificent-but-probably-nonexistent-if-not-for-the-existential-need-to-compete-with Vail Ikon, Indy, and Mountain Collective passes.So let's not confuse the means for the end, or assume that Katz, now 58 and self-assured, will act with the same brash stop-me-if-you-can bravado that defined his first tenure. I mean, he could. But consumers have made it clear that they have alternatives, communities have made it clear that they have ways to stop projects out of spite, Alterra has made it clear that empire building is achieved just as well through ink as through swords, and large independents such as Jackson Hole have made it clear that the passes that were supposed to be their doom instead guaranteed indefinite independence via dependable additional income streams. No one's afraid of Vail anymore.That doesn't mean the company can't grow, can't surprise us, can't reconfigure the global ski jigsaw puzzle in ways no one has thought of. Vail has brand damage to repair, but it's repairable. We're not talking about McDonald's here, where the task is trying to convince people that inedible food is delicious. We're talking about Vail Mountain and Whistler and Heavenly and Stowe – amazing places that no one needs convincing are amazing. What skiers do need to be convinced of is that Vail Resorts is these ski areas' best possible steward, and that each mountain can be part of something much larger without losing its essence.You may be surprised to hear Katz acknowledge as much in our conversation. You will probably be surprised by a lot of things he says, and the way he projects confidence and optimism without having to fully articulate a vision that he's probably still envisioning. It's this instinctual lean toward the unexpected-but-impactful that powered Vail's initial rise and will likely reboot the company. Perhaps sooner than we expect.What we talked aboutThe CEO job feels “both very familiar and very new at the same time”; Vail Resorts 2025 versus Vail Resorts 2006; Ikon competition means “we have to get better”; the Epic Friends program that replaces Buddy Tickets: 50 percent off plus skiers can apply that cost to next year's Epic Pass; simplifying the confusing; “we're going to have to get a little more creative and a little more aggressive” when it comes to lift ticket pricing; why Vail will “probably always have a window ticket”; could we see lower lift ticket prices?; a response to lower-than-expected lift ticket sales in 2024-25; “I think we need to elevate the resort brands themselves”; thoughts on skier-visit drops; why Katz returned as CEO; evolving as a leader; a morale check for a company “that was used to winning” but had suffered setbacks; getting back to growth; competing for partners and “how do we drive thoughtful growth”; is Vail an underdog now?; Vail's big advantage; reflecting on the 20 percent 2021 Epic Pass price cut and whether that was the right decision; is the Epic Pass too expensive or too cheap?; reacting to the first ever decline in Epic Pass unit sales numbers; why so many mountains are unlimited on Epic Local; “who are you going to kick out of skiing” if you tighten access?; protecting the skier experience; how do you make skiers say “wow?”; defending Vail's ongoing resort leadership shuffle; and why the volume of Vail's lift upgrades slowed after 2022's Epic Lift Upgrade.What I got wrong* I said that the Epic Pass now offered access to “64 or 65” ski areas, but I neglected to include the six new ski areas that Vail partnered with in Austria for the 2025-26 ski season. The correct number of current Epic Pass partners is 71 (see chart above). * I said that Vail Resorts' skier visits declined by 1.5 percent from the 2023-24 to 2024-25 winters, and that national skier visits grew by three percent over that same timeframe. The numbers are actually reversed: Vail's skier visits slumped by approximately three percent last season, while national visits increased by 1.7 percent, per the National Ski Areas Association.* I said that the $1,429 Ikon Pass cost “40% more” than the $799 Epic Local – but I was mathing on the fly and I mathed dumb. The actual increase from Epic Local to Ikon is roughly 79 percent.* I claimed that Park City Mountain Resort was charging $328 for a holiday week lift ticket when it was “30 percent-ish open” and “the surrounding resorts were 70-ish percent open.” Unfortunately, I was way off on the dollar amount and the timeframe, as I was thinking of this X post I made on Wednesday, Jan. 8, when day-of tickets were selling for $288:* I said I didn't know what “Alterra” means. Alterra Mountain Company defines it as “a fusion of the words altitude and terrain/terra, paying homage to the mountains and communities that form the backbone of the company.”* I said that Vail's Epic Lift Upgrade was “22 or 23 lifts.” I was wrong, but the number is slippery for a few reasons. First, while I was referring specifically to Vail's 2021 announcement that 19 new lifts were inbound in 2022, the company now uses “Epic Lift Upgrade” as an umbrella term for all years' new lift installs. Second, that 2022 lift total shot up to 21, then down to 19 when Park City locals threw a fit and blocked two of them (both ultimately went to Whistler), then 18 after Keystone bulldozed an illegal access road in the high Alpine (the new lift and expansion opened the following year).Questions I wish I'd askedThere is no way to do this interview in a way that makes everyone happy. Vail is too big, and I can't talk about everything. Angry Mountain Bro wants me to focus on community, Climate Bro on the environment, Finance Bro on acquisitions and numbers, Subaru Bro on liftlines and parking lots. Too many people who already have their minds made up about how things are will come here seeking validation of their viewpoint and leave disappointed. I will say this: just because I didn't ask about something doesn't mean I wouldn't have liked to. Acquisitions and Europe, especially. But some preliminary conversations with Vail folks indicated that Katz had nothing new to say on either of these topics, so I let it go for another day.Podcast NotesOn various metrics Here's a by-the-numbers history of the Epic Pass:Here's Epic's year-by-year partner history:On the percent of U.S. skier visits that Vail accounts forWe don't know the exact percentage of U.S. skier visits belong to Vail Resorts, since the company's North American numbers include Whistler, which historically accounts for approximately 2 million annual skier visits. But let's call Vail's share of America's skier visits 25 percent-ish:On ski season pass participation in AmericaThe rise of Epic and Ikon has correlated directly with a decrease in lift ticket visits and an increase in season pass visits. Per Kotke's End-of-Season Demographic Report for 2023-24:On capital investmentSimilarly, capital investment has mostly risen over the past decade, with a backpedal for Covid. Kotke:The NSAA's preliminary numbers suggest that the 2024-25 season numbers will be $624.4 million, a decline from the previous two seasons, but still well above historic norms.On the mystery of the missing skier visitsI jokingly ask Katz for resort-by-resort skier visits in passing. Here's what I meant by that - up until the 2010-11 ski season, Vail, like all operators on U.S. Forest Service land, reported annual skier visits per ski area:And then they stopped, winning a legal argument that annual skier visits are proprietary and therefore protected from public records disclosure. Or something like that. Anyway most other large ski area operators followed this example, which mostly just serves to make my job more difficult.On that ski trip where Timberline punched out Vail in a one-on-five fightI don't want to be the Anecdote King, but in 2023 I toured 10 Mid-Atlantic ski areas the first week of January, which corresponded with a horrendous warm-up. The trip included stops at five Vail Resorts: Liberty, Whitetail, Seven Springs, Laurel, and Hidden Valley, all of which were underwhelming. Fine, I thought, the weather sucks. But then I stopped at Timberline, West Virginia:After three days of melt-out tiptoe, I was not prepared for what I found at gut-renovated Timberline. And what I found was 1,000 vertical feet of the best version of warm-weather skiing I've ever seen. Other than the trail footprint, this is a brand-new ski area. When the Perfect Family – who run Perfect North, Indiana like some sort of military operation – bought the joint in 2020, they tore out the lifts, put in a brand-new six-pack and carpet-loaded quad, installed all-new snowmaking, and gut-renovated the lodge. It is remarkable. Stunning. Not a hole in the snowpack. Coming down the mountain from Davis, you can see Timberline across the valley beside state-run Canaan Valley ski area – the former striped in white, the latter mostly barren.I skied four fast laps off the summit before the sixer shut at 4:30. Then a dozen runs off the quad. The skier level is comically terrible, beginners sprawled all over the unload, all over the green trails. But the energy is level 100 amped, and everyone I talked to raved about the transformation under the new owners. I hope the Perfect family buys 50 more ski areas – their template works.I wrote up the full trip here.On the megapass timelineI'll work on a better pass timeline at some point, but the basics are this:* 2008: Epic Pass debuts - unlimited access to all Vail Resorts* 2012: Mountain Collective debuts - 2 days each at partner resorts* 2015: M.A.X. Pass debuts - 5 days each at partner resorts, unlimited option for home resort* 2018: Ikon Pass debuts, replaces M.A.X. - 5, 7, or unlimited days at partner resorts* 2019: Indy Pass debuts - 2 days each at partner resortsOn Epic Day vs. Ikon Session I've long harped on the inadequacy of the Ikon Session Pass versus the Epic Day Pass:On Epic versus Ikon pricingEpic Passes mostly sell at a big discount to Ikon:On Vail's most recent investor conference callThis podcast conversation delivers Katz's first public statements since he hosted Vail Resorts' investor conference call on June 5. I covered that call extensively at the time:On Epic versus Ikon access tweaksAlterra tweaks Ikon Pass access for at least one or two mountains nearly every year – more than two dozen since 2020, by my count. Vail rarely makes any changes. I broke down the difference between the two in the article linked directly above this one. I ask Katz about this in the pod, and he gives us a very emphatic answer.On the Park City strikeNo reason to rehash the whole mess in Park City earlier this year. Here's a recap from The New York Times. The Storm's best contribution to the whole story was this interview with United Mountain Workers President Max Magill:On Vail's leadership shuffleI'll write more about this at some point, but if you scroll to the right on Vail's roster, you'll see the yellow highlights whenever Vail has switched a president/general manager-level employee over the past several years. It's kind of a lot. A sample from the resorts the company has owned since 2016:The Storm explores the world of lift-served skiing all year long. Join us. Get full access to The Storm Skiing Journal and Podcast at www.stormskiing.com/subscribe

If you've ever felt overwhelmed, boxed in, or just plain bored by traditional business plans as a small business owner with ADHD, this episode is for you! Host Diann Wingert is here to reimagine business planning in a way that's actually ADHD-friendly—lean, flexible, visual, and, most importantly, useful. Whether you're new to entrepreneurship or tired of winging it and hitting hidden roadblocks, Diann guides you through a business planning approach that celebrates how the ADHD brain works best. Get ready to create a plan you'll actually want to use!Episode highlights: The Big Lie:Your ADHD brain thinks planning cramps your style—but done right, the opposite is true. Planning can be the external structure that fuels freedom, creativity, and calm in your business. The trick? Ignore the boring templates and create a plan tailored to how your brain truly operates.Why Traditional Business Plans Don't Work for ADHD Brains:The pitfalls of rigid, lengthy plans and how they trigger resistance and procrastination.Why our tendency to wing it isn't always as productive (or painless) as it feels.The Hidden Costs of ‘Winging It':Missed opportunitiesWasted energyUnfinished projects.Introducing the ADHD-Friendly Minimal Business Plan Framework:Four simple pillars (instead of 40 pages)North Star: Your “why,” distilled for everyday decisions.Revenue Reality Check: Getting real with three simple numbers.Zone of Genius: Maximizing what energizes you and minimizing the rest.Next Three Moves: Concrete, short-term steps—no five-year forecasts here!Making Your Business Plan Visual & Flexible:Why a one-page, visual dashboard beats a document you'll never open again.Tools and formats—Trello, Canva, voice-to-text, and more—that play to ADHD strengths.Get it Done (Without Overwhelm) with The Sprint Method25 minutes a day, one pillar at a time, over four days.Walk away when the timer rings—even mid-sentence.No giant blocks of time, no perfectionism, no overwhelm.Homework:Take 25 minutes this week and pick ONE pillar to focus on—whichever feels easiest or most fun. (Money anxiety? Start with your North Star instead!) Next week, another pillar. Within a month, you've got an ADHD-friendly business plan that you will actually use! Share your ADHD-friendly business plan with Diann Email: diann@diannwingertcoaching.com LinkedIn: https://www.linkedin.com/in/diannwingertcoaching/SpeakPipe voice messaging: https://www.speakpipe.com/AskDiannAnythingAbout the Host:Diann Wingert (she/her) is a former psychotherapist turned business strategist with a passion for supporting neurodivergent entrepreneurs. With real-world experience as both a clinician and a business owner—and her signature no-BS, motivational style—Diann specializes in helping business owners find strategies and systems to balance their passion and purpose, with profit, and avoid burnout in the process. Be sure to subscribe/follow so you don't miss future episodes full of practical, ADHD-friendly business advice!© 2025 ADHD-ish Podcast. Intro music by Ishan Dincer / Melody Loops / Outro music by Vladimir

NorthStar Academy celebrates a significant milestone with the formation of its first-ever independent governing board while maintaining its 27-year commitment to Christ-centered education and discipleship. The transition marks a new chapter of growth and development while keeping the school firmly anchored in its founding mission.• Board Secretary Katie Ahmadzai shares her transition from principal to board member to balance family needs while continuing to serve North Star's mission• Board Chairman Danny Coyle explains how his experience with international transitions and developing short-term leaders aligns with North Star's global vision• Both board members reflect on learning to trust God's provision through the process rather than seeking immediate solutions

The North Star Rail line in Minnesota is being canceled after struggling with ridership, particularly following a devastating 98% drop during the pandemic. Though originally conceived as an 80-mile connection between Minneapolis and St. Cloud, budget constraints limited it to just 40 miles ending in Big Lake, setting the project up for challenges from the start.• 40-mile commuter rail line with seven stations running from Minneapolis to Big Lake• Pre-pandemic ridership approached 800,000 annually but collapsed to just 400 daily riders today• Service reduction from six to four daily round trips further hampered recovery efforts• Recent transit-oriented development along the route now threatened by line's cancellation• Metropolitan Council replacing rail service with buses, reducing operating budget from $12M to $2M• Original plan to extend to St. Cloud (population 70,000) never materialized• Lack of stations in key areas like north Minneapolis likely limited potential ridership• Political pressure accelerated the cancellationPlease like this video and leave a comment to help us out. Support the show directly through our Patreon, merch store, or by buying us a coffee.Send us a textSupport the show

It's not easy to adapt a classic of contemporary literature into an epic TV series, but that's exactly what Selwyn Seyfu Hinds has done with “Washington Black,” the Booker Prize-shortlisted novel by Canadian author Esi Edugyan. Set in a steampunk reimagining of the 19th century, the story follows a young boy named George Washington Black who is born on a Barbados sugar plantation. His globetrotting travels take him on a journey around the world, including Virginia, Halifax, and even the Arctic. For this project, Selwyn wore many hats, including creator, executive producer and showrunner. He joins guest host Garvia Bailey to tell us how “Washington Black” mirrors his own journey as a Guyanese immigrant, and how the theme of resistance was his guiding North Star to making the novel shine on screen.

When your military career ends, the mission doesn't, but figuring out what's next, or what truly lights you up, can be one of the hardest transitions. It's not just about finding a new job. It's about rediscovering what matters most and learning how to fund the life you want, not the one you think you're supposed to have. In this episode, Omen Quelvog and I discuss values-first financial planning. Omen shares what it is, why it matters, and how it can help you and your family navigate life after service with intention. You'll hear how to rethink your next chapter, what abundance really means, and why military retirees might be more financially ready than they realize. Omen is the founder of Formynder Wealth Management, a fee-only financial planning firm helping military families build purpose-filled lives after service. A retired Marine Corps officer with 25 years of service, he holds the Military Qualified Financial Planner® designation and is a candidate for CFP® certification. https://milmo.co/podcast/values-first-financial-planning 02:15 – Why values first financial planning matters for military families 04:10 – Starting with your “why” before creating a financial plan 06:02 – Common money challenges during the transition to civilian life 08:15 – How defining your “North Star” shapes every financial decision 10:05 – The emotional side of money and why it's often overlooked 12:20 – Real-life examples of aligning spending with values 14:05 – The role of intentional trade-offs in living your ideal life 16:12 – How to filter out distractions and stay focused on priorities 18:30 – First questions to ask if you've never done values-based planning 20:45 – Bridging the gap between short-term needs and long-term goals 23:00 – Why flexibility is key in military-to-civilian transitions 25:12 – Building resilience through purpose-driven financial choices 27:05 – How this approach strengthens family relationships 29:15 – Final advice for living with clarity and intention For more MILMO, follow at: MILMO.co ItsMILMO on YouTube @itsmilmo on X @itsmilmo Instagram @itsmilmo LinkedIn @itsmilmo Facebook

In part 2 of Training Camp, Mike shows us how to have a world-changing faith through community with others.

Jason Tham, co-founder and Chief Innovation Officer of Nulogy, joins the Do Good to Lead Well podcast to share his insights into effective leadership in a rapidly evolving world. Authenticity, relatability, and a compelling purpose are not just buzzwords for Jason—they're the foundation of a resilient leadership style that thrives on change. As we navigate complexities in fields like supply chain management, Jason emphasizes the critical role of adaptability and agility. His personal TEDx talk and numerous accolades craft a leadership narrative where values lead the way.Moving beyond traditional business frameworks, we explore the transformative power of core values in building purpose-driven organizations. Jason reveals the importance of prioritizing people and relationships over products, a strategy that has guided Nulogy to sustainable success. By focusing on co-creation and community, we discuss how maintaining alignment with an organization's North Star fosters growth and adaptability. With a culture rooted deeply in positive leadership, continuous improvement, and shared success, there's a refreshing take on how regular reflection and dialogue integrate new members into this thriving ecosystem.Resilience and mentorship take center stage as we uncover the intricate balance between persistence and knowing when to pivot. Jason shares personal stories that illuminate the journey through adversity and the empowering role of a supportive network. We weave in narratives of psychological safety, addressing loneliness at the top, and the insidious nature of imposter syndrome. He even shares a powerful leadership lesson he learned from his daughter. Listen in as Jason makes the compelling case that strong leadership is inextricably linked to authenticity, purpose, and the courage to embrace challenges while fostering an inclusive environment.What You'll Learn- The transformative power of core values in building purpose-driven organizations.- How adaptability and agility are essential to navigate complex times.- The balance between persistence and knowing when to pivot.- The role of mentorship and a supportive network in fostering resilience.- Addressing challenges like imposter syndrome and fostering psychological safety within teams.Podcast Timestamps(00:02) – What are the Key Leadership Qualities in a Changing World?(14:09) - Strategic Alignment Through Core Values(26:21) - Building Resilience Through Mentorship(40:34) – Personal Journey of Resilience and Community(46:36) - Leadership and EmpowermentKEYWORDSPositive Leadership, Innovation, Authenticity, Adaptability, Agility, Diversity, Equity, Inclusion, Purpose, Resilience, Mentorship, Psychological Safety, Growth Mindset, Core Values, Continuous Learning, Overcoming Adversity, Maximizing Engagement, Energy Management, Learning Conversations, Values-Based Leadership, CEO Success

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Agency owners often stay stuck in delivery because they fear stepping back will tank what's working. Brent Weaver shares how he transitioned from being the “product” to leading a 300-person agency without burning it all down—and why you need to step up if you want to scale. What You'll Learn Why staying “in delivery” caps your growth How to stop being the product and build leaders around you How to set a real “North Star” so your team stops bugging you Why you need to know your numbers and stop blaming seasonality The mindset shift from VFR (gut decisions) to IFR (data-driven scale) Key Takeaways Your agency won't scale if you're stuck in delivery. You must step back and coach leaders if you want freedom and growth. Clarity kills chaos. Set a clear vision so your team can act without needing you in every decision. Use the 1-3-1 method (1 problem, 3 options, 1 recommendation) to build leaders and stop being the fixer. Know your numbers. Seasonality is often a scapegoat for pipeline problems you can fix. Every change costs churn. If your change won't grow you by at least 20%, it's not worth the churn. Stop flying VFR. Use data to run your agency if you want to scale without chaos. Are you still viewed as a ‘product' of your agency? Maybe you've considered stepping back from the day-to-day but are terrified you'll break what's working. Our featured guest is the newly appointed CEO of E2M Solutions and he shares what it's been like going from being the main “product” at an agency he built and grew, to stepping in to run a 300-person white-label agency. From losing the fear of breaking what already worked to accepting it's better if he's usually not in client call, he explains how he's grown comfortable in his new role: coaching the core leadership team, amplifying culture, and making sure hundreds of projects and thousands of tasks get executed well. Brent's journey is packed with lessons on what real leadership looks like when you're ready to grow. Brent Weaver is the CEO of E2M Solutions, a 300-person white-label agency helping digital agencies scale through web, digital marketing, and AI services. Before E2M, Brent founded and grew UGURUS, supporting agencies to niche, price, and position better. Now, instead of talking about scaling, he's deep in the trenches doing it. In this episode, we'll discuss: Stop being the product and build leaders around you How to set a real “North Star” so your team stops bugging you Why you need to know your numbers and stop blaming seasonality  Subscribe Apple | Spotify | iHeart Radio From “Gainfully Unemployed” to Leading 300 People A few months before stepping in at E2M, Brent was living the dream: building a halfpipe in his barn and enjoying long walks on his property. Then, he jumped back in, this time not to build a new business, but to lead a 300-person agency that already had a killer product, a strong culture, and a commitment to service. Brent's move is the dream scenario for many agency owners who've spent years in the grind. He joined a team that's already winning and is in the process of figuring out how to take it to the next level without screwing it up. However, running an operation that serves hundreds of clients and handles hundreds of projects every month, the stakes are bigger, the team is bigger, and the impact is bigger. It's a different kind of pressure. When You're No Longer “The Product” If you're running a 5–20 person agency, you might feel like stepping up to a 300-person team would just mean 300 people interrupting you all day with Slack pings. But Brent that's not how it works at that level. If you want to scale, you have to stop being the product. At UGURUS, Brent was often the one jumping on client calls to “fix it.” At E2M, he's focused on coaching the core leadership team, amplifying culture, and making sure hundreds of projects and thousands of tasks get executed well without him being the bottleneck. As he explains, even though he loves speaking to clients, there probably shouldn't be a situation where he HAS to jump on a call with them. Brent believes agency owners should begin stepping back from daily agency operations once the team team grows to around 20 people. At this point, you should start to think about your business's leadership structure, management structure, and spend more time thinking about the “middle” of the business vs. just the vision. Take note: If you're stuck in delivery and putting out fires, your agency won't scale. Vision: Your Agency's North Star If you've heard agency owners talk about the business “North Star,” you know how critical it is to set a clear vision your team can rally around. Your vision doesn't need to be some sappy paragraph you read before standups. It needs to be clear enough that everyone on your team can make decisions aligned with where you're going without bugging you every five minutes. At E2M, Brent and his team know exactly where they're headed over the next three to five years—and every decision flows from that. This is true freedom to Brent. His vision of freedom is not one where he has lots of time off, but rather one where he can do his job as CEO without being micromanaged and can choose his path towards the agreed strategic objectives. If you want to stop being the product at your agency and you still don't have this clarity, your team will constantly come to you, expecting you to make every call. If you want to get out of that cycle, set your North Star. Then, overcommunicate it. The 1-3-1 Method to Building Leaders If you're still solving every problem in your agency, try the 1-3-1 method Jason used: What's the 1 problem you're facing? What are 3 options you've considered? What's the 1 you recommend? Teach your team to think critically and solve their own problems, and you'll stop being the default fixer. This is how you build leaders inside your agency instead of becoming the only adult in an adult daycare. Don't Let “Do No Harm” Paralyze You For Brent, being a good leader means getting down to why things are working or not working at the agency, with the same level of detail whether things are working or not. As a leader, if you don't have a firm grip on the business and why it's going up, down, or staying the same, you can't get a clear idea of how to improve the company or not damage what's working. New CEO's often come in with the idea of “doing no harm” by changing things too much as they start. Think about it like this: Any meaningful change will cause about 20% churn. If the upside of your change isn't at least 20% growth, it's not worth it. Don't be afraid of making changes. Just remember that if you decide to change the pricing, pivot your offer, or build a new division, it better be worth the churn it will inevitably create. This mindset frees you to take the swings that actually move your agency forward. The Seasonality Cop-Out If you truly have a firm grip on the business, you'll also avoid the seasonality cop-out.. “Summer's slow.” “Everyone's on vacation.” “Budget freezes in Q4.” We've all heard it, but as Brent learned at Digital Ocean (where you either knew your numbers or got roasted), seasonality isn't causality. If you see lead flow drop in the summer, don't blame the weather. Look deeper: Are you running events that drive leads earlier in the year but have no Q3 pipeline activity? Do your ad campaigns pause when the kids get out of school? You don't fix “seasonality” with wishful thinking. You fix it by identifying the root cause, putting numbers to the impact, and designing campaigns or partnerships to fill the gap. If you want next June to be different, start planning now. Clarity over confusion wins every time. Flying VFR vs. IFR: How Agency Owners Get Stuck With both the interviewer and interviewee being licensed pilots, we of course got this banger analogy when talking about decision-making for agency owners: Visual Flight Rules (VFR): You fly by looking out the window, adjusting based on what you see. Instrument Flight Rules (IFR): You fly by instruments, allowing you to go further, faster, and more safely. Most agencies operate under VFR, making gut decisions with limited data. This approach works when you're small, but to scale, you need to fly IFR, building a data system that tells you what's working, what's not, and what needs fixing. At E2M, Brent is shifting the company to operate on data, allowing them to scale smarter and make big moves (like building out their AI and Go High Level divisions) with confidence. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.