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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

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

On Sunday Aug. 10, Montreal's 19th annual Pride parade is set to take place, and two local Jewish organizations have been once again been invited to participate—despite a turbulent few days in which the organizers originally barred both Ga'ava and the Centre for Israel and Jewish Affairs. The explusion stemmed from complaints Pride said it received that Ga'ava, a pro-Israel, Jewish 2SLGBTQIA+ group, had used “hateful discourse” in a recent CJN article when describing groups that objected to Zionists participating in the parade this year. The short-lived ban outraged many, since Pride is supposed to be inclusive and a celebration of 2SLGBTQIA+ people, and also because the festival receives over $1 million in government funding. While the reversal is being described by some activists as a victory—and Ga'ava and CIJA, who march together, are pushing for a large turnout ahead of the big day—some members of the Jewish queer community say the whole incident has left them feeling traumatized. There is also some concern about how their enjoyment of the annual Pride experience might be marred by the required heavy security that will be deployed to protect them. On today's episode of The CJN's North Star podcast, host Ellin Bessner gets reaction from Claire Frankel, a recent graduate of McGill University and a board member with JQueer Montreal, as well as from retired Ontario justice Harvey Brownstone. Brownstone was Canada's first openly gay judge, performed numerous same-sex marriages and, years ago, was the president of Chutzpah, a group created in the 1980s to support queer Toronto Jews who had been rejected by their families. Related links Why Montreal's main Pride organization has reversed course and welcomed back two pro-Israel Jewish groups to participate, in The CJN. How Toronto's  2SLGBTQIA+ community faced some hard decisions whether to participate in the 2025 Pride events, in The CJN. Learn more and follow Harvey Brownstone's interviews show. Credits Host and writer: Ellin Bessner (@ebessner) Production team: Zachary Kauffman (senior producer), Andrea Varsany (producer), Michael Fraiman (executive producer) 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)

A unified AI vision serves as the North Star for enterprise-wide AI adoption, ensuring all departments work toward common strategic objectives. Without this alignment, organizations risk fragmented investments, duplicated efforts, and missed opportunities for transformation. A cohesive vision enables CIOs to prioritize initiatives that deliver measurable business value, while fostering cross-functional collaboration between IT, business units, and leadership. It also facilitates better resource allocation, accelerates time-to-value, and builds organizational consensus around AI's role in driving competitive advantage and operational excellence. In this PodChats for FutureCIO, C K Tan, APJ Innovation Officer at ServiceNow, shares his perspective on the critical need for a unified AI vision.1.       What does a "unified AI vision" mean in practice, and why is it critical for CIOs to champion this now? [why AI maturity dipped? – get copy of report]2.       How can organisations in Asia align AI investments with core business strategy and measurable KPIs to demonstrate clear ROI?3.       What proven metrics and maturity models can leaders use to track progress toward enterprise-wide AI adoption and competitive advantage?4.       How should the CIO and CFO jointly measure, report, and justify the business value of AI investments to stakeholders?5.       How can CIOs foster cross-functional collaboration to break down silos and prevent AI solution sprawl?6.       What governance frameworks are currently in place to manage AI risks, ensure accountability, and maintain regulatory compliance? What gaps remain, especially in the APJ region?7.       AI adoption brings cultural and operational disruption. What change management strategies should organisations deploy to build workforce trust and accelerate adoption?8.       AI risks exacerbating technical debt if not integrated thoughtfully. Based on early 2025 lessons, how can CIOs embed AI into legacy workflows without creating long-term liabilities?9.       How should CIOs articulate the long-term AI tech debt strategy—and its financial implications—to the CFO and Board?10.   Into 2026, what is your advice for CIOs and other technology leaders as they build and sustain a unified AI vision across their organisations?

This week's episode of Energy Voice Out Loud (EVOL) takes on the breaking news that the next renewables auction round has started. Energy Voice staffers Erikka Askeland, Micheal Behr and Mathew Perry discuss runners and riders and who might be winners! News editor Erikka speaks with Gitte Gard Talmo, the CEO of North Star. The historic Aberdeen shipping firm will be adding two brand new vessels to its fleet following its biggest ever deal with offshore wind giant RWE. Finally, Mat explains what it means now that the UK government has shortlisted a direct air capture (DAC) project led by Swiss specialist Climeworks as part of the HyNet CCS scheme in North West England. Will it one day be possible to suck greenhouse gasses out of the air? Tune in and find out;.

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

A daily update on what's happening in the Rocket Pool community on Discord, Twitter, Reddit, and the DAO forum. #RocketPool #rpl #Ethereum #eth #crypto #cryptocurrency #staking #news Podcast RSS: https://anchor.fm/s/cd29a3d8/podcast/rss Anchor.fm: https://anchor.fm/rocket-fuel Spotify: https://open.spotify.com/show/0Mvta9d2MsKq2u62w8RSoo Apple Podcasts: https://podcasts.apple.com/us/podcast/rocket-fuel/id1655014529 0:00 - Welcome Rocket Pool newsSEC says LSTs not securities https://discord.com/channels/405159462932971535/405163713063288832/1400730611903103007 https://x.com/deitaone/status/1952776065698394441 https://www.sec.gov/newsroom/speeches-statements/corpfin-certain-liquid-staking-activities-080525 https://x.com/campbelljaustin/status/1952863921859379687 BTCS community call https://x.com/NasdaqBTCS/status/1951015651688206656 https://discordapp.com/channels/405159462932971535/405163713063288832/1402054566803144857 pDAO bootstrap disabled https://discord.com/channels/405159462932971535/405163979141545995/1400723322945404959 https://discord.com/channels/405159462932971535/894377758489210930/1402494427641020530 rETH in DeFi https://x.com/StakeRocketPool/status/1951433211717853372 GMC using BOLD https://twitter.com/Rocket_Pool/status/1952976776428437797 MC treasury reports https://dao.rocketpool.net/t/gmc-2025-07-01-2025-07-31-treasury-report/3723 https://dao.rocketpool.net/t/imc-period-38-report-period-39-budget/3725 Staking news Client update https://github.com/ethereum/go-ethereum/releases/tag/v1.16.2 Ethereum news Roman Storm verdict https://x.com/innercitypress/status/1953139463095267815 https://x.com/eleanorterrett/status/1953146088602427664 North Star update https://x.com/TimBeiko/status/1952756799011959044 Ethereum enterprise team https://x.com/binji_x/status/1953154482793021902 Base down for half an hour https://x.com/DegenerateNews/status/1952618232491205082 https://x.com/jessepollak/status/1952785312767459709 https://x.com/buildonbase/status/1952783568784244863 Gemini teasing L2 https://x.com/Gemini/status/1952731706194030691 Another ETH treasury company https://x.com/fabdarice/status/1953110071493439604 Tom Lee says flippening is possible https://x.com/BanklessHQ/status/1953048407427240266 https://x.com/CryptoGucci/status/1953116445589619072 In other news Hester Peirce talks privacy in crypto https://www.sec.gov/newsroom/speeches-statements/peirce-remarks-blockchain-conference-080425

In this conversation, Adam Roach and Jess Webber discuss the common issue of feeling busy yet unproductive. They explore the difference between activity and alignment, emphasizing the importance of auditing inputs, defining a clear North Star, and dedicating time for deep work to achieve meaningful progress. The discussion highlights practical strategies to regain control over one's time and focus, ultimately leading to greater effectiveness and fulfillment.TakeawaysYou're confusing activity with alignment.The average person spends two and a half hours a day on email.Emails are someone else's to-do list for you.You cannot create from overload.Audit your inputs to regain bandwidth.Define your North Star to find direction.Every task should align with your North Star.Deep work requires uninterrupted time.You do have time if you're intentional.Clarity lives on the other side of focus.Chapters00:00 The Busy Yet Stuck Dilemma05:09 Auditing Your Inputs10:23 Defining Your North Star14:43 The Power of Deep Work

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.

On Wednesday afternoon, the Metropolitan Council will review a plan by Metro Transit to end the Northstar Commuter Rail service and transition it to a bus line. The train currently runs between Target Field in Minneapolis through the northwest metro and all the way to Sherburne County, a 40-mile route. Ridership during the pandemic plunged and never fully recovered. If the Met Council adopts the proposal, the Northstar Commuter Rail could end in January. For more on what this would mean for public transit, Minnesota Now guest host Chris Farrell talks with Eric Lind, the director of the Accessibility Observatory at the Center for Transportation Studies at the University of Minnesota.

Send us a textWe sat down with our VP of Technology, Arkadiusz Halaj, to demystify the world of AI and its growing role in real estate. From saving agents hours each week to identifying your “North Star,” Arkadiusz shares actionable insights on how to leverage AI without losing the human connection that drives our industry. Whether you're skeptical, curious, or already experimenting with AI tools, this episode will help you rethink your approach to tech in your business. *This description may or may not have been written via AI*

While many Canadians are continuing to boycott products made in the United States, when it comes to mikvehs, nearly a dozen Canadian Jewish communities have no qualms about accepting their money. Mikvah USA is a Brooklyn-based charity that gives out financial aid, advice and technical support for renovating outdated mikvehs and building brand-new ones, and in the last few years, they've supported 10 clients in Ontario and Quebec. One of them is Ottawa's Naomi Bulka Community Mikvah, which held its grand reopening on July 20, having completed a makeover of the 25-year-old facility, attached to Ottawa's Soloway ewish Community Centre. While only 30 women have been using the mikveh each month, officials believe they will attract larger crowds who come for the religious experience in a bright, refreshed, spa-like atmosphere. The team in Ottawa received a grant to kickstart independent fundraising from Mikvah USA, which has been subsidizing mikveh projects across North America since 2004, mostly in smaller Jewish communities. The list includes London, Ont.; Quebec City; and a forthcoming mikveh in Saint-Agathe-des-Monts, Que., which is still under construction. On today's episode of The CJN's North Star podcast, host Ellin Bessner is joined by some Canadian mikveh organizers who collaborated with the American charity to get their projects to the finish line: Dina Teitlebaum and her husband, Rabbi Levy Teitlebaum, in Ottawa, and Chana Carlebach and her husband, Rabbi Emanuel Carlebach, who are building the multimillion-dollar mikveh in Saint-Agathe-des-Monts. Related links Learn more or donate to the newly renovated Naomi Bulka community mikveh in Ottawa. Learn more or donate to the new community mikveh in Saint-Agathe-des-Monts, Quebec, built by Congregation House of Israel. Why this Chabad family in Kelowna, B.C. built the only mikveh between Vancouver and Calgary, in The CJN archives. Credits Host and writer: Ellin Bessner (@ebessner) Production team: Zachary Kauffman (senior producer), Andrea Varsany (producer), Michael Fraiman (executive producer) 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 this episode, Gordon sits down with Wolfgang Ufer, CEO of Smart Automobile, for a candid and inspiring conversation about transforming a legacy brand into a future-forward mobility company. From his early days at Mercedes-Benz to leading Smart through its bold evolution into an electric-only, direct-to-consumer startup, Wolfgang shares how he built a car company from scratch and why getting closer to the customer has always been his North Star.We dive into Smart's radical journey: navigating the electric mobility transition, scaling innovation with startup urgency, launching the game-changing Smart #5 and embracing a leadership style shaped by openness, accountability and customer proximity.Tune in to hear why Wolfgang believes there's “no place to hide” in direct-to-consumer and why that's exactly where he wants to be.

The institutions are broken because their hearts are broken. In this conversation with Dr. Rick Doblin, president of the Multidisciplinary Association for Psychedelic Studies, we explore whether substances used to great effect in the treatment of PTSD can become the scalpel and the flame for stuck culture—cutting delusion, sparking communion. Physics, like politics, stalls when minds forget how to meet. What if the revolution isn't in data, but in daring to see things in a new light?PATREON https://www.patreon.com/c/demystifysciPARADIGM DRIFThttps://demystifysci.com/paradigm-drift-showMUSICCheck out our band's new album:https://secretaryofnature.bandcamp.com/album/everything-is-so-good-hereVinyl pre-orders available now: https://buy.stripe.com/14A5kC3Od5d21Ms7zPdEs09Multidisciplinary Association for Psychedelic Studies: https://maps.org/00:00 Go! The Challenge of Changing Minds 00:06:32 Introduction to MAPS 00:07:51 Emotional Barriers to New Ideas in Physics 00:12:30 Memory Reconsolidation and Psychedelic Therapy 00:16:48 Truth, Memory, and Emotional Healing 00:20:57 Fragile Beliefs and Resistance to Change 00:21:53 Secondary Gains in PTSD and Self-Healing 00:25:00 Belonging vs Rationality 00:29:00 Load-bearing Beliefs and Instinctive Reactions 00:33:00 Fundamentalism in Institutions and Religion 00:39:00 Reinterpreting Myths and Collective Action 00:44:20 Consciousness Patterns: Team vs Replicator 00:46:00 Embracing the Dualities o2f Human Nature 00:48:54 Culture Shapes Psychedelic Experience 00:51:14 Assumptions and Logical Traps 00:54:00 Ritual, Religion, and Medicalization 00:58:52 Bromo-LSD and Unexpected Healing Paths 01:03:30 New Frontiers in Psychedelic Therapy 01:06:39 Psychedelic Churches and Religious Freedom 01:09:35 Medicalization and Shifting Drug Perceptions 01:15:21 Ancient Mysteries and Psychedelic History 01:19:54 Physicists, Spirit, and Altered States 01:24:30 Jung's Red Book and the Limits of Language 01:28:13 Elite Capture and the Wildfire Metaphor 01:30:54 Capitalism, Collapse, and Redistribution 01:33:21 Innovation Needs a North Star 01:36:54 Uncertainty, Anxiety, and Vision 01:40:22 From Analysis to Action 01:44:11 Self-Transcendence and Collective Awakening 01:49:22 Psychedelics and Social Consciousness 01:56:28 Left, Right, and the Shared Psyche 02:03:51 Dangers of Ego Inflation 02:09:03 The Racist Origins of the Drug War 02:12:26 Post-Prohibition Possibilities 02:14:57 MAPS, Cults, and Therapy Ethics 02:19:51 MAPS Research Methods and Criticisms 02:23:21 Pharma Influence and Scientific Integrity 02:30:07 Ethics and Risk in MDMA Therapy 02:34:27 Commercialization and Mission Drift 02:55:14 Psychedelics, Peace, and Human Growth 02:56:00 Healing Work in Conflict Zones 02:58:00 Psychedelics, Physics, and Collaboration 03:00:00 Nature, Connection, and Future Gatherings #psychedelicscience, #TraumaHealing, #ParadigmShift, #Consciousness, #PsychedelicResearch, #CulturalChange, #SelfTranscendence, #quantumphysics, #physics, #philosophypodcast , #sciencepodcast, #longformpodcast ABOUS US: Anastasia completed her PhD studying bioelectricity at Columbia University. When not talking to brilliant people or making movies, she spends her time painting, reading, and guiding backcountry excursions. Shilo also did his PhD at Columbia studying the elastic properties of molecular water. When he's not in the film studio, he's exploring sound in music. They are both freelance professors at various universities.

If you've ever doubted whether one person can make a difference, meet Olivia Sciocchetti.She's the kind of teacher who sees brilliance in chaos, who hears a full sentence in a quiet pointing gesture, and who gives her whole heart to kids the world often overlooks. In this powerful and deeply personal conversation, Olivia shares how growing up in Delco shaped her grit and grace, what it's really like inside a Special Education classroom, and why chasing down a student isn't a problem — it's a privilege.This episode hits different — because Olivia isn't just an extraordinary teacher; she's family. Raised in Ridley with a true Delco accent that instantly brings you home, Olivia's love for her students (especially those on the autism spectrum) will inspire you, humble you, and make you believe in the goodness of people all over again.From her emotional college journey to the moment a kindergartner asked her for a chip — and changed everything — this is a raw, joyful, and unforgettable tribute to purpose, passion, and the power of unconditional love.Unique Elements in This Episode•Olivia is a true Delco girl — born and raised in Ridley, full of that classic Philly-area grit and heart.•Her accent alone will transport Delco listeners right back to Wawa runs, Go Birds chants, and Thanksgiving Turkey Bowls.•She treats every child as an individual — whether they're under the desk shouting math answers or quietly pointing at a bag of chips.•The story about her cousin who was never supposed to live past 6 months — and became her North Star.•Her powerful relationship with her parents and her Aunt Adrian — role models who shaped her strength and soul.•Her refusal to let academic struggles define her — climbing from a 2.6 GPA to multiple Dean's List awards and Kappa Delta Pi honors.•Her hilarious, heartfelt tales of family, pizza, and the magic of Tino's and Pica's.•A reminder that what looks like chaos to the outside world may just be a masterpiece in the making.Got someone in mind who deserves the spotlight? Shoot us a text and let us know! We'd love to hear from you!

In this episode, Mike Linch and Jon Gordon discuss the essential elements of building winning teams. They explore the importance of commitments over goals, the value of teammates, and the necessity of maintaining a positive outlook in the face of adversity. Jon shares insights from his experiences with various teams and emphasizes the significance of encouragement and continuous improvement as a leader. Mike's Takeaway's:- Winning teams have underlying habits that contribute to their success.- Health checks can provide peace of mind and early detection of issues.- Commitments are more impactful than mere goals in achieving success.- Valuing teammates is crucial for building strong relationships.- Staying positive is essential, especially during tough times.- Encouragement can help overcome discouragement and keep teams motivated.- Continuous improvement is necessary for effective leadership.- Belief in oneself and the team is vital for success.- Learning from others, regardless of their level, is key to growth.- Teams should commit to each other to foster unity and success.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

Join our champion program: mark@themomentumcompany.com Attend a Thriving Leader event: https://www.themomentumcompany.com/thrivingleader2025 Instagram: @the.momentum.company LinkedIn: /momentum-companyIn this episode, Mark Jewell is joined by agricultural commentator, speaker, and podcast host Damian Mason for a candid and high-energy conversation about the intentional evolution of individuals, businesses, and the ag industry at large. From political comedy to economic commentary, Damian shares how he reinvented himself—and why the ag industry must do the same. Together, they tackle the myths of "feeding the world," challenge commodity mindsets, and explore what it means to lead from a place of health, clarity, and discipline.Key Takeaways:Intentional Reinvention Requires CourageDamian shares how he intentionally shifted from political comedy to agricultural commentary, despite the comfort and success of his past career. Reinvention means letting go of what once worked to make room for what's next.Ag's Identity Crisis Needs a New North StarThe old narrative of "feeding the world" no longer resonates. Today's agricultural leaders must rethink their purpose—focusing on sustainability, nutrient density, and stewardship, rather than just production volume.Policy, Incentives & Entrenchment Are Holding Us BackGovernment subsidies, university research incentives, and industry entrenchment keep ag locked into outdated systems. Progress requires bold leadership and a willingness to challenge the status quo.Consumer Behavior Is Changing—Ag Must Catch UpConsumers are already proving they'll pay more for quality, flavor, and health. Ag must prioritize differentiation and embrace emerging trends like regenerative ag, flavor-focused products, and transparency in sourcing.Leadership Transformation Begins with Personal HealthMark shares how Thriving Leader participants undergo physical and personal transformation—often losing weight, getting healthier, and showing up as better leaders—by simply being placed in a high-performance environment.Notable Quotes:“Being funny is like being tall. You either are or you aren't.” – Damian Mason“It takes tremendous intention to say: this thing that made me millions of dollars is now just a story.” – Damian Mason“We're stuck on slogans from 30 years ago. Feeding the world isn't the point anymore.” – Damian Mason“Intention and discipline walk down the same aisle. One without the other gets you nowhere.” – Mark Jewell“You want to lead transformation? Start by getting people off soda and into a 6am kickboxing workout.” – Mark JewellAction Steps:Reflect on whether your current business model or leadership approach needs an intentional evolution.Challenge outdated industry narratives and begin forming your own North Star for impact.Rethink the role of policy and incentives in your work—are they helping or hindering progress?Consider your own health and habits: what shifts would make you a stronger, more grounded leader?Listen If You Are:A leader in agribusiness looking to stay relevant and forward-focusedTired of outdated industry slogans and ready to create real impactCurious about the intersection of policy, performance, and purpose in agA lifelong learner interested in personal and industry transformationSomeone ready to challenge the status quo and evolve intentionally

David Clark is joined by Claudia Kwan, Managing Director at North Star Impact Funds and recipient of the Outstanding Individual Achievement Award at the Impact Investment Summit. A former Morgan Stanley trader and now one of Australia's leading voices in sustainable capital, Claudia shares how impact investing is evolving beyond its philanthropic roots to deliver returns competitive with traditional strategies. For investors who have historically prioritised financial performance over social outcomes, this episode challenges assumptions highlighting how capital can be deployed to sectors like affordable housing, electrification, and healthcare without compromising on economic returns. Key highlights: * Why measurable social and environmental outcomes are becoming part of mainstream investing. * How impact-aligned portfolios can deliver returns in line with traditional benchmarks. * NorthStar's values-driven, institutional-grade investment approach. * Claudia's journey as a female leader in the investment banking industry. Great perspective on why purpose and performance are no longer mutually exclusive.

Rory Sutherlandtook a TOTALLY new angle to this conversationRory like you've never heard him before.ON THE MENU:Bottle Neck Theory: how brands can use Bottle Neck Theory to grow their brand, Bottle necks will moveThe 7th Law of Persuasion: “Confession works well in the church and well in the advertising room”Bryon Sharp: Mental Availability vs. Physical Availability: most brands struggle with one or the otherNassim Taleb, KFC Salads,Marketeers Need to think like M16 Detectives: We need more models, Cop DNA model you need different modelsNassim Taleb Predicatablity vs. Randomness in Brand Building: Exposure to natural variation in stimulus is healthy for humansWill Guidara Pursue Contradictory Goals “Excellence & Hospitality” + “Surprise & Consistency”How Couples Sexting in 1980'sChurchill's Marketing Secrets to win world war twoSmart answers lie in dumb questionsM16 and Bletchley Park Hiring tactics for Challenger Brands: Hire someone who's mentally unusual, then find a role for themJOB Descriptions are DUMB. Hire someone who's mentally unusual, then find a role for themA lot of people do nothing, some people do a lotJust because it makes sense, doesn't make it trueWe underestimate the power of randomness in Everyday lifeRick Rubin: You're measured on your outputs “Distraction is not procrastination”What are we trying to do here really?Exposure to natural variation in stimulus is healthy for humansHow this plays into branding, I.e. predictability vs randomnes.18.Engineering solutions are deterministic, Change behaviour it's cheaper, probabilistic19. The Disney Question: just because it makes sense, doesn't mean it's true.20. The Dunbar Number No One Can Make Meaningful Relationships Past 150 People Humans Can Only Have About 150 Friends Max ==============================================

Jesus's words in the fifteenth chapter of the Gospel of John are so much more powerful when you're the owner of a vineyard; when you witness the grapes growing on the vines and tend to its spiraling branches. For the Savaryn family of Waconia, Minnesota, their vineyard, Sovereign Estate, is an everyday living out of, "I am the vine and you are the branches".  While California produces over 80 percent of the wine output in America, the 30-acre vineyard that sits on the banks of Lake Waconia in the south central part of the North Star state, is a testament to the legacy of the Savaryn clan's core values: Faith, Family, Beauty and Excellence. It's also a dynamic part of what has become a $325 billion dollar industry in the United States: Wine and the making of it. Some of Sovereign's wines have even won international awards and competitions. On this episode of Lighthouse Faith podcast, Terri Savaryn, the co-founder and owner along with her husband Paul, talks about the faith that built the vineyard; how Paul's father, a doctor and immigrant from Ukraine, started a hospital and bought up farm property on the shores of one of Minnesota's 10,000 lakes. And how it turned out that the elevation was perfect for vine growing. But most of all, how Sovereign is not only how their name is pronounced, but what God's presence means in their lives: He is Sovereign. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Mike kicks off our Training Camp series by challenging us to serve like the early church served.

On July 30, Prime Minister Mark Carney announced that, come September, Canada will officially recognize Palestine as a state, during the United Nations General Assembly meetings in New York. In making the announcement in Ottawa earlier this week, Carney said he had received three “commitments” from the head of the Palestinian Authority, Mahmoud Abbas: to hold elections in 2026, to reform the P.A.'s governance and to demilitarize the territories. Carney said Canada couldn't wait any longer for a two-state solution to happen on its own, and needed to act quickly. Why? Because Hamas continues to pose a “pervasive threat” to Israel and its right to exist after the “heinous terrorist attack of October 7, 2023.” But he also blamed Israel for planning to expand settlements and annex the West Bank, for letting extremist settlers continue attacking Palestinians, and for allowing a humanitarian crisis to unfold in Gaza. The news has Canadian Jews divided. Some mainstream organizations reacted to the news with alarm; B'nai Brith Canada called the decision “dangerously premature”, while the Centre for Israel and Jewish Affairs warned of “another failed Palestinian pseudo-state controlled by terrorists”, adding their deep concern that the recognition doesn't hinge on the release of the hostages and the removal of Hamas first. Meanwhile, some progressive Jewish groups commended Carney for the move, including Canadian Friends of Peace Now and JSpace Canada. The latter praised “this significant and courageous step” as being “shared by the majority of Canadian Jews,” and that a two-state solution “remains the only just and sustainable resolution to the Israeli-Palestinian conflict.” On today's episode of The CJN's North Star podcast, host Ellin Bessner speaks with two senior international affairs analysts on opposite sides of the issue. Alan Kessel is a former Canadian diplomat and legal advisor to Global Affairs Canada, and his former colleague Jon Allen was Canadian ambassador to Israel from 2006-2010. Related links Read more about Canada's pledge to recognize Palestine in September, in The CJN. Read Prime Minister Mark Carney's official announcement on why Canada will recognize Palestine. Hear the former Palestinian envoy to Ottawa say there can't be elections because Israel is occupying East Jerusalem, the Palestinian capital, on CBC News. Credits Host and writer: Ellin Bessner (@ebessner) Production team: Zachary Kauffman (senior producer), Andrea Varsany (producer), Michael Fraiman (executive producer) 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)

Most firms track metrics—but very few measure what actually matters. In this episode of The FutureProof Advisor, I explore why outcome-based numbers like AUM and revenue can give the illusion of progress while quietly stalling real growth. Drawing from years of conversations with advisory firms and firsthand experience leading teams, I unpack how misaligned metrics can drain energy, shift focus away from what drives value, and unintentionally discourage the very behaviors that lead to long-term success.Rather than chasing results, high-performing firms build what I call a “metric portfolio”—a diversified set of measurements that help teams stay focused, aligned, and confident in their next move. I walk through four essential types of metrics: predictive, outcome, efficiency, and quality—and explain why the smartest organizations spend more time tracking meaningful activity (like client touchpoints or planning milestones) than staring at results they can't immediately influence. It's not about tracking more—it's about tracking better, with purpose and clarity.If you want to build a culture where people feel empowered—not micromanaged—your metrics should serve as a guide, not a scoreboard. That means only tracking what leads to action, connecting every metric back to your firm's mission, and identifying a clear North Star to anchor your efforts. Measurement isn't the enemy of innovation—it's the fuel for it, if you know how to use it.

What if fear isn't just something to conquer, but a natural human experience that can be understood, managed, and even used to propel you forward?In this episode of Glass Ceilings and Sticky Floors, Erica Rooney sits down with Dr. Mary Poffenroth, a groundbreaking scientist, fear and courage researcher, and author of the must-read book, Brave New You: Strategies, Tools, and Neuro Hacks to Live More Courageously Every Day. From her unique personal journey to her work at San Jose State University and NASA, Mary has dedicated her life to understanding how we can all do the scary things.Join them as they explore the fascinating spectrum of fear and courage, offering practical strategies and "neuro hacks" to navigate anxiety, take courageous leaps, and truly rewrite the rules of what's possible in your life.Inside the Episode:From Childhood to Science: Dr. Mary's personal origin story and how growing up in a household that suppressed "darker emotions" led her to scientifically study fear and courage.The Three Tiers of Fear: Understanding the biological, cultural, and personal roots of our fears, from universal anxieties to the limiting beliefs that hold us back.The Power of "Neuro Hacks": Discovering practical, in-the-moment tools to short-circuit fear spirals and regain calm, even in high-stress situations. Learn one of Mary's favorite "pinch the valley" techniques!The Many Faces of Courage: Exploring different types of courage, including physical, moral, social, intellectual, emotional, and existential courage, and how to identify where you can grow.Moral Courage in Action: Delving into what it means to live courageously by defending your North Star and standing up for what you believe is right, even at personal cost.Embracing Existential Courage: Why regularly choosing the least familiar path is a powerful act of courage, challenging the well-trodden road for a more adventurous life.The RAIN Method for Fear: Dr. Mary shares her unique framework to Recognize, Assign, Identify, and Navigate fear, helping you calm your system and regain control.If you're ready to transform your relationship with fear and discover the courage to live a life of impact, adventure, and fulfillment, this episode is your essential guide.

In this episode of UNSCRIPTED, host Sarah Nicastro sits down with Clinten van der Merwe SVP, Head of Service at TOMRA Recycling, to explore how to create and execute an ambitious service North Star. Learn how to develop a compelling vision that drives cross-functional collaboration and discover the strategic steps TOMRA is taking to achieve their goal of 100% remote service by 2035.

What if fear isn't just something to conquer, but a natural human experience that can be understood, managed, and even used to propel you forward?In this episode of Glass Ceilings and Sticky Floors, Erica Rooney sits down with Dr. Mary Poffenroth, a groundbreaking scientist, fear and courage researcher, and author of the must-read book, Brave New You: Strategies, Tools, and Neuro Hacks to Live More Courageously Every Day. From her unique personal journey to her work at San Jose State University and NASA, Mary has dedicated her life to understanding how we can all do the scary things.Join them as they explore the fascinating spectrum of fear and courage, offering practical strategies and "neuro hacks" to navigate anxiety, take courageous leaps, and truly rewrite the rules of what's possible in your life.Inside the Episode:From Childhood to Science: Dr. Mary's personal origin story and how growing up in a household that suppressed "darker emotions" led her to scientifically study fear and courage.The Three Tiers of Fear: Understanding the biological, cultural, and personal roots of our fears, from universal anxieties to the limiting beliefs that hold us back.The Power of "Neuro Hacks": Discovering practical, in-the-moment tools to short-circuit fear spirals and regain calm, even in high-stress situations. Learn one of Mary's favorite "pinch the valley" techniques!The Many Faces of Courage: Exploring different types of courage, including physical, moral, social, intellectual, emotional, and existential courage, and how to identify where you can grow.Moral Courage in Action: Delving into what it means to live courageously by defending your North Star and standing up for what you believe is right, even at personal cost.Embracing Existential Courage: Why regularly choosing the least familiar path is a powerful act of courage, challenging the well-trodden road for a more adventurous life.The RAIN Method for Fear: Dr. Mary shares her unique framework to Recognize, Assign, Identify, and Navigate fear, helping you calm your system and regain control.If you're ready to transform your relationship with fear and discover the courage to live a life of impact, adventure, and fulfillment, this episode is your essential guide.

For nearly three weeks now, members of Canada's Druze community have been desperately sounding the alarm after an outbreak of ethnic violence in the Sweida area of Syria resulted in the deaths of roughly 1,000 people, mostly civilians. Tensions erupted on July 11 between local Sunni Bedouin clans and the majority Druze population living in Syria's southern province. But the Druze say when the Syrian army was sent to the scene, the government soldiers carried out mass killings. Images have emerged of burned-out buildings, bodies on the ground and uniformed soldiers forcibly shaving and tearing off the moustaches of Druze elders. After days of attacks, Israel took the unprecedented step of launching air raids on Syrian military positions, in support of the Druze people living in northern Israel and their relatives across the Syrian border. It's been an agonizing time for Canadian Druze residents, including Hend Raad of Barrie, Ont., who lost 10 members of her family in the recent violence. Jamil Ammar of Niagara Falls says his relatives who were visiting Sweida from elsewhere in the Middle East and Europe are now stuck with no fuel and no way to get out. On today's episode of The CJN's North Star podcast, host Ellin Bessner speaks with Hend Raad and Jamil Ammar about the situation facing their loved ones in the aftermath of the fighting in Sweida, and what they want Canada to do. Related links Read more about the Toronto Druze community's efforts to raise awareness about the massacre of their people in southern Syria, in The CJN. Learn more about the Beit El Jebel Organization of Druze in Toronto, and how to donate. Meet an Israeli Druze IDF veteran who was wounded after Oct. 7, who came to Canada to recover, in The CJN Credits Host and writer: Ellin Bessner (@ebessner) Production team: Zachary Kauffman (senior producer), Andrea Varsany (producer), Michael Fraiman (executive producer) 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)

Growing your practice can be incredibly exciting, but incredibly intimidating. Kiera tells listeners how they can scale with confidence by giving specific questions to ask yourself. These include: Are your systems running smoothly? Are your teams aligned and accountable? Do you have a clear data back-growth plan? And more! Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners, this is Kiera. And today I'm super jazzed because I feel like this is such a great question that so many offices ask me of like, okay, Kiera, how do I know that my practice is ready for the next level? How do know I'm ready to add in more team members? How do I know I'm ready to add an associate? How do know if I'm ready to add another location? And I feel like so many of these things sit in our brains and we're always wondering like, how do you know? It's like, how do you know when you're ready for the next baby?   but instead of like babies, which like really, how do you really know? There are certain things to know or how do you know if you're ready to get married? Well, there are certain things actually. So let's take some of that guesswork out, make this a little bit more fun and have a great time on today's podcast. I'm excited and I hope you're excited. The Dental A Team was built for doctors. It's built for team members. That's why it's called Dental A Team. It's consulting for dentists and teams. I hate as a business owner where people just teach me and I have go try and take it back to my team.   but I love being taught, I love being focused and I love having high level and then I love having implementable things for my team, but from someone who's been there, done that and done that successfully. So that's what we've created. We have a space for doctors and CEOs and entrepreneurs to come and get together like-minded where we're talking high level. This is where I come into play. We have fun, we have business freaking tactics. We call it Think Tank Tuesday and we literally get all together and have a great time. And then we have our in-person mastermind where we're doing the same thing as business and life on purpose.   And then we have our consultants, including myself, our consultants then work with your team. We're going to be teaching your team members how to make your vision a reality, how to scale, how to have the conversations. I say we're like little fairy godmothers for your team members, where we literally are hanging out with them to help them know the resources and the easiest path to get the results they're looking for. That's what we're obsessed about. That's what we do for offices. And I hope that we're a part of your office. And if not, I hope we're apart really, really soon. All right, you guys, let's dig into how do we scale with confidence?   Because growth is super freaking exciting. Like, oh my gosh, we're growing. But back to me, when I first started, we were 500,000 to 2.4 million in nine months in my first location. We bought our second location and you better believe it was fire. And fire is exciting, but it burns hot. And it got hotter and hotter and hotter. And it was because I didn't have a plan. We just were like, sweet, we're at this amount. So let's buy our second location. And it became mayhem and it became crazy. And so it's one of those things of like fires can be beautiful and we can sit there and roast s'mores.   But fires can also be very, very volatile. They can destroy, they can burn fast and they can burn hot. And so this is a zone where if we have a plan, we're going to do really well. If not, we get burnout, we get turnover, we get stalled progress. We actually get sloppy. We actually could fall into really scary things. Like for us, it was full blown burnout. I was on burnout or my owner was on burnout. We were working from 2 a.m. till 10 p.m. every single day. ⁓ Our marriages were falling apart. Like everything was bad. Everything. It was not good.   and we would show up to work just to feel like we were like barely, like nose barely above water, but you better believe there's water getting into that. And so this is something where I really wanted to come on today of how do you know and how can we scale with strategy? How can we scale and know that we're ready for the next level? Because if I would have known this, I would not have bought my second practice. I would have optimized my first practice. I would have put a few more things into place and then bought the second location. But you know, I was young, dumb, I was reckless. We were just like.   We can do this. did the first one, but the first one wasn't like barely hanging on. We had two pending lawsuits on us. Like there were wild things going on, but yet shoot. I think that sometimes it's good to have a little bit of naive, ⁓ but I think it's more important to have a good plan and a good process. So this is the goal. It's not about adding ops and team members. It's truly about making sure our foundation's awesome, making sure that we know what we're doing, making sure we've got a good plan and then executing it. And that does not mean it needs to take a long time. You can scale very quickly, just making sure you have a few key places.   And I like to tell people our goal is to get flagship practice number one solid. We stamp it out and then we just stamp it out, map it out. We have a few nuances that we change based on location and demographics, but generally speaking, it's about the same thing. ⁓ $1 million, one practices versus multi millions, multi practices, multi ops, two very different models of business. So on that, this is what we love to do today. This episode is really for owners and offices asking the question of what's next, but scaling smart.   not fast and also looking at like the DSO landscape of where we headed. Do I DSO? Do I grow? I have a practice and what they were thinking about doing is they're thinking of selling out to a DSO. And I said, cool, but like, what's your plan? I'm like, I still want to keep doing dentistry. And I said, all right, let's look at the numbers. And what was wild is a DSO is going to pay this practice 5 million. And right now you might be like, dude, that's so much. Like I'd sell in a second, like one more bad day and like give me the DSO's number. calling them.   But we looked at and I said, all right, let's expand out a couple more ops, which you've already been thinking about doing. And realistically in the next one to two years, like that's what the DSO is going to do. They're going to come in, they're going to expand this out. So either you can sell to them and live here and do it with them, or you can do it before that. And literally we did that. And this practice in two years is making 5 million net profit. And I think about that because it seems so tempting to sell to the DSO and how it's like, but you're giving up all of this. And if we just had a quick plan.   This doctor now is working about two days a week. They have associate doctors in place. They have this beautiful building and they're looking for the next expansion piece. Beyond Happy, this is their plan. And they're literally making more than they would have with the DSO. And so just be careful, because I think sometimes DSOs can seem so sexy and alluring when we're having bad days. You better believe it. There have been days when I'm like, someone walks by and offers me a buck for Dental A Team. They get it, right? We all have those days as business owners. That's not a joke. It's real life. But I think this is where we can like,   not make reactive decisions, but actually figure out how we wanna scale. And what I will always say is when we scale and what's next, I want you to always ask the question of what do I want in my life and what do I want my life to look like? Because we can scale. You can have 10 practices and say, only wanna work one day a week. That's totally allowed. It's just a different strategy. Or you can say, wanna be a clinician. I love doing the dentistry. Again, different strategy. I was on an on-call yesterday with a potential client and they were like, Garrett, we need systems. We need to have help with our finances.   our financials and we also need help training our team. And I was like, rock on, that's right up our alley. And at the very end of the call, I said, Hey, is there anything else you feel like I should, I need to know? they're like, well, yeah, we're considering selling in a year. And I was like, wow, that changes the entire plan of what I would do because I would not be building all the systems if we're planning to sell in a year. I'm going to be cranking your EBITDA. We're going to be working on case acceptance, adding production to this practice to make sure we're getting top dollar for the sale while also making it easy and enjoyable to live there at the same time. So one of those things of   where you want to go and what your North Star is, radically changes your question of what's next. It's what's next based on what you want to do. So when we look at this, I really want you to think about and look at these pieces of what's next. And again, some of these things might change depending upon what your next is. If we're selling to a DSO, it looks very different than if we're building a legacy practice. So just know a lot of these pieces might be dependent upon where you want to go.   So number one, I think this is a great thing. If you want to grow, you want to add another practice, you want to add more ops, you want to add more team members, you want to grow to the next level financially, is make sure your systems are truly running without you. So you don't need to be there in every single decision. Doctor, you don't have to be answering, signing off on what are we ordering? We don't want to be signing off on payroll. We literally have built this delegation ladder. We have team leads in place. The systems are running where the team can execute daily. We have end of day checklists. We're not having to look over every single thing.   We have checklists of what people need to be doing. It's very clean. People are in the right seats. They know what they're doing. We have clear operations manual built out for scheduling, billing, case acceptance, hygiene, all these different areas of our practice. It's clear. We have it mapped. We have documented systems that are followed by all. So not just documented, but truly followed by all. ⁓ And honestly, it's something where doctors, would recommend, a fun thing. You're welcome. I'm giving you a vacation. You leave for two weeks.   I want you to leave the practice for two weeks. And when you're gone, I want you to see that practice thrive while you were gone. Did it barely survive? Was the team able to make decisions without you? What systems fell apart and let's fix that. This is something where doctors are always a little nervous to take time off for production. Yes. But I say it is absolutely essential and crucial doctors that you take time, you leave the practice so you can actually find out what's breaking down. Same thing with office managers and leads. We need them to leave. We need you out. And what's wild is when offices, I see them. So for example, I have a doctor.   They usually take about two to three weeks up in the summer. They usually take two to three weeks off in the early spring. And it's awesome. And what happens is on those months, production doesn't The practice doesn't fall apart. The office manager is able to execute the way the doctor would execute. Team culture runs the exact same, whether the doctor's there or not. And that to me is a sign of your systems are not dependent upon you. So if you want to do a stress test, rock on. Prep your team. don't just like spring it on them. That doesn't usually go well.   but stress test and go for two weeks and see what happens to your practice. And then also look to see when you go around and you're doing your CEO time, let's rate every single department in our practice on a one to 10 of how are they doing? Could they run this without you? Do they know what they need to do? Are we hitting the KPIs that we need to hit? And if not, do we need to put some systems into place that can run independent of you? So that would really be a good stress test of go on vacation and also rate your departments and see where maybe our system is lacking. Now.   I will also put a word of caution because a lot of times doctors, are very meticulous. That's why you're dentists. That's why you're working on that little box on the MO and you do so well with your very, very, very, very fine skills because that's what you do day in and day out. A lot of offices are actually ready to scale with their systems. Being systematized where it runs without you does not mean perfect. And I really want you to hear me loud and clear. It is not about being perfect. It's about being scalable and that this can run without you and that you're really able to move things forward. So.   A lot of people get stuck and they don't grow because like, don't have every system in place. No, we're talking that like the bulk of your KPIs are able to be hit. The bulk of our systems are able to follow. The culture doesn't dip when you're gone. Production doesn't dip when you're gone. ⁓ But you might be more ready than you think you are. So be careful. There's a second side to it. Make sure that we're good on that rather than just being like, ⁓ my systems will never be perfect. Cause honestly, systems will never be done. Your practice will never, ever, ever, ever, ever be done. But that doesn't mean it's not time to scale. So that's your system's text. Number two.   Teams aligned and super accountable. So this is different than the top one because it's about systems running. But when the teams align, this is us hitting our KPIs. So we have leads in place. They own their area. They own their numbers. They hit their metrics consistently. We literally have a weekly leadership meeting. Even if that's just your whole team, we're hitting our metrics. We're reviewing our wins and we're all staying accountable to it. So this is what we're looking for is team high level accountability. If we say we're going to do it, we follow through. If we say we're going to get this KPI, we do it. If we say we set this goal, we hit this goal.   And honestly, a big piece of that is we're not having a ton of turnover. So that's helping me know that your practice is stable. Your team is stable. We're hitting these KPIs. So if you're not tracking your data, you're not tracking your numbers, you have no clue. I would strongly advise not growing and adding more ops because all it does is it just makes the chaos even bigger. Trust me, I did it. I had no numbers. I had no KPIs. I had no accountability. I had no team members reporting up. And then all of sudden my problems doubled because now I had a second location and none of this was in place. I will tell you, it is a train wreck. You can get through it.   but it is not fun and I almost didn't get through it. So for this is just make sure that we have our leads, make sure that they're reporting. And I have a practice who started doing this and they were around like 3 million ish and they grew to 5 million, but just been putting their numbers in every single week, their leadership teams looking at their numbers, they're making adjustments every quarter. We're setting goals for them and we follow and that's just happening in one year. So exponential growth can happen and be careful because you can actually squeeze more juice out of your lemon.   in your current practice by even following these steps. So this can be growth internally. It's kind of like a house, right? Like we can go buy a new house or we can just make our house even more awesome. There was an office that I knew and they literally were like, we can go buy another house, but why don't we just invest the money here? And they've made their house this incredible oasis, made it even better. They have even more fun. That's something that you can do in your practice too. So don't, don't worry. It doesn't mean have to sell. doesn't mean you have to scale. It doesn't mean you have to have multi-practices. It doesn't mean you have to expand.   It means you could even do this within your practice, looking at these pieces will exponentially help you grow to the next level with ease. Number three that you're ready for is you have a clear data back growth plan. So we're looking at this and we're making sure that like, our KPIs are tracking and that we are profitable and we have the right patient flow to be able to grow. We have the right team members. We have a pipeline in place to bring on another doctor. We have a pipeline in place to have more hygienists coming in. Like we are not going to get stuck in that area.   We have an office manager or regional manager that has the bandwidth to be able to go. Our billing team is very consistent. Our collections sit at 98%. ⁓ And then what we have from here is we're going to have a scaling growth plan. So when I work with offices, we had a doctor reach out. They were at a four ops practice and they're going to an eight, they thought, and we pushed them to a 10. I asked them, are you so glad we went to a 10? And they said, Kiera, the answer is yes. I thought you were crazy. And I was like, nope, you will never regret having more ops. But they started with us. So we're talking four ops to 10 ops. And what we did before is we literally started with this practice.   about 12 months before they expand and we started putting together the plan of, all right, we're gonna start saving money. This is how much it's gonna cost. This is how many team members we're going to need. So let's start building the pipeline for it. We're going to need a doctor at this point in time. So you're gonna need to start working on that. We're gonna be meeting with the contractors. We're going to be expanding this out. And honestly, this doctor is so happy because they have the cash. So when they built it out, they weren't cashflow stressed. They had a new patient plan to grow. They had a plan for a new doctor. We had associate onboarding documents in place for them. We had a hygiene pipeline.   We had the new patient plan. We had the doctor's plan of what procedures this doctor was going to do. And literally this doctor was like, well, another building just came up. Do you think that I'm ready for it? They had just opened the 10 ops. And I said, well, the answer is I actually think you are pretty well ready for it because we had the KPIs. We were tracking the pieces. We had a plan and we did this for almost 12 months. There's another office that was bringing in a partner. And for 12 months, we figured out how much is their true pay of true compensation.   We worked through all those different pieces for them. So that way when the partner bought in, it wasn't this chaos for them. And I think this data-backed growth plan of knowing what the reality is of how much your expenses will be, having things in place, having your reserves, your financial reserves, that's going to make it to where you are not stressed out of your mind when you take this on. Because cashflow, resources, not having enough money.   That's going to cause chaos. That's going to cause frustration. This is going to cause like, oh my gosh, I don't think I can do this. Then on top of it, you have systems. Then on top of that, you have team members that aren't accountable. And you're like, oh my gosh, I now have like 25 team members and it's so stressful. And like, I wish I never would have bought the second practice or I wish I never would have expanded. And I'm like, it's not that you wish you would never would have expanded. You wish you would have just done it differently. That's what it is. You wish you would have just done it differently. You wish you would have had a plan in place. You wish you would have had the cashflow for it.   Because it does take, like when we expand out, I told this doctor, said, I want you to plan three to six months of reserve of cash of covering all these expenses. So we're building up, building up, building up. They were very profitable at the beginning, like very profitable on this for-off practice. They just were expanding it they were too stuck. Like they had no more space. Same thing with my other practice. They were eight and they went to 15 ops. They were just stuck. But if you don't plan for these pieces, I said, I want you to have three to six months worth of cashflow.   when you go into whether we're getting that as a loan or working capital or you're building this up over the next couple of months while we build this out, these doctors are so secure. And then what we do is once we expand it, know that we know the metrics that we need to hit to be able to pay for all these expenses that we just put into place, still give a great patient experience, still give great case acceptance, still give great exams, still give great hygiene, so we're not sitting here stressed out of our minds, we're having to do all these pieces.   because my gosh, we just bought this so now like sell as much as we possibly can because I'm stressed out of my mind. It takes all that stress out for these doctors and it really makes it to where they reverse engineer and we figure out staffing, space, systems, finances, protocols, when do we do this, how do we build this out? And it's wild because when you have someone who can coach and guide you through that, it's insane how much better prepared you are. Also with these doctors.   We squoze the juice out before they expand it. So how can we maximize and optimize? I another doctor who had four ops. Like, here there's no space. I'm building this building across the street. It was a beautiful building. And I'm like, but you actually have space for one more op in this practice. And they're like, what? Why didn't you come four months earlier? And I was like, well, hi. So we added another op, even in the time they were building the practice, we spent the money on it. And it's crazy because that one op produced about $400,000 $500,000 in just one year in that one extra op.   We were then able to take that money and obviously apply it to the next building and they were able to maximize that space that they were in. So looking at that reverse engineering is really going to give you clarity. And so when we look at these three strong signs of you're ready to grow with strong systems in place, team accountability, and then a clear plan forward that you're planning for, you're preparing for, you're executing on, and this is going to truly help you have confidence. Confidence comes from being prepared. Confidence comes not from being perfect.   Confidence comes from, know where I'm headed, we've got these pieces. And I tell every single doctor we work with, I'm like, listen, we're gonna do our absolute best to plan and repair. We're gonna do our absolute best to get the numbers in place. There will be things we forget every single time, because we're not perfect. But the antidote to fear is action. The antidote to fear is having a plan. The antidote to knowing if you're ready to go is to be prepared in these areas. And so I really think when you look at this, like, don't have to guess if I should go.   Don't guess and be like, Kara, where it's like, we've got the first one, let's just add on a second one. You're welcome to, it's just a thrill of a lifetime that I think adds more burnout, more stress, more chaos than necessary. And I'm like, you can have the same growth, you can have the same scalability, just with more strategy, more fun and more predictability. So if you're interested in about it, don't guess, like just DM us. We have ideas to how to scale, we have different pieces you can DM us scale, you can say like, hey, I'm thinking about this, how do I know? We'll get on a complimentary practice assessment with you.   give you like complimentary advice, truly, we're gonna help you build a plan and see how we can fit, how we can help you. But really, if you're thinking about it before you sell to a DSO, even this practice I was talking to, I was like, listen, there's other options because we work with hundreds of practices, we see different scenarios, this is why we get our doctors together, is because the more we learn and the more we educate each other, the better decisions you're able to make. Do not be paralyzed by fear and not make a decision, because what's worse than making a wrong decision is not making a decision. So make the decision.   Execute and truly let us be your guide get a guide guide through it. It makes it so much easier You're able to scale faster not be stressed out and really this is what we excel at This is what we're great at so reach out Hello@TheDentalATeam.com comm click on our link on TheDentalATeam.com podcast Make sure you're following along for more tips and tricks because our goal is to make your life less stressful More fun and more predictable and as always thanks for listening. I'll catch you next time on the Dental A Team podcast  

Convenience and quality don't always go hand in hand, but Tip Top Cocktails is changing that perception, one perfectly crafted drink at a time. Founded in 2019, Tip Top is an Atlanta-based brand known for its spirit-forward, bar-quality offerings. Childhood friends Yoni Reisman and Neal Cohen launched the company with a simple mission: make great cocktails more accessible, no bartender required. Tip Top's lineup includes time-honored classics like the Old Fashioned, Negroni, and Margarita, as well as modern favorites such as the Paper Plane, Penicillin, and Naked & Famous. Each cocktail is precisely mixed and served in a sleek 100 mL lowball-style can. The products are available in over 25 U.S. states and Washington, D.C., and carried by national retailers such as Trader Joe's, Whole Foods, Gelson's Markets, and Total Wine & More. Amid a rapidly expanding market for RTD cocktails, Tip Top has earned high praise from The New York Times, Food & Wine, and other publications. Perhaps surprisingly, the company hasn't taken any institutional funding to date. In this episode, Yoni and Neal share how an idea sparked on the music festival circuit evolved into a fast-growing brand with national reach. Their journey is a case study in bootstrapping, brand discipline, and building loyalty through an unwavering commitment to quality and customer experience. Show notes: 0:25: Interview: Neal Cohen & Yoni Reisman, Co-Founders, Tip Top Cocktails – The co-founders discuss how Tip Top's origins stem from Yoni's time in the music festival scene, recruiting award-winning bartender Miles Macquarrie to help develop the cocktails and how they emphasized authentic, balanced flavors and supported that with retro-inspired branding and educational elements like listing ingredients. Neal and Yoni also talk about Tip Top's collaborations with renowned bartenders such as Sam Ross and Joaquín Simó and how it reinforced the brand's credibility and dedication to cocktail culture. They also explain how Tip Top has relied on grassroots marketing, standout packaging, and word-of-mouth to build its brand, with its 100 mL can seen as both stylish and practical and how the company has earned respect within the hospitality industry and among professional bartenders. They explain why they continue to personally taste each batch of cocktails and have scrapped full runs when standards weren't met and how “building a brand people would truly miss” if it left the market is their North Star. Brands in this episode: Tip Top Cocktails, Straightaway Cocktails, Post Meridiem

In this episode, Mike Linch interviews Jesse DeYoung, who shares insights on navigating organizational doubt and the challenges faced at Flat Irons Church. They discuss the importance of understanding different levels of doubt, building trust within teams, and the significance of cultural alignment in hiring. Jesse emphasizes the need for transparency and vulnerability in leadership, as well as the necessity of treating doubt as an ally rather than an adversary. The conversation also touches on the personal experiences of leaders and the impact of doubt on their effectiveness.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

Join our champion program: mark@themomentumcompany.com Attend a Thriving Leader event: https://www.themomentumcompany.com/thrivingleader2025 Instagram: @the.momentum.company LinkedIn: /momentum-companyIn this powerful episode, Mark Jewell sits down with Lacey Seibert, Head of Go To Market at Bushel, to explore the future of leadership in agriculture. With over 16 years of experience in grain, logistics, and ag tech, Lacey shares hard-earned wisdom about integrating faith, purpose, and innovation into the workplace. From redefining leadership beyond hierarchy to bridging the gap between technology and boots-on-the-ground needs, this conversation is a must-listen for agribusiness leaders looking to lead with clarity, courage, and real-world solutions.Key Takeaways:Lead with Purpose, Not PressureLacey shares how surrendering her career ambitions to her faith brought unexpected peace and opened new paths for leadership—both at home and in the industry.From Customer to Vision-Caster at BushelLacey explains her transition from grain origination to a key strategic role in ag tech, and why creating solutions that actually work for farmers begins with deep industry empathy.Support + Autonomy = MagicAg organizations struggle to find the sweet spot between micromanaging and empowering. Lacey outlines how leaders can create environments where people take ownership and feel supported.Why the North Star Matters More Than EverThe old “feed the world” mantra is being replaced. Lacey and Mark challenge listeners to define their company's new mission—and lead teams with clarity around why the work matters now.Innovation Requires Courage and CuriosityFrom AI-powered efficiencies to mentoring programs, Lacey shares how leaders can challenge the status quo and keep learning—even in traditional ag environments.Notable Quotes:“Being intentional means having clarity about the purpose I'm living for—and checking that purpose daily.” – Lacey Seibert “You don't need a formal title to lead. You can lead up, lead across, and create trust by showing up differently.” – Lacey Seibert “If your company doesn't have a clear North Star, your people will struggle to stay passionate. Clarity drives culture.” – Lacey Seibert “We've got to stop solving survival problems and start solving abundance problems.” – Mark Jewell “If it's not on a page, we're not on the same page.” – Mark JewellAction Steps:Reflect on your personal and organizational North Star. Is it clear, compelling, and shared across your team?Re-evaluate one process in your company: could it be simplified or automated to create more space for deep work?Schedule a conversation with someone outside your organization to gain fresh leadership perspective.Encourage your team to experiment with one new approach this quarter—then evaluate what worked.Listen If You Are:A grain or ag tech leader looking to bridge the gap between innovation and farmer realityA cooperative CEO or manager navigating team dynamics and employee retentionA high-performing leader ready to lead from purpose instead of pressureA young professional seeking clarity on how to grow in influence without a formal title

Barney believed a £50 million pound deal was on the table… but he was nervous.The year before he'd been stung.Stung sharp. Like vinegar and scratched in a paper cut.Barney got so close. Breathtakingly close. Frustratingly close.Fuel10k's Dream Exit.Big Poppa Dough. Life-changing coin.Fell through,last minute.Snatching defeat from the jaws of victory.This time, Barney was serious.A balmy Spring evening. Italian restaurant. Belgravia.Over seafood spaghetti and red wineBarney looked deep into the white of his eyes.Unflinchingly, Barney said“Are Premier serious this time?”This timePremier were.October 2024, Barney got the big exit.Founders,Navigating the “exit” is perturbingly discombobulatingThe 2D map never predicts the 3D terrainBarney and I dive deep into nuances of the 3D exit terrainIt's Easier Than You Think To Exit Your Brand For Millions - Fuel10k FounderON THE MENU:Why premier foods almost pulled out of the deal? 95% of deals fall throughIt's ain't a deal, till the second deal is done, It ain't a thing until it's a thingPlan A vs Plan Bcarry on building the businessThinking about exit will disrupt the karma in your business10 million revenueStrong EBITDAHow do private equity 3x your businessRetrospective strategising is dangerousWhy will this person buy your business? Didn't have a breakfast range, protein lasting trendDo One Thing Well. Why Fuel10K owned breakfast first, then stretched to morningLanguage is the biggest barrier to communicationPersonalities: people buy from peopleFailure Porn vs Mistake Porn:Skunk Works: small companies and can move fastWhy would someone buy your brand?How much would this business multiply for?Do research on your buyerTwo characters into the same meetingInnocent: codify your values + Codify your values, very, very tightlyPeople vs PerspectiveBecome big one to one buyer: One occasion in the morning, you're going to dilute somewhereTidy yourself up as business to get a massive exit2D Map vs 3D Terrain:ALL IN. GO ALL IN. Necessity is the biggest motivator ==============================================

On July 25, Iain Aspenlieder pleaded guilty in court to a charge of mischief for defacing Canada's National Holocaust Monument. Before dawn on June 9, Aspenlieder—a former lawyer with the City of Ottawa—cycled to the monument with three cans of bright red paint to write the words "FEED ME". He meant the phrase as a political statement about the humanitarian condition of Palestinians in Gaza, he admitted. He had also just started a hunger strike, which lasted nearly a month, to call attention to the cause. After his guilty plea, a Superior Court justice released Aspenlieder on bail until the sentencing process starts in the fall. He must leave Ottawa and remain under supervision until then at his parents' home near Alliston, Ont. He is under what the Crown Attorney described as "extremely strict" bail conditions, including wearing a GPS-tracking ankle bracelet, staying off social media, and keeping away from Jewish or Israeli buildings. He is also banned from discussing the conflict in Gaza with anyone except mental health specialists. The prosecutor argues this was a hateful act, and the government intends to ask the judge for a prison term because of the fear he instilled in the Jewish community. But Aspenlieder's defence maintains their client was "driven by a profound sense of compassion and moral urgency—not by hatred or prejudice." On today's episode of The CJN's North Star podcast, host Ellin Bessner gets reaction from Ottawa's Jewish community, including Mina Cohn, the chair of Ottawa's Centre for Holocaust Education and Scholarship, and lawyer Lawrence Greenspon, who is co-chair of the National Holocaust Monument Committee. Related links An Ottawa judge originally denied bail to the man who later pleaded guilty to defacing the National Holocaust monument. Why the Ottawa police hate crime team and the Ontario Crown prosecutor laid three charges, including criminal harassment, against the suspect Iain Aspenleider. Why Ottawa's Jewish community held an interfaith rally June 15 at the Holocaust monument site after the June 9 defacing. Credits Host and writer: Ellin Bessner (@ebessner) Production team: Zachary Kauffman (senior producer), Andrea Varsany (producer), Michael Fraiman (executive producer) 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)

Sellers Hickman concludes our Summer School series by sharing some do's and don'ts as we seek to follow Jesus.

Complete 6 Part Storyline! 1 - Fire In The Sterling Building2 - The Stabbing Of June Anderson3 - The North Star Mining Company4 - Aboard The Steam Ship Madison5 - The Plane To Canyon City6 - Left To Die Comments - otrmsh@gmail.com

What do founders get wrong when trying to build a startup? Jeff Gibson, CTO and co-founder at Kintsugi, joins the show to break down how he approaches building around real business problems—not flashy features. Drawing from pre-IPO roles at Atlassian and his journey scaling Kintsugi, Jeff shares why understanding cash flow, revenue mechanics, and operational bottlenecks is critical for building something that lasts. Whether you're a startup founder or tech leader, this one's full of sharp insights on building with purpose.Key Takeaways • Solving “boring” problems can be wildly valuable—if you understand where the money flows • Great businesses start with a clear grasp of what companies actually value, not just what users say they want • Pre-IPO cleanup reveals hidden complexity in compliance, revenue recognition, and internal tooling • Pivoting without a strong North Star leads to wasted cycles; solve for the cause, not just symptoms • Not every successful business needs to be venture scale—but it does need to be viable and focusedTimestamped Highlights 01:17 — What Kintsugi actually does, and why indirect tax is a massive hidden challenge 03:49 — The “pre-IPO cleanup” playbook and how it shaped Jeff's understanding of business systems 06:52 — Why chasing product-market fit is risky if you don't deeply understand the business problem 09:44 — Talking to 100 customers before writing a single line of code 12:57 — The opportunity in low-innovation, high-value spaces (think CRMs, billing, compliance) 16:44 — Niche wins: why a $10M business in a focused segment can be more valuable than chasing unicorn statusQuote of the Episode “You don't want to find a boring problem that's commoditized. You want a boring problem that's valuable.”Resources Mentioned • Kintsugi: https://www.kintsugi.comCall to Action If you found Jeff's insights helpful, follow The Tech Trek for more conversations with builders and leaders shaping the future of tech. Share this episode with a founder friend, and don't forget to subscribe wherever you listen. Want to keep the conversation going? Connect with Jeff on LinkedIn.

"As far as I'm concerned, a swimsuit body is a body with a swimsuit on it."This week The Wives Colangelo are heading to Texas, signing up for a pageant to piss off our mothers, and learning from drag queens what it means to be a beauty queen with DUMPLIN'! It's time to discuss the insecurities our moms imprint on us, why seeking external validation while existing in a marginalized body is not anti-feminist, and why Dolly Parton truly is the North Star for anyone who has ever felt like they were too much or not enough.----Become a Patron!https://www.patreon.com/thisendsatprom----MONTHLY SUPPORT SPOTLIGHTL.A. Street Vendor Support: https://gofund.me/d26a596f----Follow the Show: @ThisEndsAtPromBJ Colangelo: @BJColangeloHarmony Colangelo: @Veloci_trap_tor / @HarmonyColangelo on Bluesky----------Logo Design: Haley Doodles @HaleyDoodleDoTheme Song: The Sonder Bombs 'Title': https://thesonderbombs.bandcamp.com/

In July of 1897, a team of three Swedish men, led by Swedish engineer Salomon August Andrée, climbed aboard the Örnen, a hydrogen balloon set to fly over the north pole in one of the first attempts to explore the Arctic by air. Almost as soon as they set off things began to go awry, and the ill-fated expedition became one of Sweden's greatest mysteries. Sources: The North Star, Thu, Oct 02, 1930 ·Page 2 The Cincinnati Enquirer Wed, Sep 10, 1930 The Buffalo News, Wed, Sep 10, 1930 The Philadelphia Inquirer, Sun, Nov 16, 1930 The Long Beach Sun, Sat, Sep 20, 1930 Oceanwide expeditions  The North Star, Thu, Oct 16, 1930 ·Page 6 Karolinska institute Grenna Museum Balloon.org Neworker The Washington Herald, Sun, Nov 16, 1930 To advertise on this podcast please email: ad-sales@libsyn.com    Or go to: https://advertising.libsyn.com/Marooned     

In this week's flagship episode, Brett revisits a core theme from episode 118—your collecting North Star—and why now is the perfect time to reconnect with it. With The National around the corner, the noise is louder than ever. It's easy to get caught chasing hype, but building a collection that means something starts with remembering what matters most.Brett reflects on the lessons he's learned while finishing his upcoming book, Collecting for Keeps: Finding Meaning In A Hobby Built On Hype, and how that process forced him to redefine his purpose as a collector. He shares how his North Star is rooted in Indianapolis, why it keeps him from chasing impulse buys, and how collectors can use this same mindset to avoid regret and collect with confidence.Whether you're walking the floor at The National or watching from a distance, this is your reminder to collect for keeps, not for clout.Start your 7 day free trial of Stacking Slabs Patreon Today[Distributed on Sunday] Sign up for the Stacking Slabs Weekly Rip Newsletter using this linkFollow Stacking Slabs: | Twitter | Instagram | Facebook | Tiktok

This week on Swimming with Allocators, Earnest and Alexa welcome Jon Wolkin, Managing Director of Deloitte Ventures. Jon shares his journey from investment banking to corporate venture, highlighting Deloitte's $150 million fund strategy that balances direct and fund investments across key technology verticals like AI, future of work, and health tech. The discussion reveals critical insights into corporate venture capital, emphasizing the importance of having a clear "North Star" strategy, understanding long-term value creation, and navigating the complex ecosystem of innovation. Key takeaways include the need for corporations to move quickly, provide strategic value beyond capital, and remain adaptable in a rapidly changing technological landscape. Jon also provides unique perspectives on the Canadian venture ecosystem, noting its potential in emerging technologies and the relatively low corporate venture participation compared to the US market. Don't miss this in-depth discussion.Highlights from this week's conversation include:Jon's Career Journey (1:18)Transition to Corporate Venture and Deloitte (3:19)Strategic vs. Financial Objectives in CVC (4:39)Long-term vs. Short-term Goals in Venture (7:15)Challenges of Launching a Venture Arm in a Partnership (9:11)Direct vs. Fund Investing Strategy (11:53)Fund Selection and Ecosystem Engagement (13:20)Alignment of Direct and Fund Investment Verticals (17:29)Corporate VC Activity in Downturns (22:56)Misconceptions About Corporate Venture Groups (25:21)Advice for Emerging Managers Working with Corporates (27:59)Key Learnings and Reflections at Deloitte Ventures (30:11)Final Thoughts and Takeaways (32:20)Deloitte Ventures Canada is a $150M corporate venture capital fund investing in Series A and B companies across fintech, cyber, climate, data/AI, and work tech. With a dual mandate of direct investments and fund investments, Deloitte Ventures is strategically positioned to support innovation while delivering financial and strategic value. Learn more at www.deloitte.ca.Silicon Valley Bank (SVB), a division of First Citizens Bank, is the bank of the world's most innovative companies and investors. SVB provides commercial and private banking to individuals and companies in the technology, life science and healthcare, private equity, venture capital and premium wine industries. SVB operates in centers of innovation throughout the United States, serving the unique needs of its dynamic clients with deep sector expertise, insights and connections. SVB's parent company, First Citizens BancShares, Inc. (NASDAQ: FCNCA), is a top 20 U.S. financial institution with more than $200 billion in assets. First Citizens Bank, Member FDIC. Learn more at svb.com.Swimming with Allocators is a podcast that dives into the intriguing world of Venture Capital from an LP (Limited Partner) perspective. Hosts Alexa Binns and Earnest Sweat are seasoned professionals who have donned various hats in the VC ecosystem. Each episode, we explore where the future opportunities lie in the VC landscape with insights from top LPs on their investment strategies and industry experts shedding light on emerging trends and technologies. The information provided on this podcast does not, and is not intended to, constitute legal advice; instead, all information, content, and materials available on this podcast are for general informational purposes only.

In this conversation, Mike Linch and David Kraft explore the multifaceted nature of leadership, emphasizing the importance of relationships, character, and lifelong learning. They discuss the evolution of leadership over time, the significance of teamwork, and the challenges modern leaders face. Kraft shares insights on the necessity of finishing well, the role of mentorship, and the impact of a leader's character on their effectiveness. The dialogue highlights the importance of pacing, purpose, and the need for leaders to remain humble and open to learning throughout their lives.Mike's Takeaways: - Leadership is a journey that requires continuous growth and adaptation.- Relationships are foundational to effective leadership.- Mentorship can significantly shape a leader's development.- Teamwork enhances a leader's effectiveness and reach.- Insecurity in leadership can lead to dangerous outcomes.- Finishing well is crucial for a leader's legacy.- Modern challenges require leaders to be secure in their identity.- Character is more important than competence in leadership.- Pacing oneself is essential to avoid burnout in leadership roles.- Lifelong learning is vital for sustained leadership effectiveness.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

Top Two: LIliana. North Star Deli, Bootlegger & Loring Park Art Festival and GLP1 drugs are changing how restaurants market, interesting update from Stephanie H. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Joelle Tegwen: Business Analyst to Product Owner—More Than a Title Change Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: The Collaborative Visionary Joelle worked with an exceptional Product Owner at a medical company who was leading their team into a new way of working. This PO understood both the vision piece of the work and the importance of experimentation, recognizing that the team was responsible for figuring out how to solve the problems they were trying to tackle. Working within a Large Scale Scrum framework, they demonstrated patience while collaborating with skilled team members to improve how they worked together. Rather than complaining to the team about performance issues, this PO collaborated directly with the Scrum Master to address challenges. Most importantly, they maintained crystal clear focus on customer value, ensuring every decision and direction connected back to what would truly benefit the end user. The Bad Product Owner: The JIRA Manager Joelle describes the problematic pattern of Business Analysts who receive a title change to Product Owner without understanding the fundamental shift in role and responsibilities. These individuals continue to see themselves as scribes rather than visionaries, treating their primary job as managing JIRA instead of setting a vision for where the product should go. They typically lack understanding of meaningful metrics and rely on gut-feel prioritization rather than data-driven decisions. Most critically, they fail to communicate about problems to solve or establish a clear North Star for the team. Joelle recommends providing these POs with structured formats for Epics and features that start with hypothesis, problem, and measures, helping them think at higher levels than just user story management. Self-reflection Question: Whether you're a Product Owner or work closely with one, how might you help elevate the conversation from task management to vision and problem-solving? [The Scrum Master Toolbox Podcast Recommends]

In this episode, Rebecca and Shaun sit down with Renee Bush, founder of Tandem, a consultancy for interior designers. She's the secret weapon behind the brand and business strategy at powerhouses like Studio McGee. Renee shares her journey from graphic and studio operations into honing a niche helping designers align business structure, brand identity, and marketing.They dive deep into how strategic clarity—knowing who you are, who you're talking to, and what you want—transforms client experience, marketing, pricing, and scale. Renee's wisdom around confident positioning, signature processes and aesthetics, and the importance of a North Star brand makes this a foundational listen for any designer ready to level up.In this episode they discuss:Renee's non-designer path: transitioning from graphic design/studio ops through Studio McGee into founding TandemWhat brand strategy actually means: values, tone, ideal client, mission, emotional deliverablesHow to uncover a designer's unique "North Star" that aligns brand, process, team and marketingThe power of signature processes or aesthetics as a form of positioningWhy confidence—especially in pricing—is the linchpin to attracting the right clientsHow small, strategic changes across branding, social media, press, and referrals generate exponential growthTailoring Instagram and content for your future ideal client without losing your current audienceChoosing between volume of smaller projects vs. fewer high-end ones—and ensuring profitability through smart systemsMentioned:Tandem – with-tandem.comThe Haven List workshop – thehavenlist.com/workshopTandem Instagram – instagram.com/with_tandemTandem Pinterest - pinterest.com/with_tandemEpisode 99 with Ali FaulknerEpisode 149 with Danielle ChiprutOur links:Subscribe and leave a review - Apple PodcastsLike, Comment, & Follow - Hot Young Designers Club InstagramRebecca's InstagramShaun's InstagramFor more information - Check out the websiteBecome a “Loyal Hottie” - Support us on PatreonDesign Resources - Check out our shopMentioned in this episode:Get 50% off your first year + a 14-day free trial with Sortly. https://sortly.com/hydc

In this episode, I had the joy of connecting with Josh, a long-time listener who first discovered my work at the age of 15. Now 24, he's running his own business, working for a startup, and navigating what it means to live with purpose and alignment. Josh came into the live stream with a deep and powerful question: How do I stay focused on long-term goals without getting stuck in the wrong short-term commitments? His honesty sparked a rich conversation about clarity, discernment, and the rhythm of fresh starts. Together, we explored how “being stuck” is often the result of asking ourselves the wrong questions. Questions rooted in guilt, fear, or the illusion that there's only one right path. I offered a framework that invites continual reflection and conscious recommitment. Whether once a year, once a month, or every single day, we always have the freedom to pause, evaluate, and begin again. This conversation reminded me just how powerful a clear vision can be, not as a rigid plan, but as a North Star we realign with through every season, project, and decision. Josh's story is a beautiful example of growth, faith, and intentional living. If you've ever questioned whether your current commitments are still aligned with your values, or wondered how to avoid feeling “stuck,” I believe this episode will offer something valuable for your journey.

Register here for the live online event to learn about ‘Unlocking BRRRR Deals in Little Rock' on Thursday, 7/17. Keith discusses the rising cost of real estate, predicting that million-dollar homes will become common by 2033 due to: supply scarcity, demographic demand, inflation, and regulatory costs. Over half of U.S. states have cities with starter home prices over $1 million.  Hear about the challenges of investing in beach towns, citing rising insurance costs and maintenance expenses GRE Investment Coach, Naresh, joins the conversation to highlight the BRRRR strategy for income property investment. Resources: Register here for the live online event to learn about ‘Unlocking BRRRR Deals in Little Rock' on Thursday, 7/17. Show Notes: GetRichEducation.com/562 For access to properties or free help with a GRE Investment Coach, start here: GREmarketplace.com GRE Free Investment Coaching: GREinvestmentcoach.com Get mortgage loans for investment property: RidgeLendingGroup.com or call 855-74-RIDGE  or e-mail: info@RidgeLendingGroup.com Invest with Freedom Family Investments.  You get paid first: Text FAMILY to 66866 Will you please leave a review for the show? I'd be grateful. Search “how to leave an Apple Podcasts review”  For advertising inquiries, visit: GetRichEducation.com/ad Best Financial Education: GetRichEducation.com Get our wealth-building newsletter free— text ‘GRE' to 66866 Our YouTube Channel: www.youtube.com/c/GetRichEducation Follow us on Instagram: @getricheducation Complete episode transcript:   Automatically Transcribed With Otter.ai    Keith Weinhold  0:01   Welcome to GRE. I'm your host. Keith Weinhold, million dollar homes will be normal by 2033 I'll discuss why and exactly where they'll be arriving. Why are more beach towns going bust? What's in the big, beautiful bill for real estate investors? Then how to own income property with just 10% equity in it today on get rich education.    Keith Weinhold  0:28   Mid South home buyers, I mean, they're total pros, with over two decades as the nation's highest rated turnkey provider. Their empathetic property managers use your ROI as their North Star. So it's no wonder that smart investors just keep lining up to get their completely renovated income properties like it's the newest iPhone. They're headquartered in Memphis and have globally attractive cash flows and A plus rating with the Better Business Bureau and now over 5000 houses renovated, there's zero markup on maintenance. Let that sink in, and they average a 98.9% occupancy rate, while their average renter stays more than three and a half years. Every home they offer has brand new components, a bumper to bumper, one year warranty, new 30 year roofs. And wait for it, a high quality renter. Remember that part and in an astounding price range, 100 to 180k I've personally toured their office and their properties in person in Memphis, get to know Mid South. Enjoy cash flow from day one. Start yourself right now at mid southhomebuyers.com that's mid south homebuyers.com.   Speaker 1  1:53   You're listening to the show that has created more financial freedom than nearly any show in the world. This is get rich education.   Keith Weinhold  2:10   Welcome to GRE from Palm Bay Florida to Palm Springs, California and across 188 nations worldwide, you are inside one of the longest running and most listened to shows on real estate investing. This is Get Rich Education. I'm your host. Keith Weinhold, I think you know that by now, you can also find my written work in both Forbes and the USA. Today, million dollar homes could be coming to right where you live only as the average home, a typical home. Best said is the million dollar median priced home. They're increasingly common across America. We're going to look at the exact areas where this is going to happen next, and why. Though, real estate prices are only up about 2% annually. This time, a plethora of forces are conspiring to push median American home prices ever higher to a million bucks by 2033 the reasons for ever higher future prices on a national basis are supply scarcity. Though, homes aren't as scarce as they were, say three years ago, incessant demographic demand, continued inflation, tariff pressures, heightened regulatory costs, the rate lock in effect remote work and a perpetual construction labor shortage that makes it easier to find a unicorn than, say, a good plumber out there. All these things are conspiring to push long term prices up, up, up, and sadly, this will make first time home buyer dreams, well only dreams, not a reality for so many Americans. CBS News recently called first time homebuyers an endangered species for this reason. Hmm. Then I wonder if the US Fish and Wildlife Service is now protecting these beleaguered, endangered first time homebuyers. Now the typical Canadian single family home costs 779,500 Canadian dollars today. And get this now, of course, some US regions will have rising prices, and others falling prices in the shorter term, although the general direction is up, but more than half of us, states, 28 out of 50, already have at least one city where the median price for a starter home, just a starter home, is a million dollars or more. This is per realtor.com economist. More than half of states have that condition. Now I want a starter home that's defined as 80% or less of the price of an area's median Well, here we go. It is not just trophy cities anymore that are on the precipice of the million dollar club. It's these moderately priced cities that are next in line, and one trend is that they're located near already expensive markets. For example, Stockton, California is two hours inland from San Francisco, and Stockton is best known for well being two hours from San Francisco. That's about it, all right. Well, here is the 2023 median price. And it's 2033 projection, only eight years away, really, just a little over seven years away. This is where we're going. All right, Boise, from 465k up to $1,163,000 million $163,000 Boston, from 623k to 992k and again, these are 2023 median home prices, and then what they're projected to be in 2033 as these million dollar homes become typical, just in these somewhat moderately priced. US areas, let's continue Colorado Springs. 455k up to $1,020,000 I've made two trips to Colorado Springs in the past two years. I really like it. They're really livable with a nice little airport Denver. 548k up to $1,297,000 Honolulu, 638k up to $1,144,000 Portland, 501k to more than doubling to $1,052,000 Sacramento, 558 up to over $1.1 million Salt Lake City, more than doubling from 493k up to $1,064,000 Seattle, 694k up to $1,486,000 and finally, the aforementioned their Stockton, California, 579k up to $1,447,000 million dollar homes are increasingly abundant into places that are surely Not trophy cities anymore. They're projected to come to all these places by 2033 and this is very realistic, because consider this, what will a million dollars even be worth in 2033 just a little more than seven years away, what will a million dollars even be worth then at 3% inflation, just $789,400 All right. Well, what should you do with this information? It gives you perspective, waiting is not helping get comfy with million dollar homes that are like just kind of all right? And here's the thing, a million dollar home that used to be like posh that used to come with a waterfront view or a celebrity neighbor, and today you just get a popcorn ceiling in a mysterious draft in some entire counties, like I've told you before, in San Mateo County, California, the median home price is already over $2 million just an average home county wide. And I also mentioned to you that there's another California County, Santa Clara, California, where the median price is over $2 million but there are more Nantucket, Massachusetts, Pitkin, Colorado and Teton County, Wyoming, all over $2 million county wide. I mean, in places like this, a million dollar home is a gut job. I mean, it needs a renovation. In these places, a million dollar home costs less than half of the county median. So therefore it is so broken down that you might not even be able to get a conventional loan for that property. And notice that the Sun Belt is not on any of these lists for now, despite its growth, there's still vast land and cheaper housing there the southeast and the Midwest, they still feel like America's affordable housing frontier. But you've got to wonder, for how long and what else does this continued low affordability mean? It's the American. Emerging trend that few people see coming, but we've talked about here, it's that common tidal wave, this horde of new renters that are coming, priced out of million dollar homes. Your renters are coming, and what does this mean for you? Well, consider owning low cost rental property in those low cost parts of the nation. We help you do that here, completely free, at GRE investment coach.com a tidal wave of future renter demand means higher rents and higher occupancy rates. Your renters are coming.   Keith Weinhold  10:39   now, last week, on the show, I discussed the Airbnb arms race, how short term rentals really need a serious glow up and some major investment to compete in a lot of markets anymore. This week, let's discuss the trends in another real estate niche that's largely fallen on some harder times, and that is investing in beach town, something that might be more top of mind for us, as we are here in mid summer. The very best beach town for a bikini slim budget is Pascagoula, Mississippi, a gulf shore escape, where the typical listing will run you a mere 166k can you believe that now this gulf coast town of 22,000 people, it is somewhat of an aberration, though, be careful, Pascagoula is affected by a FEMA rule that really limits the amount of renovation that you can do there? Atlantic City, New Jersey, it's another beach town with a jaw droppingly Low typical list price of 242k yeah. Atlantic City, AC is the name long synonymous with gambling and Trump property port. Ritchie, Florida is another notably cheap beach town with just a 255k typical list price. And it's notable because back in 2019 GRE did a real estate field trip there where I and the property provider and a few speakers, we hosted you, and then we toured properties together in a coach, a tour bus, but those neighborhoods were actually about two miles inland, Myrtle Beach, South Carolina, still just 299k. Corpus Christi, Texas and Ocean City, Maryland, are two more notably cheap beach towns now, especially after talking about the million dollar homes and then you hearing about these cheap beach towns. You might be wondering, gosh, should I buy property for cheap in these beach towns? But, you know, buying the beach house is just the start. Rising. Insurance costs and maintenance costs have forced a lot of investors to question whether beach homes are too big of a gamble now with a few investor profiles here were interviewed first Levi Rogers, a retired Green Beret and a real estate broker in San Antonio, he recently shared how his property on the Gulf Coast went from $3,200 a year for insurance to over $11,000 and that's if you can even get coverage without bizarre exclusions, throw in new flood zone Redeterminations and wild HOA fee hikes due to inflation, and your profits are wiped out in an instant. That's what Levi Rogers says about his particular situation. Honestly, coastal property makes me more nervous than my first Million Dollar Listing. Despite loving beachfront real estate, that's what Los Angeles real estate agent Wesley Kang says he's seen changes that would shock most investors. Insurance costs broke another record at his Marina del Rey listing the owner just got hit with a $68,000 annual premium up from 15k last year, while his neighbor, two blocks inland, pays just 7k so in addition to hurricanes and slow and steady beach erosion, that has caused some homes to simply collapse and fall into the sea. Kang, the Los Angeles real estate agent, said his Malibu client just spent his entire summer rental income on mandatory seawall repairs. Another had to install $100,000 worth of water barriers just to keep his insurance. So is a beach home a good investment? Well, owning it really is not the easy, dreamy investment that it used to be. There are some investors that still think it's worth it, but they need to change their strategy. Roger said that he hasn't sold yet. He just. Had to adapt. That's the San Antonio real estate broker. He cut his rental period down to only the high season months. Raised his rates by 22% just totally ended low season bookings, and he promoted high end upgrades to make the numbers work. He says you have to run it like a hospitality business now, not a passive rental, so the ROI can still be there, but only if you're really on top of it, actively managing risk and costs and the guest experience. Otherwise, what you're doing is that you are just financing someone else's vacation. And this is along the lines of what I was discussing last week with short term rentals in general. Real Estate Investor Daniel Roberts, based in Idaho, he says beach properties are now riskier. He has reinvented his approach to stay solvent. He says we improved our rental by presenting the property as a luxury destination, adding concierge services with dining and boat tours and even fitness sessions. With this rental arrangement, we earned 18% more on rental income last year compared to the previous year, is what he says. However, still, our profits have decreased a little since we now pay so much more each month for insurance and for maintenance, if you're shopping for a beach house and hoping for a deal, it might pay to search a bit inland for cheaper properties and insurance rates, and then it's not really a beach house anymore. Elevation is your friend. Certain oceanfront areas are experiencing a steep drop in some places like Florida. I mean, can you buy the dip if you're looking for opportunities in investor areas like Florida, which saw a huge run up of people heading there during the pandemic, but their jobs require them to return to the office. If you're in the market for a vacation property that you can rent out and possibly use as a second home. There are beginning to be more and more choices. So the bottom line here is that many beach towns are in a bust. Their profitability is under attack, chiefly from these insurance premiums that have as much as 3x or more for many in the past three or four years, Hoa costs are up due to inflation, and then there's just simply the threat of more storms and more beach erosion, and just the stress and concern that causes even outside of the insurance cost, short term rentals tend to be right on the coast or A short walk from the beach. The best long term rentals tend to be inland, inland. Long term rentals are long where we have focused here on this show, and they tend to be stable and steady and frankly, kind of boring, but somehow boring in an interesting way, if that's possible, they plod along paying you five ways.    Keith Weinhold  18:05   Hey, is get rich education the number one real estate investing podcast in America. Are we number one? I've got an answer for you on an upcoming episode. It looks like the big, beautiful bill that was signed into law on the Fourth of July will be advantageous for real estate investors. It extends a lot of Trump's 2017, tax cuts and Jobs Act. There are modifications to opportunity zones in the big, beautiful bill. But the big story is that 100% bonus depreciation has been restored, reset, huge that applies to qualified property placed in service from January 20, 2025 through the end of 2029 now is the Time to accelerate acquisitions and renovations to leverage 100% bonus depreciation. I mean, this is great for investors. And what this does is it allows you to fully deduct the cost of qualifying renovations, property improvements and certain building components immediately, instead of you, having to spread the deductions out over several years. Major however, the big, beautiful bill does not do much of anything to help those beleaguered first time homebuyers that endangered species. In fact, in a previous version of the bill, it was going to open up millions of acres of public lands for new development. Now, if that happened, that could have added more housing supply and therefore kept home prices from perpetually rising, and therefore maybe helped first time home buyers. But that provision was removed from the bill before it got passed. All right, so those public. Lands will not be developed. That was not part of this bill, and that's a quick overview of what Trump's big, beautiful Bill means to real estate investors. To review what you've learned so far. Today, million dollar homes are coming to more places, and that's due to supply scarcity, demographic demand, incessant inflation, tariff pressures, heightened regulatory costs, the rate lock in effect, remote work and a perpetual construction labor shortage. More beach town properties are going bust due to surging property insurance costs and the big beautiful Bill has some serious positives for real estate investors, but not for first time home buyers.    Keith Weinhold  20:45   There is a lot happening here at GRE we, including me and our investment coaches here, are talking with you, our investors. We're talking with the nation's top property providers, as we always do, and there's just a lot of real estate news. How can you follow us to keep up on all this? Well, there are three main ways, and they're all free. There's no subscription cost. That is, firstly, through this show, the get rich education podcast. Secondly, our YouTube channel called get rich education. Yes, we are consistently branded. And the third main way to follow us is with our Don't quit your Daydream newsletter. Sign Up Free by texting GRE to 66 866, that's text GRE to 6668 66 and there you go. They're in they are the three main ways to follow us, podcast, YouTube channel and newsletter, and then also our social media channels, get rich education can be found at all the usual places, Facebook, Instagram, Tiktok and x, but our handle is Get Rich ed on x because there is a character count limit there. That's how to follow us. You can find our recommended property providers at GRE marketplace when you're getting actionable, and then to engage with us for a free strategy session to learn your goals and really put you on a financially free trajectory. You can do that with our investment coaches directly book time on their calendar at GRE investment coach.com   Keith Weinhold  22:25   what is happening with the future of the Fed and interest rates, and how can you put as little as 15% even 10% down on an income property? That's next. I'm Keith Weinhold. You're listening to get rich education    Keith Weinhold  22:39   the same place where I get my own mortgage loans is where you can get yours. Ridge lending group and MLS, 42056, they provided our listeners with more loans than anyone because they specialize in income properties. They help you build a long term plan for growing your real estate empire with leverage. Start your pre qual and even chat with President Caeli Ridge personally, while it's on your mind, start at Ridge lendinggroup.com. That's Ridge lendinggroup.com.   Keith Weinhold  23:11   You know what's crazy? Your bank is getting rich off of you. The average savings account pays less than 1% it's like laughable. Meanwhile, if your money isn't making at least 4% you're losing to inflation. That's why I started putting my own money into the FFI liquidity fund. It's super simple. Your cash can pull in up to 8% returns and it compounds. It's not some high risk gamble like digital or AI stock trading. It's pretty low risk, because they've got a 10 plus year track record of paying investors on time in full every time. I mean, I wouldn't be talking about it if I wasn't invested myself. You can invest as little as 25k and you keep earning until you decide you want your money back. No weird lockups or anything like that. So if you're like me and tired of your liquid funds just sitting there doing nothing, check it out. Text family 266, 866, to learn about freedom. Family investments, liquidity fund again. Text family to 66 866   Naresh Vissa  24:21   you this is peak prosperity. Chris Martenson, listen to get rich education with Keith Weinhold, and don't quit your Daydream.   Keith Weinhold  24:42   It's terrific to have a familiar voice back on the show. It's an in house discussion with our own GRE investment coach since 2021 he's met with you, usually over zoom or the phone completely free to learn your own personal goals. Find the market that's right for you. Two. And he even goes as far as helping connect you with the exact property address that would make your next real estate pays five ways property, like say, you find 654, Maple Street in Little Rock, Arkansas or Indianapolis, Indiana. For you, he helps you through it all. And then he even helps you if you have any trouble after owning the income property. He's got the formal education with his MBA, and he walks the talk because he's a direct real estate investor, just like I am. Hey, welcome back to the show investment coach Naresh Vissa.   Naresh Vissa  25:32   thanks for having me back on. It's always a pleasure to talk to you and the loyal GRE listenership that we have. I think   Keith Weinhold  25:40   we enjoy talking to each other more than President Donald Trump and Fed Chair Jerome Powell do for sure. And I think if anyone's been paying any attention, there's been quite a feud between Trump and Powell, and it's been pretty entertaining. Trump has referred to Powell as Mr. Too late, like too late to make a decision. He has called Powell a numbskull. He has said Powell has a low IQ for what he does. That drama has been really interesting now. Powell's term ends in May of next year, so about 10 months from now. And I think most anyone knows that Trump wants an interest rate cut badly, but Powell keeps holding tight, and what Trump says is that he wants to lower the interest costs on our national debt. That's the reason that Trump gives for lowering the rates. But Powell's been reluctant to lower rates because it might stoke inflation. In reality, I suspect that Trump wants lower rates just to juice economic growth, like that's the real reason, and then Trump sort of hopes that inflation only catches up with the next president who comes in in 2029 and interestingly, back on July 1, Jerome Powell said, if it weren't for tariffs, he would have already lowered rates. What are your thoughts?   Naresh Vissa  26:55   Well this is a lot more complicated than it seems, and here's why Trump called Powell a lot of names, and I think some of those names hold true if we go back to when Biden was president, because it was in April, May 2021, that I was saying, hey, it's time to start increasing the interest rates, because inflation was going up significantly, very quickly, it was going up. And if you recall, Keith, I know you did many episodes on this, Powell kept saying, Oh, this is transitory. It's just transitory. And my whole justification was, well, look, a 25 basis point hike ain't gonna kill anybody. And they refused to do it for an entire year. Once we started seeing inflation going up. And by that point, inflation went up close to 10% that's how bad it got. That's it didn't hit the double digits, but it was very close to hitting the double digits. So yes, I do think Powell was a numbskull for not raising the rates back in 2021 but today I'm actually on Powell's side, because there are still inflationary pressures. And remember, Keith, the inflation target is 2% it's not two and a half percent. They haven't moved the goalposts. It's still 2% and last month, this is the media is not talking about this, except for get rich education today, inflation went up last month. So yes, it beat expectations, but it still went up. The expectations were that the terrorists were going to create this massive inflation and we would be back up at the three handle. And it didn't do that. But regardless, inflation still went up. So let's wait. Let's see what the CPI numbers show. I don't think we're going to be close. I don't think we're going to be under that 2% figure within the next two months, and that's why I think Powell is justified in holding to rate study. Now, with that being said, I do think because of Doge, we did an episode earlier this year on Doge, because of Doge, because of the latest ADP job numbers, the latest unemployment numbers, the private sector cuts that are happening at Microsoft and Google and a lot of other big name companies. I do think that inflation will eventually dip below 2% you look at the gas prices have hit four year lows. Look at egg prices have hit, I think four year lows or three year lows. I do think we'll dip below the 2% at some point. The question is, is, when is it going to be? You know, three months from now? Is it going to be a year from now? It all depends. So what does that mean for your question of, is Powell right? Is he wrong? Is he a numbskull? Who's right? I completely understand what you said is why Trump wants the rates cut, and that is, he wants to juice everything because he looks great, and it's a midterm election year, next year, and he doesn't want to lose his Congress. And I understand the political side of it, but the number one issue, the number one issue, according to almost every poll out there before. Election, the number one issue on voters minds was inflation. It's had things. The bleeding has not stopped, and the inflation is out of control. The groceries are too expensive. That's what's important. And I'm on Powell's side here. I think you have to be patient. On the other hand, Trump is being very aggressive, and he's looking to replace Powell, and he's going to put in his guy in there. I mean, the basic requirement for the job is you're going to get in there and slash entry. You're not even going to do a 25 basis point cut. You're going to go down to 1% fed upon rates overnight. That's what Trump wants. I don't know if you saw that, but Trump wants a 1% Fed funds rate pretty much overnight, because he's saying, oh, is going to save us all this money on the debt that we're paying, interest payments and data I get where both of these guys are coming from. I think the ideal scenario, because Powell, it looks like he's safe until maybe the end of the year. I think we hit that 2% point, definitely by the end of the year, and Powell will start cutting in September, we'll see a 25 that's what I think. I think we'll see a 25 basis point cut in September, maybe a 50 basis point cut in the next meeting after that, and and maybe even a 75 basis point cut in December. And that way, when the new guy comes in, he doesn't have to do this drastic COVID March, 2020, type of cut, of slashing rates close to zero overnight. We do it in a gradual I think that would be better for the country and for the economy and for the global economy. So that's where I see things. But regardless, regardless, we know for a fact that the interest rates, the cutting is beginning soon, and the rates are going to be very low sometime next year, if not by the end of next year, we know for a fact that the rates are going to be very, very low. And what that means for the housing market is that, and let's talk about the housing market really quickly, the inventory in the housing market is the supply side is very high. This is not 2021 2022 when homes are flying off the shelves and people were paying above asking price for homes. We're in a situation where the inventory has piled up. Home values have somewhat stagnated. If rates are going to bottom next year, then buying real estate. I don't want to say I'm not calling a bottom, but I'm saying that you can expect real estate home values to skyrocket once rates hit that 1% because of the Fed funds rate. So right now, we're seeing demand from investors because they're thinking what I'm saying, hey, the Fed is going to slash. We know that for sure because of Trump. And when that happens, institutions, individuals, they're going to start taking out debt, and the housing market's going to skyrocket just like stocks. I mean, really, most assets are going to skyrocket. So right now, I think, is an excellent, excellent time to be looking at buying real estate, and then you can just refinance later, when the rates bottom in a year or two,   Keith Weinhold  32:50   when you talk about high housing supply, I think what you mean is higher housing supply. Nationally, we're still 12% under supplied. It's just the fact that we have 30% more available housing supply in the one to four unit space than we did a year ago. At this time when we're talking about interest rates and things that have to do with the larger economy, here, you the listener should be aware that Naresh has often been tapped and interviewed by major network television on his opinions on these sort of broader economic issues, so he is qualified that way. And to give you an idea with what we're talking about with this desire to get the Fed funds rate down to 1% whether that happens or not, today's Fed funds rate is around 4.3% just to give you an idea of the magnitude of the potential cut, I don't forecast interest rates because it's very difficult to do, but it's interesting that Naresh has done some of that, and let's remember that Trump is actually the one that appointed Jerome Powell back in Trump's first term, and there's been a good bit of speculation around who the next appointee might be. In fact, if that appointee is named several months before Powell's termination of his term in May. Some people think that could be Treasury Secretary Scott Besant, that that alone could change the dynamic, that you would get someone more likely on board to make rate cuts and name them before they actually come into office.   Naresh Vissa  34:14   Well, the President decides he appoints that position, and we know for a fact 100% Trump is only going to put his person in there, man or woman, we don't know, but he's going to put his person. And the basic requirement for the job, it's not a PhD from Harvard or being a multi billionaire like Scott Besant. The basic requirement for the job is cutting the rates to 1% the Fed funds rate to 1% that's the bare minimum basic requirement for the job, and there are apparently lines of people who are lining up because they think they fit that requirement. So we know that's coming. We know it's coming at the latest, next year, like I said, Because Trump said it himself, and to be calling somebody a numbskull and all these names, he's very serious about this. It's an issue that means a lot to him. And again, I get where Trump's coming from. The government would save a lot of money on interest payments. And Trump's justification is, inflation is low, let's just try it, which I somewhat agree with. He says, Let's just try it, and if the inflation goes back up, then you just raise the rates. Don't you know, Powell was too late in 2021 the next guy won't be too late in raising rates this time around if the inflation does go back up. So it's a different strategy that would definitely juice the economy overnight. Of course, he wants that. Everyone's got their own opinions. I'm of the opinion. I think the Fed actually is for the most part. Post 2022 has done a good job. In fact, I did an episode with you, I think, a year and a half ago, saying that the Fed should have done more rate hikes, because we would have been at 2% inflation a year ago had the Fed done one or two more rate hikes, in my opinion. And we saw at the end of Biden's presidency, inflation started going back up when the Fed actually cut rates, when they should have been raising rates previously. So with that being said, this is a good opportunity for investors, because we are in that doldrum right now where we know the rate cuts are coming, at least we, you and I and GRE listeners know that the rate cuts are coming. Not everybody knows that they're coming, because they may not pay attention or follow this stuff as closely as we do. We know that they're coming, and what that means for the housing market is, like I said, juice. We can see juice in stocks. We can see juice and housing. We can see juice and Bitcoin and other commodities.   Keith Weinhold  36:35   Well, you use the word doldrum. Yes, the housing market is in somewhat of a doldrum. We have lower transaction volume than we have historically, for sure, and really that's led by we need to keep in mind as investors, that that's lower owner, occupant purchase volume, because investor purchases have stayed pretty steady.   Naresh Vissa  36:56   Yes, I'll say this, Keith, we work with a lot of different providers all around the country. I want to say we're up to something like 30 different providers in 20 different markets or so. When these partners are calling me saying, Hey, we got all these properties and send me your people and you know, let's do business together and help us find more investors, then I know that the housing market has somewhat stalled. It's not doing terrible, but I know that it's when those providers aren't calling me, or when they even cut off the relationship and say, Hey, I don't want to talk to you anymore. I don't want to work with you anymore. Then I know, hey, it's a really hot housing market. They don't really need me. And I'll tell you right now, every other day I have a partner of ours, I had to tell them to stop call. I said An email will do, or a text message will do. You don't need to call and leave me a bunch of voicemails. I have people calling me every day saying, Hey, we got all these properties, and they're amazing and they're beautiful, and send your people to us, which tells me that it could be actually a good time to start buying. Because it's not like I said, 2021 it's not 2022 it could be a good time right now, because the investor will hold more leverage, and the incentives that these partners are offering are second to none. I've never seen incentives this good. I mean, it's not just the free property management, it's not just the closing cost credit. It's negotiating prices of homes. It's getting cash back at closing, so just literally having a check overnighted to you that's in the five figures, cash back for buying property. So overall, I think it's a really, really good time right now to get into real estate, probably one of the best times, if not the best time since I joined GRE at the end of 2021   Keith Weinhold  38:40   of course, Ken McElroy was just here on the show with us a couple weeks ago, talking about what a good time it is to buy from his perspective as well. But yeah, Naresh, I appreciate that you're kind of letting the listener peek behind the curtain a little bit. We really get a good read on the pulse of the market here, and part of our job is to vet those providers that we work with, yeah, the race. Well, one property strategy that almost transcends eras is the BRRRR strategy. It's such a popular strategy with investors, because you can get in to a deal and have so little of your money left in the deal that you could end up with 10 to one levered. So the burr strategy, that's probably the most popular strategy with our investors. So tell us more about that.   Naresh Vissa  39:27   We've done several webinars already about Bert, and this has become the most popular strategy with our investors, hands down the amount of volume that we're seeing with our investors, people who keep buying more and more because the first one worked out. Now there are some that didn't work out, and that has more to do with the provider than it has to do with the strategy. The strategy is simply buy a property that needs to be completely rehabbed, refurbished. It's you buy a property, as is, you take out a hard money loan to renovate the property, to gut it, to update. It, bring it up to speed. Or you can pay cash. So a lot of people say, Oh, I don't have the cash to pay for such a property. So they're the hard money loan is there. Or you could pay cash. Our recommendation, my recommendation, personally, is take out the hard money loan, because you have that extra layer of protection, that extra body who will make sure that you're not getting taken advantage of, because that's a problem that we've seen with BRRRR, where some of the providers, some of the sellers, they'll sell the property, and then they just disappear after that. And we don't want that to happen. We want the rehab to actually get done, because the real value is by doing the rehab, making the house nice, renting it out to a tenant, and then refinancing the property, because the home value is going to appreciate so much. In some cases, some of our investors got 100% appreciation from what they bought the property at, and they were able to use that equity, 100% of that equity into the down payment, into other fees, so they didn't have to pay anything out of pocket for the property. So that's the beauty of the BRRRR strategy. And like I said, what's most important? Because we've already done two web it. We've done a Memphis burr webinar, we've done a Cleveland burr webinar. Now we're doing a little rock BRRRR webinar, and I think this is the best burr out of all the burs that we've done. And the reason is because the team we're working with, they have a legitimate company operation. They have a property management division, they have a rehab division, they have a sales division, they have a management division. This is not like a one man show or a two person company trying to do all these rehabs all at once. So they're very here's the schedule. This is what we have to do, very accurate and so yes, their pro forma numbers aren't going to be as aggressive as what our investors have seen with previous BRRRR providers. But the problem with those aggressive numbers is that a lot of the providers, they overinflate those numbers, and they don't follow through, let's say, on the rehab, or they do the rehab, and the appraisal does not come back at an amount that met the proforma. So I'm just really excited about this, because Little Rock is a new market that we've entered into. We have not done a lot of Little Rock promotion, a lot of Little Rock property. So it's a new market, number one and number two, it's the team that's there. This is the best of the best team. And if somebody came to me and said, Hey, I want to do a bur. Where should I do it? You've got all these different webinars and podcasts on burrs. Where should I do it? I would say bur Little Rock is where you want to do it, because you're going to sleep way better at night, and the process is going to be way smoother than the others. Yes, the pro forma numbers, they're not going to be as appealing, or they're not going to be as outlandishly high as those other markets, but those other markets, Memphis, Cleveland, there's a reason why those numbers are so high. And like I said, it's this team in Little Rock, amazing team, Keith, I know you've had some calls with them. We interviewed the their head Alex on last week's podcast episode. He and I are going to be doing this upcoming webinar on BRRRR little rock this Thursday, and we hope to see everybody there go to gre webinars.com, gre webinars.com, right now to register for that webinar.   Keith Weinhold  43:14   It's this Thursday, a live event that you can attend from your own home. And the benefit of you attending live is you can have your questions answered in real time. You can hear other attendees questions, which will help educate you on this process. And yes, I don't know if this will ever happen again. We do have Alex leading the bur strategy in Little Rock. He's been doing this for 15 years. He's got his vetted, proven team and a great system for doing this, so that so much of it is all done for you. And   Naresh Vissa  43:47   one more thing that I'll say, because this has become very popular with our online special event attendees, they hear podcast episodes like this, and they say, Hey, I want to jump on this before the live event, because all those other people are going to be on, and I want to jump. So I want to share, or Keith, I'll let you share our link for people to just reach out to me if you want to schedule a meeting or just email me. Just reach out to me if you don't want to wait until the webinar, the online special event this Thursday, if you want to get a head start, please absolutely reach out to me.   Keith Weinhold  44:20   That's a great thought. You can go to GRE investment coach.com right now and get on the race's calendar so that you can have a free meeting. Any last thoughts about Thursday's big event?   Naresh Vissa  44:32   like I said, it's going to be Thursday evening. The time is going to be at 8pm Eastern Time. Thursday, 8pm eastern the webinar, online special event will last about two hours. Our listeners, our followers, love these online events because they're highly interactive. We get everybody involved. They're fun, and the reason why they last two hours is because the people who attend are having such a good time. Them that they want it to last that long. I remember a long time ago when we used to do these online events, and they'd only last 30 or 40 minutes, and then that was the end. But now our file loves them so much. I think if you've never attended one of our online special events, you'll definitely want to attend this, because it is the timing is perfect before all these rate cuts, as the housing supply inventory is at a 12 month high. So the timing is is really good. The incentives are excellent. And like I said, we know interest rates are going to be slashed sometime next year, so you can always refinance later, but but getting in at these prices is going to be a true gift. So gre webinars.com, to register for this online special event.   Keith Weinhold  45:52   We are all looking forward to it this coming Thursday. Narration, it's been great having you back on the show.    Naresh Vissa  45:57   Thanks, Keith.    Keith Weinhold  45:58   Yeah. Fruitful in house chat, as always, with one of our investment coaches, Naresh, that's how you can leave as little as 10% down on an income property. When you do that, cash out refi with the burr strategy, you'll get in at today's lower prices, they tend to be 140 to 160k in Little Rock, Arkansas. You'll lock in this year's rates with that low price, with the BRRRR acronym, meaning buy, renovate, rent, refinance, repeat. Well, that refi is a little ways down the road after your initial purchase. Longer term, if interest rates go up, you'll be glad that you got today's rates. And if interest rates go down, which many expect, then you'll refi. The only thing bigger than the next Fed interest rate decision or the naming of a new Fed chair is Thursday's GRE live event itself, get ready. Really, the event presentation typically takes an hour or less. The rest of the time is your questions and conversations, so show up from the comfort of your own home, maybe with a beverage this Thursday, and since it's in the evening, probably not a stimulant, maybe a yerba mate, besides seeing real life case studies and understanding how the burst strategy works, how to optimize it and the mistakes to avoid, expect access to available Little Rock burr properties, actionable opportunities. Should you so choose? Sign Up Free at gre webinars.com Until next week, I'm your host. Keith Weinhold, don't quit your Daydream.   Unknown Speaker  47:50   Nothing on this show should be considered specific personal or professional advice. Please consult an appropriate tax, legal, real estate, financial or business professional for individualized advice. Opinions of guests are their own. Information is not guaranteed. All investment strategies have the potential for profit or loss. The host is operating on behalf of get rich Education LLC exclusively.   Keith Weinhold  48:14   You know, whenever you want the best written real estate and finance info, oh, geez, today's experience limits your free articles access and it's got pay walls and pop ups and push notifications and cookies disclaimers. It's not so great. So then it's vital to place nice, clean, free content into your hands that adds no hype value to your life. That's why this is the golden age of quality newsletters. And I write every word of ours myself. It's got a dash of humor, and it's to the point because even the word abbreviation is too long, my letter usually takes less than three minutes to read, and when you start the letter, you'll also get my one hour fast real estate video course, it's all completely free. It's called the Don't quit your Daydream letter. It wires your mind for wealth, and it couldn't be easier for you to get it right now. Just text gre 266, 866. While it's on your mind, take a moment to do it right now. Text, gre 266, 866,   Keith Weinhold  49:30   The preceding program was brought to you by your home for wealth, building, getricheducation.com  

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