Podcasts about north star

Architectural Authenticity: Engineering Human-First Cultures with Justin RicklefsIn a recent episode of The Thoughtful Entrepreneur Podcast, host Josh Elledge sat down with Justin Ricklefs, the Founder and CEO of Guild Collective, to unpack the structural vulnerabilities facing modern brands in an over-automated, AI-saturated business landscape. Justin, an elite executive coach, corporate strategist, and author of Give a Damn, details how the obsession with rapid digital scale and complex software stacks often dilutes a company's greatest asset: genuine human connection. This conversation provides an intentional framework for mid-market founders and enterprise leaders looking to eliminate internal friction, maximize employee retention, and build high-trust corporate cultures that drive predictable brand equity and sustainable long-term valuation.The Strategy of Presence: Transforming Corporate Purpose into Measurable PerformanceThe pervasiveness of modern hustle culture often pushes executive teams to resolve structural bottlenecks by stacking complex tactical tools rather than addressing root operational misalignments. Justin Ricklefs argues that this over-reliance on technological infrastructure creates severe administrative debt, introducing confusion into customer-facing operations and fracturing internal alignment. True organizational health is achieved when leaders embrace extreme clarity of purpose, moving their core mission statements out of forgotten files and embedding them directly into daily operations, recruitment pipelines, and performance reviews. By simplifying the brand narrative and filtering strategic capital allocation through a defined "North Star," enterprises shift from a model of reactive firefighting to an intentional, high-accountability framework that outpaces standard industry margins.Building a resilient, human-first culture requires corporate architects to look past superficial workspace perks and establish deep emotional connection and psychological safety across all management tiers. When a business mistakes superficial engagement programs for authentic workplace health, it inadvertently creates a sterile environment that triggers staff disengagement and executive burnout. Real operational scalability is unlocked when leadership designs structured check-ins that evaluate personal well-being alongside metric production, opening transparent communication channels that allow diverse teams to take calculated operational risks. This commitment to continuous learning and open experimentation transforms employee output, proving that corporate innovation is an organic downstream consequence of an inclusive, highly connected internal ecosystem.To insulate an enterprise's bottom line against shifting algorithmic trends and market volatility, leaders must actively model personal decompression and radical operational discipline. Executive decision-making is severely diminished under chronic stress, making intentional periods of digital detox and silent strategic reflection essential tools for maintaining executive resilience. When corporate leaders protect their own mental and emotional focus, they establish a corporate standard that values long-term sustainable growth over immediate, short-term micro-gains. Ultimately, long-term market dominance belongs to the organizations that treat their people as the primary infrastructure of the enterprise, weaving absolute transparency into every client touchpoint to establish permanent, premium authority across their entire vertical.About Justin RicklefsJustin Ricklefs is the Founder and CEO of Guild Collective, a best-selling author, a seasoned corporate consultant, and an executive leadership coach. Drawing from extensive experience guiding enterprise networks and mid-market founders through rapid organizational transitions, Justin specializes in humanizing corporate structures to unlock exponential revenue and talent retention. He is the author of Give a Damn, a definitive playbook dedicated to helping modern executives align operational discipline with authentic organizational empathy.About Guild CollectiveGuild Collective is an elite corporate consulting firm and leadership development agency designed to help companies construct high-performance organizational cultures. The consultancy specializes in executing comprehensive culture audits, custom brand blueprint designs, and executive mentorship pipelines to streamline cross-functional alignment. Through structured implementation playbooks, Guild Collective enables businesses to eliminate operational friction and scale their brand presence predictably by putting human capital at the center of their strategy.Links Mentioned in This EpisodeGuild Collective Official Website: guildcollective.comJustin Ricklefs on LinkedIn: linkedin.com/in/justinricklefsKey Episode HighlightsThe Over-Tooling Trap: Analyzing why adding excessive automation software introduces hidden administrative debt and dilutes core brand authority.The Human-First Brand Blueprint: Implementing the four critical corporate pillars of clarity, connection, creativity, and structural commitment across all management lines.The Purpose Audit Mandate: Shifting company values from static document files into lived operational workflows, onboarding systems, and employee KPIs.Ditching Toxic Hustle Culture: Leveraging deliberate silence and regular digital detox routines to sharpen executive focus and high-stakes strategic decision-making.Perks vs. Authentic Culture: Understanding why superficial corporate benefits fail to replace deep behavioral accountability and transparent team relationships.ConclusionThe conversation with Justin Ricklefs reinforces that sustainable corporate optimization requires a balanced synthesis of structural discipline and un-copyable human authenticity. By standardizing internal performance metrics around psychological safety, simplifying the brand narrative, and protecting human-centric strategic capacity, corporate leaders can build high-valuation business assets that continuously scale their industry impact.More from The Thoughtful Entrepreneur

Kaôh F***ing Rong Rewatch Ep 1 Jump back in time as Rob Cesternino and Chappell kick off a brand new rewatch series, “Kaôh F***ing R?ng,” diving deep into Survivor Season 32: Kaôh R?ng—Brains vs. Beauty vs. Brawn. Ten years after its original airing, this recap series launches with a close look at the season premiere, where the heat is fierce, strategy starts immediately, and big personalities dominate the island from day one. Hosted by Rob Cesternino and joined by Chappell, this full-spoiler rewatch episode unpacks why Survivor: Kaôh R?ng still stands out in the franchise. The duo zeroes in on camp life taking center stage, from the shock of Jennifer's ear bug nightmare to the infamous split of the Brains tribe and Ty’s heartfelt depiction as a multi-layered “beauty.” Chappell and Rob walk through the episode's retro vibes, contrasting old-school Survivor premieres with today’s high-octane new era, and debate whether the season's memorable characters owe their impact to casting or clever editing. Key moments include: – Aubry's rocky start on the Brains tribe and her season-long growth arc – Debbie's arrival as a fully-formed Survivor original, giving “coach energy” right from her first confessional – Ty's struggle fitting in on the Beauty tribe and why his vulnerability wins hearts – The Brawn tribe's messy first Tribal Council, including a tie vote and a first boot that stuns both hosts – Hot takes on Scott and Jason as Survivor's last true “villains” and how the show's editing shaped their portrayals Rob and Chappell question which gameplay choices early in Kaôh R?ng shaped the flaming dynamics that follow—did the show lose its “North Star,” or is this the era Survivor got the balance right? They also look at how the season's themes and casting twists shaped both the episode and Survivor's evolution. Don't miss this nostalgia-packed Survivor 32 deep dive—tune in to see whether this classic season still delivers the heat, and join the conversation as the “Kaôh F***ing R?ng” journey continues. Chapters: 0:00 Kicking Off the Kaôh R?ng Rewatch 0:44 Revisiting Survivor: Kaôh R?ng's Legacy 2:17 New Era vs. Old Era Survivor 4:23 Filming Order and Season History 7:06 Survivor's Shift to Fiji Explained 11:07 Brains vs. Beauty vs. Brawn Returns 14:14 Camp Life and Character Moments 18:48 Weird Casting Fits in Tribes 21:47 Breaking Down the Brains Tribe 24:37 Aubry's Anxiety Attack in Episode One 28:13 Debbie's Survivor Impact and Archetype 31:01 Liz Markham's Casting Backstory 34:20 Neil's Infamous Jury Speech 39:39 Beauty Tribe: Ty and Caleb's Friendship 49:03 Michelle's Under-the-Radar Winner Edit 52:17 Anna Khait's Survivor Evolution 57:58 Brawn Tribe's Bug Trauma Incident 1:04:44 Alicia's Puzzle Struggles and Early Vote 1:16:25 Kaôh R?ng Premiere: Nostalgia and Wrap-up To order Rob’s book, The Tribe and I Have Spoken, visit www.robhasabook.com Never miss a minute of RHAP's extensive Survivor coverage! LISTEN: Subscribe to the Survivor podcast feed WATCH:  Watch and subscribe to the podcast on YouTube SUPPORT:  Become a RHAP Patron for bonus content, access to Facebook and Discord groups plus more great perks!

Kaôh F***ing Rong Rewatch Ep 1 Jump back in time as Rob Cesternino and Chappell kick off a brand new rewatch series, “Kaôh F***ing R?ng,” diving deep into Survivor Season 32: Kaôh R?ng—Brains vs. Beauty vs. Brawn. Ten years after its original airing, this recap series launches with a close look at the season premiere, where the heat is fierce, strategy starts immediately, and big personalities dominate the island from day one. Hosted by Rob Cesternino and joined by Chappell, this full-spoiler rewatch episode unpacks why Survivor: Kaôh R?ng still stands out in the franchise. The duo zeroes in on camp life taking center stage, from the shock of Jennifer's ear bug nightmare to the infamous split of the Brains tribe and Ty’s heartfelt depiction as a multi-layered “beauty.” Chappell and Rob walk through the episode's retro vibes, contrasting old-school Survivor premieres with today’s high-octane new era, and debate whether the season's memorable characters owe their impact to casting or clever editing. Key moments include: – Aubry's rocky start on the Brains tribe and her season-long growth arc – Debbie's arrival as a fully-formed Survivor original, giving “coach energy” right from her first confessional – Ty's struggle fitting in on the Beauty tribe and why his vulnerability wins hearts – The Brawn tribe's messy first Tribal Council, including a tie vote and a first boot that stuns both hosts – Hot takes on Scott and Jason as Survivor's last true “villains” and how the show's editing shaped their portrayals Rob and Chappell question which gameplay choices early in Kaôh R?ng shaped the flaming dynamics that follow—did the show lose its “North Star,” or is this the era Survivor got the balance right? They also look at how the season's themes and casting twists shaped both the episode and Survivor's evolution. Don't miss this nostalgia-packed Survivor 32 deep dive—tune in to see whether this classic season still delivers the heat, and join the conversation as the “Kaôh F***ing R?ng” journey continues. Chapters: 0:00 Kicking Off the Kaôh R?ng Rewatch 0:44 Revisiting Survivor: Kaôh R?ng's Legacy 2:17 New Era vs. Old Era Survivor 4:23 Filming Order and Season History 7:06 Survivor's Shift to Fiji Explained 11:07 Brains vs. Beauty vs. Brawn Returns 14:14 Camp Life and Character Moments 18:48 Weird Casting Fits in Tribes 21:47 Breaking Down the Brains Tribe 24:37 Aubry's Anxiety Attack in Episode One 28:13 Debbie's Survivor Impact and Archetype 31:01 Liz Markham's Casting Backstory 34:20 Neil's Infamous Jury Speech 39:39 Beauty Tribe: Ty and Caleb's Friendship 49:03 Michelle's Under-the-Radar Winner Edit 52:17 Anna Khait's Survivor Evolution 57:58 Brawn Tribe's Bug Trauma Incident 1:04:44 Alicia's Puzzle Struggles and Early Vote 1:16:25 Kaôh R?ng Premiere: Nostalgia and Wrap-up To order Rob’s book, The Tribe and I Have Spoken, visit www.robhasabook.com Never miss a minute of RHAP's extensive Survivor coverage! LISTEN: Subscribe to the Survivor podcast feed WATCH:  Watch and subscribe to the podcast on YouTube SUPPORT:  Become a RHAP Patron for bonus content, access to Facebook and Discord groups plus more great perks!

Fist of the North Star no es solo una historia de peleas… es un relato sobre dolor, destino y lo que queda de la humanidad cuando todo lo demás ha sido destruido. En este episodio exploramos el origen de esta obra legendaria: desde su nacimiento en el manga, la visión de sus creadores, hasta su impacto en el anime y la cultura popular. Analizamos a Kenshiro, un protagonista marcado por la tragedia, en un mundo postapocalíptico donde la violencia no es una opción… es la única ley. Comentan Abraham Martínez Cuervoscuro y Miguel Ángel Hernández.

With Nick Hubert and Taylor Gentry—Founding Partners, Panoramic Capital Partners Jason Diamond speaks with Nick Hubert and Taylor Gentry of Panoramic Capital Partners about helping business owners align personal significance, wealth, and business value through a long-term advisory framework. In Summary Many advisors who work with business owners focus on managing wealth after it is created. Nick Hubert and Taylor Gentry argue that the greater opportunity is helping clients create, preserve, and align value long before a liquidity event occurs. In their conversation with Jason Diamond, the founders of Panoramic Capital Partners discuss how concepts borrowed from private equity – including accountability, reporting, capital allocation, and long-term planning – can help advisors become more valuable partners to entrepreneurs. The result is a different framework for advising business owners: one that places personal significance, personal wealth, and business value on equal footing and measures success over decades rather than by transactions. The Storyline Most business owners spend years aligning their companies around a mission, strategy, and long-term objective. Far fewer spend the same amount of time aligning their business, wealth, and personal lives around a common destination. Nick Hubert and Taylor Gentry believe that true alignment begins when business owners stop viewing those decisions separately. As founding partners of Panoramic Capital Partners, they have built a firm designed to engage earlier in the entrepreneurial journey. Their framework centers on helping business owners define a “north star” that balances three interconnected dimensions: personal significance, personal wealth, and business value. The conversation explores how that framework evolved from Taylor's experience in private equity and Nick's background in consulting and wealth management. Rather than viewing private equity solely as a source of capital or a transaction event, they examine what advisors can learn from the systems, reporting structures, and accountability mechanisms that private equity firms use to create value over time. Jason and his guests discuss why many business owners struggle to connect financial, operational, and personal objectives; how advisors can serve as a true personal CFO; and why alignment often matters more than maximizing the next transaction. The discussion also turns inward, examining how the same principles influence Panoramic's own growth decisions, their views on acquisitions and private equity investment within RIAs, and what the industry must do to attract the next generation of advisory talent.   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do many business-owner relationships begin too late? (13:10)Nick explains why focusing primarily on liquidity events can create misaligned incentives and why advisors may add greater value by engaging earlier in the wealth-creation process. What does Panoramic mean by a “north star” framework? (16:40)Taylor outlines the firm's approach to aligning personal significance, personal wealth, and business value into a unified planning and decision-making framework. How can advisors apply private equity thinking without becoming private equity investors? (18:11)Taylor describes how institutional reporting, accountability, and value-creation systems can help business owners improve outcomes regardless of whether a transaction ever occurs. Why did one client walk away from a successful deal? (19:45)Nick shares the story of a business owner who discovered that selling the company would solve the wrong problem and why redefining success led to a better outcome. Is private equity misunderstood by many business owners? (26:26)The conversation explores how private equity often functions as a “black box” and why advisors can help clients evaluate opportunities more objectively. How does Panoramic structure its pricing to reduce conflicts of interest? (30:52)Nick discusses the firm's effort to align compensation with client outcomes rather than asset gathering alone. Should RIAs pursue acquisitions and private equity capital? (32:20)Taylor and Nick explain how they evaluate growth opportunities through the same long-term framework they use with clients. What role will AI play in the future of advisory firms? (40:14)The discussion focuses on balancing efficiency gains and enhanced client experiences with the responsibility to protect client trust and security. Topics Covered Business-owner advisory models Personal significance, wealth, and value Entrepreneurial wealth creation Private equity frameworks Business value growth strategies Capital allocation decisions RIA business building Advisor compensation alignment Artificial intelligence in wealth management Next generation advisor talent Key Takeaways Many advisors focus on the liquidity event, while business owners often need guidance throughout the entire value-creation journey. The most effective business planning frameworks connect personal goals, financial objectives, and enterprise value rather than treating them separately. Private equity's greatest contribution may not be capital itself, but the systems and accountability structures used to create long-term value. Business owners frequently pursue an exit when the underlying issue is a misaligned relationship with their business, rather than a desire to stop owning it. Advisor compensation models influence behavior, making alignment between pricing and client outcomes increasingly important. Growth through acquisitions can be valuable, but only when it supports a firm's broader vision and long-term objectives. AI has the potential to improve advisor efficiency and client outcomes, but trust and security remain the non-negotiable constraints. https://youtu.be/_Fhic8CxtCs Quotable Moments “Growing businesses create value. The transaction is not the value creation event. The business itself is.” “The reality is that many entrepreneurs don't want an exit. They want a different relationship with their business.” “Private equity is often treated like a black box. Most people don't actually know what it is or how it works.” “The best thing I can do for my clients is still be in the seat 30 years from now.” FAQs How can advisors create more value for business-owner clients? Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. How does Panoramic Capital Partners work with business owners differently from a traditional wealth management firm? Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. What is the “North Star” framework discussed in the episode? The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. How can advisors apply private equity principles without working in private equity? The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. Why do some business owners choose not to sell their companies? According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. What are the advisors' views on AI in wealth management? They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Related Resources Finding the Shortest Path to Excellence Can Be a Game Changer for AdvisorsDoing everything you can to deliver better service, drive growth, and achieve your goals faster can result in extraordinary benefits. Why So Many Successful Advisors Feel StuckThey've built thriving businesses. Strong production. Loyal clients. Growing teams. So why do so many successful advisors quietly wonder, “Why doesn't this feel as good as I expected?” This episode tackles the psychology of success and what comes after it. Top Tips for Setting Your Business Up for Success Years Before a MoveEven if a move is years away—or just a possibility—it's never too soon to start preparing. These insights will help you position your business and team for success, whenever the time is right. Guest Bios Nick Hubert is a Founding Partner at Panoramic Capital Partners, where he works with business owners, founders, and families on the integration of personal wealth and business decisions. His focus is on the moments where the two sides converge, growth, capital, liquidity, and long-term planning, and helping clients see the full picture in one coherent strategy. Nick began his career in investment banking in New York and management consulting in Seattle before moving into wealth management in 2016. He has also helped lead several commercial real estate development projects, giving him a hands-on understanding of how to build and maximize value in private investments. A native of Portland, Oregon, Nick lives there with his wife, Kaitlin. Outside of work, he’s usually backcountry skiing in the Cascades, cycling, or trail running across the Pacific Northwest. Taylor Gentry is a Founding Partner at Panoramic Capital Partners, where he works with business owners, executives, and families whose wealth is tied to illiquid assets, operating companies, real estate, and private investments. His role is to translate business performance into clear financial decisions and pressure-test those decisions before they become expensive or irreversible. Before Panoramic, Taylor spent his career in investment banking and private equity, and served as CFO at several operating companies. That blend of advisory and operating experience shapes how he approaches the work: focused on fundamentals, tradeoffs, and execution. At Panoramic, Taylor acts as a Personal CFO for clients, connecting business performance, personal balance sheet, and long-term planning into one coherent strategy. An Oregon native and University of Oregon graduate, Taylor lives in Missoula, Montana with his wife, son, and daughter.s NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… True Alignment: Advising Business Owners on Wealth, Significance, and Value A conversation with Jason Diamond, Nick Hubert and Taylor Gentry – Founding Partners at Panoramic Capital Partners. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is True Alignment: Advising Business Owners on Wealth, Significance, and Value. It’s a conversation with Nick Hubert and Taylor Gentry, Founding Partners, Panoramic Capital Partners. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Advisory firms that work with business owner clients typically operate through a fairly traditional wealth management lens. The business may be the source of the wealth, but the advice itself often centers around investments, planning, and asset allocation, yet Panoramic Capital Partners approaches that equation differently. Nick Hubert and Taylor Gentry are the founding partners of the roughly $450 million RIA, serving about 150 families with a seven-person team. And while they come from very different professional backgrounds, Nick with more of a relationship and storytelling orientation, Taylor from the analytical and private equity side, they’ve built the firm around a shared philosophy tied to what they call personal significance, personal wealth, and personal value. A big part of that philosophy, or the north star as they put it, is applying some of the same accountability and long-term thinking frameworks commonly seen in private equity to the advisory relationship itself, not in a transactional sense, but in helping clients think more intentionally about decision-making, alignment, and outcomes over long periods of time. As a result, our conversation delves deeply into the private equity world, reframing how clients and advisors should consider this important tool as both a growth mechanism and a strategic part of their client’s plans. We talk about how that perspective also shapes not only how they think about serving business owners specifically, but also the role private equity should play in wealth management. Then we take a view of their long runway and how they and other younger advisors might see things differently about building firms today and why clarity of vision may matter more than sheer scale in the years ahead, and much, much more. It’s a narrative that is refreshing and informative, so let’s get to it. Taylor, Nick, thank you so much for joining. Walk us through your background. What brought you to the world of wealth management? Nick, let’s start with you. Nick Hubert: Sure. I think I got my first taste of the industry actually in a sophomore year of college internship, or I interned at Morgan Stanley here in Oregon. I studied finance and accounting at University of Oregon, and so I had this affinity for finance and markets and had that privilege of having that internship. So I had it early on in my career. Ultimately ended up setting my sights on doing investment banking and going that route and did that for a short period of time. Ended up not going very long due to a medical reason, so you don’t have to be that sorry for me. And ultimately started my career in business consulting before pretty quickly realizing that I want to get back to finance, back to investing these things that just felt like core competencies and that thing that you keep coming back to when you’re alone in the middle of the night thinking about stuff, it was always that. Just had this desire to work with smaller units than large corporations, which is great for wealth where you get to work with families and small businesses. And so it was just a natural alignment that took me back full-time to the space in 2016. Jason Diamond: I like the framing it through the size of the unit you’re working with and having more of an impact on the family. Taylor, what about you? Taylor Gentry: I’m a little more circuitous, if you will. Spent a couple of years in investment banking, so you can be sorry for me. Nick and I met in undergrad at the University of Oregon, had the opportunity to work in this investment group together where we were investing a portion of the university’s endowment. And like Nick, interned in wealth management and kind of walked away from it going, “Boy, that’s boring. I don’t really like that.” And so moved to New York, cut my teeth in banking for a couple years and we were working… So an investment bank for context, helping companies raise debt, raise equity, and with mergers and acquisitions, we’re working with huge companies. So the Mattels of the world, the largest toy company in the world. Like Nick, realized, “Hey, I’m going to work with smaller companies that we can get our arms around a little bit better and be more helpful with and have a bigger impact on.” So spent about 10 years with a private equity firm in the western half of the US and we invested in companies in what’s referred to as the lower middle market. So companies doing 50 to 300 million of revenue. And we would invest in those companies, grow those businesses and then look to sell them. Awesome experience, learned a ton, got a bunch of experience around how to invest in companies, how to grow businesses. Then had the opportunity to step into the CFO seat of a couple of different operating companies during that time. It was just a great learning ground, but also to see a whole bunch of different situations. Nick and I have always invested in things together. We’ve worked on things together and we’ve always wanted to work together full time. And a few years ago, the stars really just aligned to say, “Hey, what would it look like to create a differentiated offering in the wealth space where we can blend my background on companies, transactions, how to draw on scale and all those pieces and really marry that with the wealth management piece?” And Nick will get into that further, but it’s just a really unique way to partner with families and companies that are smaller which can have a really high impact experience with those families and really move them through their life journey, if you will. Jason Diamond: Yeah, there’s a lot to unpack there and we’ll get to some of the elements of how you run the business today. First of all, you can’t fool me by using a toy company as your example to make investment banking more interesting. I’m just kidding. Actually, my real takeaway there is you have a skillset that is incredibly relevant in the current wealth management ecosystem, especially in the model you’re currently in. So let’s talk about that a little. Tell us about your current chapter, which is Panoramic Capital Partners. Who do you serve? What types of clients? Give me some perspective on size as well. Nick Hubert: I'm going to take this first. Taylor can do the PE background side and give you a bunch of numbers. I’ll give you the story and see if we can piece it together that way. Jason Diamond: I get the impression you guys use that line a lot. Nick Hubert: Oh, no, that’s the first time. How’d it land? Jason, I spent eight years at our prior firm with our third founding partner, Andrew, and he was at that firm for 30 years. And so we’ve got this core DNA that we’ve always carried of serving high net worth families in a very holistic and deep planning-based capacity, which I think a lot of modern firms say that. And so that’s not necessarily that different, but it is a DNA that carries through. When we got struck with this vision of launching Panoramic and what inspired us to build the firm, it was as, Taylor outlined, around this idea of how do we partner with entrepreneurs and business owners more holistically across their entire entrepreneurial journey, not just around the exit as is so often where the gravity of the conversation sits. And so our firm vision and inspiration was all around that. And since launching in May of 2024, it has been about how do we bring that vision to life with a different business model. And to your point, there’s a bunch to unpack there, but that is ultimately the founding vision of what we are trying to build here overall and what inspires us every day to say, how do we, as Taylor mentioned, bring the combination of skillsets to bear in a way that allows us to be a better partner along the entirety of the journey as opposed to just towards the end when assets traditionally show up, so to speak? So that’s a story from a vision perspective. Taylor, I don’t know what you want to add to that. Taylor Gentry: As Nick outlined, it’s the ability to work with folks throughout the lifecycle. So in private equity, you invest in a company, you work with that management team for three to seven years and then you sell the business and move on to the next project or deal. And really, it’s the deal mechanic that is the value creation. Whereas, with what we are building here, we have the opportunity to really step along the journey with folks when they are in the early phases building what we talk about as the middle phase of allocating, and we’ll talk about this further, and then really the third phase of stewarding capital along the way. And it’s a life cycle or entrepreneurial journey that we’re able to be hand in hand with folks over decades opposed to measured in three to five year spans. Jason Diamond: So it sounds, and you’ve both kind of touched on this now, your different backgrounds, you view as very much a positive because it gives you, Taylor, the more in the weeds analytical perspective. Nick, you’re probably more the storyteller. Do you find that to be a benefit when you’re running your firm every day? And are there instances when it’s a negative? Is there ever a time when you say, Taylor, just maybe more for you, not coming from this world, you don’t speak the same language? Nick Hubert: Do you want me to drop off the call so Taylor can be honest and he can give you the scoop and then he can jump off and I’ll give you the scoop? Taylor Gentry: Jason, we talk about that a lot, honestly. I think it is atypical for someone with my background to step into the wealth space maybe more so. And we leverage that because we have the ability to work with folks on how do you drive value in the company, how do you set the business up for a potential sale exit or transition internally? But this business, historically, we’ve talked about it as almost like two tracks. You have Taylor on the quote unquote business consulting or the business work track and you have Nick on a wealth management track. It’s really not the case. And really, the power is the ability for these two pieces to come together and there isn’t a conversation we have with clients where those two perspectives and backgrounds or contexts aren’t married into one to create really truly holistic advice. And so Nick will probably tell you otherwise, but I haven’t seen an area yet where our two backgrounds has been a negative. It’s actually been immensely positive. And then on top of it, in terms of kind of building out the firm, Nick is more of a traction visionary and I’m more of the traction implementer. What’s amazing about it from our perspective is the partnership we have allows us to, A, recognize that, B, name it, and then C, leverage it in terms of being able to dole out duties and maximize our success together. Jason Diamond: Nick, anything you’d add? Nick Hubert: I think that’s all right. I mean, Jason, your question was from an operational perspective. I think a lot of Taylor’s view is from a client perspective, which is spot on that the overlap of that is really helpful for clients and I think what allows it to be a different experience for them. Internally, operationally, I think that where you could see friction there amongst partners with differences, and I think you do see that, and at the same time, Google was the one who did team research 15 years ago where they put out what you really want, is similarity and vision and differences in skillset when building a team. And so I think we’ve been intentional about that and it’s been really helpful for… Taylor and I functionally met in a quasi-professional setting back in 2011 and developed a friendship quickly, so we’ve got that deep level of friendship that underpins all of it. And same with Andrew and our time working together. So part of it is there’s just such a strength of relationship amongst us that we give space for each other’s differences and look for those as assets as opposed to negatives, but in some sense, beauty in the eye of the beholder as is the case with anything. Jason Diamond: Yep. I appreciate you adding that context. I’ll be honest that when I first encountered your firm, my reaction was your core value prop of serving business owners is not all that differentiated. And then I learned more about the way in which you serve business owners. Can you talk about that? Because a lot of advisors in general, but then I think more specifically, a lot of RIAs would say, “We service primarily business owners.” Tell me how do you do it in a way that’s different and meaningful? Nick Hubert: I’ll take a first stab at that and then Taylor can maybe add on with specific stories. The wealth space is an awesome business and it’s a place where it’s very difficult to differentiate. And so we think a lot about that through the lens of how do we grow this business well for the long period of time to create opportunities for clients and employees. And so we spent a lot of time thinking about that, not only for the sake of differentiation, but also how do we actually just continue to add value to clients? Because if we add value in a different way, growth will take care of itself. I’d say one way of cutting that is we revisit the mission is through this idea of, okay, if I want to be a partner along the journey, it’s about more than a single transaction, more than a single exit, whatever that might be, or a series of transactions as wealth is often created over a series of transactions. It’s this idea of how do we focus on wealth creation and driving business value as the engine of wealth creation for entrepreneurs and what we call personal significance, which is the life of the entrepreneur. And so there’s a next click down framing of our framework that we work through that lens. I think the most important piece for us has been how do we build a business model that actually brings that to life and that’s the trick because we can say that, and if we basically still just operate out of an AUM-based or an asset advisory fee-based business, the reality is my incentive is still towards getting assets out of the entrepreneurial environment, so to speak, into a place that I can manage them, which may or may not be the best thing for the entrepreneur based on where they are at. And so our current work continues to be around how do we build that business model. So layering in different ways of engaging, whether it’s a retainer fee or some other way of engaging so we can start earlier when assets aren’t there and actually encourage the entrepreneur, “No, keep reinvesting in your business. It’s your highest rate of return right now and it’s where the investment needs to go.” I don’t want to have a conflict in giving that advice. And so I think step two here has been building that business model from an actual engagement perspective to enable us to enact the vision. And then I think the third piece is how do we then build tools that are different than just evaluating pre-exit planning, and as is so often, the toolkit, but actually saying, okay, what are the value drivers of a business? And this is probably where Taylor has a lot more to add because it’s 101 of the PE model, but how do we take the mission and vision of an entrepreneur, what we call north stars, translate those into value drivers, ensure those tie to strategic initiatives in the business, ensure it ties to reporting, and ultimately, how capital is allocated between the business and other investments? So then that’s our toolkit that we continue to build out to deploy the mission through our business model with tools that back it up. So that’s how we frame it right now. Taylor, we can share stories about how that’s come to fruition to create different outcomes. Jason Diamond: Taylor, I’d love to hear that. Let me just add maybe my understanding, because this is what helped me, I think, to really understand how you defer, and Nick and Taylor, correct me if I’m wrong, it sounds like the typical advisor thinks about an entrepreneur, a business owner relationship as the next liquidity event in most cases. And you take the viewpoint that it’s a journey, in some instances, 30 years in the making. It’s not even about liquidity event might come that’s beside the point. Is that a fair summary? Taylor Gentry: Yeah. We talk about it as a growing business is a healthy business, a business that is creating incremental value and adding to the multiple in terms of how the business is valued in the marketplace is a healthy business. And so whether you are going to sell that business or retain that business into perpetuity, let’s make a really valuable business and grow a very healthy business. And that’s what we do with clients. Nick laid out the north star framework. And so how do we actually go about engaging with folks on a practical level? It does start with the north star framework. It’s got five steps to it as Nick outlined in terms of defining the north star, where we’re going, what we’re trying to do and that’s across those three pillars, personal significance, personal wealth and business value. And that personal significance has to be held at that same level. Otherwise, we find folks that are mid 50s, their business is crazy valuable, they’ve got a lot of dollars, but their family life isn’t where they want it to be because they didn’t take care of that along the way. So we lay out a place map that says, “Hey, these are the north stars that we are aligning on and coming back to every month when we work with these owners.” We then push that into, okay, what are we trying to do on the business side of the equation? Let’s lay out what is going to drive the value of the business from a multiple and enterprise value perspective. We push that into a set of strategic initiatives that is tactical, who owns what, when’s it getting done, and are we red, yellow or green on it? We then build out the performance reporting package with folks. And so that is a monthly reporting package that says what happened last month and what operational data are we looking at to be able to improve the business month over month and get a good feedback loop going into the company. And then the last piece is around capital allocation that Nick mentioned where if the business generates a million dollars, where’s that capital going? I think there’s a lot in there and it’s really deep, but if you zoom all the way back out, it’s take a private equity style playbook where private equity firms come and invest in a company. And what do they do after close? They put in place good financial reporting, good operational reporting, and then hold the team accountable to that reporting and those results on a monthly, quarterly, and annual basis. And so this is not rocket science or something that’s never been seen before. It’s just most business owners that have never experienced this private equity world don’t have access to it and don’t know how to go about doing it. It’s a relatively long process to get that installed with companies and with teams to really dig in and understand it, but it’s building out those packages to be able to say, “Okay, what happened last month? What changes do we need to make and what are we doing from a initiative perspective to drive the business forward?” So to Nick’s point, it was previously, this was all about liquidity planning or from a wealth management perspective, it’s about the exit. This is about how do we make a more valuable business along the way, and that’s going to be good for the entrepreneur as they move through the journey. Nick Hubert: When we were around the dinner table, the proverbial dinner table creating the vision of this firm, it was around this idea of the silver tsunami and everything that everybody reads in the headlines of this massive wave of transition, this generational transition of business ownership that we could help facilitate. So we launched with that thesis in some sense. In addition to this broader journey perspective, we have gotten to this place by following the market and listening to what entrepreneurs actually want through the big unlock was honestly in a deal process with one of our clients where we realized, “This is a great deal. This person’s going to put a ton of money in their pockets, secure their future,” and it’s completely the wrong outcome for the entrepreneur because it’s thinking all about the deal, not thinking about what this person didn’t want was an exit. They wanted a different relationship with their business, and that required, what do you actually want out of life, that personal significance piece? And it required, “Hey, if we can actually create a layer of team members and reporting that allows you to manage this like a board chair would do as opposed to a highly engaged CEO. That’s actually what you want. You don’t want out of this business. You want to still have this be a huge rock in your life.” And so we’ve ran through that door, said no to the deal with them and have been building the infrastructure around this, and that was the unlock and aha moment for us. There’s something bigger here and that’s what then inspired, in some sense, the broader build out of the toolkit, but I think puts more meat on the bone of actually saying no to a deal, which is not the classic wealth manager outcome to get to a way better outcome for the client and is ultimately still an awesome client for us as a firm and somebody that we can go build with for the next 20 years. I think just telling it through the lens of a story that’s different than what’s normal, so to speak, is a way to frame that up. Jason Diamond: It’s such a hyper focus on a fairly long-term and honestly nebulous potential outcome. You don’t have certainty. That, I think, is why most advisors would prefer the near-term liquidity. I mean, it’s not a secret, right? You can bill on assets, firms are incentivizing it and it’s a pretty direct recipe to net new asset growth, but it’s certainly a refreshing point of view. It resonates with me. I’m wondering if it’s resonated with clients and prospects. I guess what I’m asking is, do they feel that this is something different than the typical wealth management experience for this type of client? Nick Hubert: Yeah, Taylor, tell that story of the guy who said, “I’ve had this, but I felt alone.” I think that story of partnership, you tell pretty well. Taylor Gentry: Yeah. Jason, it was actually that same client, he had a investment banker, a wealth manager, attorney, and a CPA. CPA said, “The deal’s terrible, you shouldn’t do the deal.” Investment bankers obviously incentivized to do the deal. And so he’s saying, “You should do the deal.” That’s how he gets paid. He had a wealth manager who was silent and he had an attorney who just pushing paperwork. Jason Diamond: It’s like the start of a bad joke. Taylor Gentry: Yeah. No, seriously, it’s pretty remarkable. It’s like this guy did what he was supposed to do. He put the team of resources around himself. He got professionals in the seat. It’s that no one could connect the dots of all four of those people because they have the seat of those four people. And so it’s really resonated because there’s an ability to see a bigger picture and connect these dots and say, “Okay, this investment banker is saying X because of A, B and C.” And the CPA is saying it’s a bad deal and that it’s not a market deal. It’s 100% a market deal. This deal is right down the fairway in terms of what the market should value your company at and they just don’t understand how the transaction mechanics should work. And so it’s worked really well from that perspective of being able to be the quarterback or centralized point or personal CFO for folks in understanding where interests lie and also being able to think about what they are pursuing in a bit of a different lens. I think the second piece on that is where does it resonate for folks? I think that there is a gap in the marketplace that we are still working to close, and that gap is that business owners do not know what this monthly reporting package looks like. They do not know what really good reporting on their business looks like in terms of they have always run their… You’ve got a business owner. They’ve run their business for 10 or 20 years. They have a pulse on the business from their gut feel. That does not mean that the business has been optimized, is ready to go to the next level or is ready for a transaction and go through a transaction because they have not done the work on the backend to understand the moving pieces of the business at a granular level. This recording package, we oftentimes get this confusion around, well, I’ve got a temporary CFO or a controller or X, Y, Z. That is very different than what we’re talking about. Well, that is all accounting, close the books, have clean numbers. What we’re talking about is how do I marry operational data in the business, number of units ships, number of jobs completed, time on job, operational data to the financials in the business so I can then go make adjustments operationally on how to improve the business and continue taking steps forward. Jason Diamond: It’s very clear. Nick, anything you’d want to add to that? Nick Hubert: I’d say it’s easy to still cut that from a deal lens and say, look, when an investment partner comes to evaluate a business to sit in their seat for a moment, they’re going to look at the replicability of what that leader has done without that leader still in the seat. And if so many businesses are still reliant on that person and this gets talked about as processes, reporting systems, that ultimately results in a discount to the value of the business because although it can be viewed… For the leader, it’s like, it’s that control thing that entrepreneurs deal with. It’s what made them good. It’s what got you there. And so that transition is really hard. And that’s important from a deal lens because that does a direct impact to value. And to widen out the scope beyond the deal and to think about the entrepreneur’s life, this goes back to the dynamic that a lot of times entrepreneurs look for the exits because they’ve built something that it’s now owning them and what they’ve built is not resulting in the life that they want. And so how can we use this system to actually change that relationship, as I mentioned earlier, with the business so that they can run it more like an executive might and get out of the knife fight, so to speak, that often is how this can feel for a lot of folks, even for pretty large businesses. It can just feel like you’re a firefighter, you’re in a knife fight, whatever you want to use for that terminology. I think it’s as much about creating a different life outcome and different relationship and owning and leading a business as it is in driving deal value. Jason Diamond: Taylor, maybe I’ll ask this of you. Forgive the question, but private equity, I think in our space, has a little bit of a negative stigma at the moment. I don’t think that’s true across the board. I think people appreciate generally the need for capital and there are certainly benefits of private equity. But I’ll say as a whole, advisors are, let’s say, suspicious of private equity. You ever get that pushback? Does anybody ever view your experience or the way you position the story as a negative? Taylor Gentry: I think most people that we talk to don’t know what private equity is. They may have seen it in the headlines. They may have some sort of connotation around it. They won’t come out and say that they don’t like it. They don’t know why they don’t like it. The average American business owner, they don’t know what it is or what it means. So yes, you do have to fight that because of the headline piece around private equity, bad actor ABC, and that’s what gets the headlines. I think what private equity is really good at is taking a business that is not optimized or not running on systems and processes that it can run on. Again, it's not rocket science is not crazy hard. It’s just the private equity world has created ways to install systems and process that improve the value of the business by way of providing visibility to financials and operations in a way that the owner previously didn’t have. And so for us, we view it not by any means as the end all be all or the answer. There are clients we’ve worked with that have taken private equity capital and grown successfully, executed on some acquisitions and then exited again. There are clients that have evaluated those transactions and said, “Hey, not for me.” We are actually fairly agnostic to it. What we really spend a lot of our time on is what are we solving for? What’s the end game? How do we use this private equity transaction to get to where we’re trying to go and is it what we want at the end of the day? Because the reality is, if you’re going to stay on and run that business with private equity investment in, there’s a higher expectation on what you need to do Monday morning than when you owned it yourself and it was a little bit of your personal piggy bank too. Jason Diamond: I love it because you bring it back to the north star concept. Taylor Gentry: Yes, that’s exactly right. It’s what are we solving for and what game are we playing to be able to get to where we ultimately want to go? And for, as Nick mentioned that client that turned down the deal, it was a private equity investment. We got very clear with that, “Hey, here are going to be the expectations. You will have a monthly financial reporting call. You’re going to have quarterly board meetings.” These are things that need to happen in this business to be able to upgrade the management and cadence in this company. You don’t have to do it all tomorrow, but that is how you make a more valuable company, is installing some of these systems, process and cadence. And so we’re working with him now on doing that, just in a private context instead of in the private equity backed environment. Nick Hubert: I think there are three things embedded in this. I’d say number one, to Taylor’s point, this is a massive black box, in some ways by design. Wall Street’s had not a great reputation for a very long time of putting things behind the paywall, so to speak. And so we think a lot about our job as empowerment and education. Jason Diamond: Education, yep. Nick Hubert: Yeah. And so part of it is just, number one, how do we just demystify this thing and name things and take away the go to or bad? Because it can be that, but it should not be that from a core basis. That’s number one. Number two, a lot of entrepreneurs feel like they cannot get access to this ability to professionalize or level up or whatever these things are without bringing on that investment partner. And so part of our motivation is how do we actually bring this skillset in without needing to bring on an investment partner because oftentimes, that investment partner comes when you’re done, and so you don’t actually get to experience it. That’s number two. Number three is, Jason, part of your point earlier was like there’s still a trap here of potentially being able to get motivated primarily by the exit. And so again, that gets back to our business model, making sure our price Racing is right, all that good stuff. And it’s also the reality that a lot of businesses, if you just look at a very broad scope of American businesses, a lot of them don’t have value in the marketplace in a massively material way and/or won’t exit in a traditional way. And so the wealth creation journey then becomes much more of a conversation of, how do we manage the balance between investing in the company and distributing out of the company to invest elsewhere because we should actually be creating investment assets along the way because when you get to the exit, there’s no better power position at the moment of exit than already having financial security to some degree and giving you choice in the right deal, not the highest and best deal because you need to fill the piggy bank for retirement. Jason Diamond: I just want to be sure to ask because you did mention a couple times your pricing structure. How have you set it up so that you can be more agnostic about this as opposed to the typical… You want to talk about it for a minute? Nick Hubert: As it’s structured now, it starts with a retainer earlier on where we are working… As Taylor mentioned, we are going deep in the operational build of the business. We will do that on a monthly retainer. We’re engaging consistently. As assets get built up and if assets get built up, we start to chew that retainer down as assets go up. I think what we are ideally trying to figure out, and still honestly have not figured out yet, is how do we get to parity so that we don’t create an… I want to be able to work agnostically with a client to say- Jason Diamond: Yeah, I love it. Nick Hubert: … regardless of how I’m engaging with you, that’s the goal. So I’d say we haven’t cracked the code on exactly what that is yet, but mechanically, we’ve got the levers to pull to say how we price and move that retainer down is basically allowing to keep it at par, so to speak, for the client and allowing us to say, “I’m here to engage in making the best wealth creation outcome for you along the way, whether that’s investing in the business or investing outside the business.” Jason Diamond: I think that’s the right recipe. I agree. The levers can be fine-tuned, but to me, that’s the model you want to create where you can credibly look your prospects and clients in the eyes and tell them, “Our job is to serve you in the best way… We’re sitting on the same side of the table as you.” I want to turn this inward for a second. The home cooking concept. M&A, within the RIA independent space, is obviously a hot topic. Have you thought about it? Do you think it’s a critical part of a potential growth trajectory of a healthy, independent firm? I’m curious your perspective. I feel you, Taylor in particular, probably have a unique lens on this coming from the world you came from. Taylor Gentry: Yeah, Jason, I think if Nick and I wanted to put as much money as we possibly could in our pockets as fast as humanly possible. It’s a pretty easy recipe. It’s go get some private equity capital backer, roll up a few RIAs, get to a few billion of AUM and then sell it to the next private equity firm or roll it to the next private equity firm, do that a few times. We’d all make plenty of money and go on our way. We’ve been really intentional on this front, and again, I talk about this is what we want to do for the next 30 plus years. And really being intentional around building a business that has that enduring nature to it, decided to take private equity capital on, you are on a shot clock to some degree. Yes, you’re trying to build a best business, all of those pieces. You get cadence. You get capital. There’s a ton of value there, but you are on a shot clock that is not a shot clock we’re trying to get on at this stage. I’d say we opportunistically are looking at acquisitions. So we think about it, and Nick and I talk about it all the time, how much of our time should we be spending on acquisitions? And we think of it as 80/20 or even 90/10, 80% or 90% organic growth-focused, 10 to 20% acquisitions-focused. And so we’re actively evaluating those consistently and see deals on a monthly basis that we look at and evaluate, but it’s less of the focus today than it could be down the road. Jason Diamond: And Nick, do you think of that when you guys talk? Do you guys call that your true north? Do you think the same way you coach your clients and prospects to say, “For right now, it wouldn’t be the right move for us to take private equity capital and to do this acquisition rollup strategy because A, B and C are more important for us”? Nick Hubert: Yes. I think if we take our life north star for Taylor. I’m speaking for Taylor, but we’re close and so we share this of… To Taylor’s point, the life outcome of scaling that quickly with that type of capital backing is likely to create a life that I don’t actually want that’s not good for me, not good for my family, and honestly, not good for our clients at this point. And so that overrides in this case, even though the wealth, north star might say, “Hey, absolutely do that.” At some point something has to win. And so that is true. At the business side, as the north star is motivated by this mission of the entire entrepreneur journey, the worst thing I could do is shortcut my ability to be on that journey for a long period of time. One of our friends in this space says, “The best thing I can do for my clients is still be in the seat 30 years from now because I’ve lived a good life that enables that.” And I think that’s spot on for us, is everything, it’s so easy in today’s world to be consumed by short-termism and we are intentional in ensuring that we don’t succumb to that. While still recognizing to your point, I mean, you’re in this all day, Jason, right? There’s a massive opportunity in front of us to be thoughtful about how acquisitions fit into this. And I think we want to be open to that in a way that ensures we just don’t lose the core of the goodness of what we’re trying to build. Jason Diamond: I think that’s the right answer. The only wrong answer in my mind is we’re not open to this or we’re closed to it. To not at least be opportunistically aware of the dynamics in the market, I think is naive. But also, I’ll be honest, Nick, when I think about the concept of the north star, I have a hard time imagining, because we use a similar concept when we counsel advisors. What is your true north or your north star and your best business life, whatever you want to call it? To me, it does include absolutely the personal piece. I think it’s hard to define it only on the economic verticals because, I mean, I think about this for a transitioning advisor. Almost never is the conversation about crunch the spreadsheet and get us the biggest check possible. It’s, yeah, sure, transition capital is important, but it’s let’s also, we want a better work life and we want freedom to market and blah, blah, blah. To me, I think it’s a completely fair way. You two are looking at it at least for now and I assume you reserve the right to revise that opinion down the line. Nick Hubert: I think acquiring for size and scale is as often the headline is, yeah, we’re not into that at this point because I think… And yet, hey, if the right acquisition with the right people came along in that, we’d be extremely excited and would move very quickly to execute on that. So it’s a little bit of a both hand. Taylor Gentry: Yeah. Jason, I think it goes without saying, but my background on having done a bunch of transactions of businesses like this, it’s a natural fit for us to have this as a lever. And so we are looking at deals. We just haven’t prioritized it as the top priority. Jason Diamond: I think also where you are, 2024 was the launch of the business. It’s pretty common to see, all right, let’s nail this, let’s get our feet under us, client service model and then we’ll start to think about that down the line. A couple other things I want to ask you about running an independent firm. This is a pretty glowingly positive review, I think, of your ability to service clients, your ability to grow and to build and run the business that you want. Has there been anything negative that you haven’t enjoyed about running and operating this business, other than working with each other, of course? Nick Hubert: No, I was going to say, I’m like, can we get Taylor off the call again? Taylor Gentry: Jason, maybe I’ll take a first cut at it. I think for both Nick and I, it’s just the administrative components of running an independent business that we don’t enjoy candidly. I don’t think many people would. That said, you come full circle and it is a pretty glowingly positive review of running an independent business because we get to run it in the way that we see fit. And oh, by the way, we use the same things that we use with our clients. So the value drivers we’ve talked about, we have a value drivers worksheet. We refresh it every six months. Nick, Andrew, and I get together every six months and we’re 18 months into this thing and we’ve already got this cadence and system to it, if you will. So I personally really enjoy the running the business piece of it from a macro perspective. Yeah, I’m responsible for running our fee billing and running the math on all that and getting that done, for example. Jason Diamond: I think that’s actually a very thoughtful answer. And I appreciate you saying I enjoy running… I feel the same way, by the way. There’s some elements of running a business that I think are immensely fun. I think it gets painted with this brush of, “Ugh, running the business is the hassle and I want to work in the business.” Agreed, nobody likes invoicing and accounts receivable for the most part, but Nick, what are your thoughts on this? Nick Hubert: Yeah, I think mine is different a little bit coming from a different background where it’s easier for me to sit with the rose-colored glasses of the joy of the freedom that we have in this model. At the same time, when I’m counseling folks who are talking with folks or mentoring folks, younger people who are thinking about, “Okay, I want to go start my own thing,” I’m like, “Hey, it’s like I’m the same way. I want to look in the mirror and think I’m the boss or I’m one of the bosses and we get to go build this.” Then the reality is, at the end of the day, if there was something that you didn’t want to do that had to get done and you didn’t do it, you got to look in the mirror and be like, “Well, you’re the boss, you didn’t do it.” It’s the both sides of the coin that I think a positive, negative cut is one way to look at that because it can feel that way sometimes. And the reality is every job has 20 to 30% of it that you just don’t enjoy doing, and that’s totally true. Jason Diamond: It’s why they call it work. That’s why they pay you. Nick Hubert: They’d be pretty quick to point out that I’m the one of the partnership group that they’re going to have to chase for a smaller administrative item because, yeah, I honestly, just similarly speaking, don’t enjoy that. I want to go talk to clients. I want to go focus on building what we’re building. In finance speaks, it is a higher beta to just the all encompassing realities of running a business that is really hard to underscore without being in the seat. And yeah, there’s definitely 20 to 30% of that I would love to wave a magic wand and say, I don’t have to do anymore. Jason Diamond: Yeah, I appreciate that. Nick Hubert: You can’t have one without the other. It’s both sides. Jason Diamond: I think it’s getting easier and I think it’s getting more offloadable and some of it probably gets more… In some ways, more offloadable as you scale, but then you get a new set of problems, probably two, because you’re dealing with bigger… It’s a never ending. I think most business owners would agree with that. And you said it well, you take the good with the bad and overwhelmingly, most people we speak with in the independent space feel as you do, which is, are there things I would prefer to offload or that I would prefer not to do? Of course, but that’s almost just the price you pay for the freedom and for doing all the things you want to do. Two more questions that I want to be sure to ask about where this has been a great episode. One is AI. Need to know your thoughts. Is this coming for our jobs? Do you think your firm is positioned to capture either asset flows or also just to leverage this technology and use it to serve clients better? Just give me your thoughts. Nick Hubert: I think, in some sense, it would be irresponsible as people this early in our entrepreneurial journey and thinking about how do we optimize what we do for clients to not be engaging with AI in some way, shape or form, at least in an evaluative posture. So we are actively, in a bunch of different ways, whether it’s buy it off the shelf or build it, continuing to find ways to think about, not only how do we drive efficiency, because there’s an obvious surface level dynamic of if I can save time and spend more time with clients, that is a go to thing objectively. And there’s this deeper dynamic of if it can amplify what… Actually, back to your prior question, if it can amplify what I’m best at and enjoy and reduce what I don’t enjoy, that’s a massive win. And I think we’re on the surface of seeing that. That’s the opportunity we are motivated by that and pursuing that. And at the same time, I would say an operational principle that really is important to us, and you can almost call it a north star within the business is client security can never be put at risk for the sake of our own growth, our own efficiency, or anything else. There’s, I think, still a question mark as to how we think about trusting this. And so we are very cautious as we think about we will never try to move so quickly on any technology, whether it’s AI or otherwise that we risk our clients in some way, shape or form, because the reality is we are also in a context where AI is, when pulled, one of the least popular things happening in the world today for the average American. And so there’s no kudos here for being a leader. Jason Diamond: I totally agree. The first mover advantage here is slim to none. Nick Hubert: Yeah, you don’t want to be the one sticking your neck out on this in our industry. And yet there still objectively has a potential to be better for the clients. Navigating that I think is messy. Taylor Gentry: I think the only thing I’d add, which is pretty short, is the use of these tools has the ability to create a better deliverable for clients on a more consistent basis. And marrying that with exactly what Nick just outlined around the risk is really the magic piece here. And so I think, to the extent we can get it implemented effectively with the security, but also with, this is going to result in a lot better outcome for clients across the board, that’s a pretty attractive objective to go after and it’s pretty exciting to be in the industry with that now on the forefront in terms of ability to improve that experience over time. Jason Diamond: Yeah. No, that’s a good color to add. I want to end here with a potential HR violation, but you’ll forgive me. I’m not going to ask about age, but you are clearly both relatively young advisors. And this is a hot button issue in our industry, the idea that there are not a lot of talented, young next gen advisors at a time when a lot of gen one or older advisors are retiring out of the business. So what would you say… I think one of you made the comment earlier, it’s not necessarily the coolest industry to go into at 23 years old right out of school. I think more commonly people go into sales and trading, investment banking or some of the other finance verticals. What would you say to younger folks interested in wealth? And maybe I’d ask also, do you have any thoughts on how we solve this next gen talent crisis? And if you’re both secretly 90 years old, you can just do it. Taylor Gentry: You talking my internal age or my actual age? Jason Diamond: Why don’t you go first? Nick Hubert: Yeah, go ahead, Taylor. Taylor Gentry: I think there’s two threads here. The first is it’s not a sexy industry to go into and not as sexy as an investment banking, private equity shtick, if you will. I think from my perspective, it’s really important what you’re working on. The ability to be in a firm like what we are building with the diversity of work that is available is a little bit like the world’s your oyster and we’re designing

When Frederick Douglass left Belfast in 1845, only seven years after escaping slavery, he declared: "Wherever else I feel myself to be a stranger, I will remember I have a home in Belfast." That remarkable statement from a Black abolitionist finding radical welcome in a 19th-century Irish city is the beating heart of North Star, the immersive musical and theatrical experience that Northern Ireland-based DJ, broadcaster, and creative producer Kwame Daniels brings to New York's Irish Arts Center, June 3–21.Irish Stew cohosts Martin Nutty and John Lee met Kwame at the Irish Arts Center a few days before opening night and recorded this episode in the IAC LibraryHe relates that his journey to Belfast began in a Ghanaian household in East London, where identity was worn proudly inside the home and navigated carefully beyond it. "As soon as we entered the house again, it was absolutely back to the background, the roots, and the culture," he recalls. "But outside, there was almost a code-switch going on. We were firm in our identity, and yet we were also aware of our surroundings and how we had to move within them." That same fluency served him when he arrived in Derry in 1997 and found a city divided along lines he didn't yet understand. Music became his passport across the sectarian divide. "I was bringing in sets of decks (the equipment DJs use to play, control, and manipulate music). That's the conversation, all the other conversations come out of that."Kwame relates that Douglass's Belfast story with his evocation of finding a home in the city hit him with the force of revelation. "A Black man, an enslaved man on the run in 1845 and that's his response to being in Belfast. That has to be the starting point for us to reset."The result is a 77-minute production, one minute for every year of Douglass's life, an immersive experience fusing hip-hop, jazz, gospel, classical, and electronic music with spoken word, choral arrangements, and the honest voices of young people from both Belfast and New York. "You're going to be presented with a level of musicianship that is extraordinary, and it's unlike anything you've ever seen."North Star runs June 3–21 at the Irish Arts Center, tickets at irishartscenter.org.Next up from Irish Stew, Fresh Stew LIVE with Terry Golway on his new thriller Terror From America: A Sherlock Holmes Mystery, recorded before sold out audience in the Malachy McCourt Room at Ernie O'Malley's Pub in NYC with the fiddler Eileen McLain and actor Mick Mellamphy enhancing the experience.LINKSNORTH STARIrish Arts Center info and ticketsInstagramKWAME DANIELSInstagramFacebookLinkedInORGANIZATIONSBounce CultureSolabIRISH STEW LINKSWebsite Home PageFacebookInstagramLinkedInMedia Partner: IrishCentralEpisode Details: Season 8, Episode 18; Total Episode Count: 159Send us Fan Mail

The Democrats are running terrible candidates in the 2026 midterms, especially in Texas, Maine, and Michigan. A new sexting scandal involving Graham Platner has emerged. New Jersey Anti-ICE riots were cleared out by NJ State Police and many arrests were made. NJ Senator Andy Kim says illegal aliens should be the party's "North Star." Several artists have bailed on the proposed America 250 concert after left-wing pressure. Pete Hegseth says Trump is focused on making a deal with Iran.    Join UNGOVERNED on LFA TV every MONDAY - FRIDAY from 10am to 11am EASTERN!    www.FarashMedia.com www.LFATV.us www.OFPFarms.com www.SLNT.com/SHAWN www.CovePure.com/SHAWN 

In a change heard across the world, Xbox is now XBOX!  And the crowd goes... mild?   Now on with The Regular Show!  

Want to work with me? Go here: https://fos.now/HdOZVuIn this video, I walk through the ten principles I live by. These aren't always easy, but they're my North Star. You'll see why moving like it's gonna work out (because it is) matters, how to stay radically focused on one core thing, why your business should increase your liveliness instead of consuming it, and how to architect freedom instead of running a business that runs you into the ground.Want to LEARN proven systems to grow your personal brand? Go here: https://fos.now/KTDiCQAlready doing $30K+/month? Come to my next free workshop and I'll show you how to systemize your business and get your time back → https://fos.now/KqRZNbWant to WORK with a team of A-players? Apply to Founder OS here: https://www.founderos.com/careersConnect with me:Website: https://bit.ly/4dpbf14Twitter: https://twitter.com/matt_gray_LinkedIn: https://www.linkedin.com/in/mattgray1TikTok: https://www.tiktok.com/@realmattgrayInstagram: https://instagram.com/matthgray#onepersonbusiness #creatoreconomy #entrepreneurshipDisclaimer: Information shared here is for educational purposes only. Individuals and business owners should evaluate their own business strategies and identify any potential risks. The information shared here is not a guarantee of success. Your results may vary. This video shares my personal experience and growth building businesses over 15+ years of consistent effort. Your results will vary depending on your own actions, strategies, and circumstances.

In episode 264, Dean and Deron talk about a recent plays (Cities USA & Skulls of Sedlec), and Dean spends time talking with Dominic Crapuchettes from NorthStar Game Stuidio. If you enjoy our podcast, please consider rating us and giving us a review. If you like our YouTube channel, please consider subscribing. If you have questions you would like us to answer on the podcast, please email us at meepletownmail@gmail.com. To support us further, check out www.patreon.com/meepletown or www.buymeacoffee.com/meepletown9. Join us on Discord: https://discord.gg/uasmBx326h  00:00     Intro 02:52     USA Cities* 09:11      Skulls of Sedlec 14:16     Interview with Dominic Crapuchettes *Review Copies Provided by Publisher Thanks for coming down to MeepleTown!

Information transferred is not information absorbed. It sounds obvious. And yet most leaders keep running the same play anyway. The boot camp. The all-hands demo. The two-day blitz. And then three weeks later, nobody's using the tools. Anna Basevich has spent her career at the intersection of health data and human behavior. As SVP at Arcadia, she helps healthcare organizations turn fragmented, siloed data into life-saving decisions. She spent years flying across the country delivering marathon trainings that felt great in the room and evaporated by Monday. It took a pandemic, a rapid acquisition, and a ban on hospital hopping to force a better way. What came out the other side was a playbook built around one stubborn truth: people don't absorb what they're handed. They absorb what they use, revisit, and discover for themselves. The examples here come from the deep end. Nine-figure implementations. Heavily regulated data. Cross-functional teams who barely speak the same language. But every principle in this episode translates directly to any leader rolling out new tools, whether that's an enterprise platform or an AI pilot for a team of 20. Key Takeaways: The Brain Dump Trap: why cramming everything into two days guarantees your team forgets it by week three The T-Shaped Learner: broad awareness plus targeted depth beats the pure generalist and the siloed expert Chunk It or Lose It: bite-sized iterative rollouts unlock more value than any boot camp ever will Outcomes as North Star: why revisiting customer goals feels redundant until the moment it saves the whole project The Peer Effect: organic knowledge sharing among teammates beats top-down training every time The Unleashed Leader: passionate about the work and the outcome, together, not separately Additional Resources: Follow Anna on Linkedin: https://www.linkedin.com/in/annabasevich/ Attend Unleashing Leaders University! Sign up for our newsletter! Learn more about Unleashing Leaders: https://unleashingleaders.com/ Follow Unleashing Leaders on LinkedIn: https://www.linkedin.com/company/unleashingleaders Connect with Lee on LinkedIn: https://www.linkedin.com/in/leeallenscott/ Follow Unleashing Leaders on Facebook: https://www.facebook.com/UnleashingLeaders/ Follow Unleashing Leaders on Instagram: https://www.instagram.com/unleashingleaders/  

Level up your leadership: https://forms.gle/nqRTUvgFrtdYuCbr6 Are you running your game studio fast, or are you actually moving it forward? In this episode, we break down one of the most destructive traps in modern game development: confusing efficiency with effectiveness. It's incredibly easy to measure velocity, count assets, or point to a rising graph on your screen. But if your team is flawlessly hitting its milestones and the game still isn't any fun to play, your chosen metrics are a farce. We explore why game dev is uniquely unsuited for pure manufacturing efficiency, how localized optimizations choke your pipelines, and why real organizational value requires the courage to slow down, leave room for messy learning, and build a clear, shared North Star. What You'll Learn in This Episode: The difference between efficiency and effectiveness How busy work and overproduction happen when teams execute without clear goals Ways to identify and eliminate bottlenecks through better cross-team collaboration Why prototyping, failing fast, and retrospectives drive long-term success If you're a leader in game dev who is tired of watching your team burn out to clear massive backlogs, only to realize the core game loop still isn't landing with players , this episode is for you. Connect with us:

In this episode, we talk about what it means to enter a season of maintenance instead of constant self-improvement. As we approach our 50s, we realize we're no longer chasing dramatic transformations — we're focused on protecting the healthy, balanced, joyful lives we've worked hard to build.We open up about our current goals around fitness, finances, relationships, boundaries, self-care, and sleep, while also acknowledging that goals can evolve as life changes. This conversation is honest, reflective, and a reminder that growth doesn't always have to look like reinvention.What We Talk About:Our “North Star” GoalsWe talk about why having goals still matters to us, even if we're no longer trying to completely change our lives. For us, goals act as a direction or “North Star” — something to work toward while staying flexible enough to adapt when life happens.Maintaining Our Weight & HealthWe reflect on how different this stage of life feels compared to earlier years when our goals were centered around losing weight or fixing something about ourselves. Now, we're focused on maintaining our health, strength, and mindset.We also share our experiences with GLP-1 medications, strength training, meal prep, and building sustainable habits that support long-term wellness.Movement & Strength GoalsWe discuss our current fitness routines and how our relationship with exercise has changed. Instead of pushing ourselves to extremes, we're prioritizing movement we genuinely enjoy — walking, hiking, Pilates, stretching, and strength training.One of us shares a personal goal of being able to do a pull-up by the end of the year and the progress being made toward it.Finances & BudgetingWe have an honest conversation about budgeting, saving money, unexpected expenses, and staying mindful of spending habits. While we've had setbacks and moments where life interrupted our plans, we talk about why financial awareness still matters to us.Relationships, Independence & BoundariesWe dive into the importance of maintaining individuality in relationships and not losing ourselves in the process of loving other people.We talk about: protecting personal time  maintaining friendships and hobbies  continuing routines that support us  setting healthy boundaries in dating and family life Self-Care & Doing Things for OurselvesWe discuss learning how to prioritize ourselves without guilt. Whether it's going to the movies alone, meeting a friend for lunch, or keeping our gym routines consistent, we're learning that self-care can simply mean making space for ourselves.Sleep, Aging & RecoveryWe also laugh about how much more important sleep, recovery, and routines have become as we've gotten older. From needing skincare and supplements while traveling to protecting bedtime routines, we talk about how aging has shifted what wellness looks like for us.Follow Justy & Steph on Instagram, where they share their weight loss journey and road to living a happy & healthy lifestyle.@we.are.losing.it If you prefer video to see us talk through our topics, you can watch us on YouTube. https://youtube.com/@wearelosingitShow your support by hitting download, like & subscribe! We truly appreciate each and every one of you!!

Bill and Andy Bush are fresh off the 2026 NAPA Summit in Tampa and dive into two headlines pulling retirement savers in opposite directions. On one side, Elon Musk says AI and robotics will make squirreling money away for retirement unnecessary within 10 to 20 years. On the other, a new Trump IRA executive order aims to close the coverage gap for the roughly 56 million workers without an employer-sponsored plan — including a 50% Savers Match on the first $2,000 contributed. The brothers weigh the assumptions behind the "abundance" thesis, revisit Social Security's 2033 trust-fund cliff, and remind listeners that access doesn't create retirement success — behavior does. They wrap with takeaways from NAPA, including Andy's technology panel, the rebrand of Retirement Plan University into "401(k)eso," and the industry's pivot from in-plan lifetime income to AI and longevity planning. ⏱ Episode Timeline & Key Topics 00:00 – Welcome & NAPA Recap Setup Bill and Andy open the show fresh off the NAPA Summit in Tampa — more than 1,500 advisors and 3,000 total attendees at the industry's largest retirement-focused gathering. 00:27 – Elon Musk's "Don't Save for Retirement" Quote Musk is quoted saying don't worry about squirreling money away for retirement in 10 or 20 years — it won't matter. The brothers unpack why that headline rattled the retirement industry. 01:22 – Saving as a Behavior, Not a Bet Andy frames saving as a behavior tied to a financial plan — your "North Star." You might drift, but the plan keeps you heading in the right direction regardless of headlines. 02:11 – The Abundance Thesis and Its Big Assumptions Bill walks through Musk's logic: robots replace labor, productivity surges, costs collapse, goods and services get cheap, and a government income arm fills the gap. 02:54 – Will Cheaper Tech Translate to Cheaper Living? Andy questions whether AI-driven cost reductions will actually reach essentials like food and healthcare — and whether any resulting abundance would be evenly distributed. 04:21 – Exponential Innovation and the 2025 Autonomous-Car Prediction A flashback to a 2015 conference forecast that most drivers would be hands-off by 2025 — a reminder that transformative-tech timelines are usually optimistic. 05:47 – Healthcare, Longevity, and Costs That Don't Disappear Even in a high-productivity future, aging, long-term care, and healthcare costs still require dedicated planning. Tech doesn't repeal longevity risk. 06:07 – Robotics in the Home and Long-Term Care Andy sees real promise in robotics for elder care — lifting fallen seniors, supporting daily tasks — but notes cost and functionality are still well short of household-ready. 07:23 – Don't Stop Saving Because of a Headline Even if Musk is directionally right, the timeline is uncertain. The takeaway: don't pivot your plan based on a soundbite. And don't stop believing. 07:50 – The Trump IRA Executive Order Bill introduces the newly announced Trump IRA, designed to close the coverage gap for the roughly 56 million workers without an employer-sponsored plan. 08:36 – The Savers Match and What It Means A 50% match on the first $2,000 contributed — effectively a reworked Saver's Credit — that meaningfully boosts savings for lower-income workers. Effective in 2027. 09:30 – Social Security's 2033 Trust Fund Cliff If nothing is done, the Social Security Trust Fund is projected to be depleted by 2033, triggering a potential 25% benefit reduction — a bigger hit for lower-income retirees who rely on it most. 10:34 – Access vs. Behavior: What Actually Drives Outcomes Improved access is helpful, but without auto-enrollment or behavioral nudges, retirement success still hinges on participant behavior. Behavior is the lever. 12:46 – NAPA Recap: Andy's Technology Panel Andy shares his experience on a four-advisor panel covering whether technology engages or distracts plan participants and sponsors, and what successful practices are doing differently. 13:54 – 401(k)eso: From Retirement Plan University to a Memorable Brand The story behind rebranding their plan-sponsor education program as "401(k)eso" — born at a Mexican restaurant in Baton Rouge and met with applause at NAPA. 15:25 – AI, Longevity, and Standout NAPA Sessions Bill highlights practical AI sessions for advisor practices and John Hancock's health-versus-wealth longevity discussion as the standouts of the conference. 16:17 – From Lifetime Income to AI: Where the Industry Is Focused Industry attention has shifted from in-plan lifetime income solutions to AI — but the underlying question of making money last a long life still drives every planning conversation. 17:08 – Wrap-Up & How to Reach the 401(k) Brothers Bill and Andy close with contact info — and a reminder that they're brothers, but not twins. ✅ Key Takeaways Quick Reference Don't change your plan based on a headline — anchor saving behavior to your financial plan, not the news cycle Saving is a behavior, not a forecast — you can't control productivity curves or policy reform, but you can control how consistently you save Abundance, if it comes, won't be evenly distributed — historical productivity gains haven't translated to evenly shared wealth Healthcare and longevity costs don't go away — long-term care, medical, and aging-related expenses still demand dedicated planning Social Security reform is the front-burner issue — trust fund projected depleted by 2033, with a potential 25% benefit cut if nothing changes The Trump IRA closes a real coverage gap — ~56 million workers without employer plans, paired with a 50% Savers Match on the first $2,000 (effective 2027) Access alone doesn't create retirement success — without auto-enrollment or strong behavioral nudges, participation still depends on the saver AI is the industry's new center of gravity — expect it to reshape advice delivery, plan administration, and participant engagement Make education memorable — "401(k)eso" works because branding and delivery matter; meet people where they are Plan as if you'll live to 90 or beyond — you don't know when the last grain of sand drops; fund a long life, not an average one

I promise that I will state plainly for you – in ten short words – the singular Rule of Success before you have finished reading this Monday Morning Memo.Stay quiet and stay close. We are wandering into a dangerous area. To see the glittering truth of the Rule of Success, we must quietly sneak up on it.The North Star never moves because it hovers directly above the axis of the earth. If you draw a line from the South Pole to the North Pole and then extend that line 323 light years into space, it will touch the North Star.Your life's goal is your guiding light, your North Star. This is why you are forever traveling northward as you pursue your dream.But there is a limit to north. That limit is called the North Pole.When you go beyond that limit, you are now headed in the opposite direction.This is the bitter truth that has been tasted by every person who has achieved their life's goal:“You work your whole life to reach the summit. And when you get there, all the roads lead down.”Like every rule, North and South are finite and achievable.Like every principle, East and West are infinite and unachievable.You can travel east forever and never reach the end of “east.”“The opposite of a correct statement is an incorrect statement. But the opposite of a profound truth is often another profound truth.”Without intending to do so, Niels Bohr summarized in those two sentences the fundamental difference between a rule and a principle. The first sentence describes every rule. The second sentence describes every principle.The person who turns a principle into a rule is a fool.I call that person a fool only because their mind is not big enough to hold in stasis the contradictory tension that is at the heart of every profound truth.Did it ever occur to you that helping people get what they want is the foundational principle behind every business on earth?Do you want to be successful?This the only Rule of Success:“Find out what people want, then give it to them.”Jesus taught us the eternal principle behind the Rule of Success when he said,“Love your neighbor as yourself.”Remove “Love” from that principle, and you will have a similar principle that says,“It is always good to help people get what they want.”But here is the “opposite truth” of that principle:“It is always bad to help people get what they want when it would require injuring an innocent person.”In other words, removing “love” wasn't such a great idea.People who worship at the altar of Ayn Rand always try to convince me that it is okay to damage naive, gullible, innocent people “because the only person that really matters is you, and you are not responsible for making other people happy. You are only responsible for making yourself happy.”Interestingly, that is exactly what Jeffrey Epstein believed.He died in prison for his belief, and his name has become a curse word.Bernie Madoff was only pretending to help people get what they wanted. He was perceived as “successful” for as long as he was able to sustain his con.Bernie likewise died in prison.Sam Bankman-Fried was a young fool who pretended to be helping people while he was robbing them blind.The courts took away the 11 billion dollars he stole. Then they locked him in a room the size of a walk-in closet where he will spend the next 25 years of his life.Removing love is never a good idea.– Roy H. Williams

In this episode our civics teacher and neighborhood political strategist L. Joy debuts a brand-new series: The Porch Light. Drawing inspiration from the simple yet powerful tradition of leaving a light on for loved ones, L. Joy frames democracy itself as a light—something that offers guidance, protection, and hope in uncertain times. This episode lays out the foundation for the Porch Light series, a syllabus that will run through the end of the year. She takes listeners on a journey through history, memory, and symbolism, reminding us how light has always signaled safety and freedom, from lanterns in the windows of the Underground Railroad to the North Star guiding the enslaved toward liberation.

Why is AI making brands sound the same, and why are founder stories becoming more important than ever?Kevin Rogers, founder of Copy Chief, spent years building one of the most respected copywriting communities online before stepping away from the business during the rise of AI-generated content. As more brands rely on AI for messaging and content creation, Kevin argues that businesses are losing the human connection and distinct voice that once made audiences trust them.Kevin shares why he believes founder stories are becoming the new “North Star” for businesses and how personal context now affects how AI platforms like ChatGPT interpret, rank, and recommend brands. He also explains why AI-generated copy often fails the “smell test” with experienced audiences and how overusing AI can quietly erode trust with customers and peers.The conversation also explores why human interviews still uncover stories AI tends to miss and how clear founder messaging may shape AI visibility. What You'll Learn• Why AI copy is making brands sound the same• How founder stories improve AI search visibility• The “North Star” framework for business storytelling• Why human interviews still outperform AI conversations• The hidden trust problem with AI-generated writing• How ChatGPT decides who becomes an authority• Why consistency matters more in the AI era• The emotional moments AI still cannot recognizeIf your business is relying on AI-generated content but struggling to stand out, this episode explores why founder-driven storytelling may become one of the biggest advantages in AI search and brand trust.Learn more about Kevin Rogers and the Copy ChiefWebsite: https://copychief.comEmail Kevin Rogers directly: kevin@copychief.comFollow Kevin Rogers on Substack: https://officialcopychief.substack.comListen to Copy Chief Radio: https://copychief.com/podcasts/Explore the Fish in the Barrel Analyzer from Video Case Story: https://videocasestory.com/fibResources:● Connect with Ian● Download a Tackle Box!● Supercharge your marketing and grow your business with video case stories today!● Subscribe to the YouTube Channel Hosted on Acast. See acast.com/privacy for more information.

Most people in fitness are sprinting toward peptides, red light masks, and $200 lab panels while skipping the $15 food scale that would actually fix the problem. Aram Grigorian has been calling this out on Instagram for years, and in this conversation he gets specific about why "you can't optimize until you stabilize," what he charges his clients to not track when they don't need to, and why he keeps losing money on an event he refuses to stop running.Aram is a fitness and nutrition coach based in San Diego, founder of the Real Coaches Summit, and the guy behind @4weekstothebeach on Instagram. He came up training $175/hour clients at Equinox in Greenwich, walked away from a six-figure finance career to do it, and now runs a 130-client coaching business while putting on the only industry event a lot of us actually look forward to every year.In this episode:Why the "basics vs. optimization" debate is settled, and what 99 out of 100 clients actually needAram's foundational protocol every adult should hit before touching anything fancyThe "North Star calorie number" framework, and why it's the same idea as finding your income numberWhen tracking food is a tool vs. when it's a prison, and the test he uses to tell clients they can stopWhy most people don't have a calorie-out problem, they have a calorie-in problem (even endurance athletes)How Aram dropped 5 lbs in April just by following his own 3,500-calorie budgetThe real story behind Real Coaches Summit: why he started it, why he lost ~$25K on it, and why 140 people already bought tickets for next yearWhy he doesn't pay speakers, won't tolerate "rah-rah business" content on his stage, and what makes a "real" coachLinks & resources mentioned:Arams IG: https://www.instagram.com/4weeks2thebeach/Real Coaches Summit: https://www.instagram.com/real.coaches.summit/Contact Me IG: https://www.instagram.com/justinsjones/Email: justin@assembleperformance.comWebsite: https://assembleperformance.com/Youtube: https://www.youtube.com/@justinjonesfitness

What does it actually look like to roll out AI at enterprise scale inside one of the world's most recognisable technology companies? Craig Mills, APAC Head of Demand Generation and AI Marketing Transformation Lead at IBM, shares the real story: the internal lockdowns, the false starts, the springtime of ideas that fizzled, and the hard-won clarity that followed. Craig walks through IBM's shift from experimentation to intentional, use-case-driven execution in 2026, with a focus on email marketing as an underrated strategic weapon. He also shares a simple three-part navigation framework any B2B marketer can apply, regardless of the size of their organisation. Guest Introduction Craig Mills is the APAC Head of Demand Generation and AI Marketing Transformation Lead at IBM. With over two decades at IBM, Craig has led marketing transformation across Asia Pacific, focusing on data-driven demand generation and the practical adoption of AI across complex, multi-market enterprise environments. Key Topics IBM's AI adoption arc: from pre-GPT predictive analytics through the GPT moment, internal lockdowns on AI use, the launch of IBM watsonx in 2023, and the shift to focused execution in 2026The "client zero" experience: how IBM employees lived the AI transformation firsthand through changes to HR systems, well before the broader market caught upWhy email marketing is Craig's number one AI use case and how IBM is moving from successful pilots to systematic, micro-targeted execution at scaleMicro-segmentation at enterprise scale: how AI enables hyper-personalised outreach to audience pockets that were previously too small to justify the investmentThe people-process-tools interconnectivity challenge: why enterprise AI is so difficult and why most organisations are still struggling to get it rightCraig's three navigation points for B2B marketers: get closer to customers and partners, get closer to your product, and go fasterBuilding maximum mental flexibility: why clarity of mission is the prerequisite for individual speed and creative agility in an AI-driven environmentThe IBM Enterprise 2030 finding: 79% of executives expect AI to drive significant revenue by 2030, yet only 24% know where it will come from Resources and Links Tools IBM Enterprise 2030 Report -Craig's North Star on AI strategy: 79% of executives expect AI to drive significant revenue by 2030, but only 24% know where it will come from.This Week in Startups -Podcast by Jason Calacanis. Craig recommends it for building a startup mindset inside large organisations.IBM watsonx -IBM's enterprise AI platform, launched May 2023, central to IBM's AI transformation story.Microsoft Copilot -AI productivity tool Craig uses to move faster through emails and meetings.Claude -Anthropic's AI assistant, used by Craig for external customer research. People Mentioned Jason Calacanis -Entrepreneur and host of This Week in Startups. Craig spent a year listening to build a startup mindset within IBM.Ray Dalio -Founder of Bridgewater Associates. Craig follows him for his geopolitical frameworks and historical perspective on the forces shaping the world. Companies IBM -Global enterprise technology and consulting company. Also mentioned  Diablo - The classic video game. Apparently the only thing more addictive than playing with AI tools at midnight.  Contact & Credits Host: Shahin Hoda Guest: Craig Mills Produced by: Shahin Hoda and Alexander Hipwell Edited by: Alexander Hipwell Music by: Breakmaster Cylinder APAC's B2B Growth Podcast is Presented by xGrowth

Ready to discover your personal Style Statement and walk into every season of your life knowing exactly WHO you're dressing? This is the work we're doing inside the membership in June. Join us at https://schoolofselfimage.com/go For most of my life, I hated shopping. Not because I didn't care about clothes – but because I had no idea who I was dressing. I was buying what the mannequin wore. What the sales associate pulled with confidence. What the woman in the magazine made look effortless.  I'd get home, lay everything out on the bed, and still have no idea who I was. So I created a discipline. Three filters. Three questions every piece has to answer before it comes home with me.  In this episode, I'm sharing why most women are quietly living with closets full of near-misses, why that's a self-image problem, and the shopping secret that changed everything. Here's what we cover: Why a closet full of near-misses is actually a self-image problem Filter One: Fit – and why body knowledge is one of the most freeing things you can have Filter Two: Color – and why the "black is chic" rule may be quietly washing you out Filter Three: Style – and how a Style Statement becomes the North Star for everything you wear How the Style Triad changes your life, wallet, and confidence The invitation: what becomes possible when you start dressing a woman you know Did you enjoy this episode? Subscribe to the podcast and leave a 5-star review! You can also listen to this show on YouTube and on all your favorite podcast platforms. How to Connect with Tonya Leigh Website: https://schoolofselfimage.com/ Instagram: https://www.instagram.com/tonyaleigh Facebook: https://www.facebook.com/TonyaLeighOfficial/ LinkedIn: https://www.linkedin.com/in/tonyaleighofficial/ Pinterest: https://ph.pinterest.com/tonyaofficial/ Twitter: https://x.com/tonyaleigh YouTube: https://schoolofselfimage.com/yt-tl #styleandselfimage #becomeunrecognizable #selfimagetransformation  

Sponsored by Chargebee, subscription and revenue management → check out their startup offer: https://www.chargebee.com/startups Mike Choi, Founder of Koah Labs https://www.linkedin.com/in/mikejschoi/ - Koah Labs, founded by Mike Choi, is an AI-native ad network that helps AI applications monetize through sponsored experiences, focusing on tasteful ad integration for end users. - The company was initially bootstrapped, pivoted to the AI ads idea after strong market pull, and quickly built and launched its first product in early 2025. - Koah Labs has raised approximately $22–$25.5 million, with a seed round led by Forerunner and a Series A led by Theory Ventures; other investors include South Park Commons and AppLovin co-founder Andrew Karam. - The company operates with a squad model, prioritizing end user experience as its North Star, while balancing the needs of publishers and advertisers. - Mike Choi emphasizes the importance of founder well-being, rapid learning, and building trust with investors, which contributed to their successful fundraising and company culture.

The next stop on the Suite Spot Road Trip takes travelers to Delray Beach, Florida, to visit the newly re-imagined property, Hyatt Place Delray Beach, with special guest and General Manager of the hotel, Taylor Wauhob.  This recently renovated property boasts incredible ocean views, robust F&B, newly designed interiors, and an attractive location that supplies plentiful fun for the whole family.  Tune in now to hear the full episode and why Hyatt Place Delray Beach should be your next vacation destination. Ryan Embree: Welcome to Suite Spot, where hoteliers check in, and we check out what’s trending in hotel marketing. I’m your host, Ryan Embree. Hello everyone. Welcome to another episode of The Suite Spot. This is your host, Ryan Embree, here for another edition of the Suite Spot Road Trip. We are here down south, just a bright line trip away from our TMG headquarters at the Hyatt Place, Delray Beach, a beautiful property, which I’m so excited to talk about and showcase today, with the general manager, Taylor. Taylor, thank you so much for hosting us here at your Hyatt Place. Taylor Wauhob: Thank you so much for having me. It’s such an honor to be on the show and really excited to tell you about Delray and show off our property. Ryan Embree: It’s a beautiful property. It’s an incredible location. I can’t wait to get all into it, but in hospitality, we love a good story, right? We love talking about experiences. We come from different brands. Sometimes we fall into the industry, sometimes we went to school for it. So share a little bit us about your professional journey and the hospitality career that brought you here to the Hyatt Place. Taylor Wauhob: Absolutely. My journey into hospitality was certainly unexpected. I got a job at a front desk during college, just needed something to do in the downtime. Ryan Embree: Heard that before. Taylor Wauhob: Yeah, it’s something to keep me doing the right thing. And I fell in love with it. I was really nervous stepping into it. It’s a lot of guest interaction and I was a little shy at the time, so I wasn’t sure how it would go, but I really loved it. And I didn’t know what life after college was gonna look like for me. So I decided to just invest fully in that role and see where it took me. And thankfully I worked for a management company that really invested in internal growth. And so just a few weeks before graduation, I was offered a role as a manager in training. And I was excited to have an idea of what my future would look like. So I pursued that and I’ve moved all around the country I had with that company, and it eventually brought me to Florida where I finally felt like, all right, this is a good spot to put down some roots. I found Kolter Hospitality, which has such a beautiful portfolio, so I really liked the opportunity to grow within a company without having to leave the state of Florida. So I started here two years ago and this is where we’re at now. Ryan Embree: Well, it’s incredible and a true reflection on the transferable skills of hospitality. You really can go wherever across the country, and then you end up at a beautiful property like this. Well, congratulations. The property recently underwent a complete renovation, a complete design reimagination. Obviously those story, there’s always a story with those, right? Sometimes headaches, but they’re passion projects that end up looking like this, like we have here. Tell us a little bit about the renovations, what guests love about it, and then maybe personally what you love about it. Taylor Wauhob: Yeah, absolutely. I think I started at the perfect time. I came into the property about three months before the renovation was gonna start. So I got to see peak season at this property pre-renovation which was certainly a challenge. It was an older hotel. There was some condition challenges that we were facing, but I also got to see the guests who still loved this property, even despite that. So it was great to interact with that clientele and then be here through the whole process. And I’m really thankful that I still have over 50% of my team from pre-renovation. Ryan Embree: That’s amazing. Taylor Wauhob: Yeah. It is, it is no easy feat. Anybody who’s been through it knows that you hope to never do it again, but it was certainly worth it. So it was really cool to see this all come together. I think it’s really easy to look at the individual items and kind of think how is this gonna come together as a design. But the designer did an incredible job. It’s got a really coastal feel now, and I love that it really fits Delray Beach. There’s no other Hyatt place that you’re gonna walk into and have this design or feel this kind of property way. So it’s been really nice to see our guests come in and be so pleasantly surprised at the changes and just how much it fits the area now. Ryan Embree: Any elements that you particularly like? Taylor Wauhob: It’s bright and it’s airy, which I absolutely love. But my favorite is our bar. We’ve got such a beautiful light fixture over that bar. With big open windows, so you can see everybody walking around downtown. And it’s just a really great draw right there. Ryan Embree: It’s a unique property for a unique location. And I had the opportunity yesterday evening to walk around. We were talking about, you wouldn’t even known it was a Tuesday night. It felt the energy, the vibe, the feel felt like a weekend. There were kids playing in the green areas and families, there was nightlife going on. I think I walked by a couple live bands that we’re playing as well. Paint a picture for those who aren’t familiar with Delray Beach about the location of this property because you’re steps away from a lot of of great, just nightlife and food and beverage, everything. Taylor Wauhob: Well, you summed it up really well. You can go for a stroll, you wouldn’t know what day of the week it was, and you wouldn’t know who lives in the area. Really, it’s a little bit of everything. It’s such a great draw for families, for college students, for retirees. If you just walk from here to the beach, it’s a mile away in that walk. You’re gonna hit every kind of cuisine you could imagine. The best seafood, of course, you’re gonna hit great bars that have patios, live music, outdoor games or rooftops with coastal views. You’re gonna pass by all kinds of different events. There’s comedy shows, there’s concerts, there’s the retro arcade where kids and families can hang out, but you can still grab a drink and hang out for the day. Great boutique clothing stores, every kind of gelato and ice cream you can imagine. So just so much lively stuff going on. It’s really great. Ryan Embree: Very cool. And obviously nightlife, food and beverage, big draws to this area, but great for events as well. When people are coming in. Groups that come in behind us here is the front desk. I’m sure one of the most common questions is come in and you’re like, Hey, where’s the best place to eat? What is some of your staff saying? And then maybe, what are some of the food and beverage options you mentioned the bar before that you offer here on site for guests? Taylor Wauhob: Well, we always try to make sure that we’ve got something for our guests who come in and they just wanna be able to unwind here and not have to step out. As much as we love Delray, we also want them to be comfortable just on property. So we do have a really great small menu, but it caters to a little bit of everything. We’ve got some good chicken caesar salads, some sandwich options, flatbreads, wings, you know, all the necessities. And some of those items are available 24/7, so if you’re coming in off a late flight, we’ve still got you covered. And then we’ve got our grab and go market, which has some great options as well. Fresh pressed juices and sandwiches and things like that. But outside of the property, there’s really too many options to count. But some of my favorites, we’ve got Geronimo’s that just opened up. It’s a new tequila grilling bar, a beautiful patio and awesome spot to hang out. We’ve got Gabriela’s, which is an amazing modern Italian restaurant. And then right next to that is Hyde Park Steakhouse, which is a little bit more elevated. They’ve got a live piano player in the evening sometimes. It’s a really cool environment. Ryan Embree: Oh, awesome. And again, just steps away from the properties location, which makes it really nice. Local events, obviously big occupancy drivers for the hotel as well. What are some of those bigger draws that get your guests and travelers here? And then maybe some of those events, local events that you might not know about those secret finds? Taylor Wauhob: Absolutely. So our biggest one of course, is gonna be the Delray Beach Tennis Open. Happens for two weeks every February. We are the premier location for that. We’re the closest in walking distance. Just a block away from here and even if you don’t like tennis or don’t know anything about it, as I don’t, it is so much fun to attend these events. This past year, this city of Delray actually started a window decorating contest. So all of the local businesses participate, and we set up these huge window displays. We didn’t win this year. We’ve got a little chip on our shoulder about it, so we’re coming back strong next year. But it’s really fun for everyone to participate and vote. Ryan Embree: Awesome. And any kind of smaller local events that people might not know about? Taylor Wauhob: Yeah, absolutely. Again, we’re the best location for that too. Right across the street from us is the Arts Garage and Old School Square. So the Arts Garage is a really cool venue that offers comedy shows, live musicians, plays all kinds of different performances. It’s a really intimate venue that offers, you know, drinks. So you can hang out for a little bit before and after. And then Old School Square has an outdoor amphitheater, and then that huge lawn. One of my favorites is during Christmas time, they set up the 120 foot Christmas tree. And inside of it is Santa’s workshop, so it’s really fun for everybody to hang out and take pictures. It’s a good event. Ryan Embree: That’s awesome. People taking pictures, obviously sharing a lot of that on social media. You and your team done a great job on Facebook, Instagram, make sure you follow the Hyatt Place, Delray Beach there, social media presence. We talk about it all the time on this particular podcast about how important it is. Why do you think as a hotelier, who has managed multiple hotels. Why do you think it’s important for hoteliers to have a strong social media presence today? And how are guests kind of using this local area in their own social media feeds and maybe even the property? Taylor Wauhob: Yeah, absolutely. Well, it’s no secret that the new generation of travelers is looking more at things like social media, and they care more about that. And with things the way they are today, everything’s so expensive. If people are gonna take the time to invest in traveling, they’re no longer looking for just a hotel to stay at. And then to get out and experience the city. They want every aspect of their stay to be part of the experience. And so I think that’s where Instagram and all of social media becomes so important. They wanna see is the property gonna provide some sort of unique experience while I’m there in the evenings? And for our property specifically, I mean, it’s so easy to make it look good on social media. It’s just really beautiful property. And so it’s done a great job of highlighting all of the things that people can do. Even when they’re not in Delray, they can grab a drink at our bar and hang out in all of these really beautiful spaces and make the most of it. We’ve got a great second floor outdoor pool that has a really resort vibe to it. And so I think our guests see that. And a recent example, we had some girls stay here actually, and they put together a really cute video of them going through the hotel and unpacking and, and then their time throughout Delray. And it was cool to see them highlight and tag us in in that love Ryan Embree: That, I mean, that’s every marketer’s dream, right? They’re telling your story for you. For hoteliers that aren’t on that platform or aren’t kind of social listening, so to speak, they miss out on that opportunity. So it’s so important. And because again, your guests, when you have a property like this, your guests are engaging with you and they might be doing a great job of telling your story. And other travelers want to hear guest experiences too. You know, of course we love to take our pictures of our properties that look the best it’s ever looked right and our nicest meals. But that real authentic, I know that’s a term we throw around a lot, but to get that real world authentic experience, Taylor Wauhob: And they’re always gonna see it differently than we see it. Ryan Embree: A hundred percent. Taylor Wauhob: So, you know, my favorite part of the hotel might not be what the guests are loving the most. So it’s really cool to see what they’re experiencing and loving about our property. Ryan Embree: And that learning can translate to other things, right. You start to see that there’s a particular area of the hotel being showcased a lot on social media. Maybe you add something there. Maybe there’s a programming or an element that you add there to even amplify that even more. So I’ve heard some incredible stories. That was a great example that you had there. I saw on your Instagram recently that the properties Instagram recently, I wanna get this right, that you guys received the Hyatt 2025 Commercial Team of the Year Essentials Awards. Congratulations to you and your team. Taylor Wauhob: Thank you so much. Ryan Embree: Talk to us a little bit about that award and what it means to you as general manager. Taylor Wauhob: Oh gosh. Coming off of a renovation year. It means so much to get that award. I mean, this team just, went through a lot with the renovation. It’s incredibly difficult. So renovation was 2024. We received this award for the 2025 year, which our first year outta renovation coming outta that reno, the market didn’t know who we were. We were essentially a brand new property. We didn’t know who we were or how we wanted to establish ourselves. So we really had to come together as a team and decide what do we wanna be in this market? And so we put in a great deal of effort to make sure that we were the friendliest hotel in the market. So, you can stay anywhere. You can pay for a clean room, you can pick any hotel within walking distance of this area. But what sets us apart is our team and the effort that they put in. So to kind of rebuild our reputation, earn back the market share that we had lost during renovation, and prove to the market once again that we are a premier destination to receive this ward was just showing us that all of our efforts did not go unseen. So it was really great to be able to celebrate what that meant with the team and feel like we earned it. Ryan Embree: It’s amazing. And shown through your leadership with the retention of the employees too, to see through that, obviously challenging time, but to be on the other side of it and then to reap the rewards of that award. So congratulations on that. But to speak to your point, and I think, you know, it’s a great lesson for hoteliers to kind of find that north star and encompass of who you are. And even if it’s to the detail of we want to be the friendliest, that might not be an award necessarily that you’re, that you’re winning, in a market like Friendliest Hotel. But if you get buy-in from your team on that can really, again, act as kind of a compass or North Star. Taylor Wauhob: Absolutely. I mean, I can’t be here every day. I can’t interact with every single guest. So knowing that my team is carrying out that vision, and still moving forward in that direction, even when I’m not here, it just, it makes a world of difference and they really earned it. Ryan Embree: So cool to see. So we always like to wrap up with a few fun, like rapid fire questions. So get to get to know you, get to know the property location a little bit better. So you mentioned it. Favorite view at the property? Taylor Wauhob: Oh, favorite view. Room 413. Ryan Embree: Okay, we got the room. The first room number that I’ve heard on this question. Taylor Wauhob: It’s got beautiful floor to ceiling windows in a curved wall in the living room that looks out, out in all of downtown Delray Beach. And you can see beautiful sunrises from that room. It’s amazing. Great for bridal parties. Ryan Embree: I like it. 413, remember that. It’s a little tip, but a note. Favorite signature drink or dish, either at a local spot or here at the property? Taylor Wauhob: Okay, well I’ve got two then. So if you’re on property right now, we’ve got our spring collection. Cocktails and mocktails. My favorite right now is the lavender lush mocktail. It’s actually great. Really refreshing. And then Rocka Hula is a new restaurant in town. They have the coolest custom cocktails. I mean, shock and Instagramable. This is the place to go. It’s really great. Ryan Embree: Okay. We’ll have to check that out. Favorite piece of art or design? At the property or around Delray Beach? Taylor Wauhob: I would say our elevator landing. We’ve got a really cool octopus mural. It’s beautiful. Everybody loves to take pictures right there. It’s my favorite. Ryan Embree: See, that’s one of those places you could see on Instagram. Probably. Favorite fun fact about the property. I always like asking this question ’cause there’s just so much. I always get some really unique answers that if you never ask you’ll never find out. Taylor Wauhob: Yeah, yeah, absolutely. So everybody thinks the big draw for Delray is Atlantic Avenue, which is one of them. But we are also located right here on Pineapple Grove. Which is a historic arts district, but back in the 1900’s it actually used to be Pineapple Farms. And it was second only to Hawaii in production. And so now it’s famous for that. There’s a sign on both ends that says Pineapple Grove. Ryan Embree: I saw that. Taylor Wauhob: Yeah. Yeah. There’s all the lights on the streets, so it’s really beautiful. Ryan Embree: Very cool. Okay. See the fun fact learning stuff. So as we wrap up today, you know, I ask you as general manager, newly renovated property, just got that award. You spoke a little bit about to it, but what, what’s the lasting impression as people kinda walk out through this lobby that you hope to impart on departing guests and what they remember about their experience here? Taylor Wauhob: I think it coincides really well with Delray Beach. People come to Delray, who have never been here before, and they’re very surprised by it because, you know what to expect from Fort Lauderdale or West Palm, but you come here and it’s got all of the nightlife and activity that you would want from a big city while still having this really small town charm to it and they call it The Village by the Sea, and it really lives up to that. So I love that guests leave Delray feeling pleasantly surprised and they feel the same way from our property as well. And that’s always my goal at least. But they really come in expecting a standard Hyatt place. Tons of people have stayed at a Hyatt place. But we’re very different than that. And so people show up and they’re excited at something new and then they get that same experience from Delray and they walk away just feeling like they got so much more than they ever expected. So that’s always our goal to impart on our guests when they leave. Ryan Embree: Awesome. Well, really appreciate you hosting us. You’ve got a beautiful property. Thank you. Incredible location. You know, again, you and your team are are knocking it out of the park here. Taylor Wauhob: Thank you. Ryan Embree: We hope to be back soon. Thank you so much, Taylor for taking some time with us. Taylor Wauhob: Absolutely. We’d love to have you again for a little vacation. Ryan Embree: All right. Appreciate it. Thank you. Thanks for joining us on the Suite Spot. To join our loyalty program. Be sure to subscribe and give us a five star rating on iTunes. Suite Spot is produced by Travel Media Group. Our editor is Brandon Bell with Cover Art by Bary Gordon. I’m your host Ryan Embree, and we hope you enjoyed your stay.  

Stephen Lewis, who once made Time magazine's list of the world's 100 most influential people, was a humanitarian and ambassador who led Ontario's NDP before pushing the world to help millions of HIV/AIDS patients in Africa obtain life-saving medicine. His passing on Mar. 31 prompted an outpouring of tributes from global leaders and African grandmothers alike. Hours before Lewis died, at the age of 88, he was able to watch his son, Avi, continue the family's political legacy by being elected as the new federal NDP leader. Lewis is just one of several noteworthy Canadian Jews to have passed away recently. The CJN's obituary columnist, Heather Ringel, joins North Star host Ellin Bessner on today's episode to reveal how Lewis and this spring's four other featured “Honourable Menschen” gave back to their communities. The others include Wolf Bronet, the Auschwitz survivor who founded Montreal's “Wolf Pack” running club and helped raise funds for 14 ambulances for Israel through Magen David Adom; Sara Vered, who fought in Israel's War of Independence before helping bring Israeli and Jewish culture to Ottawa through education, the arts and philanthropy; Al Osten, the former singer who built a Weight Watchers empire in Western Canada and donated millions, alongside his late partner Buddy Victor; and Sondra Gotlieb, the Winnipeg-born journalist and author whose sharp observations made her one of the most recognizable Canadian voices in Washington diplomacy and media circles. Related stories Learn more about the late Calgary philanthropist Al Osten in The CJN. Why Sondra Gotleib's Washington home became a sought-after invitation while her husband was Canada's ambassador to the United States, in The CJN. Sara Vered fought in Israel's War of Independence then helped bring Israeli and Jewish culture to Ottawa, in The CJN . Wolf Bronet started running outdoors for his 40th birthday. Hundreds have followed his footsteps around Montreal. In The CJN. Stephen Lewis launched the Stephen Lewis Foundation n during his time helping to fight against HIV/AIDS and assist surviving orphans and grandmothers. Credits Host and writer: Ellin Bessner ( @ebessner ) Production team: Zachary Kauffman (senior producer), Izzie Helenchilde (producer), Michael Fraiman (executive producer), Alicia Richler (editorial director) 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 ) Watch our podcasts on YouTube. Help others find this podcast by leaving us a review for “North Star” on Apple Podcasts via your iPhone or iPad device, or with your Android. (Spotify allows only starred ratings but you can do that, too!)

www.epsteinjustice.com www.michaelstrange.foundation www.curfewfellowship.org www.patreon.com/WARMODE  FOR PT 2      

What's on your mind? Let CX Passport know...What does your team actually mean when they say "world class"? Melissa Bardsley has spent her career across banking, manufacturing, and SaaS ... and she keeps arriving at the same answer. Communication isn't a soft skill. It's the infrastructure.What you'll learn in this episode:Why transactional and SaaS support require completely different hiring profilesHow one interview question about a chicken coop reveals more than a resume ever willWhy leaders avoid difficult conversations ... and what it costs when they doHow average handle time can turn your support team into clock watchersWhy a fresh set of eyes on a broken process is one of the most underrated leadership toolsCHAPTERS00:00 Support across banking, manufacturing, and SaaS02:01 Transactional vs. complex support environments04:41 Hiring for curiosity and learning agility07:42 Rebuilding confidence after hiring mistakes09:02 Difficult conversations and why timeliness matters10:40 Defining "world class" so your whole team means the same thing12:59 Common language as the North Star for metrics and culture15:18 First Class Lounge19:32 Metrics as weapons vs. metrics as coaching tools22:54 Starting with data when you walk into a broken situation24:34 Low-hanging fruit and the power of a fresh set of eyes25:47 Navigating sacred processes that need to changeMelissa Bardsley on LinkedIn: https://www.linkedin.com/in/melissabardsleync/Listen: https://www.cxpassport.comWatch: https://www.youtube.com/@cxpassportNewsletter: https://cxpassport.kit.com/signupI'm Rick Denton and I believe the best meals are served outside and require a passport.Disclaimer: This podcast is for informational and entertainment purposes only. The views and opinions expressed are those of the hosts and guests and should not be taken as legal, financial, or professional advice. Always consult with a qualified attorney, financial advisor, or other professional regarding your specific situation. The opinions expressed by guests are solely theirs and do not necessarily represent the views or positions of the host(s).

https://youtu.be/tU0kHdf7oXo Drew Allen, CEO of Grace Technologies, is driven by a mission to lead a life of adventure and impact. At Grace Technologies, that impact is tangible: the company develops electrical safety and predictive maintenance solutions that help industrial teams prevent downtime, improve productivity, and, most importantly, send workers home safely at the end of the day. We explore Drew's Product Engineering Framework — Clarify the Problem You're Solving, Understand the Constraints, Think from First Principles, Build a Prototype, and Iterate within a Time Limit — a practical approach to innovation in technical product development. Drew explains why rapid iteration beats overbuilding, how constraints can unlock better engineering decisions, and why time-boxing product development prevents teams from getting stuck in endless perfectionism. He also shares how Grace Technologies is expanding into the data center market, where rising power density is creating new safety challenges and new opportunities for growth. — 5 Steps to Engineering Breakthroughs with Drew Allen  Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and today’s guest is Drew Allen, the CEO of Grace Technologies—the leading innovator of electrical safety products and predictive maintenance solutions that help companies maximize productivity and foster a safety culture. Drew, welcome to the show.  Hey, thanks for having me, Steve. I’m excited. I’ve really enjoyed your books, and they’ve had a big impact on our business. So it's great to have this conversation today.  Yeah, glad to have you here. So if you enjoyed the book or read Pinnacle and Summit OS perhaps, then you’re going to be familiar with this question. What is your personal “Why,” and how are you manifesting it Grace Technologies?  So my personal “Why” is to lead a life of adventure and impact. And I think that manifests in our company. We try to be as innovative as possible. Typically, around 30% of our annual sales come from products released within the last two to three years. We try to take risks, not in kind of a willy-nilly way, but we try to be smart about our risk-taking, but still make sure that we’re taking risks and we’re on the forefront of the technology edges. In our business, it’s really easy to see the impact that we have. Not many businesses get to say that we literally send people home at the end of the day. We literally save lives, and we don’t take that responsibility very lightly. And so it’s a little way that we can kind of make a dramatic impact in the world. We get a lot of stories of people who have been going to go to work on an electrical system. They were just moving throughout their day, trying to do their work, and all of a sudden they saw that our unit was indicating and they were about to put their hand on that bus bar or that cable, and they stop and realize, “Oh, there's still power there.” And they could have been either severely injured or dead. And so we get those stories quite frequently, and so it's really impactful to hear that, to know that we're doing that kind of good in the world.Share on X  Yeah, I love that. And yes, I mean, it’s dangerous. My son actually worked for an electrical contractor last year, and they told him the story that they were in big industrial facilities and one of their workers was trying to fix a light and he got shocked. And the only way to save him was to kick the ladder out from under him. He ended up breaking his leg. So it was kind of funny story afterward, but also a very dramatic one at the same time. So yeah, you definitely want to avoid situations like that.  100%.  And I think what you do is really great, and focusing on the safety aspect is very important as well. What I'm wondering—because I'm a framework guy and I'm always looking for new frameworks people have developed—and obviously within the Pinnacle system there are a lot of frameworks. But you’ve been doing this for a few years, and I’m sure that you have come up with your own. So what is your favorite framework—something simple enough for listeners to understand in maybe three to five steps—that could help them improve their business?  My favorite framework really comes from Jim Collins' work on the Flywheel. And I think you reference it in your book as well, Steve. I think if people can see their business—or even their life—through the lens of a flywheel, it becomes really useful. So in our business, our flywheel is relatively simple. And I think there are probably only a limited number of flywheel models companies really operate under. Our version of a product flywheel works like this:  We start with amazing new products and services. If we do that well, we naturally excite our channel partners. When our channel gets excited, they can't help but get us specified by customers. Once we're specified by customers, it grows our revenues, unit sales, and customer base.Share on X And as that happens, it expands the power of the brand, which allows us to set high prices and deliver higher gross margins to be able to reinvest into R&D for amazing new products and services. And I think while maybe there’s a couple of pieces in ours channel-specific or whatever, we found that most of my focus as CEO is just constantly figuring out how do I push those pieces of the flywheel, and where is the current bottleneck in the flywheel? Is the bottleneck getting the specifications? Is the bottleneck the wrong product? One of the challenges in our business is that we have a 12-month product development cycle plus an 8-to-12-month sales cycle for products. So if I miss, I'm basically down for two years. And I don't really know it early enough unless I'm paying close attention to the leading indicators—which we've become much smarter about over the last few years. A lot of business people tend to focus only on lagging indicators, and they're not always clear on what the leading indicators are in their business—or how correlated those leading indicators are to the lagging results.  I'll say this: the most recent releases of Claude have made it incredibly easy to input a bunch of variables and figure out how strongly your leading indicators correlate with your lagging success. I probably haven't done that kind of work since college and deep regression analysis or logarithmic modeling. And now Claude makes it so easy. So if you can identify the leading indicators tied to your future success, and you know there's an 80% or 85% correlation, then that leading indicator is almost as valuable as the lagging indicator itself. And if your lagging indicator is revenue, that gives you a pretty strong signal about what you should actually be focusing on.Share on X Yeah. That's a great way to reverse-engineer those leading indicators from the outcomes you're targeting. I love that. So when you say that one of the flywheel cogs is for people to specify your product, what do you mean by that exactly? We come out with a product, and then we get meetings with large end-user customers. Okay? Our products are really sold into two major markets. One is the industrial market—everything from where things come out of the ground, like oil and gas, pulp and paper, and mining—to all the downstream processing industries, including automotive, tire and rubber, consumer packaged goods, food and beverage, all those kinds of industries like shipbuilding, naval yards, and all those kinds of environments. All of these places have complex electrical and control systems. And when a factory or facility is being designed or upgraded, someone is writing a specification document.  That specification literally defines how everything should be built—including the machinery and the electrical systems. So we want to make sure our products, from an electrical safety perspective, are included in those specification documents. We've been really fortunate to get into some of the world's largest companies' control specificationsShare on X companies like Amazon, Procter & Gamble, GM, and Ford. These large organizations really see the value in our products from both a productivity and a safety standpoint. And that's really the key to our success: driving specifications with large end-user customers. Yeah. So it sounds like when you get specified, then essentially you’re baked in to their product, and then you kind of have, at least for the time being, you have a monopoly of supplying them. Is that the case?  Yeah. And some specifications are a little more open. They may specify our type of device, or they may even list competitors as alternatives. And then it becomes a little more of a street brawl when we're competing. But either way, we want to grow the overall market for products like ours—not just our own products—because we're in the safety business. And I think it's really shortsighted to be selfish about that. I think we have much more opportunity if the overall pie grows than if we focus only on increasing our individual slice of the pie. Of course, I'm going to do the best I can to grow our share. But ultimately, electrical safety and electrical reliability in factories are still major problems. And the number of deaths, injuries, and life-changing accidents we hear about—it continues. We hear those stories all the time, and we don't want those things to happen. Yeah. Love it. So your business is innovation-driven, and you are designing these electrical appliances that increase productivity, reduce risk. What is the major success factor in being able to come up with new products along these lines?  Yeah, so I guess I'll tell you my biggest failure. Okay? I'll use the failure to illustrate the point. That's good. I think I was about 25 or 26 years old, and I was working with a customer—a very large publicly traded company. They liked our product, but they needed it in a different form factor, which meant we had to re-engineer the product, retool it, and go through all the certification processes again. And I just took it hook, line, and sinker. I thought we were really onto something. I probably had delusions of grandeur and thought I was some Steve Jobs-like figure who could just wave a magic wand. And by the way, I don't think that's actually what Steve Jobs did, so I want to put that out there for a minute. I think what we see from the outside as consumers is often not the reality inside the company. So I just want to say that.  But anyway, instead of taking small iterative steps and quickly prototyping and getting feedback, I did a full design based only on feedback from that one customer before cutting tooling and paying all the certification costs. It ended up being about a $400,000 project. And I think we still have inventory from that project—and this was probably 12 years ago or something.  Oh my gosh.  So what have I learned now? The best innovation happens through rapid iteration. A lot of your listeners have probably seen the Elon Musk SpaceX Raptor engine images, right? You have this incredibly complex engine that goes up into space, and then the next version looks much simpler, and the third one looks like it came out of a sci-fi movie. It's almost like the Picasso bull sketches.  There are nine different bulls until Picasso eventually gets it down to two lines, and you still understand it's a bull. Okay? And I think that's what iteration looks like. What you see as a final product from Apple is actually the result of thousands of prototypes, iterations, and constant testing behind the curtain. For me, I want to test with customers directly, because you get much better feedback that way. I think the more rapidly you can prototype, the more rapidly you can iterate and get real customer feedback, the more innovative your product is going to be. I really think that when you try to make too big of a leap all once, you usually can't get there. And I think 10% compounded over time is a much better strategy than trying to go 10X in a single shot. Yeah. It's kind of the Kaizen principle of continuous improvement through small steps. But actually, I was listening to an interview with Jensen Huang, and he said he hated Kaizen because he wanted more first-principles thinking—completely rethinking things from the ground up. And I think Elon Musk does that too. Although honestly, I think he does both, which is really interesting. But I love Kaizen. I think it's a wonderful concept to continually improve things. We do work with SpaceX. We don't do much with NVIDIA—a little bit, but not much. And while you can think from first principles, you still have to iterate on the prototypes, right? Yeah. You have to constantly try things. So you may have a first-principles vision of where you want to go, but you're not going to get there by designing the perfect thing 100% upfront. You get there through iteration. Yeah. So you really need both. That’s a really good point. So Drew, what is it that you are trying to figure out in your business right now?  So over the last 12 to 18 months, our largest orders have started coming through the data center sector. Back in 2015 or 2016, I tried to push into data centers, and we just had no product-market fit. None. Everybody kept talking about the data center business, and I was like, “Well, they're just not using our products. We tried…” But what suddenly changed was the increase in power density inside data centers. And what I mean by that is this: You can now have a hundred megawatts in a traditional data center hall. That's basically the equivalent of multiple oil and gas refineries worth of electrical load inside a single data center hall. A hundred megawatts—yeah.  And so the electrical risk profile has really changed. And because of that, now there is product-market fit. So now I'm trying to figure out: How do I set up the right distribution channels? How do I build the right sales network? Because data centers definitely buy differently than our traditional industrial customers. And then, as CEO, you always have to decide where you're going to focus your time. I've been very intentional about not losing the core identity of Grace through our industrial business. So I've had to build a separate group that really focuses on the data center market. That also means bringing in a board member who really understands the data center space. Right now, though, it's a huge growth area for us, so figuring that out has been super important.  The other thing is that over the last few years, we've launched an incredible number of new products. But a lot of those were what I'd call necessary innovations—things we had to execute on quickly. So now we're finally getting to a point with the engineering team where we can start from a clean sheet of paper again. We can think more deeply about where we really want to go—maybe even from first principles. Because honestly, I feel like we've been operating in a reactive mode for the last few years. So it's going to be really exciting to finally have some white space again and be able to innovate more intentionally for the future. Yeah. So you want to have that sci-fi engine for Grace Technologies that SpaceX has for the rockets, right?  Yeah. That's the goal. And our mission is to accelerate the industrial world to zero downtime and zero harm. Until we get there, it's a pretty lofty goal. And I think it's going to require a lot of innovation to achieve it. So what's the process when you're trying to get to that kind of innovation—when you're rethinking something from first principles? Is there a process you can follow or work through? Or is it more about letting your imagination wander? Like when Albert Einstein came up with the theory of relativity—he was daydreaming in the patent office and suddenly had these insights. What's your process for getting there? So first, we want to be really clear on the problem statement. Getting absolute clarity on what problem we're solving is the first step, right? If you don't know what problem you're solving, there's no amount of engineering you can throw at it that's going to make sense. Second is understanding the constraints. For one of our new product development efforts, we decided to move away from a digital platform and go to a fully analog electrical platform because we realized one of the main constraints was size. And size is really determined by the power supply.  When you run a digital circuit, you're operating at something like 100 to 300 milliamps. If you go to an analog circuit, you're operating at the microamp level. So you're literally at around 10% of the power requirement. And if you're at 10%, you can make the power supply about 90% smaller. Now, it's much easier to do things digitally because you just program the microcontroller. You're not dealing with the art of analog circuitry. So I think that's a good example of thinking from first principles. Okay—we're solving this problem. One of the major problems inside that problem is the size of the unit. How do we reduce the size? Well, we have to reduce the power supply. How do we reduce the power supply? Reduce the power draw from the circuit. How do we reduce the power draw? Go analog. And that's how we got there.  But even then, the amount of prototyping and iteration we've done on that over the last 12 months has probably involved 75 major iterations of the circuit, tons of prototypes, tons of testing, and countless tweaks that probably never even hit my radar. I know I'm getting a little nerdy for the podcast, but I think it's a really good example. And if you take it out of engineering for a minute and look at our sales engine, it works similarly. Ultimately, what drives sales? You have to have unique selling conversations with customers. So everything I focus on becomes: How do I maximize those conversations?  Getting people interested in the product and actually getting to the point where we can sit down and fully tell our story—that's kind of my North Star.Share on X I know that if we increase the number of those conversations, sales will increase. And of course, there's optimization on both sides of the meeting—follow-through, follow-up, competitiveness, lead quality, all of that. But the big North Star in our sales function is: How many unique selling conversations are we having with customers? Okay. I love it. So this is a framework that I’m more excited about than the flywheel because we are almost 400 episodes in. Here is what I heard. So be clear on the problem, step number one. Understand the constraints, step number two. Think from first principles, that’s step number three. Build the prototype, step number four, and perform iterations. Step number five, essentially the optimization. And with the sales engine, it’s kind of a similar process that you described, but less technical perhaps.  Yeah. And one other piece too is that all of this has to be time-constrained.  What do you mean by that?  I think people miss that point. If you don't have a time constraint, it will literally take forever. So inside of your framework, you need a time box, and I think that's really critical. I like what Elon says about timelines. He assigns timelines that he believes have about a 50% probability of being achieved. I think that's actually a really smart way to think about it. And that means that about 50% of the time, you're going to miss the target. But that's okay, because you want that level of tension and flexibility in the system. You still have to be aiming at something. If you don't put a time box around iteration, if you don't set launch dates, product development can drag on forever. For example, we have a major trade show every fall, and we always try to have products ready for that event. That creates a really effective natural time box for us. And if your business doesn't already have natural time boxes, then as CEO, you need to create them. Yeah.  Otherwise, iteration, product development, and even sales initiatives can lose momentum. Sales naturally has monthly, quarterly, and annual cycles. But in engineering especially, having that time box is really important. Yeah. And what I read about Jensen Huang is that one of the innovations he introduced was creating two overlapping time boxes. So instead of having just a single one-year cycle, he created two teams working on separate one-year cycles that were staggered by six months. That way, they could effectively iterate on the product twice as fast. I thought that was amazing. And I also had a client—an engineering software company—whose challenge was that they couldn't launch a product for three years because they were such perfectionists. So we talked about putting a stake in the ground and committing to a release every year. Maybe the scope would have to change, maybe they'd have to narrow it or simplify it, but the release date itself would become a forcing function. And once they did that, their product suddenly started gaining much more traction. That's a fantastic point. Yeah. I was advising one of the companies we're invested in. I was actually on a call with them yesterday, and they're starting to run out of time a little bit, right? And that was literally the conversation we had. “Okay, we had this wish list. We had this dream product-development idea. Now what can we realistically get done in three months?” So we started stripping out everything that couldn't be completed in that timeframe, and those items will move into the next iteration cycle. But I think it's super critical. You've got to put a stake in the ground and force things through. Yeah. Constraints create creativity. Yeah. that's fantastic. So, penultimate question—I have one more just to wrap things up. If you had a magic wand, what would be the one thing you'd want to fix inside your company over the next 12 months? I think we have a lot of relatively new and young salespeople. We operate in a very technical field, and trying to get them to really understand the application space from a technical perspective is difficult. And when you're selling to engineers, they can immediately tell if you don't know what you're talking about. So the challenge becomes: How do you compress 20 years of experience into a brand-new sales or business development person in just a few months? Trying to accelerate that learning curve is probably one of our biggest challenges. We're trying to use AI to help visualize the kinds of equipment our products go on.  And frankly, even after doing this for years, I still run into things I don't fully understand. But I have enough experience that I can have a relatively technical conversation, understand the constraints, and work through the problem set. But compressing that knowledge into a faster training process—that's definitely been hard. I'm also opening a sales and engineering office down in Austin, so I'll be moving there in June. The plan is to build out another R&D facility there. That's one of my major time boxes over the next 12 months—getting that operation fully up and running. But from a more holistic perspective, I think really solving that sales knowledge-transfer problem is critical. And on one of our product lines, honestly, I'd love ideas from listeners.  We have an IoT condition-monitoring product, and we've been very successful at selling pilot programs. What we've found, though, is that it's been much harder than expected to convert those pilots into broader expansion deployments. So we're asking ourselves: Are we making the barrier to entry for the pilots too low? Are we attracting the wrong type of customer—people who don't actually have the authority to make a larger purchase decision? Or are we missing something in the sales process that would better position the expansion after the pilot succeeds? Those are a few of the areas we're really trying to figure out right now. Yeah. Love it. That’s fascinating. So if the listeners would like to learn more about Grace Technologies—or maybe you spark something in their mind and they want to reach out and communicate to you, or have access to someone in your company to answer the questions about the products. Maybe they want to have more safety and more productivity with their electrical safety equipment. Where should they go, and where can they find you? Yeah. You can reach me at drewa@gracetechnologies.com or find me on LinkedIn. I think it’s Allen-Drew is my handle, but Drew Allen on LinkedIn. I love hearing from people. I really enjoy advising startups, especially in the industrial electrical space. If you have a product idea or you’ve got a startup, I do a lot of advisory work, and we’ve invested in a number of startups as well. We’re really passionate about having more innovation in the industrial world. I believe that the reindustrialization of America is super important, and I’m a big proponent, and so love to support companies that are doing cool things in our space.  Oh, that’s fantastic. So if you’re listening to this and you have a startup in the engineering space, then definitely this is your opportunity to get mentored by Drew, and maybe to get opportunities that you don’t have yourself. So reach out to him. And if you just enjoyed this conversation with an entrepreneur who’s innovating fast and who is working from first principles and time boxes and and leveraging constraints, then definitely stay tuned on this channel because I have more wonderful guests coming on every week. So thank you Drew for coming, CEO of Grace Technologies, the leading innovator of electrical safety products and predictive maintenance solutions. So thanks for sharing your wisdom and thanks for listening. Important Links: Drew's LinkedIn Drew's website Drew's email: drewa@gracetechnologies.com

“Every new technology has a hype cycle, so your use case and business rationale must stay the North Star. No flashy AI solution replaces fixing your foundations, processes, and underlying business challenges first.”Katya Lobynko is IT & Data Director at Danone and a digital transformation leader with 15+ years of experience across FMCG and pharma in EMEA and Asia, with expertise spanning commercial operations, data & analytics, conversational AI, and emerging technologies. Before Danone, she spent several years at Sanofi leading innovation and emerging technology initiatives, including helping build the company's conversational AI capability. Katya began her career at Procter & Gamble as a Project Delivery Manager for Europe, the Middle East, and Africa, leading global media planning transformation initiatives for the world's largest advertiser, before earning her MBA through the Asia School of Business, a partnership with MIT Sloan School of Management and the Central Bank of Malaysia. Originally from the Russian Far East and now based in Paris after years living and working across Asia and Europe, Katya brings a deeply international, people-centered perspective to conversations about digital transformation, AI, international careers, and women in tech.This conversation is hosted by podcast co-founder and P&G Alum Drew Tarvin, Founder & CEO of Humor That Works. Drew spent six years at P&G leading IT + brand initiatives before turning his background in engineering, improv, and stand-up comedy into a career helping organizations use humor to improve leadership, communication, and workplace culture. He's the author of Humor That Works and his TEDx talk on "the Skill of Humor" has been viewed more than 16 million times.

Wesley Farnsworth grew up in a pastor's home with a deep faith, a desire to fit in, and a set of expectations he placed entirely on himself. A chance online search as a teenager opened a door to addiction that he would quietly battle for the next 20 years, all while building an impressive career as a US Air Force photographer, capturing everything from war zones to presidential inaugurations. In this honest and moving conversation, Wesley shares how shame kept him locked in silence, what finally pushed him to walk through the doors of a Celebrate Recovery meeting, and the extraordinary moment when telling the truth set him free.   Now an author, speaker, and Celebrate Recovery leader, Wesley Farnsworth is on a mission to help others take off their masks and step into the life God has for them. He talks about his book The Blueprint of Becoming, which uses the metaphor of stars and navigation to explore how our choices shape our lives and why God needs to be our North Star. He also gives a glimpse into his upcoming book When Faith Meets Fire, a deeply personal reflection on maintaining faith through unemployment, illness, and loss. This is a warm, candid, and deeply encouraging episode for anyone who's ever felt too broken or too ashamed to ask for help.   Wesley Farnsworth's Website

Learn how the Big Dipper can guide you to the North Star and why this famous star pattern has helped travelers navigate for centuries.   "ASTROMAN: the Dark Sky Guardian" is a podcast channel that aims to explore popular science in multiple disciplines and research on interdisciplinary approaches, such as sustainability, dark-sky protection, astrophotography, space exploration, astronomy innovation, inclusive science communication, and STEAM Education by integrating science and arts.   Exodus CL Sit, also known as the ASTROMAN, is a transmedia astronomy educator, popular science author, STEAM educator, and science communicator in Hong Kong. He is recently the National Astronomy Education Coordinator (Chair of Hong Kong, China) of the International Astronomical Union and President of Starrix. He was also an International Committee Member of the Dark Sky International, regularly organizing public lectures at the Hong Kong Space Museum and the Hong Kong Science Museum. He was also the author of a popular science book "Decoding the Starry Night: A Guide to Stargazing and Astrophotography".   We've added a new way to donate to 365 Days of Astronomy to support editing, hosting, and production costs.  Just visit: https://www.patreon.com/365DaysOfAstronomy and donate as much as you can! Share the podcast with your friends and send the Patreon link to them too!  Every bit helps! Thank you! ------------------------------------ Do go visit http://www.redbubble.com/people/CosmoQuestX/shop for cool Astronomy Cast and CosmoQuest t-shirts, coffee mugs and other awesomeness! http://cosmoquest.org/Donate This show is made possible through your donations.  Thank you! (Haven't donated? It's not too late! Just click!) ------------------------------------ The 365 Days of Astronomy Podcast is produced by the Planetary Science Institute. http://www.psi.edu Visit us on the web at 365DaysOfAstronomy.org or email us at info@365DaysOfAstronomy.org.

Thanks for listening, and please follow us on Insta @NHPTalent and www.youtube.com/thePOZcast For all episodes, please check out www.thePOZcast.com This special episode is brought to you by our dear friends at Blood Cancer United. An organization very near and dear to me. I'm here to remind you to give to causes that make a difference. You want to help but you don't know where to start? Blood Cancer United is at the top of my list. They are the global leader in helping patients and families with blood cancer, and your dollars fund research, patient support, and advocacy. Please give today here:  Thank you for supporting this important mission. Learn more and donate here: https://pages.lls.org/voy/nyc/nyclls26/aposner CHAPTERS: 00:00 – 500 Episodes: Introducing Geoffrey Rogow Adam opens the milestone episode, introduces Geoffrey Rogow — journalist, survivor, founder, author — and sets the tone for the most personal conversation in the show's seven-year history. 03:00 – Who Were You Before? The Person Before Treatment Geoffrey's life before diagnosis: 30 years old, living in New York and Sydney, feeling infallible, driven by professional ambition. And Adam's contrast — a father of two at 45, diagnosed only because he went to a cardiologist after his brother-in-law died. 07:00 – The Diagnosis: Two Very Different Moments Geoffrey's blood clot in the night that saved his life. Adam's cardiologist scan that caught a mass nobody expected. The two very different ways a diagnosis lands — one like a movie, one like a text message. 13:00 – Four Days vs. Six Weeks: The Window Before Treatment Geoffrey had four days between diagnosis and chemotherapy. Adam had six weeks. What that difference does to your mind, your fear, your processing — and why no two cancer stories are the same. 17:00 – The Thing Nobody Tells Young Adults: Fertility The Vanderbilt study that found 50% of young adults diagnosed with cancer are never told about their fertility options before treatment. Geoffrey's sperm banking story. Adam's moment of levity. The organizations that exist to help — and why you should use them. 23:00 – Chemotherapy: The Reality Nobody Films Steroids that make you feel like Batman. Fatigue that puts you to bed at 1 PM. The taste of treatment — Geoffrey's: a burning Nike Air Max. Adam's: Sour Patch Kids and Shrek's condom. The rhythm of treatment cycles and the crash that follows. 30:00 – Hair Loss: The Moment It Hits You Not just the hair on your head — all of it. Geoffrey's Jewish mohawk and the cat photos. Adam's man bun, the shower, the wall of clumps, the hairdresser call. Why the eyebrows and eyelashes are the part nobody prepares you for. 37:00 – Going Out in Public Without Eyebrows Geoffrey at his best friend's wedding, feeling like a freak. Adam at a bar mitzvah two weeks post-treatment, cancer beanie and all. Why "you look great" hits differently when you don't recognize yourself in the photos. 42:00 – Tribes, Villages & Crisis Language Geoffrey's lesson: his tribe was too small — just his wife and the cat. The mistake he'd change. Adam's: an oversharer married to a shield, learning to lean on his guy friends so his wife didn't have to carry everything. What "crisis language as a couple" actually means. 49:00 – Tolerance for Bullshit: The Larry David Effect What cancer does to your patience for other people's bravado. Geoffrey's bar story, running out into Times Square and crashing full speed into Elmo. The anger that's real, and the work it takes not to carry it forever. 55:00 – The Biannual Check-In: A Framework for Purposeful Change A scheduled, structured personal evaluation every six months — professional path, relationships, health, direction. The check-in that led Geoffrey to leave the Wall Street Journal after 21 years. Why you can't make the changes when the warning lights are flashing; you have to make them later, in clarity. 61:00 – Scanxiety: The Incurable Side Effect of Survivorship Geoffrey's scan is next Wednesday. He started thinking about it two weeks ago. The reality that scanxiety doesn't diminish with time — it sometimes gets worse. What helps, what stops helping, and why there's no permanent answer. 66:00 – After Treatment: The Part Nobody Celebrates The financial reality: bill negotiations, illegal anesthesiologist charges, state-specific protections, hospital programs for lower-income patients. Life insurance rejection at 35. Career decisions constrained by healthcare costs. The bills that arrive 18 months later asking "didn't I already pay this?" 73:00 – Ambition After Cancer: Don't Change the Level, Change the Lane The advice from career coach Michelle Woodward: keep the same level of ambition even if you have to find a different lane. Geoffrey's Hong Kong trip — the first time after treatment he felt like himself professionally again. Adam's silver lining of leaning into tech during treatment. 79:00 – Writing It Down: The Value of Documentation Adam's Super Whisper app diary — before and after every treatment session. Geoffrey's 14 years of running away from his cancer story, and what writing the book finally unlocked. Why every survivor should find their version of processing. 85:00 – I'm Alive: Now What? — The Book Geoffrey's nine-chapter guide for survivors — money, career, physical health, mental health, family planning, caregiving, purpose, the business of advice — built around real people's stories paired with expert guidance. Pre-order at after-treatment.com/the-book. 91:00 – Are You Getting the Support You Need? Geoffrey's question for Adam — and for every survivor. The cancer imposter syndrome that comes with a high-survival-rate diagnosis. Why you can't let anyone take away what you went through, and why the work doesn't end at remission. 97:00 – North Stars: What Keeps You Focused Geoffrey's: a willingness to change his North Star — short-term, practical, written down, evaluated regularly. Adam's: being the best example for his kids and leaving the world better than he found it. How cancer changes your definition of success. 104:00 – 500 Episodes: Thank You Adam closes the milestone episode with gratitude — for the guests, the listeners, seven years of consistency, and what comes next.   TAKEAWAYS: 1. The Diagnosis Is Never Like the Movies — Except When It Is Geoffrey's came in an ER at 30. Adam's in a text from his cardiologist. No two stories are the same — but both changed everything. 2. 50% of Young Adult Cancer Patients Are Never Told About Fertility Options A Vanderbilt study found half of young adults aren't counseled on fertility preservation before treatment starts. The window is measured in days. Make sure this conversation happens first. 3. The Biannual Check-In Is the Most Powerful Tool for Purposeful Change Twice a year, scheduled, with a workbook: evaluate your path, relationships, and direction — in calm, not crisis. The check-in that led Geoffrey to leave 21 years at the Wall Street Journal. 4. Don't Change the Level of Your Ambition — Change the Lane If cancer takes away what you were world-class at, find another lane at the same level. Don't shrink. Redirect. That's not a lesser life — it's a different one. 5. Your Relationship With Time and Bullshit Changes — But Differently for Everyone Every survivor agrees on two things: time feels different, and their tolerance for bullshit has shifted. Geoffrey went full Larry David. Adam found unexpected clarity. The work is figuring out which version of you emerged. 6. Cancer Exposes Your Crisis Language as a Couple The couples who survive this well learn how to communicate what they need, what not to say, and what to let breathe. It's practiced, not instinctive. 7. Scanxiety Is Real, Incurable, and Changes Over Time What helped before may stop helping. Survivors need to plan for this, not be surprised by it. 8. The Financial Reckoning Comes Long After Treatment Ends Medical bills stay higher forever. Many are negotiable. Some are illegal. Own the advocacy, ask the questions, build the spreadsheet. 9. Write It Down — In Whatever Form Works for You Adam used Super Whisper before and after every treatment. Geoffrey wrote a book 14 years later. The form doesn't matter. Externalizing the experience gives you a time capsule you can go back to. 10. Are You Getting the Support You Need? Just the honest, periodic question. What you went through is not nothing — and the work doesn't end at remission. 11. You Are Different Now — Not Better or Worse. Different. Not better, not worse. Fundamentally changed in ways that can't be fully accounted for. That difference isn't a loss. The work is learning to live in the new timeline.  

I've Lost My Way… … Or Have I? Have you ever felt that? Like something's changed… And the things that used to light you up… just don't anymore? And now there's this space… A bit of a void… And if you're honest… You're not quite sure what fills it. Here's the thing… I've been there too. And it feels a bit like losing something… Maybe even losing a part of yourself. So you start looking for a new direction… A new purpose… A new "North Star"… But the more you look… The less you seem to find. So what if we're looking in the wrong way? What if the answer isn't something you have to go out and find… But something you can begin to feel? In this episode, just for a moment… We start there. Not with answers… Not with plans… But with a feeling. Because maybe… just maybe… That feeling already knows the way. The Next Step In the longer episode, we're going deeper… We'll explore how to connect with that future version of you… And how it can begin to guide your next steps — naturally. There'll be processes… Maybe a little hypnosis… And definitely a few "aha" moments. So if this sparked something… Stay with me. Share the Seed Know someone who feels a bit lost right now? Share this with them. https://personaldevelopmentunplugged.com/fmq532-ive-lost-my-way/ This might be their starting point. Shine Brightly

What happens when two women cut from the same DNA cloth gather together in a Beverly Hills podcasting studio? Magic, that's what. Queen of The Bitch Bible Jackie Schimmel joins the show, a sort of North Star for Michelle who steadies the ship of morality and designer outlet sales. If you've ever wanted to listen in to a coånversation of women weighing the pros and cons of being a kind person but also wanting to get a little credit for it, or reprogramming a brain's genetic jealousy chip, this episode delivers a lot of food for thought... and yes, we did it Mike's Way. The concept of Brother Girls vs. Sister Girls is dissected and dare we say DEBUNKED, though feel free to weigh in on your thoughts in the Patreon comments section. And finally... Strangers. The book everyone is reading, including two of the most illiterate girls in LA who are also on this show. Shocking. Very!! Belle Burden's tale is one any woman could find herself in, unless she was Jewish, in which not a chance. This and so much more with one of our favorite people.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Episode 348 (Part 1) hosts David Moatazedi (President & CEO of Evolus from California, USA). In this podcast we cover Evolus' global vision and strategy - based on shifting from a traditional pharma model toward "performance beauty". Our conversation with David discusses market differences by country, rapid trend cycles and the need for continuing clinical evidence. We address the drop in global HA fillers, macroeconomics, pipeline strategy and future modalities.   00:00 Aesthetics Industry Shift Ahead 00:52 Show Introduction and Two-Part Format 02:14 Meet David and the Evolus Story 03:35 Evolus' North Star for Growth 05:08 Beauty Lens vs Medical Risk 08:34 How the Industry Is Maturing Worldwide 10:36 Hype Cycles and Long-Term Staying Power 13:56 The "Natural Look" and Trend Drivers 17:37 Why Evolus Went Public 19:34 Macro Risks and Pipeline Bets 22:21 The Future of HA Fillers 22:48 Why HA Fillers Have Slowed Down 24:12 Rebranding the Filler Category 26:22 Staying Customer-Centric 28:53 The Next Waves of Innovation 31:49 Robots and AI Injectors 33:05 Helping Clinics Grow 37:31 Launching in Australia 38:45 What Aesthetics Could Look Like in 2035 41:33 Pipeline Updates and New HA Technology 43:07 Wrap-Up and Where to Watch 30 DAY FREE TRIAL OF IA COMMUNITY (FOR HEALTHCARE PROFESSIONALS) 30 DAY FREE TRIAL OF IA COMMUNITY (FOR BUSINESS OWNERS/NON-CLINICAL PROFESSIONALS) ALL OTHER IA LINKS & CONTACT INFORMATION

In The Path of Least Regret, author Parul Somani uses a fresh take on ikigai to help leaders clarify what matters most before choosing what comes next. Learn more about your ad choices. Visit podcastchoices.com/adchoices

On the Self-Publishing with ALLi podcast, Joe Solari draws a lesson from Jeff Bezos's early years at Amazon — when Wall Street was calling it amazon.bomb and Bezos kept building anyway — to make a case for why indie authors need to stop watching their competitors and start watching their readers. Using the philosopher René Girard's concept of mimetic desire, Joe explains how author communities, for all their value, can quietly install somebody else's North Star in your publishing business without you even noticing. He offers two practical tools to counter this: a one-page North Star document that anchors your publishing vision before you open any dashboard or social media group, and a one-week information audit that helps you identify how much of what you're consuming is signal and how much is just other people's noise. Sponsor The Publishing for Profit podcast is proudly sponsored by Tertulia for Authors. Build a beautiful author storefront in minutes, showcase your books, send newsletters, and sell direct. Get started at tertulia.com/alli. Find more author advice, tips, and tools at our Self-publishing Author Advice Center, with a huge archive of 2,000+ blog posts, and a handy search box to find key info on the topic you need. We invite you to join our organization and become a self-publishing ally. About the Host Joe Solari assists authors in developing successful businesses as the managing partner of Author Ventures LLC. In his role as a business manager, he supports his private clients, who collectively achieved gross royalties of twenty-two million in 2023, with an average pre-tax profit of 44%. This remarkable success results from implementing disciplined business strategies and maintaining an unwavering dedication to enhancing the customer experience.

In this week's catch-up, Skot, Tyler, & econoalchemist sit down with each other after a whirlwind couple of weeks and get the full down low from the Vegas conference—panels, debates, demos, and a surprise $100,000 grant win. They dive into the spirited on-stage debate over open source mining, why chip closed-ness doesn't invalidate open source hardware, and how community-driven, transparent tooling remains our North Star. Highlights include Schnitzel's battery-powered “DoomAxe” portable miner (yes, it plays Doom), rapid-fire integrations with Proto Fleet, and a Mario Kart tournament that filled a 3,000,000-sat prize pot. They also share details on winning MARA Foundation's community vote and how the funds will extend runway for the four core open-source pillars: Ember One Hashboard, Mujina firmware, Libre Board control board, and HydraPool—plus the crucial work of storytelling, docs, and community building around them.256 Foundation unveils the revamped 256foundation.org website and a self-hosted Discourse forum for discoverable, scam-resistant support and collaboration (forum.256foundation.org), along with Mujina dev calls to channel contributor energy productively. Then they preview Telehash #4 in Austin—hashrate donors, Wrigley's new Block Party event for pre-buying solo hash, and fresh “loyalty” gamification on the HashDash (dash.256f.org). The hosts cap it off with home-mining lore, solo-block luck stories, and a nod to running your own node. No pod next week during TEMS, but they'll be live for Telehash #4 and back on the 27th.

Welcome to another episode of Building the Premier Accounting Firm with host Roger Knecht. Today, Roger sits down with Tim Brackney to discuss how to build a premier accounting firm, focusing on private equity strategies, firm valuation, and the importance of a clear North Star vision. Learn how Springline Advisory identifies top-tier middle-market advisory businesses by evaluating economic, strategic, and cultural fits, and why a people-first approach is key to success. In This Episode: 00:00 Welcome & Guest Introduction 01:12 Tim's Journey to Springline 03:19 Springline's Goal & Middle Market 05:59 Appeal of the Mid-Market 07:23 Three Vectors for Acquisitions 09:16 Valuation in Acquisitions 12:27 Strategic Fit in Acquisitions 18:11 Cultural Fit Assessment 21:53 Defining Advisory Services 24:31 Best Practices: Future Focus 28:50 Cautionary Tale & Equity Mindset 32:48 Show Sponsors & Episode Summary 37:04 Closing Thoughts & Call to Action Key Takeaways: Define your firm's "North Star" to guide strategic decisions and inspire your team. Understand private equity valuation metrics, focusing on profitability (EBITDA) over traditional revenue multiples. Prioritize cultural fit and talent retention, fostering an "irresistible firm" environment. Develop advisory services with outcome-oriented projects, offering more flexible pricing and higher profitability. Provide ownership opportunities and transparency to motivate team members and cultivate an enterprise mindset. Featured Quotes: "One of the best opportunities that you can have to learn the language of business is in accounting." - Tim Brackney "You have to carve out time and space to make sure that you understand at least what your North Star is." - Tim Brackney "If you've defined a North Star and you can bring your team along with you, there's a huge amount of unlock that comes with it." - Tim Brackney Top 3 Highlights: Valuation Focus: Private equity values firms based on profitability (EBITDA), leadership strength, and recurring revenue, moving beyond traditional revenue multiples. Strategic Fit: Springline Advisory targets middle-market firms with strong leadership and geographic dispersion, aiming to build a full-service advisory firm. Cultural Alignment: A detailed cultural survey and shared values are key to ensuring new firms integrate seamlessly, fostering an "irresistible" environment for both clients and colleagues. Conclusion: Thank you for joining us for another episode of Building the Premier Accounting Firm with Roger Knecht. For more information on how you can establish your own accounting firm and take control of your time and income, call 435-344-2060 or schedule an appointment to connect with Roger's team here. Sponsors: Universal Accounting Center Helping accounting professionals confidently and competently offer quality accounting services to get paid what they are worth.   Offers:   Get a FREE copy of these books all accounting professionals should use to work on their business and become profitable.  These are a must-have addition to every accountant's library to provide quality CFO & Advisory services as a Profit & Growth Expert today: "Red to BLACK in 30 days – A small business accountant's guide to QUICK turnarounds" – This is a how-to guide on how to turn around a struggling business into a more sustainable model. Each chapter focuses on a crucial aspect of the turnaround process - from cash flow management to strategies for improving revenue. This book will teach you everything you need to become a turnaround expert for small businesses. "in the BLACK, nine principles to make your business profitable" – Nine Principles to Make Your Business Profitable – Discover what you need to know to run the premier accounting firm and get paid what you are worth in this book, by the same author as Red to Black – CPA Allen B. Bostrom. Bostrom teaches the three major functions of business (marketing, production and accounting) as well as strategies for maximizing profitability for your clients by creating actionable plans to implement the nine principles. "Your Strategic Accountant" - Understand the 3 Core Accounting Services (CAS - Client Accounting Services) you should offer as you run your business. Help your clients understand which numbers they need to know to make more informed business decisions. "Your Profit & Growth Expert" - Your business is an asset. You should know its value and understand how to maximize it. Beginning with the end in mind helps you work ON your business to build a company you can leave so that it can continue to exist in your absence or build wealth as you retire and enjoy the time, freedom, and life you want and deserve. Follow the Turnkey Business plan for accounting professionals.  This is the proven process to start and build the premier accounting firm in your area.  After more than 40 years we've identified the best practices of successful accountants and this is a presentation we are happy to share.     Also learn the best practices to automate and nurture your lead generation process allowing you to get the bookkeeping, accounting and tax clients you deserve.  GO HERE to see this presentation and learn what you can do today to identify and engage with your ideal clients.   Check it out and see what you can do to be in business for yourself but not by yourself with Universal Accounting Center.   It's here you can become a:   Professional Bookkeeper, PB Professional Tax Preparer, PTP Profit & Growth Expert, PGE   Next, join a group of like-minded professionals within the accounting community.  Register to attend GrowCon and Stay up-to-date on current topics and trends and see what you can do to also give back, participating in relevant conversations as they relate to offering quality accounting services and building your bookkeeping, accounting & tax business.   The Accounting & Bookkeeping Tips Facebook Group The Universal Accounting Fanpage Topical Newsletters: Universal Accounting Success The Universal Newsletter   Lastly, get your Business Score to see what you can do to work ON your business and have the Premier Accounting Firm. Join over 70,000 business owners and get your score on the 8 Factors That Drive Your Company's Value.   For Additional FREE Resources for accounting professionals check out this collection HERE!   Be sure to join us for GrowCon, the LIVE event for accounting professionals to work ON their business. This is a conference you don't want to miss.   Remember this, Accounting Success IS Universal. Listen to our next episode and be sure to subscribe.   Also, let us know what you think of the podcast and please share any suggestions you may have.  We look forward to your input: Podcast Feedback   For more information on how you can apply these principles to start and build your accounting, bookkeeping & tax business please visit us at www.universalaccountingschool.com or call us at 8012653777

Lucy Lieberman is a longtime digital innovator who has spent her career jumping into emerging technology before the rest of the market catches up — from early websites and streaming to loyalty platforms and AI-powered travel. She's led digital transformation for brands like IHG, Amex, and FAO Schwartz, and she most recently served as CEO of Michelin Guide Hotels during one of the toughest moments in travel history. In this episode, recorded live at the Female Founders in Hospitality Summit in early March 2026, Susan and Lucy talk about positioning, pivots, and future-proofing. What You'll Learn: • How to spot market shifts before everyone else  • How to tell the difference between "too early" and "bad idea"  • Why great tech still fails without behavior change  • When to build products people don't know to ask for yet  • Why features and amenities never create loyalty  • How to turn a crowded category into a category of one  • Why to focus on problems instead of preferences  • What it's like to lead a travel company through a crisis • How to create a North Star teams can actually rally around  • Why luxury travel exploded after COVID  • Why authenticity keeps getting more valuable & the surprising comeback of analog • Why you have to keep asking "why" • How to become the kind of founder who can run through walls *** The Takeaway: Breakthrough companies win by obsessing over friction, unmet needs, emotional connection, and the "why" behind customer behavior — not by chasing technology, features, or trends for their own sake. Being early only matters if you're solving a real problem people genuinely care about. Lucy Lieberman on LinkedIn https://www.linkedin.com/in/lucylieberman/

How do you reinvent a TV series without breaking its engine? Jacob Krueger breaks down Beef Season 2 to explore one of the most difficult balancing acts in screenwriting: evolving a show's engine without alienating your audience. At first, the second season of Beef appears to deliver the same escalating conflict that powered Season 1 — a small, petty squabble spiraling toward violence. Yet episode by episode, creator Lee Sung Jin subtly shifts the rules of the game until the show operates on entirely new terms, feeling less like a repeat of Beef than the inspired love child of Beef and The White Lotus. Along the way, Jacob explains how metaphor can function as a creative North Star, and why your narrative becomes stronger when you stack the deck against your central argument rather than in support of it.

In episode 247 of the Transition Drill Podcast, hear the journey of former Navy Corpsman Jason Brooks for veterans and first responders navigating the shift from service to health tech and agentic AI. Jason talks about the power of testing the waters during a career pivot, and what it takes to find your "North Star" after the uniform.Jason grew up in a intrigued by science and academic ambition, but his home life was far from stable. After his parents divorced, he spent his youth bouncing between New York and Pennsylvania, eventually finding himself on the streets and living in friends' homes during high school. Despite the chaos, Jason maintained a laser focus on his dream of becoming a doctor, inspired by his Uncle Walter. A tragic car accident at age 17, where he felt helpless as a friend passed away, solidified his "why" and shifted his focus toward medicine and service.Though he initially resisted the military, Jason eventually joined the Navy as a Corpsman. His time in service was defined by the same curiosity that led him to science as a child. He thrived in the medical field, but like many, he reached a point where he had to decide what came next. His transition wasn't a straight line. He describes a process of "dipping his toes" into various opportunities, moving through a career that eventually shifted from direct patient care to the tech and business side of healthcare.Today, Jason is a leader in the health tech space as the CEO of Innovo AI, proving that the skills learned in the field translate directly to the corporate boardroom. He's now a father of two, balancing his professional accomplishments with a commitment to his family and his roots. From working on seventh generation farms in the Hudson Valley to managing high-level healthcare operations, Jason's story is a testament to seizing the day. He shares how to handle the friction of a tumultuous transition and why you should never be afraid to take a chance on a new direction, even if it feels like starting over.CONNECT WITH THE PODCAST:Instagram: https://www.instagram.com/paulpantani/WEBSITE: https://www.transitiondrillpodcast.comLinkedIn: https://www.linkedin.com/in/paulpantani/SIGN-UP FOR THE NEWSLETTER:https://transitiondrillpodcast.com/home#aboutQUESTIONS OR COMMENTS:paul@transitiondrillpodcast.comSPONSORS:GRND CollectiveGet 15% off your purchaseLink: https://thegrndcollective.com/Promo Code: TRANSITION15Blue Line RoastingGet 10% off your purchaseLink: https://bluelineroasting.comPromocode: Transition10Frontline OpticsGet 10% off your purchaseLink: https://frontlineoptics.comPromocode: Transition10#transitiondrillpodcast #militarytransition #firstresponders

Week of: 5-4-2026 Xbox Gaming News, Releases, and A Fun Fact

A pair of eyes stares down from the northeast as night falls now – the eyes of Draco, the dragon. They’re to the upper left of brilliant Vega, one of the night sky’s most prominent stars. The brighter eye is the star Eltanin, the dragon’s leading light. The name means “the serpent,” because the star once represented the entire dragon. Eltanin is an orange giant. It’s a good bit bigger, heavier, and brighter than the Sun. That makes it easy to see even though it’s more than 150 light-years away. The star should get a lot easier to see in the coming millennia. That’s because Eltanin and the Sun are moving closer together. In about one and a half million years, they’ll be at their closest – just 28 light-years apart. Assuming Eltanin hasn’t changed much by then, it’ll be the brightest star in the night sky – about as bright as the current champ, Sirius. The other eye, Rastaban, is just above Eltanin. Its name means “head of the serpent.” It’s more than twice as far as Eltanin. It, too, is a giant, but it’s much bigger and brighter – a thousand times as bright as the Sun. So it looks only a little fainter than Eltanin despite the extra distance. The rest of Draco curves to the left and above the dragon’s eyes, and curls around Polaris, the North Star. The eyes stare in the opposite direction – toward Hercules, who killed the dragon before both of them were placed in the heavens. Script by Damond Benningfield

Most ambitious men are quietly dying in a "comfortable" trap. In this forensic breakdown, combat veteran and former police officer Garrett Pastor exposes why the words "I'm fine" are the most dangerous signal of a soul-killing plateau. If you feel isolated, overworked, or unfulfilled despite your success, this episode is your diagnostic tool to escape "The Drift."  Ted Phaëton sits down with Garrett Pastor to dismantle the "Chief Everything Officer" identity crisis. They deconstruct the exact mechanics of how high-performing men lose their North Star and provide the 2026 protocol for building, not finding, a life of intentional purpose. In this masterclass, we analyze: The "Fine" Diagnostic: Why comfort is the leading indicator of operational and personal failure. Identity Theft of the Soul: Rebuilding brotherhood and mission after the uniform (or the executive title) comes off.  The Beach Metaphor: How to recognize if you've drifted 100 feet down shore and the "reverse engineering" steps to get back. Sovereign Leadership: Why your most important command center is your role as a father and husband.  Chapters 00:00 – The Scroll-Stopper: Why "Fine" is a Dangerous Trap  00:45 – The High Stakes: When Purpose Disappears  01:58 – Meet Garrett Pastor: From Combat to Community  03:51 – Losing the North Star: The Reality of "The Drift"  06:17 – Finding Your Tribe: Why Men Need a Mirror, Not a Cheerleader  08:35 – THE DIAGNOSTIC: The Difference Between Integrated and Just Getting By  11:21 – Reconstructing Purpose: It's Built, Not Found  14:25 – The Garrett Pastor Story: Army, Law Enforcement, and Awakening  19:33 – Accountability: Why Real Love Requires Pressure  23:35 – Mission's Purpose: Escaping Limiting Beliefs  31:54 – The Glue of Brotherhood: Non-Negotiable Community Elements  35:37 – Leadership vs. Rank: The Power of Influence  38:08 – Parenting as the Ultimate Leadership Role  42:27 – Good Men and the Fight Against Evil  45:00 – The Final Gem: How to Start Rebuilding Today Pastor's Links: Website: www.missionspurpose.com Facebook: garrett.pastor.1 LinkedIn: https://www.linkedin.com/in/garrett-pastor-3a5b39302/   Free eBook Here: Mastering Self-Development: Strategies of the New Masculine: https://rebrand.ly/m2ebook   ⚔️JOIN THE NOBLE KNIGHTS MASTERMIND⚔️ https://themodernmanpodcast.com/thenobleknights   

What if you were given a human being and that human was in your ‘custody’ would you do everything in your power to take good care of her? In this episode of The Art of Living Big, Betsy emphasizes that loving yourself isn't a feeling but an approach and a job, built through repetitive, practical daily acts. The custody and care of you is up to you, don’t hand that job off. Have a listen and allow the profound message in this podcast really sink in. Transcript:  Welcome to The Art of Living Big, where we explore how to live intentionally and with more joy. I’m Betsy Pake, your host, master, coach, and creator of the Navigate Method. Here to help you listen in to your true desires, elevate your standards, and live life to the fullest. Now, let’s go live big Hi everyone. Welcome to the show Today. I saw something online this week. I saw something and I think it was kind of an old clip. It was something that Drew Barrymore shared. And , I wanna tell you about it and I wanna kind of talk about this. ’cause I’ve been thinking about it and it was like, weirdly not, she had somebody on the show that isn’t somebody that I’m almost embarrassed to say, I don’t even know who this guy is. I guess he’s an actor. I’m gonna say his name and then you’re gonna be like, how does Betsy not know that? But I don’t, , so I saw it and then I thought about it and then it was the kind of thing where I must have, it must have really. Hit something. ’cause I thought about it and woke up in the middle of the night thinking about it. Do you know what I mean? When you’re trying to put something in the appropriate bucket in your brain? So. I was scrolling and I came upon this clip that Drew Barrymoore shared from her show, and it was this guy named Matthew Hussy. . Hussy Hussy, I think. And he said. And I went back to watch the clip and I want, I’m gonna get it as close as I can. But what he said was, imagine that you got handed a human being at the beginning of your life and your one job, like the one job for the rest of your life is to take care of that human. And most of us don’t realize that that’s our job. So we finish being parented. And then we kind of walk out into the world looking for somebody else to show up for us. But the truth is, we are our human. The only person who is here to take care of me is me. And then he said she’s in my custody. The custody word, I think is the part that really stuck with me, you know? I have been thinking recently and , if you’ve been here for a while, you know, I was married for a long time and , decided to leave my marriage, I don’t know, maybe about five years ago. And then after a short period of time, six months or something like that, decided to come back, I had hope that maybe things could change or work out. And then after a couple years I realized that they weren’t, and I had the wisdom to leave. Fully. And one of the things that I have personally been grappling with, I guess you could say, is the idea that I don’t feel, and I bet many of you feel like this too, I don’t feel like any time in my life has there really been somebody that was. Looking out for me or taking care of me. There was, when I was young, when my mom died when I was 16, I think that shifted and I became hyper independent. I know so many of you are that same way. I know we are the same, but hyper independent, which I could go down a whole rabbit hole about why that is really appealing too. , People with different attachment styles really like hyper independence, but I always have been able to do everything on my own. I’ve always been able to, , pay my own bills and do my own thing and make my own decisions and all, all of these things. And I’ve been thinking recently. As I have been packing up a lot of my stuff, I’m gonna get ready to leave to move to the beach in August. So I still have a little bit of time here. , And there’s several really good reasons why I am delaying. I have a retreat that I wanna focus on and some other things I have to give 60 days notice at my apartment. And the timing just worked out really well to, to give it in July and to leave in Midaugust. So when I think about this, as I have been going through old papers and pictures and all of this stuff, I have really been thinking about , is there, is there ever, is there ever a moment where I’m going to meet someone who. I wanna say like wants to, wants, that’s, this is the ideal word, to take care of me. And I don’t think I’m, I know I’m not looking for somebody, I’m absolutely not looking for anybody right now. But I would like to be open to the idea that someday I would meet somebody who could really, truly meet me where I’m at. I’m no longer willing to. Bend or make accommodations for somebody, it has to be right. Okay. So I have been thinking this thought of like, is there gonna be somebody that could take care of me? And then I hear this, the only person who is here to take care of me is me. She is in my custody, and I wanna talk about what that word means because I’ve thought about it a lot. And what it means for women in the kind of decision that so many of you, I think are in, because if you have been following along on my Instagram or, or maybe just been here for a long time, like that decision of trying to figure out whether to stay or leave your marriage might be right, top of mind, right? And so that whole idea of. She is in my custody may land a little bit differently for you and I wanna walk through kind of the why. So, , here’s how I see this. Like the math kind of goes, like goes like this. If he would just see me, I would be okay if he would just do the work. I would be okay if the marriage would heal. Right then I could make this be okay. Or if he became the kind of man that I have been hoping he would become, then I could finally, ah, feel safe. I could finally like rest. Right, and I’m gonna guess that you’re a lot like me, but I don’t feel like I’ve ever really rested. I think when I was in high school, if I took a nap on the couch, somebody would be like, get productive. Do you know what I mean? Like I, is there ever gonna be a place where I can finally rest where my human, the one I’m supposed to be taken care of, would finally get taken care of? And I have been so good at that taking care of myself that even now when I say I wonder if there’s ever a time where I’m going to meet someone who would want, and this is such an important, who would want, this is the important part to take care of me. I don’t need to be taken care of, but I want somebody to want to. And underneath all that math of like, what I could be okay. I could, , I could rest, I could catch my breath underneath all that. I, don’t, I don’t even feel, and even when I look back on my own journey, I don’t feel like there is anger. It’s, maybe not even sadness, but it is exhaustion. It’s like, it feels like a kind of tired. Like where all your blood’s been drained outta your body, like in your bones. People say like bone, I’m bone tired. When you have been waiting for somebody to meet you or to come and pick you up, and they keep not coming or they keep saying, I’m coming, but they never do. And you just , keep adjusting. You keep telling yourself like, okay, maybe today, maybe he’ll hear me. Maybe this will be the time that they will finally understand maybe there’s like this one next conversation that’s gonna make all of this happen. Or a therapy they’re gonna decide to go to. I wanna say they, ’cause it could be a man, it could be a woman they will go to. Maybe it’s a new book. And the reason that you’re tired is not because the marriage is hard. I mean it, it’s likely really hard, but that is not why you’re tired. You’re tired because nobody has been minding you. Nobody’s been minding your shop. Not him, but not you either, because a long time ago. You handed that job over. So you know, when I heard Matthew Hussey say she’s in my custody, the word custody, it’s a legal word, right? It’s a very formal sounding word. It is the word that we use. I think when we’re talking about like deep responsibility. Right when we’re talking about whose responsibility a person actually is, like who’s on the hook? Like who’s gonna feed ’em and get ’em outta bed and keep them safe? And when I heard him say that, my brain went right to lawyers and courthouse. My former husband was an attorney. So like, I immediately was like, we think about. Custody arrangements or language that we use about children in divorce. And then I was kind of like, oh, I didn’t have children with my former husband that was an attorney. I had children with my other former husband because I’m very chic and I’ve had a couple. But that wording made me go, oh, I do have a human in my custody. I have her, like right here. I have me and she has been with me my whole life and I have been pretending that someone else was on the case, right? That someone else was gonna do this like that. If I could be paying attention to them, they would be paying attention to me. And I, I sat with that , for a long time because I was like, well, I don’t know. That feels nice. I would be paying attention to them and they would be paying attention to me. That feels really good to me. But the trick I think is knowing, and I thought about this for a long time and I thought about all the women that I work with, right? Women in this same exact place, maybe a place where you are. And I realized that this. Is what is sitting in the middle of every single clarity decision that I have ever sat with another woman in my program. Right? Is the, is it true that if I’m taking care of him and he’s taking care of me, everything will be okay? And that may be true, but the trick is to be partnered with someone who is doing the other side of that. Or to be able to take care of yourself first and give the overflow to someone else, and that feels a little bit more aligned when I start thinking about it and feeling through what is correct for me. What is correct for me? You decide what is correct for you because the truth is, and when I sit with so many women in this decision, is that they have done that side of it. The side of, I’m gonna take care of you, I’m gonna make sure you’re okay. And the house is okay, and the kids are okay, and the bills are paid and the lawnmower gets done, and the scheduling of the dentist appointments happen and the food is prepared and picked up from the grocery store and planned it. Like, I’m gonna do all of that. But then the other side is never happening. And if you’ve been waiting for him to take custody, maybe not consciously, maybe you would never use that word. I mean, that word stuck out to me, right? ’cause it’s not a word I would have used. But when you trace the thread of what it is that you’ve been hoping for, I think of that. Is actually what’s at the end of that rope, right at the end of that thread. And so if you have been hoping that if he changed you would be okay. You have been hoping that if the marriage got fixed, that your insides would settle down . You would have been hoping that if he just could see you finally the way you wanna be seen, that part of you that has been alone. For a really long time would not be alone anymore. And when I have been thinking about this over the last couple weeks, since I saw that last week or so, is that even if he became the absolute best possible version of himself, even if he did all the work, even if he showed up exactly the way that you have been asking. The job was still always yours. He cannot take custody. Even the best version of him can’t like custody is, yours. He can love you. He can show up, he can witness you, he can be a partner, but none of that is custody. Custody is the day-to-day work of keeping a human alive and well. And nobody can do that for you. Not because they don’t love you enough or love isn’t real or it’s fake or any of those things. Not because partnership is fake, but because that’s just how being a human being works. The job was assigned to you the day that you got here. And the part , that Matthew said that I lingered on. Also, and that I wanna talk about here is the part where I think kind of shift when we’re in pain. And he said, loving yourself is not a feeling. It’s an approach. It’s a job. So you don’t even have to like yourself today to love yourself. And I was like. You don’t have to like yourself today to love yourself today. And when you’re in a season of things, being really, really hard and loving yourself starts to depend on a feeling, then that’s where I think you’re like screwed. Because feelings change every day. They do not cooperate. I would love my feelings to cooperate. But they don’t always cooperate. And so then you’re in a season where you wake up and you don’t feel like the version of you that you used to be, and you wake up and you feel like you don’t like her, and you wake up and you feel like you don’t really recognize her anymore. Well, if loving her, if taking custody of her depends on you liking yourself first, then you’re never. Gonna choose her. You’re gonna wait for the day when you wake up and you feel confident. And that’s still , not how it works. I so wish that it was, I so wish that it was, I posted on Instagram yesterday about my process of cleaning out some bins that were in storage and going through the bins and finding these old pictures, I mean. Pictures from high school, pictures from college, not a lot of pictures from college, pictures from early in my twenties. A lot of those, and there was this version of me that was so hopeful that somebody would love her and pick up the pieces where somebody else had left off. And I think I waited in a lot of ways and I allowed. People that weren’t, well, first of all, they weren’t equipped for the job because that was me that was equipped for the job. But they, were waiting for somebody to take over, and I stepped in and did that, and that just depleted me even more. And so every morning when I woke up, of course I didn’t feel confident, of course, I didn’t feel like I liked me. I was exhausted and depleted. And that’s not. A flaw in me, in her, that version of me. It was just somebody that wanted to be loved. But that again, it’s an inside job and it’s a job you get to do, and it’s a job that requires you not to actually feel anything. I know that sounds weird, but you don’t have to feel like it. You know, we feed our kids even though we don’t feel like it. Right. There were so many days I wanted to be like ketchup packets for everybody, but people need to eat every damn day. I’m like, it’s never ending. You people always need to eat. We have custody. We do the thing that we need to do to take care of them, and you can still show up on a day where you don’t have faith in yourself. And I think that liking yourself. It shows up when you start showing her she’s important. It’s like a result of that job, not like a prerequisite for that job. And so when I was going through my storage bin and I was wondering like, when did this shift happen? I mean the grief I went through over those two weekends of going through those photos and yearbooks. You know, I, I think I, I was trying to figure out was there a moment, and I think it goes like this, right? You’re like a little girl. Your parents take care of you. You grow up, you learn what love looks like by watching them. , And then, you grow up a little more and then you leave home and then. That next chapter where you really step into your life and become an adult and a woman and , you, perhaps you partner. And in that partnering up, like in that marriage, somewhere in there, the job of taking care of you, transfers. And I think it’s baked into how we are culturally shaped. So it’s not something that. I think biologically now there’s maybe a piece of biological of taking care of somebody else, but not abandoning ourselves. It’s not a guidebook. Someone says, okay, so now here’s where you’re gonna abandon yourself. So you could have made the choice. It was just like baked into how we do things. So, you walk outta your parents’ house holding a human in your arms, and that human is yours. And the marriage is not the place where that human of yours gets handed off. The marriage is a place where you bring her with you, where she comes with you, ’cause she is yours. And I think what happens is a lot of times women, by the time they get to me, have been carrying around this, like, hope that someday somebody would notice the human in their arms and, and pick them up. You know that their husband or their partner or their wife, their career even like somebody, somebody finally take her so that they could rest. And that’s, I think, the part that makes clarity so freaking hard. It’s probably why we avoid it because we’re like, oh my God, , I allowed this, I, , and I. I am not taking him off the hook or her off the hook. Trust me, I’m, I’m just saying there is a point where we can stop and if we haven’t stopped it, then there’s something else. part of getting clear is realizing that the someone who is supposed to take care of her was never going to, if it wasn’t you. ’cause the job wasn’t his, the job wasn’t your partner’s, it was yours. Okay, so let’s just assume that we’re all on the same page here. The custody of you is you and you’ve gotta take care of her first, and then the overflow can go to everybody else. And that is not what we’re taught and that is not what we’re modeled. So now here you are with this job on your hands that you’re like, I don’t know how to do this really. , Sometimes I see these posts like on Instagram where it’s like self-care and it’s like someone getting a pedicure or whatever. No shame to that. I do that when I have a in, but it’s not just, , manicures and bubble baths. Like sometimes it has those things for sure. But that is not the work. The work is actually a whole lot more boring than that. The work is these little questions. You know, inside Instagram, when I do those talking reels, I always say, this is your North Star. That’s the work, like that’s the job. And I think it can start out with really small things like, did I feed her well today? Did I let her sleep last night? Did I move her body like even a little bit? Did I take her for a walk? Did I get sunlight and fresh air? Did I let her say the thing that she actually thinks today? Or did I make her jump around and perform? Did I keep her around? People who drained her? Did I tell her not to cry when she needed to? Did I let her say no to something like that’s, the work. That’s the job. It’s small, it’s boring. It’s very, very repetitive. I think it’s very much like taking care of a child that you love and most of taking care of a child that you love is not like the birthday parties and the special things at school. It’s the. 8,000 million peanut butter and jelly sandwiches, or the laundry or the reading, the QuickBook at bedtime, right? It’s just showing up for them. And the job of being your own custodian I think is the same. It’s these small little acts of showing up for the human that’s in your custody. You know, last month I got my teeth cleaned. And I don’t know why our insurance doesn’t cover the bones in our teeth. Those teeth bones are different, but last year I spent probably about $7,000 on my teeth. I’ve mentioned this before. I had to get my teeth cleaned twice. I had to get some x-rays. I needed a crown. I had two cavities that needed to be replaced from my youth and I got Invisalign and then I had to get a retainer and all of that added up. Even as I say it, it was likely more than, it was a lot of money. It was a lot of money. It was, that was my investment in myself last year and when I went to get my teeth cleaned last month, they no longer had like the in-house. Insurance. It was like 350 bucks and that covered two of your cleanings and your x-rays and they didn’t have that. And so when I went to check out, I said, well, I wanna renew my insurance. And they said, oh, we don’t do that anymore. It’s 600 bucks. But they didn’t tell me before. And at first I was like annoyed. I’m still probably a little annoyed. I would have done it anyway. But to have known would have been nice. But the job of being my own custodian would have been the same. I take care of my teeth because that is what she requires, and it is boring and it’s annoying ’cause that costs more money than I wanted. No, pedicures are manicures for me this month. And so I wanna say, this. If you cannot answer yes to a lot of those questions that I just asked. Like, do you let her sleep? Do you let her rest? Do you bring her for a walk? Do you let her get sunlight? I, I want to, to say, if you cannot say yes to those, it’s not a sign that you’re a bad person. It’s just a sign that you need to take the job back. It’s like the moment of recognition that you wake up and you go, oh, that, that job has been mine. And there is the practical side of dentist appointments and mammograms, and there is the other side of the small daily repetitive, boring things that we have to do to take custody of ourselves. And when we do that and we show ourselves that she is valuable, that she is worthy of investment, that she’s worthy of taking care of, then I think it’s easier to start to put her first and give the overflow to everyone else and there will be enough overflow. That may be the question in the back of your mind. If you are such a good custodian, there will be overflow. And then everyone flourishes. Nobody is depleted. And so if you’re sitting in this question of like, do I stay or do I go right? , The question that’s in your head typically is gonna be something like, but he’s a good guy. Is he good? , Is he bad? He’s not bad. I’m like, does he love me? Uh, I don’t,, I don’t know. I is, did I do enough? Is he enough? Is he gonna change? Am I being fair? Am I being too harsh? Am I too hard on him? Maybe I want something more than I need, like maybe I’m asking for too much. Maybe I should just be happy. He’s a good provider, right? I hear this all the time. So the conversation is about him. It’s always about him. So I wanna give you a different question. Take the question away from him. The question is, in the marriage that you currently have, is your human getting taken care of? Not by him, by you? Are you allowing yourself to be your own custodian inside this house? That’s the question. It’s not. Is he a good husband? It’s not. Is he trying? It’s not, does he love you? Those questions can come later, but the question in the room that you currently live in is, can you do the job that is yours? Can you feed her? Let her sleep in, take her out, get her some fresh air and a sunshine on her face. Let her cry. Can you keep her around? People who do not drain her now? In some marriages and I this last month, we’ve had several people come through the Navigate method that their marriage has really been renewed. It’s so awesome to see. And when they shifted to them, the answer was yes. The marriage is not the problem with custody. You can do your job and he can be his own person, and then you both function as humans next to each other in other marriages, the answer is no. When you start taking care of yourself, then you see that the answer is no, not because he’s a bad person, but because the structure of the marriage as it currently is, keeps you from taking care of yourself. So she can’t speak, she can’t rest. She can’t stay, no, she can’t be in the room as herself. And so it’s not necessarily that he’s a villain or you have to decide if he’s a good guy or a bad guy. It’s is the human that you have custody of safe in your custody. That’s the question. So the good news here, I think, is that the job that you have been given of being the custodian has always been doable. You can do it. You can do it even on days where you don’t feel like yourself, even on days where you’re exhausted, even on days where you just don’t feel like it. But you can wake up tomorrow and ask yourself the one question, which is, what would I do today if I was actually taking care of my human? And then do that one thing. And then the next day ask it again, and then the next day and the next day, until the woman that you have been waiting for somebody else to take care of, starts to recognize that she is finally home, that she has been picked up by you. And I think that is how you live a big life. Thanks so much for being here with me. I will see you all next week. i. Thanks for joining me on The Art of Living Big. I hope today’s episode sparked something within you, maybe pushed you to dream a little bit bigger and live a little larger. Don’t forget to subscribe. Leave us a review and share this podcast with someone you know who might need a little inspiration today. You can find me over on Instagram at Betsy Pake and on my YouTube channel. Remember, the world is vast. Your potential is endless, and your life, it’s yours to shape. Until next time, keep reaching, keep exploring, and keep living big.

Reflections from host Sarah Olivieri ... How Nonprofit Leaders Can Set Boundaries, Protect Their Mission, and Lead Without Burning Out Here's what nobody tells you when you step into a leadership role at a mission-driven organization: the mission can become the reason you never stop working. Because the need is real. Because your team is watching. Because the funder is waiting. Because someone always needs something — and you got into this work because you care. The truth is, that's not sustainable leadership. That's a slow leak. In a recent episode of the Inspired Nonprofit Leadership podcast, I sat down with TaShun Bowden-Lewis, Esquire — CEO and Founder of The Bowden-Lewis Consulting Group, and the first Black Chief Public Defender in Connecticut's history. TaShun has led under some of the most demanding, high-stakes conditions a public-sector leader can face. What she's built — both in herself and in the organizations she's run — is a repeatable system for leading with boundaries intact. What follows is the framework she shared, broken into the three areas where most nonprofit leaders lose the most ground: time, self-care, and money. The "Warm No" — How to Hold a Boundary Without Abandoning Anyone Most leaders avoid saying no because they think it means abandoning the person asking. TaShun reframes it entirely. A warm no isn't a refusal. It's a redirect. "A warm no is: I can't do it right now, but I can get to that tomorrow morning." — TaShun Bowden-Lewis Even better: "I can't help with that, but Jane Doe can — let's connect you right now." The need still gets addressed. The relationship stays intact. And your time and energy stay where they belong. This matters more than it sounds. When leaders say yes to everything, they're not being generous — they're being unclear. Unclear about priorities. Unclear about capacity. And that unclarity spreads. Every person on your team is watching how you respond to demands on your time. They are calibrating their own behavior accordingly. As I've said on the show: "If you aren't setting time boundaries, you're leading everybody else not to do it." The practical version of this looks like task-batching your email (TaShun checks it in designated windows only), setting a hard cutoff time at the end of your workday, removing work email from your phone, and putting your availability expectations in your auto-responder and your email signature. Not as a preference. As a policy. "I only respond to emails between 10 and 11. If it's an emergency, here's another way to reach me." That's not a wall. That's a system. Self-Care as Infrastructure, Not a Cliché There's a version of the self-care conversation that's become background noise — bubble baths, journaling prompts, take a walk. TaShun isn't interested in that version. She talks about self-care the way she talks about organizational systems: it has to run on autopilot. It has to be structural. It can't be something you get to when things calm down, because things never calm down. "Self-care has to be a non-negotiable." — TaShun Bowden-Lewis Her practice is grounded in the margins of the day — morning silence and gratitude before the work begins, evening reflection on a single daily win before the day ends. Not a two-hour morning routine. Not a perfect system. Just two consistent anchors that keep the nervous system from running hot all day long. This isn't a lifestyle preference. It's a leadership strategy. When you're dysregulated, your team feels it. When you're burned out, your decision-making degrades — quietly, gradually, in ways that are hard to see until you're already in trouble. "Everything trickles down from the head," TaShun said. The energy you bring into every room is the energy your team marries up to. Peer support networks and executive coaching fall into the same category. TaShun is direct about the loneliness of leadership — especially for leaders who are "firsts" in their field. "Being a leader sometimes is isolating." The antidote isn't performing wellness. It's building the actual structures — the coach, the peer group, the reflection practice — that give you somewhere to process what you're carrying. Mission Clarity as a Financial Boundary Most discussions about nonprofit boundaries stop at time and energy. TaShun takes it one step further: your mission has to be the filter for your money relationships. Specifically, for your donor relationships. When a funder comes with money attached to conditions that would redirect your organization's energy — conditions that aren't actually aligned with your North Star goal — the warm no applies there, too. The mission protects you. But only if it's operational. "The mission has to be operational, not just inspirational." — TaShun Bowden-Lewis An inspirational mission statement is on your wall. An operational mission is the specific, concrete goal that every program, hire, partnership, and resource decision flows through. It's what you look at when a donor says "I'd love to fund this, if you'd just add that." Icing before cake is the problem. Most organizations chase funding before they've built the foundation that makes that funding worth having. When your mission is vague, you're vulnerable — to scope creep, donor capture, and mission drift that happens one "yes" at a time. When your mission is a real North Star, the warm no becomes obvious. You're not rejecting a donor. You're being clear about where you're going. What This Looks Like When It's Working A leader who has these disciplines in place looks different from the outside. Her team knows when she's available — and when she's not. They hold their own time boundaries because she modeled them first. The organization's programs, partnerships, and donor relationships all trace back to the same operational mission. There's a peer who gets a call on the hard days. There's a morning that's hers before the work takes over. She isn't working less. She's working with more intention — and the difference shows up in results, retention, and the long-term sustainability of everything she's built. None of this is complicated. All of it takes discipline. The good news is that these are structural decisions, not motivational ones. You don't have to feel like setting boundaries in order to set them. You just have to build the system and hold the line. TaShun has. You can too. About the Guest TaShun Bowden-Lewis, Esq., is my guest for this episode.  TaShun Bowden-Lewis, Esq. is a criminal defense expert, esteemed speaker, consultant, personal and executive coach, and the CEO/Founder of The Bowden-Lewis Consulting Group. With almost 30 years in the CT Division of Public Defender Services, culminating in her historic 2022 appointment as the first Black Chief Public Defender, she is an experienced, transformative leader with the business acumen and community-focused mindset to deliver results through discipline, integrity, and perseverance. She has been an Associate Professor at Post University, in Waterbury, CT, for almost twenty years. TaShun has been recognized and lauded for her leadership, community outreach, and dedication to her craft. In 2023, she became a CT Bar Foundation, James W. Cooper Fellow and in 2024, she received the Edwin Archer Diversity Award from the Lawyers Collaborative for Diversity. She is also a mentor, workshop facilitator, and trainer. Connect with TaShun Bowden-Lewis: Website: www.bowdenlewisgroup.com Booking: https://thebowdenlewisconsultinggroup.zohobookings.com/#/4698007000000043010 Facebook: https://www.facebook.com/p/The-Bowden-Lewis-Consulting-Group-61573189334209/ LinkedIn: https://www.linkedin.com/in/tashun-bowden-lewis Instagram: https://www.instagram.com/p/DS2MBtPkmcN/ Be sure to subscribe to Inspired Nonprofit Leadership so that you don't miss a single episode, and while you're at it, won't you take a moment to write a short review and rate our show? It would be greatly appreciated! Let us know the topics or questions you would like to hear about in a future episode. You can do that and follow us on LinkedIn.

Will Nitze started IQBAR in 2018 to solve his own problem: long hours, a bad diet, daily brain fog. He designed the formulas for cognition, low net carb, low sugar, low glycemic. What he didn't know was that the rest of America was about to get obsessed with that exact macro profile for a completely different reason: weight loss. When keto took off, IQBAR was one of only three keto-compliant bars on Amazon. That lucky overlap was the first of several step-change moments that took a 15-person team to over 100% compound annual growth for 8 straight years, and into the shelves of Costco, Sam's Club, Walmart, and Target.In this episode of Predicting The Turn, Will unpacks why startups beat legacy CPG on speed rather than size, why he runs the entire company with a "benevolent dictator in every division" model instead of bloated marketing teams, and how IQBAR raised a little under $10M across 8 years without a single egregious fundraise. He also breaks down the move from D2C to mass retail, why packaging becomes the billboard when the shelf replaces the digital feed, and how the Bites launch turned into an incrementality test in real time.If you care about how emerging CPG brands actually scale inside Costco, Sam's Club, and Walmart without blowing up their cap table, this one is a masterclass.Key Topics- Why IQBAR's brain-health formulation became accidentally keto-compliant- The 15-person "benevolent dictator" operating model- Raising under $10M across 8 years and why bootstrapping isn't a virtue- Working capital reality when you move from Amazon to Walmart and Costco- Why packaging becomes the #1 marketing lever in mass retail- Building a platform brand across bars, hydration, coffee, and Bites- Running incrementality tests to avoid cannibalization- The three step-change moments: keto, Costco, Thomas Keller partnership- Picking a North Star that keeps you fired up in year 8

Ten years of school leadership podcasting reveals one consistent truth: most principals are doing it alone when they don't have to. In this special anniversary episode, Danny Bauer sits down with co-host Dan Watt to trace the arc from isolated AP to category-defining podcast host — and what he's learned coaching hundreds of school leaders along the way. Dan Watt is a school principal, leadership coach, and Mastermind coach for Better Leaders Better Schools, based in northern British Columbia, Canada. He joined the Ruckus Maker community as a member before stepping into a coaching role, and now co-writes the weekly Ruckus Makers newsletter. He brings a practitioner's lens to every conversation — someone still in the building, still doing the work. Find him through the Ruckus Makers community at ruckusmakers.news. ☑️ What You'll Learn Why Danny started the podcast and what leadership gap drove the decision How the Ruckus Maker Mastermind was built to fill a void no one else in education had addressed The mindset shift that separates thriving principals from burned-out ones What patterns Danny sees repeatedly in the leaders he coaches today Where the Ruckus Maker brand is heading — and why it's bigger than school leadership

If your to-do list is 47 items long, your Slack won't shut up, and you ended the day thinking, "Cool… but what did I actually accomplish?"—welcome. You're among friends. In this episode, Kim and Kate take on the very real, very unsexy side of project management: figuring out how to manage your own work when everything (and everyone) is demanding your attention. This isn't about finding the perfect tool or building a prettier dashboard. It's about surviving—and actually functioning—in an interrupt-driven world where emails breed overnight, notifications multiply, and every task somehow feels urgent. They get into what actually works: setting a North Star for your week (yes, only a few priorities), getting tasks out of your brain before they haunt you at 10 PM, and why some tasks are secretly just traps that create even more work (looking at you, boomerang tasks). Also: a gentle reality check—you're not supposed to do everything. Grab a drink, ignore your inbox for a bit, and let's figure out how to organize the chaos without losing your mind.  

We all claim to have values, but do we actually know how to use them when the stakes are high? Paul Ingram, the Kravis Professor of Business at Columbia Business School and author of What Do You Really Stand For?, joins us to dismantle the “corporate poster” approach to values. He shares a research-backed framework for identifying your true North Star and, more importantly, how to turn those abstract ideals into a practical tool for better leadership and more authentic brand storytelling. What You'll Learn in This Episode - The critical difference between your espoused values and the actual values-in-use that drive your behavior - Why limiting your organizational values to five or fewer is the key to making them operative and memorable - How to navigate the inherent conflict of values without damaging your team's culture or relationships - The specific role of “value stories” as the most credible way to express and build trust around your principles - Practical implementation techniques from Slack emojis to using personification and archetypes like Miles Davis Episode Chapters (00:00) Intro (01:31) The disconnect between posters and practice (03:15) The power of simplicity and the five-value limit (05:33) Addressing skepticism with empirical evidence (07:41) Creating an inclusive process for cultural ownership (11:39) Using values as a tool for productive conflict resolution (14:39) Storytelling as a bridge to credibility and trust (17:16) Practical techniques for daily implementation (22:54) Sharpening your labels and the importance of vocabulary (25:54) A brand that makes Paul smile About Paul Ingram Paul Ingram is the Kravis Professor of Business at the Columbia Business School and a renowned expert on leadership and organizational culture. He has received Columbia's highest recognition for teaching, the Presidential Award for Excellence in Teaching, as well as the Dean's Award for Teaching Excellence, and thirteen teaching awards voted by graduating students at Columbia and Cornell Universities. An empirical social scientist by trade, Paul has spent two decades researching how values influence performance at both the individual and organizational levels, resulting in more than one hundred published articles and books. What Brand Has Made Paul Smile Recently? Paul finds joy and a boost of creative energy in the Italian clothing brand Etro. He appreciates the brand's aesthetic—often featuring paisley prints and plaid foundations—noting that it has become a core part of his professional identity and a personal reminder of his own value of creativity. Resources & Links Connect with Paul on the Columbia Business School website. Check out his book, What Do You Really Stand For? We also discussed my work around values stories. Here's a link to a Harvard Business Review article I wrote on this. Listen & Support the Show Watch or listen on Apple Podcasts, Spotify, YouTube, Amazon/Audible, TuneIn, and iHeart. Rate and review on Apple Podcasts and Spotify to help others find the show. Share this episode — email a friend or colleague this episode. Sign up for my free Story Strategies newsletter for branding and storytelling tips. On Brand is a part of the Marketing Podcast Network. Until next week, I'll see you on the Internet! Learn more about your ad choices. Visit megaphone.fm/adchoices

Phil & Fed's Bogus Journey continues as Phil Chambers and Michael Hamflett arrive at long last in the home of the Recognised Symbol Of Excellence in Sports Entertainment, the Revolutionary Force, the Market Leader, the North Star of This Business, World Wrestling Entertainment. It's mostly just delirium from Hamflett from here, but seeing new Fed HQ and the iconic Titan Tower in the same day will do that to a mark who also happens to be celebrating his birthday at the very same time. Elsewhere, a South Park legacy delicacy is sampled, the hotel is a time machine, and an ardent belief in the value of One More Pint results in finding one of the trip's best bars. Hosted on Acast. See acast.com/privacy for more information.