Podcasts about NPS

Kate started her addiction journey at a young age, using substances as a salve for her terrible grief. Later, drugs and alcohol helped her to cope with the transition to nursing and the unending demands of a hospital setting.  But as with all addicts, this strategy worked until it didn't….Kate eventually had to find a new way to cope if she was going to survive past her 30s.Kate Gibson (The Coleman Institute)Kate@thecolemaninstitute.comKate.gibson.dnp@gmail.comBringing Therapy into Med Management-- An intensive workshop for psych NPs and PAs, June 3-6 2026 in Ft Collinshttps://www.craigheacockmd.com/bringing-therapy-into-med-management/BFTA on IG @backfromtheabysspodcasthttps://www.instagram.com/backfromtheabysspodcast/Explore the full BFTA Content Catalog:A listener-built, human-curated index of every Back From The Abyss episode to help you find themes, topics, and episode formats of interest.Best viewed on a laptop or desktop (not mobile).Content Catalog (in Google Sheets): https://bftapod.short.gy/indexBFTA episode recommendations/Podcast pagehttps://www.craigheacockmd.com/podcast-page/Support the show

Tired of executives breathlessly asking "what's our AI strategy?" while your data team drowns in 1,000 dashboards that nobody uses? In this episode, Juan and Tim cut through the noise with Juan Gorricho a data and analytics executive with more than 25 years of experience delivering business value at TD Bank, Visa, The Walt Disney Company We cover: Why do data leaders keep building vanity metrics instead of business value? How do you go from being an "order-taking reporting team" to a trusted decision intelligence partner? And why does every data governance initiative feel like building policies nobody wants to follow? The secret? Do it by slice. Not top-down. Not bottom-up. By slice—connecting each data product to real business outcomes while building reusable foundations underneath. If you're ready to turn your data team's NPS around and build trust that actually sticks, this one's for you. Spoiler: It starts with being brave enough to tell executives the truth. And btw, "I bet 40 columns drive 90% of your business."See omnystudio.com/listener for privacy information.

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Welcome to Kennedys Month at Right Answers Mostly. We're kicking things off at the very beginning: the building of the Kennedy dynasty and the man behind it all, Joseph P. Kennedy Sr.. The Kennedy story begins with famine in Ireland, and a risky escape to Boston, Massachusetts. We unpack how Juicy Joe built his fortune, pulled the strings behind the scenes, and paved the way for his sons, most famously John F. Kennedy, to enter politics. Was it clean? Not exactly. Was it effective? Absolutely. From backroom deals to carefully crafted public images, this is the origin story of how the Kennedys didn't just enter American politics, they conquered it, and sealed their place as American royalty. THIS IS THE KENNEDY DYNASTY! Created and produced by Claire Donald and Tess Bellomo For more RAM, go ⁠here.⁠ Join our premium channel for 3 bonus eps a month ⁠here⁠ and save 15% when you buy annually! Sources: American Dynasties: The Kennedys , NPS.gov, Wikipedia, altaonline Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode of the Thread Podcast, host Justin Vandehey sits down with Neal McCoy, VP of Customer Success and Professional Services at BigCommerce, to unpack where customer value most often breaks down after a deal is closed — and how companies can fix it.Neal shares insights from nearly a decade building CS and PS at BigCommerce, explaining why customers don't buy software to “solve problems,” but to make or save money. The conversation explores how unclear value realization creates friction during onboarding, why sales-to-CS handoffs fail, and how AI is reshaping customer success through better context, automation, and voice-of-the-customer insights at scale. Key Takeaways & HighlightsCustomers buy software to make money, save money, or both — not just to solve surface-level problemsMisalignment on value realization is the #1 reason onboarding and CS struggle post-saleSales teams often assume customers understand value — they usually don'tThe earlier value is quantified and documented in the sales cycle, the stronger the post-sale executionAI can eliminate manual handoff friction by summarizing calls, emails, and deal context automaticallyTraditional CS metrics like surveys and NPS are statistically weak; voice of the customer at scale is the futureCustomer success leaders must act as the primary conduit for customer insight back into product and GTMPersonalization at scale requires cohort-based learning, not one-size-fits-all onboardingFewer deals with clearer value often outperform higher-volume pipelines long termThe best salespeople optimize for customer outcomes, not just closed deals Chapters & Timestamps00:00 – Welcome & Introduction Justin introduces Neal McCoy and his background across military, fintech, digital engagement, and ecommerce.02:00 – Neal's Career Path & BigCommerce Journey How Neal helped build CS and professional services as BigCommerce moved upmarket.04:30 – Where Customer Value Breaks Down Post-Sale Why customers trade one set of problems for another when value isn't clearly defined.06:45 – What CS Wishes Sales Would Hand Off (But Rarely Does) The missing context that makes or breaks onboarding and adoption.09:15 – AI's Role in Fixing the Sales-to-CS Handoff How AI can summarize deal context and remove the burden from sellers.11:45 – Voice of the Customer vs. Traditional CS Metrics Why surveys fail and how AI unlocks insight from unstructured customer data.14:30 – Personalization at Scale in Ecommerce Onboarding Using cohort-based success models across industries, regions, and merchant types.17:15 – The Biggest Misconception Sales Leaders Have About Post-Sale Why focusing on value may reduce conversions but increase long-term growth.20:00 – The Future of CS, PS, and AI at BigCommerce How AI is changing delivery models, expertise, and customer expectations.22:30 – Closing Thoughts & What's Next Neal's outlook on AI, value delivery, and helping merchants succeed long-term.

Travel Beyond the Hospital: How Adventure & Purpose Restore Burned-Out Medical Professionals | MedTreks International Interview with Ari Rasori In this episode, we sit down with Ari Rasori, NP, founder of MedTreks International, to explore how global adventure, wellness, and community can help healthcare professionals recover from burnout and reconnect with their purpose. Ari shares her journey from working in the emergency department to building a boutique travel and retreat company for physicians, NPs, PAs, and nurses—combining continuing medical education (CME), wilderness medicine, and restorative retreats across six continents. We talk about: • Why burnout is so common in high-achieving healthcare professionals • How changing environments can reset the nervous system • The power of traveling with people who truly “get” medicine • Why purpose-driven adventure can reignite your spark • What MedTreks International offers and how their curated retreats work • A special announcement: The Whole Physician Retreat in Nosara, Costa Rica (Nov 7–14) • Early bird discount code: RESTORE26 If you love medicine but feel exhausted, disconnected, or in need of renewal, this conversation will help you remember who you are beyond the hospital walls—and how to restore the part of you that first fell in love with healing.

Rainforest enables vertical software companies to embed payment processing directly into their platforms - solving the complexity that previously forced software companies to direct customers to separate banks or resellers for payment processing. Founded by Joshua Silver, who spent nearly 20 years in payments starting with PatientCo (a healthcare billing company that scaled to process billions for major healthcare organizations), Rainforest now serves as the enabling layer for thousands of vertical software companies. In this episode of BUILDERS, Joshua shares the unconventional GTM decisions that shaped Rainforest's trajectory: from making contracts a product feature to implementing a zero bugs policy, and why he measures podcast success by qualified lead conversion rather than download counts. Topics Discussed: The embedded payments opportunity: why software companies stopped directing customers to banks Building in highly regulated environments where traditional MVP approaches fail The extended foundation-building phase required before processing the first payment Transitioning from 2.5-3 years of founder-led sales to a scalable GTM motion Using contract terms as competitive differentiation rather than negotiation leverage Implementing a zero bugs policy and its impact on service costs and retention Building thought leadership through the Payment Strategy Show and Vertex conference Lead quality metrics over vanity metrics for content investments GTM Lessons For B2B Founders: Hire from the industry and invest disproportionately in technical onboarding: Rainforest maintains one of the highest concentrations of payments talent on a percentage basis—nearly everyone has worked in payments or payments-adjacent roles. But hiring isn't enough. Joshua obsesses over training because in complex sales, prospects ask detailed technical questions and "the moment that you give bad answers or don't know your stuff, they're going to detect that and that's going to detract a lot from the trust." When selling technical infrastructure, surface-level product knowledge kills deals. Every touchpoint—engineers, support, account execs—must understand not just how the product works, but why it works that way. Engineer your standard contract to eliminate negotiation cycles: Joshua inverted conventional wisdom by making Rainforest's standard contract "overly favorable to the client"—no hidden terms, no punitive clauses, no exclusivity provisions. The result: "We don't have to spend a lot of legal time going back and forth. We don't have to invest a lot of time and by the way, burning a lot of goodwill too in contract negotiations." Prospects consistently report the legal process was shockingly easy compared to competitors. This isn't about being naive—it's strategic capital allocation. Joshua's philosophy: "Pick the fights that really matter and everything else is just rounding." Time spent in legal negotiations is wasted time that could be spent onboarding customers. Embed sales capabilities into your customer success function: Rainforest trains their CS team on negotiation tactics, value selling, and objection handling—competencies rarely developed in post-sale teams. Joshua noted the primary goal is customer assistance, but growth is an underlying objective. This isn't about making CS "do sales"—it's about equipping them to have commercial conversations when customers naturally express expansion interest. The key enabler: strong product-market fit means "we don't have to sell it that much. It's really a conversation about solutioning." Enforce a zero bugs backlog in high-stakes environments: Joshua's unofficial core value—"don't f with the money"—manifests in their zero bugs policy. It's not that they never create bugs; it's that "we don't tolerate living with them. We don't have a backlog of bugs to fix." When a bug is validated, they fix it immediately. His head of engineering recently discussed this on a podcast because people find it radical. The payoff: "When you have a higher quality product, you don't have to invest as much in service because the product just works and you have naturally happy customers." For infrastructure products where errors cascade into customer incidents, the accumulated cost of technical debt vastly exceeds the upfront investment in quality. Qualify content success by whether it's converting your ICP: Joshua rejects vanity metrics entirely. When asked about podcast ROI, he said: "I'd rather have 100 highly qualified listeners that are great targets for us than have 100,000 listeners and not have 100 qualified ones." They track this rigorously—every inbound lead is asked how they discovered Rainforest, and an increasing percentage cite the podcast. Prospects explicitly say "we heard the podcast and nobody else is putting this content out there." The metric isn't downloads; it's whether qualified buyers are self-identifying through your content and entering sales conversations pre-educated and pre-sold. Build ecosystem assets without demanding immediate attribution: Rainforest launched Vertex—a curated conference for vertical software founders and operators—that explicitly isn't a Rainforest sales event or user conference. Joshua doesn't track lead conversion from the conference: "That's not one of the key metrics. We actually look at NPS score as one of the key metrics. Did people find value in the conference?" They're running it twice this year because attendees report it's the highest-quality conference they attend annually. His philosophy: "Go create value, legitimate, genuine value for the ecosystem and they will come to us." They deliberately limit attendance to several hundred and choose venues that physically can't accommodate massive scale—maintaining intimacy as a forcing function against growth-for-growth's-sake. Plan for extended pre-market build phases in regulated industries: Joshua's advice for payments founders: "Make sure you know what you're getting into. It's a big build and there's very low tolerance for misses." Before processing their first payment, Rainforest had to achieve PCI compliance, SOC2 compliance, and implement comprehensive security infrastructure. Only then could they begin customer development with close network contacts. He contrasts this with his standard founder advice: build an MVP, sell quickly, get feedback, iterate. In payments, that playbook doesn't work—"you actually have to build so much of the foundation first just to process your very first payment." Founders in regulated spaces need patient capital and realistic timelines that acknowledge compliance infrastructure isn't optional. Institutionalize "ruthlessly simplify" as an operating principle: One of Rainforest's core values is ruthless simplification, which Joshua applies to "the legal contract, the engineering documentation, anything." He asks his team repeatedly when reviewing anything: "Can we simplify it? Can we simplify it? Can we simplify it?" The output quality dramatically improves. He references the Tim Ferriss framing: "What would this look like if it were simple?" When applied consistently, it cuts approximately 50% from plans, strategies, and deliverables—even when the creator thought they were already building simply. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

On this episode of NP Pulse, we discuss the common causes of misdiagnosis and the red flags NPs can encounter on the road to diagnosing and treating rare diseases. Today's guests are Stephanie Hosley and Deena Rodney, two NP experts who approach the topic of rare diseases with consideration and care. This podcast is made possible by Alexion.

When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, "not invented here," and personal competition can quietly shred performance, while external shocks—regulatory changes, competitor M&A, natural disasters, and market movements—keep landing on your desk. The leader's job is to create solid alignment between what the company needs and what individuals actually do every day.  What is performance alignment and why does it matter in 2025-era organisations? Performance alignment is the tight fit between company direction and individual behaviour so the business operates like one smooth machine. Without alignment, internal friction beats you before the market does—teams compete instead of coordinate, priorities conflict, and effort gets wasted on "busy work" that looks active but doesn't move results. In post-pandemic business (2020–2025), this got harder: hybrid work increased miscommunication, supply chains became less predictable, and regulation shifts plus competitor consolidation raised complexity. In Japan, alignment can be strong once decisions land, but slower if consensus and cross-division coordination drags. In the US, execution can be fast, but priorities can splinter if each function runs its own agenda. In multinationals, the "moving parts" problem is amplified; in SMEs, a single misalignment can derail the whole plan. Do now: Write the one-line "main game" for this quarter and check every team goal against it.  How do vision and mission create alignment across divisions and teams? Vision and mission align performance by clarifying where you're going and what you will (and won't) do to get there. Vision is the window to a brighter future and the goals for where you want to be—and there's usually a macro company vision plus a unit-level vision that translates strategy into local execution. When teams can "juxtapose" their contribution to the enterprise vision, motivation rises because people can see how their work matters. Mission then adds operational clarity by defining purpose and boundaries, preventing scattergun activity. This is where big organisations often win: leaders at firms like Toyota or Unilever typically cascade strategy into unit-level execution targets; startups do it faster, but sometimes leave it implicit, which can cause drift as the company scales. Do now: Rewrite your unit vision in one sentence that shows exactly how it supports the enterprise vision.  How do shared values drive engagement and commitment (especially across cultures)? Shared values align performance because they act as the cultural glue that keeps behaviour consistent under pressure. Values aren't posters—they're the rules of the road for how decisions get made, how conflict gets handled, and what "good" looks like when nobody is watching. The hard truth is the personal value spectrum is extremely varied, so alignment doesn't happen by accident. Leaders have to make values explicit, visible, and reinforced through recognition and consequences. In Japan, values often support harmony and consistency, but can also discourage constructive challenge if not balanced. In the US, values may champion individual initiative, but can turn into silos if each team's "value" becomes their private religion. In both contexts, values determine whether people truly commit or just comply. Do now: Pick 3 values and define the observable behaviours that prove each one in meetings, customer work, and decision-making.  What is a position goal and how does it motivate teams to perform? A position goal aligns performance by giving teams a clear competitive target: where do we want to rank? That could mean market share dominance, profitability leadership, or rapid growth—inside your industry, sector, or even within your own global organisation. This is powerful because many teams feel isolated and assume their work doesn't make much difference. A visible ranking goal (top ten by revenue, number one in customer retention, highest NPS in the region) turns effort into identity and recognition. In large enterprises, position goals can be highly motivating because teams can see how they compare globally. In SMEs, position goals should be chosen carefully—too grand and they feel fake; too small and they don't inspire. Consumer sectors may chase share; B2B may prioritise margin and renewal stability. Do now: Choose one position goal for 2026 and define the single metric that proves it.  How do KRAs, standards, and activities translate strategy into daily execution? KRAs, standards, and activities align performance by turning "strategy" into measurable work that gets done consistently. Key Result Areas (KRAs) identify where results must be achieved and what matters most; constant measurement and broadcasting keeps focus. Performance standards then create objectivity—use frameworks like SMART (Specific, Measurable, Attainable, Relevant, Time-specific) so everyone knows what "good" looks like. Finally, required activities must directly produce the desired outcomes; otherwise, you collect "barnacles" of superfluous tasks that slow the ship. In Japan, standards can be strong and consistent, but activity lists can grow bloated if nobody challenges legacy tasks. In the US, activity can be energetic, but standards can vary if not enforced. Do now: List your top 3 KRAs, define one standard for each, and delete one "busy work" activity that doesn't support them.  How do skills audits and results reviews keep alignment strong over time? Skills and results close the alignment loop by ensuring the team can perform—and learning whether the system worked. A skills audit tells you if the team has the capacity to achieve the goals, what training/coaching is required, and whether you need new talent. The article notes that changing personnel can be difficult and expensive in Japan, which makes skill-building and coaching even more critical. Results then answer the leadership questions: did we achieve what we set out to do, what was the quality, and what did we learn? Even failure can be a learning experience that makes the next cycle stronger. Startups can iterate faster with shorter review loops; multinationals may need quarterly or annual alignment reviews, but should still build in regular check-ins. Do now: Run a quarterly skills audit + results review: capability gaps, coaching plan, and 3 lessons to apply next quarter.  Conclusion Performance alignment is not "soft culture work"—it's a hard business system that prevents friction, wasted effort, and internal competition from destroying results. The eight elements—vision/mission, values, position goal, KRAs, standards, activities, skills, and results—work like a checklist leaders can use to keep the main game in sight, even when emergencies and meltdowns try to hijack attention.  Next steps for leaders and executives Re-state the unit vision and mission in execution language.  Choose one position goal and one proving metric.  Set KRAs + standards, then strip out "barnacle" activities.  Audit skills and lock in coaching or hiring actions.  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動okasu" Rīdā).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, "not invented here," and personal competition can quietly shred performance, while external shocks—regulatory changes, competitor M&A, natural disasters, and market movements—keep landing on your desk. The leader's job is to create solid alignment between what the company needs and what individuals actually do every day.  What is performance alignment and why does it matter in 2025-era organisations? Performance alignment is the tight fit between company direction and individual behaviour so the business operates like one smooth machine. Without alignment, internal friction beats you before the market does—teams compete instead of coordinate, priorities conflict, and effort gets wasted on "busy work" that looks active but doesn't move results. In post-pandemic business (2020–2025), this got harder: hybrid work increased miscommunication, supply chains became less predictable, and regulation shifts plus competitor consolidation raised complexity. In Japan, alignment can be strong once decisions land, but slower if consensus and cross-division coordination drags. In the US, execution can be fast, but priorities can splinter if each function runs its own agenda. In multinationals, the "moving parts" problem is amplified; in SMEs, a single misalignment can derail the whole plan. Do now: Write the one-line "main game" for this quarter and check every team goal against it.  How do vision and mission create alignment across divisions and teams? Vision and mission align performance by clarifying where you're going and what you will (and won't) do to get there. Vision is the window to a brighter future and the goals for where you want to be—and there's usually a macro company vision plus a unit-level vision that translates strategy into local execution. When teams can "juxtapose" their contribution to the enterprise vision, motivation rises because people can see how their work matters. Mission then adds operational clarity by defining purpose and boundaries, preventing scattergun activity. This is where big organisations often win: leaders at firms like Toyota or Unilever typically cascade strategy into unit-level execution targets; startups do it faster, but sometimes leave it implicit, which can cause drift as the company scales. Do now: Rewrite your unit vision in one sentence that shows exactly how it supports the enterprise vision.  How do shared values drive engagement and commitment (especially across cultures)? Shared values align performance because they act as the cultural glue that keeps behaviour consistent under pressure. Values aren't posters—they're the rules of the road for how decisions get made, how conflict gets handled, and what "good" looks like when nobody is watching. The hard truth is the personal value spectrum is extremely varied, so alignment doesn't happen by accident. Leaders have to make values explicit, visible, and reinforced through recognition and consequences. In Japan, values often support harmony and consistency, but can also discourage constructive challenge if not balanced. In the US, values may champion individual initiative, but can turn into silos if each team's "value" becomes their private religion. In both contexts, values determine whether people truly commit or just comply. Do now: Pick 3 values and define the observable behaviours that prove each one in meetings, customer work, and decision-making.  What is a position goal and how does it motivate teams to perform? A position goal aligns performance by giving teams a clear competitive target: where do we want to rank? That could mean market share dominance, profitability leadership, or rapid growth—inside your industry, sector, or even within your own global organisation. This is powerful because many teams feel isolated and assume their work doesn't make much difference. A visible ranking goal (top ten by revenue, number one in customer retention, highest NPS in the region) turns effort into identity and recognition. In large enterprises, position goals can be highly motivating because teams can see how they compare globally. In SMEs, position goals should be chosen carefully—too grand and they feel fake; too small and they don't inspire. Consumer sectors may chase share; B2B may prioritise margin and renewal stability. Do now: Choose one position goal for 2026 and define the single metric that proves it.  How do KRAs, standards, and activities translate strategy into daily execution? KRAs, standards, and activities align performance by turning "strategy" into measurable work that gets done consistently. Key Result Areas (KRAs) identify where results must be achieved and what matters most; constant measurement and broadcasting keeps focus. Performance standards then create objectivity—use frameworks like SMART (Specific, Measurable, Attainable, Relevant, Time-specific) so everyone knows what "good" looks like. Finally, required activities must directly produce the desired outcomes; otherwise, you collect "barnacles" of superfluous tasks that slow the ship. In Japan, standards can be strong and consistent, but activity lists can grow bloated if nobody challenges legacy tasks. In the US, activity can be energetic, but standards can vary if not enforced. Do now: List your top 3 KRAs, define one standard for each, and delete one "busy work" activity that doesn't support them.  How do skills audits and results reviews keep alignment strong over time? Skills and results close the alignment loop by ensuring the team can perform—and learning whether the system worked. A skills audit tells you if the team has the capacity to achieve the goals, what training/coaching is required, and whether you need new talent. The article notes that changing personnel can be difficult and expensive in Japan, which makes skill-building and coaching even more critical. Results then answer the leadership questions: did we achieve what we set out to do, what was the quality, and what did we learn? Even failure can be a learning experience that makes the next cycle stronger. Startups can iterate faster with shorter review loops; multinationals may need quarterly or annual alignment reviews, but should still build in regular check-ins. Do now: Run a quarterly skills audit + results review: capability gaps, coaching plan, and 3 lessons to apply next quarter.  Conclusion Performance alignment is not "soft culture work"—it's a hard business system that prevents friction, wasted effort, and internal competition from destroying results. The eight elements—vision/mission, values, position goal, KRAs, standards, activities, skills, and results—work like a checklist leaders can use to keep the main game in sight, even when emergencies and meltdowns try to hijack attention.  Next steps for leaders and executives Re-state the unit vision and mission in execution language.  Choose one position goal and one proving metric.  Set KRAs + standards, then strip out "barnacle" activities.  Audit skills and lock in coaching or hiring actions.  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動okasu" Rīdā).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

Welcome back to Truth, Lies & Work — the podcast where behavioural science meets real working life. This week, we're asking a simple question with uncomfortable answers: who really gets flexibility, who's trusted around AI, and what psychology myths are still shaping work decisions?

Send us a textMore of us are being seen by nurse practitioners (NPs) and physician associates/assistants (PAs); for routine care outcomes look similar to physician visits, but for complex, new, or worsening problems you should push to see the doctor and ask for clear oversight.Key topicsWhy this is happening: Longer waits and rising demand meet a physician shortfall, so systems lean on NPs/PAs to expand access. New-patient waits average ~31 days, varying widely by city and specialty (AMN). Fewer people have a usual source of care, pushing visits to urgent care/ER (Milbank Scorecard).The scope shift: NP involvement in Medicare outpatient visits rose from 14% in 2013 to ~26% in 2019 (Harvard/Tradeoffs summary). Projections show rapid growth in NP and PA roles through 2030 (ValuePenguin analysis).Training differences (at a glance): NPs typically complete a master's/DNP with ~500–700 supervised clinical hours and, in many states, can practice independently; PAs complete a master's with ~2,000 supervised hours and practice with physician collaboration; physicians complete medical school plus 3–5+ years of residency (~10,000+ hours) and broad rotations—critical for complex differential diagnosis (AJMC overview).Quality of care, by the evidence: For common, protocol-driven issues, outcomes are generally similar. A Cochrane-summarized evidence base finds comparable results for blood pressure control, mortality, and patient satisfaction, with longer counseling time in NP visits (AJMC summary of RCTs). Patients often feel PAs spend more time with them (JAAPA survey). Diabetes care quality appears similar across clinicians (PubMed); NPs tend to deliver more smoking-cessation counseling (AANP brief).Where this works well: Routine follow-ups (blood pressure, cholesterol, diabetes), protocol-based care, minor acute concerns (UTI, simple URI), post-op checks when all is going well—especially with clear physician involvement.When to push for the doctor: New, unclear, or non-resolving problems (e.g., complex headaches, persistent back pain, ongoing fatigue or depression), multiple chronic conditions, many medications, or when a serious alternative diagnosis must be ruled out (e.g., “heartburn” vs. cardiac disease).Advocate for transparency: Ask in advance who you'll see, whether your case will be reviewed with a physician, and how escalation works if you're not improving.TakeawaysAccess will keep driving NP/PA growth; use it to be seen sooner.For routine care, NPs/PAs are often a solid choice with similar outcomes and more counseling time.For complexity, insist on physician evaluation or documented oversight.You have the power to ask questions, confirm the plan, and request escalation when needed.Links mentioned in this episode AMN wait-time trends →

Send us a text✨ Was steckt wirklich hinter der Allegris-Verspätung bei Lufthansa?Die massiven Verzögerungen beim neuen Allegris-Produkt – besonders bei der Boeing 787-9 – liegen nicht primär an Lufthansa, sondern an der extrem komplexen Sitzproduktion und der langsamen FAA-Zertifizierung.Collins Aerospace, einer der beteiligten Hersteller, kämpft mit der Zulassung der verschiedenen Sitzvarianten. Besonders betroffen: alle Sitze außer den vordersten Suites, die bisher als einzige vollständig zertifiziert wurden.Das Ergebnis: Lufthansa darf aktuell nur 4 von 28 Business-Class-Sitzen wirklich verkaufen – und das kostet jeden Tag echtes Geld. Die vollständige Freigabe wird erst Mitte/Ende 2026 erwartet.

Monday, January 26th, 2026Today, 37 year old Veterans Affairs ICU nurse Alex Pretti was disarmed and executed by Trump's agents in Minneapolis; Chuck Schumer says Democrats will not vote to fund most of the government; gay asylum seekers are being deported to Iran where they will likely face torture or execution; an FBI agent who tried to investigate Jonathan Ross in the murder of Renée Good has resigned; Ted Cruz rakes JD Vance and Trump over the coals during private donor meetings; a judge has ordered the three people arrested for entering a church with Don Lemon released from prison; Pam Bondi has written a letter offering to take ICE out of Minnesota if the state hands over it's SNAP and voter rolls; a judge has issued a restraining order barring the feds from destroying or tampering with evidence in the Alex Pretti murder; corporate media covers a general strike in Minneapolis; and Allison and Dana deliver your Good News.Thank You, Naked WinesTo get 6 bottles of wine for $39.99, head to nakedwines.com/DAILYBEANS and use code DAILYBEANS for both the code and password.Thank You, ShopifySign up for a $1/month trial period at shopify.com/dailybeansGuest: Joyce Vance Giving Up Is Unforgivable by Joyce Vance - Penguin Random HouseCivil Discourse with Joyce Vance | Substack#SistersInLaw - Podcast - Apple Podcasts, The Insider Podcast@joycewhitevance.bsky.social on BlueskyThe LatestNEW: A Leaked Internal CBP Memo Orders Mandatory Riot Control Training for All Officers | The BreakdownStoriesBondi seeks Minnesota voter rolls, welfare data to "help bring back law and order" in wake of shootings | CBS NewsDemonstrators Flood Minneapolis Streets as Hundreds of Businesses Close to Protest ICE | NYTGay asylum-seekers set for deportation to Iran fear execution in their home countryExclusive: In secret recordings, Cruz trashes Trump tariffs, Vance | Axios Good TroubleHelp get SJ reinstated at Yosemite We're asking members of the public to amplify by emailing Acting Director Jessica Bowron at nps_director@nps.gov and Yosemite Superintendent at raymond_mcpadden@nps.gov to reinstate Dr. SJ Joslin. They may also fill out the “contact us” form at Yosemite's page at NPS.gov/yose.Here's a script people can send: "Hello Acting NPS Director Jessica Bowron,I saw that several NPS unions have signed and released an open letter directed to you in support of Dr. SJ Joslin and their reinstatement to Yosemite National Park. I strongly agree with the 4,200 NPS employees, or an estimated 33% of the total NPS workforce, that these signatures represent. Please review their letter and reinstate SJ to their rightful place in the National Park Service.Sincerely,    Your Name”→Tell Congress Ice out Now - Take Action Now | Indivisible→Defund ICE (UPDATED 1/21) - HOUSE VOTE THURSDAY→Urge American Ballet Theatre to cancel upcoming Kennedy Center performances →Ways to Support MN's Immigrant Communities Amid ICE Activity - Mpls.St.Paul Magazine→Congress: Divest From ICE and CBP | ACLU→ICE List  →iceout.org→2026 Trans Girl Scouts To Order Cookies From! | Erin in the Morning Good Newsquiltbynight.com/_files/ugd/ba8c2f_61341fec36e14147a709360bdedbbfc6.pdfMadison Roller Derby→Go To Good News & Good Trouble - The Daily Beans to Share YoursSubscribe to the MSW YouTube Channel - MSW Media - YouTubeOur Donation LinksPathways to Citizenship link to MATCH Allison's Donationhttps://crm.bloomerang.co/HostedDonation?ApiKey=pub_86ff5236-dd26-11ec-b5ee-066e3d38bc77&WidgetId=6388736Allison is donating $20K to It Gets Better and inviting you to help match her donations. Your support makes this work possible, Daily Beans fam. Donate to It Gets Better / The Daily Beans FundraiserJoin Dana and The Daily Beans and support on Giving Tuesday with a MATCHED Donation http://onecau.se/_ekes71More Donation LinksNational Security Counselors - Donate

Confidence doesn't magically appear with time — especially for Nurse Practitioners early in their careers. In this episode, we break down how NPs can build real clinical confidence without years of experience.You'll learn why confidence isn't about knowing everything, how to trust your clinical thinking, and practical ways to reduce self-doubt, imposter syndrome, and anxiety in practice.In this episode, we cover:Why experience alone doesn't create confidenceWhat clinical confidence actually looks likeHow to build confidence without memorizationStay Tuned for next week to hear about: The role of systems in building confidenceHow new and early-career NPs can grow fasterWhether you're a new grad NP, NP student, or early-career Nurse Practitioner, this episode will help you feel more grounded, capable, and confident in your role.

Marbue Brown defines customer obsession versus customer focus. He explains you start with the customer and work backwards. He contrasts companies that work backwards from product or profits. He draws on Amazon practices where the question, "what is the competition doing?" rarely comes up. He outlines five levels on the customer obsession continuum: customer indifferent, aware, focused, centric, and obsessed.  He gives cultural examples like hashtag thank you Thursday used by leaders to recognize employees and reinforce customer priorities across the organization. Marbue explains tools to measure and act on customer obsession. He describes the customer obsession barometer built with Dr. John Hughes. It scores nine practices from his book Blueprint for Customer Obsession. The barometer separates top tier companies and identifies "obsessed customers" who recommend and repurchase. He gives Chase as a success story. Chase links employee obsession with customer results through listening, rapid actioning of feedback, branch visits, and recognition.  About Marbue Brown Marbue Brown is founder of The Customer Obsession Advantage, a firm dedicated to helping companies achieve transcendent business results through Customer Obsession. He is an accomplished customer experience (CX) executive with a track record of thought leadership and signature business results at some of the most iconic companies on the planet, including JP Morgan Chase, Amazon.com, Microsoft Corporation, and Cisco Systems. As a CX leader, he guided the Chase Consumer Bank to record performance in the JD Power Retail Banking Study, NPS and branch satisfaction. He transformed the Andon Cord mechanism at Amazon.com from a primarily manually triggered to system to a primarily automated system triggered by machine learning and statistical models. The Andon Cord is one of Amazon.com's most significant mechanisms it uses to personify its Customer Obsession culture. Marbue devised and codified the NSAT Improvement Approach at Microsoft, which was widely used by business units to dramatically improve CX as well as international subsidiaries who won nationwide awards in the process. He co-authored seminal articles about customer experience measurements that are widely cited in industry. He is a sought after speaker and published author on customer experience, business strategy and economic policy. Relevant links:  www.customerobsession.net Chapters:  0:00 - Intro 0:35 - Career Highlights and Key Achievements 4:13 - Winning in Customer-Centric Roles 9:13 - Understanding Customer Obsession 11:42 - Customer Obsession Continuum Explained 16:45 - Measuring Customer Obsession with Barometer 22:11 - Success Story: Chase's Customer and Employee Focus 32:53 - Key Takeaways on Customer Policies 35:12 - Conclusion and Farewell   Please, hit the follow button and leave your feedback: Apple Podcast: https://www.cxgoalkeeper.com/apple Spotify: https://www.cxgoalkeeper.com/spotify About the host: Gregorio Uglioni is a seasoned transformation leader with over 15 years of experience shaping business and digital change, consistently delivering service excellence and measurable impact. As an Associate Partner at Forward, he is recognized for his strategic vision, operational expertise, and ability to drive sustainable growth. A respected keynote speaker and host of the well-known global podcast Business Transformation Pitch with the CX Goalkeeper, Gregorio energizes and inspires organizations worldwide with his customer-centric approach to innovation. Follow Gregorio Uglioni on Linkedin: https://www.linkedin.com/in/gregorio-uglioni/    

Amplio operates a two-sided marketplace that helps manufacturers monetize surplus inventory and decommissioned industrial equipment rather than writing off assets or paying for disposal. The company has won contracts with GM and SpaceX despite competing against liquidators with 30-year local relationships. In a recent episode of BUILDERS, we sat down with Trey Closson, Co-Founder and CEO of Amplio, to unpack how the company executed a complete business model pivot from supply chain risk software to marketplace, discovered that enterprise deals close faster than SMB despite conventional wisdom, and built repeatable GTM motions in a fragmented $100B+ market previously dominated by local operators. Topics Discussed: Executing Amplio's pivot from supply chain risk software to surplus inventory marketplace Moving four truckloads of inventory through a WeWork to prove the business model Closing GM and SpaceX inbound from Google Ads as the PMF validation signal Displacing 30-year incumbent relationships through corporate + local dual threading Why enterprise contracts closed faster than SMB deals in Amplio's specific context Scaling beyond founder-led sales to repeatable AE motions Operating a two-sided marketplace: supply acquisition strategy vs. demand conversion GTM Lessons For B2B Founders: Manual heroics prove economics before automation: When a customer offered Amplio $25 million in surplus inventory, Trey had no warehouse, no logistics infrastructure, and no playbook. What was supposed to be four pallets became four full truckloads delivered to their WeWork. Trey and one employee physically moved inventory boxes off pallets into their office space, then figured out how to sell it while the WeWork management threatened eviction. The core insight: "the first time solving a problem, it doesn't need to be an automated, efficient process, it just needs to be okay. A customer has a problem, we need to figure out a way to solve that problem." Only after proving they could profitably solve the problem multiple times did they invest in automation and efficiency. For founders, the implication is clear—delay infrastructure investment until you've manually proven unit economics and repeatability, even if execution requires unsustainable effort. True PMF signals come from zero-relationship wins: Trey leveraged 15 years of supply chain relationships to secure initial customers and build product infrastructure. But he identifies the precise PMF inflection point: "middle of last year, we had both GM and SpaceX respond to a Google Ad." These companies had zero connection to Trey or his co-founder, found Amplio through SEM, and chose them over traditional liquidators they'd worked with for years. This is the distinction between "my network will buy from me" and "the market will buy from us." Founders should use their Rolodex to achieve velocity and prove the concept, but recognize that true product-market fit only exists when customers with no founder relationship choose your solution over established alternatives. Enterprise velocity depends on payment direction and urgency profile: Amplio deliberately focused on enterprise after being told by multiple founders to avoid "hunting whales." They discovered enterprise closed faster than SMB for three structural reasons. First, SMBs had unrealistic recovery expectations—wanting $900K back on $1M inventory when market reality is cents on the dollar, creating unresolvable expectation gaps. Second, enterprises had the problem across 100+ facilities with no dedicated owner and urgent mandates from finance or supply chain leadership. Third, because Amplio pays customers rather than charging them, legal review velocity increased dramatically. As Trey explains: "the lawyers thankfully determine, because we're not getting paid by them, that there's low risk for them in terms of signing a contract with us." Founders should map their specific deal structure and customer urgency profile rather than defaulting to SMB-first based on generic advice. Displace entrenched relationships through dual-threading: The surplus liquidation market is hyper-fragmented with hundreds of thousands of local liquidators, many holding 30-year plant-level relationships. Amplio's breakthrough: "partnering together with that person at the corporate level we can indicate not only can we solve the problem locally, but we can also do it across the entire enterprise." They pair the local plant manager with corporate procurement or finance leadership, demonstrating local problem-solving plus enterprise-wide scalability that local liquidators cannot match. This dual-threading strategy neutralizes the incumbent's relationship advantage while showcasing the efficiency and consistency that corporate leadership values. For founders entering relationship-driven markets, identify the corporate stakeholder whose enterprise-wide objectives trump individual facility loyalty. Accelerate trust through predictable execution in low-NPS markets: Industrial liquidation is a "really low NPS industry—nobody loves working with their liquidator." In markets with poor customer satisfaction and commoditized offerings, trust accelerates when you focus on "say-do ratio"—if you commit to something, execute it. Amplio often solves adjacent problems outside their core offering and frequently removes inventory from warehouses faster than economically optimal to make customers "look like an absolute hero." This over-delivery in low-satisfaction markets creates disproportionate differentiation. The tactical implementation: understand what problems the organization is trying to solve beyond your core product, find ways to solve those problems even if not monetizable, and prioritize making your champion successful over optimizing every transaction. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

How do large fertility networks retain great people when everyone is struggling to do the same?In this week's episode of Inside Reproductive Health, Iris González, Chief Operating Officer of IVI RMA North America, to talks about how one of the largest fertility organizations in the country approaches retention, leadership, and patient experience at scale.Iris shares:How IVI RMA uses regular operator meetings to address retention across practicesThe dyad leadership model used throughout the organizationIVI RMA's built-in backup staffing strategiesWhy IVI RMA implemented patient advisory councils (and how they act on the feedback)The operational changes they made to improve financial counselingHow IVI RMA tripled patient survey participation (While improving NPS)

South Carolina Medical Association (SCMA) immediate past president Mayes DuBose, MD and Vice President of Advocacy and Policy Counsel Holly Pisarik discuss efforts that the association has led in fighting bills that would allow unsupervised practice rights to NPs and PAs after just 2,000 hours of clinical hour experience - and let PAs switch specialties after just 1,000 hours.https://www.scmedical.org/Get the books: Patients at Risk https://www.amazon.com/dp/B08M9YJQR3/Imposter Doctors: https://www.amazon.com/dp/1627344438/PhysiciansForPatientProtection.org

Most customer experience goals are meaningless. In this episode, Bob Furniss and Amas Tenumah dismantle the way contact centers set annual CX metrics and explain why leaders keep optimizing numbers that customers neither notice nor value. Using insights from a John Goodman article on CX goal-setting, the conversation exposes the disconnect between executives, customers, and frontline teams—and why automation, deflection, and "respectable" percentage improvements often make service worse, not better. This episode is about shifting from internally convenient metrics to customer-impactful outcomes. What You'll Hear Why CX goals are often chosen because they sound reasonable, not because they solve customer problems How executives chase a single "magic number" instead of understanding service complexity The fundamental incentive gap between customers and senior leadership Why customers and frontline agents are aligned—but executives aren't How automation and bots optimize company metrics while frustrating customers Where AI actually helps: analyzing volume, root causes, and systemic friction Why average metrics (ASA, AHT) distort reality and reward the wrong behavior How poor goal-setting punishes leaders who successfully automate the "easy" work The risk of letting someone else define your goals if you don't take control A real-world example of automation done right—and how bad metrics mislabel it as failure Key Takeaways Vanity metrics don't fix customer experience Deflection and containment may look good internally while actively harming trust CX leaders must own the narrative or be trapped chasing numbers they don't believe in AI should surface customer pain, not just reduce contact volume Goals should reflect customer outcomes, not executive convenience Resources Mentioned John Goodman's article on CX goal-setting (referenced in discussion) HOLD: The Suffering Economy of Customer Service by Amas Tenumah Available on Amazon Signed copies at waitingforservice.com Who This Episode Is For Contact center and CX leaders setting 2026 goals Executives relying on NPS, ASA, AHT, or deflection as proxies for success Practitioners tired of fixing the wrong problems Anyone responsible for explaining service performance to leadership  

In this episode of The Boardroom Buzz, the Blue Collar Twins sit down with Trevor Sharp and Scott Sandberg from Ruva Pest Control, the Utah door-to-door guys who packed up, moved to Connecticut, and built a high-retention pest brand from scratch. In just three years, Ruva has stacked close to 3,000 five-star Google reviews, blended aggressive door-to-door with disciplined digital, and built a culture where twenty‑somethings earn $80K+ and line up for supervisor licenses. They share how they chose Connecticut, why they fired almost their entire first ops team, and how they rebuilt around culture, referrals, and customer experience. This is a doors-to-boardroom playbook on building a real company behind a door-to-door engine. You'll learn: • Why they left a big national and relocated to Connecticut with zero presence • The hiring mistake that wrecked year one ops and how they fixed retention • How they use NPS and review-based incentives to drive service quality • Why combining door-to-door with LSA, PPC, and referrals beats single-channel growth • How they're structuring branch equity for future leaders (and why it matters) Ready for boardroom-level help with your own business? • Grow, sell, or exit your service company with Potomac: https://www.potomaccompany.com Connect with the hosts: • Blue Collar Twins – Jason & Jeremy Julio: https://bluecollartwins.com Connect with Paul: • Paul Giannamore – Managing Director & M&A advisor at Potomac: https://www.linkedin.com/in/paulgiannamore

In this episode, Justin talks with Claire, a family nurse practitioner ready to break out of traditional employment and launch her own functional medicine practice. Like most NPs considering the leap, Claire faces imposter syndrome and fears about starting a business from scratch. Together, they cut through the uncertainty and get real about what it takes to move from employee to business owner.You'll hear actionable advice on structuring a lean, cash-based practice, how to price and package services without overcomplicating your offer, whether insurance is worth the headache, and why you don't need thousands of patients to build a profitable clinic. They cover how to leverage your current skills, keep overhead low, and use your 1099 income to fund your startup smartly. Justin calls out the most common limiting beliefs, offers practical steps to get started part-time, and explains the right time to scale or bring on extra help.If you're stuck in overwhelm, worried you're not “ready,” or just want a blueprint for building your practice the right way, this episode lays out a clear, honest path forward.

Supporting a patient who needs medication does not end when they receive their prescription. Many patients struggle with living in pharmacy deserts, have further questions when their local pharmacies are closed or have difficulty remembering when and what medications to take. Family nurse practitioner Hiva Kolondrubetz and Tess Carey — senior pharmacist and clinical advisor at Amazon Pharmacy — are today's guests on NP Pulse, and they tackle the concerns NPs face when getting their patients to not only receive but also successfully take their prescribed medications. This podcast is made possible by Amazon.

Strange Tales of Ferals, NPS Secrets, and MORE!Become a supporter of this podcast: https://www.spreaker.com/podcast/missing-persons-mysteries--5624803/support.

We dig into why traffic is fragmenting, why single-channel expertise won't cut it, and how expert generalists, stronger offers, and brand strategy are now the true growth levers. We share a practical path from productized “done-for-you” to higher-margin “done-with-you,” plus frameworks for attribution, remote team performance, and human-in-the-loop AI.• AI-driven traffic shifts and platform changes• Generalists with deep skills as the new edge• Offers, positioning, and CRO over channel tricks• Human-in-the-loop standards to avoid AI slop• Done-with-you consulting to expand TAM and margin• Retainers, value pricing, and capacity planning• Attribution redesign and qualification signals• Objectives, metrics, KPIs, and NPS for retentionGuest Contact Information: Website: agencyacquisitions.ioLinkedIn: linkedin.com/in/nickavariaTwitter/X: x.com/Nick_AvariaYouTube: youtube.com/@AgencyAcquisitionsInstagram: instagram.com/nick_avariaMore from EWR and Matthew:Leave us a review wherever you listen: Spotify, Apple Podcasts, or Amazon PodcastFree SEO Consultation: www.ewrdigital.com/discovery-callWith over 5 million downloads, The Best SEO Podcast has been the go-to show for digital marketers, business owners, and entrepreneurs wanting real-world strategies to grow online. Now, host Matthew Bertram — creator of LLM Visibility™ and the LLM Visibility Stack™, and Lead Strategist at EWR Digital — takes the conversation beyond traditional SEO into the AI era of discoverability. Each week, Matthew dives into the tactics, frameworks, and insights that matter most in a world where search engines, large language models, and answer engines are reshaping how people find, trust, and choose businesses. From SEO and AI-driven marketing to executive-level growth strategy, you'll hear expert interviews, deep-dive discussions, and actionable strategies to help you stay ahead of the curve. Find more episodes here: youtube.com/@BestSEOPodcastbestseopodcast.combestseopodcast.buzzsprout.comFollow us on:Facebook: @bestseopodcastInstagram: @thebestseopodcastTiktok: @bestseopodcastLinkedIn: @bestseopodcastConnect With Matthew Bertram: Website: www.matthewbertram.comInstagram: @matt_bertram_liveLinkedIn: @mattbertramlivePowered by: ewrdigital.comSupport the show

The first year as a Nurse Practitioner can feel overwhelming, isolating, and nothing like what school prepared you for. In this episode, Sandra discusses openly the biggest challenges new NPs face—from confidence and decision-making to documentation, expectations, and burnout—and what actually helps during the transition from NP student to provider. If you're a new nurse practitioner or preparing to start your first NP job, this episode will give you clarity, reassurance, and a realistic roadmap forward.Absolutely—let's switch angles so it doesn't feel repetitive and hits a different emotional + practical nerve. This one leans into career protection, confidence, and long-term success, not just “new NP overwhelm.”

Dennis Martin Disappearance Update - NPS Files Released After 56 Years!Become a supporter of this podcast: https://www.spreaker.com/podcast/missing-persons-mysteries--5624803/support.

In this 5 Insightful Minutes episode, Richard McKenzie, Chief Executive Officer at Veloq (a division of the Rohlik Group), joins Omni Talk to reveal how they've cracked the code on profitable online grocery delivery. From achieving 30% annual growth to maintaining an 88 NPS score, Richard breaks down how Rohlik delivers full-basket grocery in 3 hours profitably, why their automation approach succeeds where others have failed, and how building technology "customer backwards" creates operational excellence. If you've ever wondered what actually makes online grocery work financially, this episode is for you.

On this compelling episode of NP Pulse: The Voice of the Nurse Practitioner®️, Drs. Jessica Peck and Ashley Hodges reveal shocking trends affecting our children — and address the added risk and pressures young people face with increased exposure to social media. Social media plays a powerful role in shaping adolescent risk-taking, especially as teen brains are still developing and highly sensitive to reward and peer validation. In this final episode of AANP's adolescent health series, nurse practitioner (NP) experts Peck and Hodges explore how digital environments influence mental, physical and sexual health — and how clinicians and parents can respond. By normalizing developmentally appropriate risk, avoiding fear-based approaches and using strengths-based, motivational interviewing strategies, NPs can help teens navigate social media safely and support healthier decision-making in today's high-stakes digital world.

Sponsored by the Institute for Functional Nursing. Learn more about our programs at fxnursing.com Functional Medicine is meant to be about healing the root cause, not just managing symptoms—but not every provider or clinic claiming to practice “FM” is truly doing it. In this powerful episode, I share a personal (and fully permitted) story about a loved one who finally sought Functional Medicine help—only to end up in a clinic focused more on selling expensive labs and supplements than offering real clinical strategy, support, or individualized care. This isn't about calling out individuals. It's about protecting patients—especially those who are vulnerable, overwhelmed, or desperate for answers. I've had this same type of conversation with hundreds of RNs and NPs, and its an all too common problem. Whether you're navigating chronic illness, searching for integrative support, or trying to help a loved one who's struggling, this conversation will help you understand how to identify red flags, ask the right questions, and recognize when a provider isn't truly practicing root-cause Functional Medicine.  Learn how to vet Functional Medicine providers Discover the red flags of “brand-based” FM vs. process-based FM  Understand why supplement-heavy protocols often miss the mark  Explore the importance of patient readiness before starting care  See why IFM training is a valuable (but not foolproof) signal If you're looking for ethical, effective, and personalized root-cause care—this episode is for you. In This Episode: Signs a clinic may be using "Functional Medicine" as a sales tactic Why supplement-first protocols often backfire How to ask better questions before spending thousands The role of readiness in healing (and how to support someone who's not ready yet) The value of proper Functional Medicine training (like IFM)  If this episode resonates with you, share it with someone who needs to hear it.

Dr. Lillian Liang Emlet is a Professor of Critical Care Medicine at the University of Pittsburgh, dually trained in Emergency Medicine and Critical Care. She's also a certified energy leadership coach and the CEO founder of Transforming Healthcare Coaching.  She also hosts a podcast by the same name. We talk about a common phenomenon in healthcare: clinicians who are exceptional at their work getting promoted into leadership roles without the skills or support to succeed. Lillian shares how she helps healthcare leaders at all levels—physicians, nurses, NPs, PAs, pharmacists, executives—develop as whole people first before tackling the complexities of leading teams and systems. Lillian explains what energy leadership coaching actually means, and why healthcare will always need guides for its leaders even as we work to transform the culture. If you enjoy the show, please leave a ⭐⭐⭐⭐⭐ rating on Apple or a

What happens when the founder of Mint.com takes on one of healthcare's most broken experiences—patient communication? In this episode of Bright Spots in Healthcare, Eric Glazer sits down with Aaron Patzer, Founder and CEO of Vital, to explore how simplicity, clarity, and human-centered design can drive real impact in healthcare. Drawing from his journey building Mint, Aaron shares why most healthcare technology misses the mark, how better communication improves outcomes and ROI, and what leaders must do to design experiences people actually use. The conversation goes deep on: Why simplifying complexity—not adding more tech—is the real innovation How better patient communication drives measurable ROI for hospitals What healthcare leaders can learn from consumer tech about trust, adoption, and engagement The leadership principles Aaron relies on when innovating inside highly regulated, slow-moving systems If you're a healthcare leader navigating digital transformation, AI investment decisions, or experience strategy, this episode offers clear thinking, hard-earned lessons, and proof that when you make it easier for people to understand what's happening, everything works better.   References: Book Reference - The Design of Everyday Things by Don Norman About Aaron: Aaron Patzer is a renowned entrepreneur, engineer, and innovator best known as the founder of Mint.com, the personal finance platform that revolutionized money management for millions of users. After launching Mint in 2007, Patzer led it to rapid success, growing the user base to over 25 million and overseeing its acquisition by Intuit in 2009. A passionate advocate for user-centered design and simplicity in complex systems, Patzer built Mint.com by combining his technical acumen with a deep understanding of user experience and behavioral finance. He holds degrees in Electrical Engineering, Computer Science, and a Master's from Princeton University. Following Mint, Patzer continued to push boundaries in tech and health innovation. He co-founded Vital, a healthcare startup focused on improving hospital emergency room, urgent care, and inpatient experiences using AI and design thinking. Ranked by KLAS as #1 in patient experience, Vital achieves concrete results: 30–50% fewer LWOBS/AMA, 10–15% higher NPS, stronger HCAHPS scores, reduced ED bounce- back, and 10% lower 30-day readmissions. Designed to integrate seamlessly with existing EHR systems, Vital provides a user-friendly interface that engages patients, resulting in 60%+ adoption rates, 5-10x higher than the competition. View our product overview. Partner with Bright Spots Ventures: If you are interested in speaking with the Bright Spots Ventures team to brainstorm how we can help you grow your business via content and relationships, email hkrish@brightspotsventures.com   About Bright Spots Ventures: Bright Spots Ventures is a healthcare strategy and engagement company that creates content, communities, and connections to accelerate innovation. We help healthcare leaders discover what's working, and how to scale it. By bringing together health plan, hospital, and solution leaders, we facilitate the exchange of ideas that lead to measurable impact. Through our podcast, executive councils, private events, and go-to-market strategy work, we surface and amplify the "bright spots" in healthcare—proven innovations others can learn from and replicate. At our core, we exist to create trusted relationships that make real progress possible. Visit our website at www.brightspotsinhealthcare.com. Visit our website:  www.brightspotsinhealthcare.com. Follow Bright Spots in Healthcare: https://www.linkedin.com/company/shared-purpose-connect/

Yosemite is a place people go to disappear into nature. Granite walls, endless forests, and trails that seem to stretch forever. But for some, disappearing quickly changes to missing. And in September of 2016, that's what happened to one hiker. A remote campground. A solo hike. And no answers. This is the story of Peter Fancher Jackson.Sources:NamUs, NPS, Charley Project, Your Central Valley, Reddit, Medium, More Than Just Parks, YouTube - Northern Crimes, YouTube - The Missing EnigmaSupport us on Patreon for as little as $1 a month, with benefits starting at the $3 tier!Follow us on Instagram at offthetrailspodcastFollow us on Facebook at Off the Trails PodcastIf you have your own outdoor misadventure (or adventure) story that you'd like us to include in a listener episode, send it to us at offthetrailspodcast@gmail.com  Please take a moment to rate and review our show, and a big thanks if you already have!**We do our own research and try our best to cross-reference reliable sources to present the most accurate information we can. Please reach out to us if you believe we have mispresented any information during this episode, and we will be happy to correct ourselves in a future episode.

In today's episode, we're breaking down what your first 90 days as a brand-new NP will really look like, even if it means fighting for an office space. From documentation and coding surprises to the emotional shift of becoming a provider, this episode gives you the roadmap you never got in school. If you want to feel confident and prepared before day one, check out my new course designed specifically for new NPs entering the workforce. Sponsors:⁠Goby Meds⁠; SUCCESSNPS to get $50 off.⁠LaSara⁠Explore our eBooks, designed specifically for NP students navigating the clinical setting.⁠⁠⁠ ⁠⁠⁠⁠⁠⁠https://www.etsy.com/shop/SuccessNP⁠⁠Follow us on Instagram:⁠ ⁠⁠⁠⁠@thesuccesnp⁠⁠⁠⁠⁠⁠Go to our website⁠ ⁠⁠⁠⁠www.successnps.com⁠⁠⁠⁠Enroll in our FREE course:  ⁠⁠The Case Presentation Guide | Success NP Academy

Analysts Don Kellogg and Roger Entner are joined by Recon's CEO of AI, Joe Salesky, to discuss his new report on the obstacles to mass AI adoption and what the industry may look like in 2026.00:00 Episode intro00:25 AI adoption has stalled despite model improvement02:17 First-party data's role in adoption03:58 Model Context Protocol is needed05:55 Navigating privacy concerns07:28 When will mass adoption occur?08:18 Google and Meta's prospects09:14 Predictions for 202610:31 Report overview and future AI research12:03 Episode wrap-upReport link:Genius Myopia: Why Smarter Models Aren't Enough - Digital Product ReportsTags: telecom, telecommunications, wireless, prepaid, postpaid, cellular phone, Don Kellogg, Roger Entner, Joe Salesky, AI, LLM, NPS, data, OpenAI, Google, Gemini, Microsoft, Claude, MCP, Apple, privacy, Facebook, Meta, 2026

BONUS: The Operating System for Software-Native Organizations - The Five Core Principles In this BONUS episode, the final installment of our Special Xmas 2025 reflection on Software-native businesses, we explore the five fundamental principles that form the operating system for software-native organizations. Building on the previous four episodes, this conversation provides the blueprint for building organizations that can adapt at the speed of modern business demands, where the average company lifespan on the S&P 500 has dropped from 33 years in the 1960s to a projected 12 years by 2027. The Challenge of Adaptation "What we're observing in Ukraine is adaptation happening at a speed that would have been unthinkable in traditional military contexts - new drone capabilities emerge, countermeasures appear within days, and those get countered within weeks." The opening draws a powerful parallel between the rapid adaptation we're witnessing in drone warfare and the existential threats facing modern businesses. While our businesses aren't facing literal warfare, they are confronting dramatic disruption. Clayton Christensen documented this in "The Innovator's Dilemma," but what he observed in the 1970s and 80s is happening exponentially faster now, with software as the accelerant. If we can improve businesses' chances of survival even by 10-15%, we're talking about thousands of companies that could thrive instead of fail, millions of jobs preserved, and enormous value created. The central question becomes: how do you build an organization that can adapt at this speed? Principle 1: Constant Experimentation with Tight Feedback Loops "Everything becomes an experiment. Not in the sense of being reckless or uncommitted, but in being clear about what we're testing and what we expect to learn. I call this: work like a scientist: learning is the goal." Software developers have practiced this for decades through Test-Driven Development, but now this TDD mindset is becoming the ruling metaphor for managing products and entire businesses. The practice involves framing every initiative with three clear elements: the goal (what are we trying to achieve?), the action (what specific thing will we do?), and the learning (what will we measure to know if it worked?). When a client says "we need to improve our retrospectives," software-native organizations don't just implement a new format. Instead, they connect it to business value - improving the NPS score for users of a specific feature by running focused retrospectives that explicitly target user pain points and tracking both the improvements implemented and the actual NPS impact. After two weeks, you know whether it worked. The experiment mindset means you're always learning, never stuck. This is TDD applied to organizational change, and it's powerful because every process change connects directly to customer outcomes. Principle 2: Clear Connection to Business Value "Software-native organizations don't measure success by tasks completed, story points delivered, or features shipped. Or even cycle time or throughput. They measure success by business outcomes achieved." While this seems obvious, most organizations still optimize for output, not outcomes. The practice uses Impact Mapping or similar outcome-focused frameworks where every initiative answers three questions: What business behavior are we trying to change? How will we measure that change? What's the minimum software needed to create that change? A financial services client wanted to "modernize their reporting system" - a 12-month initiative with dozens of features in project terms. Reframed through a business value lens, the goal became reducing time analysts spend preparing monthly reports from 80 hours to 20 hours, measured by tracking actual analyst time, starting with automating just the three most time-consuming report components. The first delivery reduced time to 50 hours - not perfect, but 30 hours saved, with clear learning about which parts of reporting actually mattered. The organization wasn't trying to fulfill requirements; they were laser focused on the business value that actually mattered. When you're connected to business value, you can adapt. When you're committed to a feature list, you're stuck. Principle 3: Software as Value Amplifier "Software isn't just 'something we do' or a support function. Software is an amplifier of your business model. If your business model generates $X of value per customer through manual processes, software should help you generate $10X or more." Before investing in software, ask whether this can amplify your business model by 10x or more - not 10% improvement, but 10x. That's the threshold where software's unique properties (zero marginal cost, infinite scale, instant distribution) actually matter, and where the cost/value curve starts to invert. Remember: software is still the slowest and most expensive way to check if a feature would deliver value, so you better have a 10x or more expectation of return. Stripe exemplifies this principle perfectly. Before Stripe, accepting payments online required a merchant account (weeks to set up), integration with payment gateways (months of development), and PCI compliance (expensive and complex). Stripe reduced that to adding seven lines of code - not 10% easier, but 100x easier. This enabled an entire generation of internet businesses that couldn't have existed otherwise: subscription services, marketplaces, on-demand platforms. That's software as amplifier. It didn't optimize the old model; it made new models possible. If your software initiatives are about 5-10% improvements, ask yourself: is software the right medium for this problem, or should you focus where software can create genuine amplification? Principle 4: Software as Strategic Advantage "Software-native organizations use software for strategic advantage and competitive differentiation, not just optimization, automation, or cost reduction. This means treating software development as part of your very strategy, not a way to implement a strategy that is separate from the software." This concept, discussed with Tom Gilb and Simon Holzapfel on the podcast as "continuous strategy," means that instead of creating a strategy every few years and deploying it like a project, strategy and execution are continuously intertwined when it comes to software delivery. The practice involves organizing around competitive capabilities that software uniquely enables by asking: How can software 10x the value we generate right now? What can we do with software that competitors can't easily replicate? Where does software create a defensible advantage? How does our software create compounding value over time? Amazon Web Services didn't start as a product strategy but emerged from Amazon building internal capabilities to run their e-commerce platform at scale. They realized they'd built infrastructure that was extremely hard to replicate and asked: "What if we offered it to others?" AWS became Amazon's most profitable business - not because they optimized their existing retail business, but because they turned an internal capability into a strategic platform. The software wasn't supporting the strategy - the software became the strategy. Compare this to companies that use software just for cost reduction or process optimization - they're playing defense. Software-native companies use software to play offense, creating capabilities that change the competitive landscape. Continuous strategy means your software capabilities and your business strategy evolve together, in real-time, not in annual planning cycles. Principle 5: Real-Time Observability and Adaptive Systems "Software-native organizations use telemetry and real-time analytics not just to understand their software, but to understand their entire business and adapt dynamically. Observability practices from DevOps are actually ways of managing software delivery itself. We're bootstrapping our own operating system for software businesses." This principle connects back to Principle 1 but takes it to the organizational level. The practice involves building systems that constantly sense what's happening and can adapt in real-time: deploy with feature flags so you can turn capabilities on/off instantly, use A/B testing not just for UI tweaks but for business model experiments, instrument everything so you know how users actually behave, and build feedback loops that let the system respond automatically. Social media companies and algorithmic trading firms already operate this way. Instagram doesn't deploy a new feed algorithm and wait six months to see if it works - they're constantly testing variations, measuring engagement in real-time, adapting the algorithm continuously. The system is sensing and responding every second. High-frequency trading firms make thousands of micro-adjustments per day based on market signals. Imagine applying this to all businesses: a retail company that adjusts pricing, inventory, and promotions in real-time based on demand signals; a healthcare system that dynamically reallocates resources based on patient flow patterns; a logistics company whose routing algorithms adapt to traffic, weather, and delivery success rates continuously. This is the future of software-native organizations - not just fast decision-making, but systems that sense and adapt at software speed, with humans setting goals and constraints but software executing continuous optimization. We're moving from "make a decision, deploy it, wait to see results" to "deploy multiple variants, measure continuously, let the system learn." This closes the loop back to Principle 1 - everything is an experiment, but now the experiments run automatically at scale with near real-time signal collection and decision making. It's Experiments All The Way Down "We established that software has become societal infrastructure. That software is different - it's not a construction project with a fixed endpoint; it's a living capability that evolves with the business." This five-episode series has built a complete picture: Episode 1 established that software is societal infrastructure and fundamentally different from traditional construction. Episode 2 diagnosed the problem - project management thinking treats software like building a bridge, creating cascade failures throughout organizations. Episode 3 showed that solutions already exist, with organizations like Spotify, Amazon, and Etsy practicing software-native development successfully. Episode 4 exposed the organizational immune system - the four barriers preventing transformation: the project mindset, funding models, business/IT separation, and risk management theater. Today's episode provides the blueprint - the five principles forming the operating system for software-native organizations. This isn't theory. This is how software-native organizations already operate. The question isn't whether this works - we know it does. The question is: how do you get started? The Next Step In Building A Software-Native Organization "This is how transformation starts - not with grand pronouncements or massive reorganizations, but with conversations and small experiments that compound over time. Software is too important to society to keep managing it wrong." Start this week by doing two things.  First, start a conversation: pick one of these five principles - whichever resonates most with your current challenges - and share it with your team or leadership. Don't present it as "here's what we should do" but as "here's an interesting idea - what would this mean for us?" That conversation will reveal where you are, what's blocking you, and what might be possible.  Second, run one small experiment: take something you're currently doing and frame it as an experiment with a clear goal, action, and learning measure. Make it small, make it fast - one week maximum, 24 hours if you can - then stop and learn. You now have the blueprint. You understand the barriers. You've seen the alternatives. The transformation is possible, and it starts with you. Recommended Further Reading Tom Gilb and Simon Holzapfel episodes on continuous strategy  The book by Christensen, Clayton: "The Innovator's Dilemma"  The book by Gojko Adzic: Impact Mapping  Ukraine drone warfare Company lifespan statistics: Innosight research on S&P 500 turnover  Stripe's impact on internet businesses Amazon AWS origin story DevOps observability practices About Vasco Duarte Vasco Duarte is a thought leader in the Agile space, co-founder of Agile Finland, and host of the Scrum Master Toolbox Podcast, which has over 10 million downloads. Author of NoEstimates: How To Measure Project Progress Without Estimating, Vasco is a sought-after speaker and consultant helping organizations embrace Agile practices to achieve business success. You can link with Vasco Duarte on LinkedIn.

This weekend's 1 in 31 guest is Jeremy Buzzell. Jeremy is the Manager of Park Accessibility for Visitors and Employees (PAVE) program within the National Park Service. He joins us to discuss the National Park Service's growing inclusivity and accessibility initiatives, aimed at removing barriers for individuals with intellectual disabilities and physical impairments. New supports now include social stories and sensory guides for neurodiverse visitors, and additional training for NPS staff that can better respond to families' needs. Individuals with a disability can attain an America the Beautiful Access Pass for free entry to most Federal Recreation Sites. Tune in to learn more or visit: https://www.nps.gov/aboutus/accessibility.htm

A Virtual Roundtable ReplayIn this holiday-week episode of The Association Insights Podcast, we're re-airing our December LinkedIn Live roundtable, Member Value Reimagined—How Associations Are Evolving to Meet Modern Expectations.As member expectations continue to evolve, associations are rethinking what value truly means—beyond benefits to belonging, relevance, and impact. Hosted by Colleen Gallagher, President & CEO of OnWrd & UpWrd and publisher of Association Insights, this candid conversation features Stephanie Denvir of the Healthcare Financial Management Association, Kerri McGovern of the Council for Advancement and Support of Education, and Brian Peters of The Adhesive & Sealant Council, sharing how they're adapting engagement, personalization, and retention strategies heading into 2026.

Why Customer Success Can't Be Automated (And What AI Can Actually Do) In this special year-end episode of the FutureCraft GTM Podcast, hosts Ken Roden and Erin Mills sit down with Amanda Berger, Chief Customer Officer at Employ, to tackle the biggest question facing CS leaders in December 2026: What can AI actually do in customer success, and where do humans remain irreplaceable? Amanda brings 20+ years at the intersection of data and human decision-making—from AI-powered e-commerce personalization at Rich Relevance, to human-led security at HackerOne, to now implementing AI companions for recruiters. Her journey is a masterclass in understanding where the machine ends and the human begins. This conversation delivers hard truths about metrics, change management, and the future of CS roles—plus Amanda's controversial take that "if you don't use AI, AI will take your job." Unpacking the Human vs. Machine Balance in Customer Success Amanda returns with a reality check: AI doesn't understand business outcomes or motivation—humans do. She reveals how her career evolved from philosophy major studying "man versus machine" to implementing AI across radically different contexts (e-commerce, security, recruiting), giving her unique pattern recognition about what AI can genuinely do versus where it consistently fails. The Lagging Indicator Problem: Why NRR, churn, and NPS tell you what already happened (6 months ago) instead of what you can influence. Amanda makes the case for verified outcomes, leading indicators, and real-time CSAT at decision points. The 70% Rule for CS in Sales: Why most churn starts during implementation, not at renewal—and exactly when to bring CS into the deal to prevent it (technical win stage/vendor of choice). Segmentation ≠ Personalization: The jumpsuit story that proves AI is still just sophisticated bucketing, even with all the advances in 2026. True personalization requires understanding context, motivation, and individual goals. The Delegation Framework: Don't ask "what can AI do?" Ask "what parts of my job do I hate?" Delegate the tedious (formatting reports, repetitive emails, data analysis) so humans can focus on what makes them irreplaceable. Timestamps 00:00 - Introduction and AI Updates from Ken & Erin 01:28 - Welcoming Amanda Berger: From Philosophy to Customer Success 03:58 - The Man vs. Machine Question: Where AI Ends and Humans Begin 06:30 - The Jumpsuit Story: Why AI Personalization Is Still Segmentation 09:06 - Why NRR Is a Lagging Indicator (And What to Measure Instead) 12:20 - CSAT as the Most Underrated CS Metric 17:34 - The $4M Vulnerability: House Security Analogy for Attribution 21:15 - Bringing CS Into Sales at 70% Probability (The Non-Negotiable) 25:31 - Getting Customers to Actually Tell You Their Goals 28:21 - AI Companions at Employ: The Recruiting Reality Check 32:50 - The Delegation Mindset: What Parts of Your Job Do You Hate? 36:40 - Making the Case for Humans in an AI-First World 40:15 - The Framework: When to Use Digital vs. Human Touch 43:10 - The 8-Hour Workflow Reduced to 30 Minutes (Real ROI Examples) 45:30 - By 2027: The Hardest CX Role to Hire 47:49 - Lightning Round: Summarization, Implementation, Data Themes 51:09 - Wrap-Up and Key Takeaways Edited Transcript Introduction: Where Does the Machine End and Where Does the Human Begin? Erin Mills: Your career reads like a roadmap of enterprise AI evolution—from AI-powered e-commerce personalization at Rich Relevance, to human-powered collective intelligence at HackerOne, and now augmented recruiting at Employ. This doesn't feel random—it feels intentional. How has this journey shaped your philosophy on where AI belongs in customer experience? Amanda Berger: It goes back even further than that. I started my career in the late '90s in what was first called decision support, then business intelligence. All of this is really just data and how data helps humans make decisions. What's evolved through my career is how quickly we can access data and how spoon-fed those decisions are. Back then, you had to drill around looking for a needle in a haystack. Now, does that needle just pop out at you so you can make decisions based on it? I got bit by the data bug early on, realizing that information is abundant—and it becomes more abundant as the years go on. The way we access that information is the difference between making good business decisions and poor business decisions. In customer success, you realize it's really just about humans helping humans be successful. That convergence of "where's the data, where's the human" has been central to my career. The Jumpsuit Story: Why AI Personalization Is Still Just Segmentation Ken Roden: Back in 2019, you talked about being excited for AI to become truly personal—not segment-based. Flash forward to December 2026. How close are we to actual personalization? Amanda Berger: I don't think we're that close. I'll give you an example. A friend suggested I ask ChatGPT whether I should buy a jumpsuit. So I sent ChatGPT a picture and my measurements. I'm 5'2". ChatGPT's answer? "If you buy it, you should have it tailored." That's segmentation, not personalization. "You're short, so here's an answer for short people." Back in 2019, I was working on e-commerce personalization. If you searched for "black sweater" and I searched for "black sweater," we'd get different results—men's vs. women's. We called it personalization, but it was really segmentation. Fast forward to now. We have exponentially more data and better models, but we're still segmenting and calling it personalization. AI makes segmentation faster and more accessible, but it's still segmentation. Erin Mills: But did you get the jumpsuit? Amanda Berger: (laughs) No, I did not get the jumpsuit. But maybe I will. The Philosophy Degree That Predicted the Future Erin Mills: You started as a philosophy major taking "man versus machine" courses. What would your college self say? And did philosophy prepare you in ways a business degree wouldn't have? Amanda Berger: I actually love my philosophy degree because it really taught me to critically think about issues like this. I don't think I would have known back then that I was thinking about "where does the machine end and where does the human begin"—and that this was going to have so many applicable decision points throughout my career. What you're really learning in philosophy is logical thought process. If this happens, then this. And that's fundamentally the foundation for AI. "If you're short, you should get your outfit tailored." "If you have a customer with predictive churn indicators, you should contact that customer." It's enabling that logical thinking at scale. The Metrics That Actually Matter: Leading vs. Lagging Indicators Erin Mills: You've called NRR, churn rate, and NPS "lagging indicators." That's going to ruffle boardroom feathers. Make the case—what's broken, and what should we replace it with? Amanda Berger: By the time a customer churns or tells you they're gonna churn, it's too late. The best thing you can do is offer them a crazy discount. And when you're doing that, you've already kind of lost. What CS teams really need to be focused on is delivering value. If you deliver value—we all have so many competing things to do—if a SaaS tool is delivering value, you're probably not going to question it. If there's a question about value, then you start introducing lower price or competitors. And especially in enterprise, customers decide way, way before they tell you whether they're gonna pull the technology out. You usually miss the signs. So you've gotta look at leading indicators. What are the signs? And they're different everywhere I've gone. I've worked for companies where if there's a lot of engagement with support, that's a sign customers really care and are trying to make the technology work—it's a good sign, churn risk is low. Other companies I've worked at, when customers are heavily engaged with support, they're frustrated and it's not working—churn risk is high. You've got to do the work to figure out what those churn indicators are and how they factor into leading indicators: Are they achieving verified outcomes? Are they healthy? Are there early risk warnings? CSAT: The Most Underrated Metric Ken Roden: You're passionate about customer satisfaction as a score because it's granular and actionable. Can you share a time where CSAT drove a change and produced a measurable business result? Amanda Berger: I spent a lot of my career in security. And that's tough for attribution. In e-commerce, attribution is clear: Person saw recommendations, put them in cart, bought them. In hiring, their time-to-fill is faster—pretty clear. But in security, it's less clear. I love this example: We all live in houses, right? None of our houses got broken into last night. You don't go to work saying, "I had such a good night because my house didn't get broken into." You just expect that. And when your house didn't get broken into, you don't know what to attribute that to. Was it the locked doors? Alarm system? Dog? Safe neighborhood? That's true with security in general. You have to really think through attribution. Getting that feedback is really important. In surveys we've done, we've gotten actionable feedback. Somebody was able to detect a vulnerability, and we later realized it could have been tied to something that would have cost $4 million to settle. That's the kind of feedback you don't get without really digging around for it. And once you get that once, you're able to tie attribution to other things. Bringing CS Into the Sales Cycle: The 70% Rule Erin Mills: You're a religious believer in bringing CS into the sales cycle. When exactly do you insert CS, and how do you build trust without killing velocity? Amanda Berger: With bigger customers, I like to bring in somebody from CX when the deal is at the technical win stage or 70% probability—vendor of choice stage. Usually it's for one of two reasons: One: If CX is gonna have to scope and deliver, I really like CX to be involved. You should always be part of deciding what you're gonna be accountable to deliver. And I think so much churn actually starts to happen when an implementation goes south before anyone even gets off the ground. Two: In this world of technology, what really differentiates an experience is humans. A lot of our technology is kind of the same. Competitive differentiation is narrower and narrower. But the approach to the humans and the partnership—that really matters. And that can make the difference during a sales cycle. Sometimes I have to convince the sales team this is true. But typically, once I'm able to do that, they want it. Because it does make a big difference. Technology makes us successful, but humans do too. That's part of that balance between what's the machine and what is the human. The Art of Getting Customers to Articulate Their Goals Ken Roden: One challenge CS teams face is getting customers to articulate their goals. Do customers naturally say what they're looking to achieve, or do you have a process to pull it out? Amanda Berger: One challenge is that what a recruiter's goal is might be really different than what the CFO's goal is. Whose outcome is it? One reason you want to get involved during the sales cycle is because customers tell you what they're looking for then. It's very clear. And nothing frustrates a company more than "I told you that, and now you're asking me again? Why don't you just ask the person selling?" That's infuriating. Now, you always have legacy customers where a new CSM comes in and has to figure it out. Sometimes the person you're asking just wants to do their job more efficiently and can't necessarily tie it back to the bigger picture. That's where the art of triangulation and relationships comes in—asking leading discovery questions to understand: What is the business impact really? But if you can't do that as a CS leader, you probably won't be successful and won't retain customers for the long term. AI as Companion, Not Replacement: The Employ Philosophy Erin Mills: At Employ, you're implementing AI companions for recruiters. How do you think about when humans are irreplaceable versus when AI should step in? Amanda Berger: This is controversial because we're talking about hiring, and hiring is so close to people's hearts. That's why we really think about companions. I earnestly hope there's never a world where AI takes over hiring—that's scary. But AI can help companies and recruiters be more efficient. Job seekers are using AI. Recruiters tell me they're getting 200-500% more applicants than before because people are using AI to apply to multiple jobs quickly or modify their resumes. The only way recruiters can keep up is by using AI to sort through that and figure out best fits. So AI is a tool and a friend to that recruiter. But it can't take over the recruiter. The Delegation Framework: What Do You Hate Doing? Ken Roden: How do you position AI as companion rather than threat? Amanda Berger: There's definitely fear. Some is compliance-based—totally justifiable. There's also people worried about AI taking their jobs. I think if you don't use AI, AI is gonna take your job. If you use AI, it's probably not. I've always been a big fan of delegation. In every aspect of my life: If there's something I don't want to do, how can I delegate it? Professionally, I'm not very good at putting together beautiful PowerPoint presentations. I don't want to do it. But AI can do that for me now. Amazingly well. What I'm really bad at is figuring out bullets and formatting. AI does that. So I think about: What are the things I don't want to do? Usually we don't want to do the things we're not very good at or that are tedious. Use AI to do those things so you can focus on the things you're really good at. Maybe what I'm really good at is thinking strategically about engaging customers or articulating a message. I can think about that, but AI can build that PowerPoint. I don't have to think about "does my font match here?" Take the parts of your job that you don't like—sending the same email over and over, formatting things, thinking about icebreaker ideas—leverage AI for that so you can do those things that make you special and make you stand out. The people who can figure that out and leverage it the right way will be incredibly successful. Making the Case to Keep Humans in CS Ken Roden: Leaders face pressure from boards and investors to adopt AI more—potentially leading to roles being cut. How do you make the case for keeping humans as part of customer success? Amanda Berger: AI doesn't understand business outcomes and motivation. It just doesn't. Humans understand that. The key to relationships and outcomes is that understanding. The humanity is really important. At HackerOne, it was basically a human security company. There are millions of hackers who want to identify vulnerabilities before bad actors get to them. There are tons of layers of technology—AI-driven, huge stacks of security technology. And yet no matter what, there's always vulnerabilities that only a human can detect. You want full-stack security solutions—but you have to have that human solution on top of it, or you miss things. That's true with customer success too. There's great tooling that makes it easier to find that needle in the haystack. But once you find it, what do you do? That's where the magic comes in. That's where a human being needs to get involved. Customer success—it is called customer success because it's about success. It's not called customer retention. We do retain through driving success. AI can point out when a customer might not be successful or when there might be an indication of that. But it can't solve that and guide that customer to what they need to be doing to get outcomes that improve their business. What actually makes success is that human element. Without that, we would just be called customer retention. The Framework: When to Use Digital vs. Human Touch Erin Mills: We'd love to get your framework for AI-powered customer experience. How do you make those numbers real for a skeptical CFO? Amanda Berger: It's hard to talk about customer approach without thinking about customer segmentation. It's very different in enterprise versus a scaled model. I've dealt with a lot of scale in my last couple companies. I believe that the things we do to support that long tail—those digital customers—we need to do for all customers. Because while everybody wants human interaction, they don't always want it. Think about: As a person, where do I want to interact digitally with a machine? If it's a bot, I only want to interact with it until it stops giving me good answers. Then I want to say, "Stop, let me talk to an operator." If I can find a document or video that shows me how to do something quickly rather than talking to a human, it's human nature to want to do that. There are obvious limits. If I can change my flight on my phone app, I'm gonna do that rather than stand at a counter. Come back to thinking: As a human, what's the framework for where I need a human to get involved? Second, it's figuring out: How do I predict what's gonna happen with my customers? What are the right ways of looking and saying "this is a risk area"? Creating that framework. Once you've got that down, it's an evolution of combining: Where does the digital interaction start? Where does it stop? What am I looking for that's going to trigger a human interaction? Being able to figure that out and scale that—that's the thing everybody is trying to unlock. The 8-Hour Workflow Reduced to 30 Minutes Erin Mills: You've mentioned turning some workflows from an 8-hour task to 30 minutes. What roles absorbed the time dividend? What were rescoped? Amanda Berger: The roles with a lot of repetition and repetitive writing. AI is incredible when it comes to repetitive writing and templatization. A lot of times that's more in support or managed services functions. And coding—any role where you're coding, compiling code, or checking code. There's so much efficiency AI has already provided. I think less so on the traditional customer success management role. There's definitely efficiencies, but not that dramatic. Where I've seen it be really dramatic is in managed service examples where people are doing repetitive tasks—they have to churn out reports. It's made their jobs so much better. When they provide those services now, they can add so much more value. Rather than thinking about churning out reports, they're able to think about: What's the content in my reports? That's very beneficial for everyone. By 2027: The Hardest CX Role to Hire Erin Mills: Mad Libs time. By 2027, the hardest CX job to hire will be _______ because of _______. Amanda Berger: I think it's like these forward-deployed engineer types of roles. These subject matter experts. One challenge in CS for a while has been: What's the value of my customer success manager? Are they an expert? Or are they revenue-driven? Are they the retention person? There's been an evolution of maybe they need to be the expert. And what does that mean? There'll continue to be evolution on that. And that'll be the hardest role. That standard will be very, very hard. Lightning Round Ken Roden: What's one AI workflow go-to-market teams should try this week? Amanda Berger: Summarization. Put your notes in, get a summary, get the bullets. AI is incredible for that. Ken Roden: What's one role in go-to-market that's underusing AI right now? Amanda Berger: Implementation. Ken Roden: What's a non-obvious AI use case that's already working? Amanda Berger: Data-related. People are still scared to put data in and ask for themes. Putting in data and asking for input on what are the anomalies. Ken Roden: For the go-to-market leader who's not seeing value in AI—what should they start doing differently tomorrow? Amanda Berger: They should start having real conversations about why they're not seeing value. Take a more human-led, empathetic approach to: Why aren't they seeing it? Are they not seeing adoption, or not seeing results? I would guess it's adoption, and then it's drilling into the why. Ken Roden: If you could DM one thing to all go-to-market leaders, what would it be? Amanda Berger: Look at your leading indicators. Don't wait. Understand your customer, be empathetic, try to get results that matter to them. Key Takeaways The Human-AI Balance in Customer Success: AI doesn't understand business outcomes or motivation—humans do. The winning teams use AI to find patterns and predict risk, then deploy humans to understand why it matters and what strategic action to take. The Lagging Indicator Trap: By the time NRR, churn rate, or NPS move, customers decided 6 months ago. Focus on leading indicators you can actually influence: verified outcomes, engagement signals specific to your business, early risk warnings, and real-time CSAT at decision points. The 70% Rule: Bring CS into the sales cycle at the technical win stage (70% probability) for two reasons: (1) CS should scope what they'll be accountable to deliver, and (2) capturing customer goals early prevents the frustrating "I already told your sales rep" moment later. Segmentation ≠ Personalization: AI makes segmentation faster and cheaper, but true personalization requires understanding context, motivation, and individual circumstances. The jumpsuit story proves we're still just sophisticated bucketing, even with 2026's advanced models. The Delegation Framework: Don't ask "what can AI do?" Ask "what parts of my job do I hate?" Delegate the tedious (formatting, repetitive emails, data analysis) so humans can focus on strategy, relationships, and outcomes that only humans can drive. "If You Don't Use AI, AI Will Take Your Job": The people resisting AI out of fear are most at risk. The people using AI to handle drudgery and focusing on what makes them irreplaceable—strategic thinking, relationship-building, understanding nuanced goals—are the future leaders. Customer Success ≠ Customer Retention: The name matters. Your job isn't preventing churn through discounts and extensions. Your job is driving verified business outcomes that make customers want to stay because you're improving their business. Stay Connected To listen to the full episode and stay updated on future episodes, visit the FutureCraft GTM website. Connect with Amanda Berger: Connect with Amanda on LinkedIn Employ Disclaimer: This podcast is for informational and entertainment purposes only and should not be considered advice. The views and opinions expressed in this podcast are our own and do not represent those of any company or business we currently work for/with or have worked for/with in the past.

What do an erupting volcano, a flooded forest, and the 250th anniversary of American independence have in common? They all made our list of top national park adventures from 2025! This year gave us some unforgettable experiences, and we can't wait to share them with you. In this episode, we cover: Why Boston is the perfect place to celebrate America's 250th birthday in 2026 What it's like to kayak Cedar Creek in Congaree National Park How we managed to see Kilauea erupting in real time at Hawaii Volcanoes National Park Your task for today: Check the USGS or NPS website to see if Kilauea is still erupting, and start planning your own once-in-a-lifetime lava-viewing trip. Or, if volcanoes aren't in the cards, look up Revolutionary War sites in the national park system to help plan your 250th anniversary celebration in 2026. Head over to the @DirtInMyShoes Facebook or Instagram page and let us know what you think! Don't miss the full show notes packed with all the links we mentioned so you can plan your adventures like a pro: https://www.dirtinmyshoes.com/our-top-3-national-park-experiences-in-2025/  Planning your own 2026 adventure? Dirt In My Shoes Itineraries: https://www.dirtinmyshoes.com/national-park-trip-itineraries/  Master Reservation List: https://www.dirtinmyshoes.com/list/ National Park Checklist: https://www.dirtinmyshoes.com/national-parks-checklist/  Trip Packing List: https://www.dirtinmyshoes.com/pack/

Send us a textWant a marketing plan that survives platform changes, rising CPCs, and slow seasons? We sit down with CMO Matt Tyner to unpack a practical playbook for home service companies that blends brand building with capacity-aware demand generation. From HVAC to roofing, Matt's path reveals why the cheapest leads come from strong brands, how consistent execution compounds, and where most contractors accidentally sabotage their results.We get tactical fast: schedule blocking that protects strategy time, capacity boards that guide spend, and a weekly reporting rhythm that replaces guesswork with clarity. Matt outlines the metrics he tracks—booking rate, set rate, close rate, average ticket, reviews, NPS, and referrals—and explains how a dedicated follow-up team added millions in closed revenue without turning up the pressure. You'll hear why education-first newsletters outperform coupon blasts, what a thoughtful 120-day estimate cadence looks like, and how to keep tone aligned with your sales DNA.If you run multi-location brands, you'll appreciate Matt's deep dive on localization. Creative must reflect the market; what works in the Midwest can ring false in Florida. We talk about filming smarter, tightening shots, and adapting social and media mixes to demographics and seasonality. And when it comes to channel strategy, Matt makes the case for diversification: balance SEO, LSA, PPC, direct mail, OTT/CTV, OOH, referrals, and community partnerships so no single platform can derail your pipeline.The throughline is simple and demanding: consistency is the real silver bullet. Stick with partners long enough to learn, keep budgets steady enough to measure, and show up for your community so trust precedes every search. If you're ready to get brand-forward, tighten your follow-up, and lead with empathy while you scale, this conversation will give you concrete steps to start today.If this resonated, subscribe, leave a review, and share it with a contractor friend who needs a steadier plan. What will you commit to doing consistently over the next quarter?If you enjoyed this chat From the Yellow Chair, consider joining our newsletter, "Let's Sip Some Lemonade," where you can receive exclusive interviews, our bank of helpful downloadables, and updates on upcoming content. Please consider following and drop a review below if you enjoyed this episode. Be sure to check out our social media pages on Facebook and Instagram. From the Yellow Chair is powered by Lemon Seed, a marketing strategy and branding company for the trades. Lemon Seed specializes in rebrands, creating unique, comprehensive, organized marketing plans, social media, and graphic design. Learn more at www.LemonSeedMarketing.com Interested in being a guest on our show? Fill out this form! We'll see you next time, Lemon Heads!

Welcome to Episode 51 of “The 2 View,” the podcast for EM and urgent care nurse practitioners and physician assistants! Segment 1 Rodríguez, M. Á., Quintana-Cepedal, M., Cheval, B., Thøgersen-Ntoumani, C., Crespo, I., & Olmedillas, H. (2025, October 7). Effect of exercise snacks on fitness and cardiometabolic health in physically inactive individuals: Systematic review and meta-analysis. British Journal of Sports Medicine. Advance online publication. https://doi.org/10.1136/bjsports-2025-110027 Rodgers, L. (2025, October 17). As pickleball continues to gain players, injuries are increasing. JAMA. https://doi.org/10.1001/jama.2025.18833 Segment 2 Baos, S., Lui, M., Walker-Smith, T., Pufulete, M., Messenger, D., Abbadi, R., Batchelor, T., Casali, G., Edwards, M., Goddard, N., Abu Hilal, M., Alzetani, A., Vaida, M., Martinovsky, P., Saravanan, P., Cook, T., Malhotra, R., Simpson, A., Little, R., Wordsworth, S., Stokes, E., Jiang, J., Reeves, B., Culliford, L., Collett, L., Maishman, R., Chauhan, N., McCullagh, L., McKeon, H., Abbs, S., Lamb, J., Gilbert, A., Hughes, C., Wynick, D., Angelini, G., Grocott, M., Gibbison, B., & Rogers, C. A. (2025). Gabapentin for pain management after major surgery: A placebo-controlled, double-blinded, randomized clinical trial (the GAP Study). Anesthesiology, 143(4), 851-861. https://doi.org/10.1097/ALN.0000000000005655 NEJM Journal Watch. (2024, December 30). Growing evidence of harms associated with gabapentinoid drugs. JWatch. https://www.jwatch.org/na58203/2024/12/30/growing-evidence-harms-associated-with-gabapentinoid-drugs Moeindarbari, S., Beheshtian, N., & Hashemi, S. (2022). Cerebral vein thrombosis in a woman using oral contraceptive pills for a short period of time: A case report. Journal of Medical Case Reports, 16, Article 260. https://doi.org/10.1186/s13256-022-03473-w Peckham, A. M., Evoy, K. E., Ochs, L., & Covvey, J. R. (2018). Gabapentin for off-label use: Evidence-based or cause for concern? Substance Abuse: Research and Treatment, 12, 1178221818801311. https://doi.org/10.1177/1178221818801311 The 2 View: Emergency Medicine PAs & NPs. (2025, January 22). 41 – RCVS and CVT, CPR care science, prehospital tourniquets, blood pressure [Audio podcast episode]. Fireside. https://2view.fireside.fm/41 Strahan, A. E., Rikard, S. M., Schmit, K. M., Zhang, K., Guy, G. P., Jr., & [Additional Authors]. (2025). Trends in dispensed gabapentin prescriptions in the United States, 2010 to 2024. Annals of Internal Medicine. Advance online publication. https://doi.org/10.7326/ANNALS-25-01750 Segment 3 Brown, R. F., Lopez, K., Smith, C. B., & Charles, A. (2025). Diverticulitis: A review. JAMA, 334(13), 1180-1191. https://doi.org/10.1001/jama.2025.10234 Carr, S., & Velasco, A. L. (2024, July 25). Colon diverticulitis. In StatPearls [Internet]. StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK541110/ Bob Tubbs on Emergency Radiology: https://youtu.be/Jg1JG67eoJQ Our social media: TikTok: https://www.tiktok.com/@ccmecourses Instagram: https://www.instagram.com/ccmecourses Facebook: https://www.facebook.com/CenterForMedicalEducation LinkedIn: https://www.linkedin.com/in/rickbukata Our podcasts: The 2 View Podcast (Free): Subscribe on Apple Podcasts https://apple.co/3rhVNZw​ Subscribe on Google Podcasts: http://bit.ly/2MrAHcD​ Subscribe On Spotify: http://spoti.fi/3tDM4im Risk Management Monthly Podcast (Paid CME): https://www.ccme.org/riskmgmt ** The information in this video is not intended nor implied to be a substitute for professional medical advice, diagnosis or treatment. All content, including text, graphics, images, and information, contained in this video is for general information purposes only and does not replace a consultation with your own doctor/health professional. emergencymedicine #cme

In this episode of 'Confessions of a Terrible Leader', Layci engages with credibility expert Mitchell Levy to explore the multifaceted concept of credibility in leadership. They discuss the importance of trust, the role of integrity, and the necessity of coachability in effective leadership. Through personal anecdotes and insights, they highlight how leaders can assess their credibility and the credibility of their organizations, emphasizing the need for vulnerability and self-awareness in leadership roles. The conversation also touches on the impact of past experiences on leadership styles and the importance of surrounding oneself with trustworthy individuals.TakeawaysCredibility is defined by trust, knowing, and liking.Trust must come before knowing and liking in relationships.Organizations often misjudge their own credibility.Employee engagement and NPS scores are key indicators of credibility.Leaders should seek honest feedback through 360 reviews.Coachability is essential for effective leadership development.Integrity is a crucial value in establishing credibility.Personal experiences shape leadership styles and approaches.Surrounding oneself with credible individuals enhances personal growth.Forgiveness is a vital part of personal and professional development.Chapters00:00 Introduction to Credibility and Leadership01:59 Understanding Credibility: Trust, Know, Like05:59 Assessing Organizational Credibility09:06 Measuring Individual Credibility as a Leader11:04 The Importance of Coachability in Leadership15:07 The Role of Integrity in Leadership18:21 Learning from Leadership Mistakes23:28 Personal Stories and Lessons in LeadershipEPISODE LINKS:https://www.linkedin.com/in/mitchelllevy/https://mitchelllevy.com/mitchell.levy@gmail.comhttps://www.instagram.com/mitchell.levy/?hl=en

In this week's podcast, Justin sits down with Lisa, a psych NP who's balancing two part-time jobs alongside a private practice that's finally gaining serious momentum. We dive into the hard numbers, break down the tax advantages of business ownership, and look at what it really takes to reclaim your time and stop living at the mercy of an employer. You'll hear actionable strategies for managing your hours, deciding exactly when to hire help, and how to drop the fear-based thinking that keeps so many NPs stuck. If you're ready to move past survival mode and start building a business that pays you what you're worth, without burning out, this conversation will show you exactly how to map out your next move.

In this espisoder, our listeners ask John anything! Summary Your chance to ask John anything!  In this episode of the Customer Service Revolution podcast, Denise Thompson asks John R. DiJulius III questions submitted by our listeners.  They discuss various aspects of improving customer service and employee engagement. They address the challenges of busy schedules, the importance of empathy, recognition, and training, and the role of middle management in driving customer experience. The conversation emphasizes the need for a human touch in customer interactions, even in an age of automation, and highlights the significance of creating a customer experience action statement as a guiding principle for organizations. Takeaways: Start with a customer experience action statement as a guiding principle. Employees may not care as much as entrepreneurs, but they can be engaged. Earned growth is a better KPI than traditional metrics like NPS. Empathy fatigue is real; leaders must help employees manage it. Recognition and appreciation are crucial for employee motivation. Training should allow for personal expression while maintaining professionalism. Middle management plays a key role in driving customer experience initiatives. Human interaction is essential, even in an increasingly automated world. Hiring for empathy and people skills is critical for customer service roles. The first commandment of customer experience is igniting the revolution. Chapters: 00:00Igniting the Customer Experience Revolution 11:58Balancing Budgets and Customer Experience Investment 15:06Re-energizing Employees Around the Mission 17:37The Role of Middle Management in Customer Experience 24:56Training for Consistency Without Scripts 27:31Future-Proofing Customer Experience 38:22Conclusion and Key Takeaways Links: Schedule a Complimentary Call with one of our advisors:  tdg.click/claudia Ask John!  Submit your questions for John, to be aired on future episode:  tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Experience Revolution Membership:  https://thedijuliusgroup.com/membership/ Books:  https://thedijuliusgroup.com/shop/ Contacts:  Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com   Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

Sponsored by the Institute for Functional Nursing (IFN) www.fxnursing.com In this episode, Brigitte interviews Ryan Obermeier of Evexia Diagnostics to show nurses exactly how to streamline functional lab testing inside a holistic or functional nursing practice. We break down how Evexia centralizes thousands of functional and specialty tests, simplifies ordering, integrates with systems like Practice Better, and reduces the administrative burden that often slows down new and growing practices. Ryan explains Evexia's Internal Physician Network, which supports nurses who need physician authorization for specialty testing, as well as the Ask the Doctor program for clinical interpretation of advanced labs. We also cover Evexia's Functional Health Report, supply management, troubleshooting support, white-label marketing tools, and how nursing using the link below can access exclusive perks, waived fees, and discounted resources. Whether you're launching a functional nursing practice or scaling an established clinic, this episode gives you a clear roadmap for improving efficiency, patient outcomes, and clinical confidence through better lab workflows. What We Cover in This Conversation: • How Evexia centralizes thousands of functional & specialty lab tests • Streamlined ordering, processing, and automated reporting • EHR integration with Practice Better and other platforms • Functional Health Report for blood chemistry interpretation • Internal Physician Network for non-licensed or collaborating providers • Ask the Doctor program for specialty lab interpretation • Reducing hidden costs, operational friction, and admin overwhelm • White-label and marketing tools available through the link below • How nurses can register and access waived fees + bonus support Functional Nurses Offer: Register With Evexia Diagnostics Evexia is extending exclusive benefits for our functional nursing community of RNs and NPs, including waived fees and access to additional support tools. Create your account here: https://www.evexiadiagnostics.com/lp/brigitte-sager-landing-registration-page

Are you losing patients despite providing excellent medical care? The problem might not be your treatment — it's your patient experience.Most physicians aren't taught how to build a customer-centric practice, yet patient expectations are rising in today's consumer-driven healthcare landscape. What if you could borrow proven tactics from Fortune 500 companies to improve retention, build loyalty, and boost practice profitability — without sacrificing clinical time?Discover the power of empathy and relationship-building from my brother (a former Microsoft exec) who lead U.S. government support.Learn how to measure and improve your patient experience using real-world business metrics like NPS.Hear specific examples of good vs. bad healthcare encounters and how to ensure yours is always memorable — for the right reasons.Press play to learn how Fortune 500-level customer experience strategies can help you create lifelong patient relationships and elevate your medical practice.TEXT HERE on your Phone's Podcast App Discover how medical graduates, junior doctors, and young physicians can navigate residency training programs, surgical residency, and locum tenens to increase income, enjoy independent practice, decrease stress, achieve financial freedom, and retire early, while maintaining patient satisfaction and exploring physician side gigs to tackle medical school loans.

Cassie Young brings hard earned lessons from a career spanning CRO roles, customer success leadership, turnarounds, and now investing as a General Partner at Primary Venture Partners. She talks about building and rebuilding go to market teams, why sometimes you should fire customers on purpose, and how churn is a lagging indicator that hides deeper retention issues. Cassie shares strong views on overrated metrics like NPS, the incentives that actually drive behavior inside a business, and the myth of finding one perfect KPI. She also brings signature Cassie isms like sunlight is the best disinfectant and the reminder that leaders often get stuck working in the business instead of on it offering practical insights for anyone trying to keep their SaaS metrics from going sideways.—SPONSORS:Aleph automates 90% of manual, error-prone busywork, so you can focus on the strategic work you were hired to do. Minimize busywork and maximize impact with the power of a web app, the flexibility of spreadsheets, and the magic of AI. Get a personalised demo at https://www.getaleph.com/runFidelity Private Shares is the all-in-one equity management platform that keeps your cap table clean, your data room organized, and your equity story clear—so you never risk losing a fundraising round over messy records. Schedule a demo at https://www.fidelityprivateshares.com and mention Mostly Metrics to get 20% off.Sage Intacct is the cloud financial management platform that replaces spreadsheets, eliminates manual work, and keeps your books audit-ready—so you can scale without slowing down. It combines accounting, ERP, and real-time reporting for retail, financial services, logistics, tech, professional services, and more. Sage Intacct delivers fast ROI, with payback in under six months and up to 250% return. Rated #1 in customer satisfaction for eight straight years. Visit Sage Intacct and take control of your growth: https://bit.ly/3Kn4YHtMercury is business banking built for builders, giving founders and finance pros a financial stack that actually works together. From sending wires to tracking balances and approving payments, Mercury makes it simple to scale without friction. Join the 200,000+ entrepreneurs who trust Mercury and apply online in minutes at https://www.mercury.comRightRev automates the revenue recognition process from end to end, gives you real-time insights, and ensures ASC 606 / IFRS 15 compliance—all while closing books faster. For RevRec that auditors actually trust, visit https://www.rightrev.com and schedule a demo.Tipalti automates the entire payables process—from onboarding suppliers to executing global payouts—helping finance teams save time, eliminate costly errors, and scale confidently across 200+ countries and 120 currencies. More than 5,000 businesses already trust Tipalti to manage payments with built-in security and tax compliance. Visit https://www.tipalti.com/runthenumbers to learn more.—LINKS:Cassie on LinkedIn: https://www.linkedin.com/in/cassyoung/Primary Venture Partners: https://www.primary.vc/CJ on LinkedIn: https://www.linkedin.com/in/cj-gustafson-13140948/Mostly metrics: https://www.mostlymetrics.com—RELATED EPISODES:Getting fired 4 times made me a founder | Sam Jacobs of Pavilionhttps://youtu.be/8X-JVOF-1A0—TIMESTAMPS:00:00:00 Preview and Intro00:02:30 Sponsors Aleph | Fidelity Private Shares | Sage Intacct00:05:21 Returning From Pavilion & GTM Summit Takeaways00:06:49 What Makes a Great Executive00:11:07 The Importance of True P&L Fluency00:12:17 First Team Leadership vs Functional Loyalty00:13:33 Reading the Macro Environment and Market Forces00:14:29 Sponsors Mercury | RightRev | Tipalti00:18:26 Applying First Team Leadership in Practice00:22:24 Churn as a Lagging Indicator00:24:23 Finding Real Leading Indicators of Renewal00:25:30 Customer Value as the Only Path to Enterprise Value00:26:52 Product Adoption Perception and Retention00:29:16 Price to Value Ratio as a Predictor of Guaranteed Churn00:30:37 The Ultimate Question What Gets Your Customer Promoted00:32:33 How NPS Is Actually Calculated00:34:56 Sailthru's Minus 26 NPS and What It Signaled00:37:31 Rebuilding Customer Trust Through Transparency00:40:24 Why Net and Gross Retention Must Be Paired00:42:51 Aligning the Executive Team Through a Unified Bonus Plan00:45:18 Firing Customers When Misaligned Segments Drain the Org00:49:35 Carrot vs Stick How to Motivate a Modern GTM Org00:52:31 Why MBO Plans Fail CSMs01:03:51 Why Time to Value Matters More Than Ever#RunTheNumbersPodcast #CustomerSuccess #ChurnPrevention #GoToMarket #VentureCapital This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit cjgustafson.substack.com

Send us a textReady to stop grinding and start scaling? We dive into a clear, no-fluff blueprint for using agentic AI to grow sales, improve margins, and reclaim your time. Instead of one-off prompts, you'll learn how autonomous agents perceive context, plan multi-step workflows, make decisions, and execute tasks across your stack—then learn from outcomes to get better week after week.We walk through the five domains where agents deliver immediate wins: customer support that resolves faster and cuts cost per ticket; lead generation that researches prospects and tailors outreach to lower CAC; marketing engines that ideate, create, test, and iterate across channels; back-office automation that reconciles books, tracks invoices, and manages inventory; and forecasting that sharpens demand, revenue, and cash flow accuracy. Along the way, we plug real numbers into the conversation—10x service cost reductions, 40–60% time-to-output cuts, and double-digit revenue lift—so you can benchmark your own progress with confidence.Measurement is the unlock. You'll get a compact KPI framework tied to the P&L: revenue growth rate, ROI per initiative, gross margin improvement, operating cash flow accuracy, CAC and lifetime value, time-to-output, error rates, cost per transaction, CSAT, and NPS. We also share practical guardrails to deploy safely: approvals, escalation paths, SOPs, and team training that make adoption stick. The human edge—strategy, empathy, and brand—stays at the center while agents handle the repetitive execution. If you've wondered how to leverage AI without losing what makes your business special, this is your roadmap.Subscribe for more playbooks, share this with a founder who needs it, and leave a review to tell us which KPI you'll track first.Thanks for tuning in to this episode of Follow The Brand! We hope you enjoyed learning about the latest trends and strategies in Personal Branding, Business and Career Development, Financial Empowerment, Technology Innovation, and Executive Presence. To keep up with the latest insights and updates, visit 5starbdm.com. And don't miss Grant McGaugh's new book, First Light — a powerful guide to igniting your purpose and building a BRAVE brand that stands out in a changing world. - https://5starbdm.com/brave-masterclass/ See you next time on Follow The Brand!

Explore how GLP-1 meds can help or harm eating disorders with Dr. Laura Bridge When weight-loss meds meet eating disorders: GLP-1 drugs are reshaping medicine,  but could they also be fueling disordered eating? Join Dr. Laura Bridge as we unpack the risks, red flags, and how to keep “healthy” from turning harmful.  Also, how to approach restrictive eating disorders, bulimia, and binge eating disorder as a PCP. Claim CME for this episode at curbsiders.vcuhealth.org! Patreon | Episodes | Subscribe | Spotify | YouTube | Newsletter | Contact | Swag! | CME Show Segments Introduction Defining Eating Disorders  Screening & Permission to Discuss  Clinical Approach & History Gathering  Treatment Framework  GLP-1 Contraindications Dr. Bridge's Take-Home Points  Credits Producer, writer, show notes, cover art and infographics: Isabel Valdez, PA-C Hosts: Matthew Watto MD, FACP; Paul Williams MD, FACP    Reviewer: Molly Heublein MD Showrunners: Matthew Watto MD, FACP; Paul Williams MD, FACP Technical Production: PodPaste Guest: Laura Bridge MD, FACP Disclosures Dr. Laura Bridge no relevant financial disclosures. The Curbsiders report no relevant financial disclosures.  Sponsor: Locumstory Learn about locums and get insights from real-life physicians, PAs and NPs at Locumstory.com. Sponsor: Panacea Legal  Panacea Legal is giving Curbsiders listeners one more reason to feel thankful with 50% off any contract review service by using promo code CURB50. But hurry, this offer is only available for the first 10 doctors who use the code. Visit Panacea.Legal today Sponsor: Hydrow  Head over to Hydrow.com and use code CURB to save up to $600 off on Hydrow rower during this holiday season.  Sponsor: Grammarly  Visit Grammarly.com/podcast and Sign up for FREE