Podcasts about NPS

GOLD Updates, Novel Treatments, and Managing Comorbidities in COPD Care Level up your COPD care with practical, evidence-based strategies. Learn how to confirm airflow obstruction with spirometry (and use LLN/Z-scores thoughtfully), stage patients with the A/B/E framework, and build treatment around long-acting bronchodilation—adding ICS selectively based on exacerbations and eosinophils. We'll highlight the nonpharmacologic moves that change outcomes (smoking cessation, vaccination, pulmonary rehab, oxygen when indicated), when to reach for add-ons (azithromycin, roflumilast), how to approach chronic hypercapnia with home NIV, and what's new (hello, ensifentrine). Pulmonologist and longtime Curbsiders member Dr. Cyrus Askin (@Askins_Razor ) returns to share real-world pearls for diagnosing, treating, and managing comorbidities in COPD. Claim CME for this episode at curbsiders.vcuhealth.org! Patreon | Episodes | Subscribe | Spotify | YouTube | Newsletter | Contact | Swag! | CME Show Segments Intro Case 1 Diagnostic Workup Understanding the Ratio, LLN/Z-Scores, and Equity Symptom abd Risk Staging (A/B/E) Case 2 Foundational Care  Initial Inhaler Strategy  Progression & Hypercapnia: NIV & Adherence Counseling Add-On Pharmacologic Options for Frequent Exacerbators What's New and Emerging Comorbidities and When to Refer  Take-Home Points Recap Plugs, CME, and Credits Credits Written and produced by Paul Wurtz MD. Show notes, cover art, and infographic also created by Paul Wurtz MD. Hosts: Matthew Watto MD, FACP; Paul Williams MD, FACP    Reviewer: Emi Okamoto MD Showrunners: Matthew Watto MD, FACP; Paul Williams MD, FACP Technical Production: PodPaste Guest: Cyrus Askin MD   Sponsor - Freed Use code: CURB50 to get $50 off your first month when you subscribe at freed.ai Sponsor - Grammarly Sign up for FREE and experience how Grammarly can elevate your professional writing from start to finish. Visit Grammarly.com/podcast Sponsor -Locumstory Learn about locums and get insights from real-life physicians, PAs and NPs at Locumstory.com

What if the biggest threat to next year's revenue isn't churn—but the quiet erosion of loyalty you never saw coming? With 85% of professional services revenue riding on existing clients, old tools like NPS and gut instinct just won't cut it anymore. In this special edition, we're taking you inside the Knownwell platform itself—no roundtable, no guests—just a front-row seat to how real-time commercial intelligence is changing the game. Knownwell Chief Marketing Officer Courtney Baker and Chief Product and Technology Officer Mohan Rao walk through the platform live, showing how executives can go from blind spots and firefighting to confident, data-backed decisions in minutes. Watch as they simulate a Monday morning at a fictional agency—and reveal how Knownwell helps leaders prep for surprise client calls, uncover hidden growth opportunities, and balance energy across a full portfolio. This isn't just a product demo. It's a blueprint for how high-performing teams are staying ahead of risk, strengthening client relationships, and winning renewals—without the guesswork.

יש לנו יותר דאטה מאי פעם על הלקוחות שלנו, אבל האם אנחנו באמת יודעים מה הם מתכננים לעשות? מודלים לחיזוי נטישה יכולים לספר רק חלק מהסיפור. דרך הבלוג שחיברה מיכל מילר לוי, Head of market research and insights במאנדיי, נגלה שהמפתח להבנת הכוונות האמיתיות של הלקוח טמון במשהו אחר לגמרי: ויראליות, או במילים פשוטות, האם הם ממליצים עלינו לחברים וקולגות. בפרק נציג מתודולוגיה יישומית המשלבת בין מדדי המלצה (כמו NPS) ושאלות ישירות על התנהגות, כדי ליצור את "מטריצת ויראליות-נטישה" ונלמד כיצד למפות את הלקוחות שלנו לארבע קבוצות התנהגות. אז הצטרפו אלינו כדי ללמוד איך לזהות את קבוצות הסיכון מראש ולפעול בצורה ממוקדת כדי לשמר לקוחות ולהזניק את הצמיחה.See omnystudio.com/listener for privacy information.

They VANISHED: Park RangersBecome a supporter of this podcast: https://www.spreaker.com/podcast/missing-persons-mysteries--5624803/support.

This episode is brought to you by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Oberle Risk Strategies⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠: Insurance Broker and Insurance Due Diligence Provider for Search Funds and Other Small-to-Medium-Sized Businesses⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠  *This episode is brought to you by ⁠⁠⁠B⁠⁠⁠⁠⁠⁠⁠oulay, the industry standard for Quality of Earnings, tax, and audit services, serving search fund entrepreneurs for 20+ years⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠*Rob Markey is the creator of the Net Promoter Score ("NPS"), which has grown to become the de facto metric for measuring the health, loyalty and satisfaction of a customer base. He is also a longtime Partner at Bain & Company, where he founded and leads their Global Customer Strategy practice.Rob is the co-author of The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer-Driven World, a New York Times and Wall Street Journal bestseller. Rob also teaches at Harvard Business School, and serves on several nonprofit and corporate boards, where he helps leaders build customer‑centric businesses.

What if attending a wedding, gala, or an important event didn't mean buying something new, but instead allowed you to rent a designer-quality outfit?In this episode of HappyPorch Radio we are joined by Büsra Zanner, the founder of Wearr. Wearr is a German-based startup reinventing circular fashion rental for special occasions.Büsra shares how her tech background shaped Wearr's customer-first approach, from prioritising flawless event delivery to building a data-driven platform that keeps garments in circulation longer. With a focus on convenience, automation, and strong partnerships, Wearr is proving how circular models can delight customers, extend product lifecycles, and shift mindsets away from ownership toward access.✨ In this episode:Büsra explains why customer experience must come first in rental - even before sustainability.We learn about the emotional side of circular fashion: garments creating new stories through multiple lives.Büsra talks about building a tech stack for rental that uses data to optimise sourcing, curation, and customer experience.We touch on the challenges and opportunities of sourcing: buying retail, partnering with private lenders and working with designers and retailers.We learn why focus and clarity matter for early-stage circular startups.Büsra highlights the importance of picking the right partnerships - and knowing when to say no.We find out how Wearr achieves a 100 NPS by prioritising reliability and delight.

Text us your questions and thoughts!We're excited to welcome Linda Lipovetsky, Senior Principal Customer Advocacy Manager at Unqork, whose career journey demonstrates that landing your dream role is less about polished résumés and more about delivering value, embracing radical transparency, and showing up where it counts. From a pandemic hackathon with her 10-year-old son to a gutsy LinkedIn pitch that opened the door to Unqork, Linda's story is a masterclass in building opportunity through courage and creativity.As she shares, her “operating system” is radical transparency—oversharing by design (within confidentiality) to break down silos, speed decisions, and help customers plan with the truth. No euphemisms, no carefully massaged answers—just candor that builds trust and accelerates outcomes.In this episode, we discuss:How to network into companies by creating a visible impact Self-advocacy strategies that feel naturalWhy traditional metrics like NPS and CSAT fall short (and which signals truly predict renewal and customer trust)How CS and Advocacy can claim a bigger seat at the tableThe realities of remote work, energy management, and why staying close to technology gives you long-term career liftReady to rethink how you advocate for yourself, your customers, and your career? This episode is packed with practical strategies you can start applying today—so tune in and enjoy!

In this episode, Brigitte Sager DNP discusses the importance of establishing healthy boundaries for nurse entrepreneurs. She emphasizes the need for clear communication, setting expectations with patients, and managing appointments effectively to improve patient care and prevent burnout. The conversation covers various strategies for maintaining boundaries, including cancellation policies, limiting the scope of visits, and ensuring self-care for nursing professionals.  

Too many companies see AI only as a cost-cutting shortcut, rolling out rushed AI deployments that frustrate customers. But the real opportunity lies in everyday AI: using it to handle what humans don't do well, so people can focus on what they do best—building authentic customer relationships. This week on The Modern Customer Podcast, Henrik Werdelin, founder of BARK, Prehype, Audos, and co-author of Me, My Customer, and AI, shares how everyday AI can transform CX. Highlights from the podcast: ➡️ AI Beyond Efficiency — Instead of just automating tasks, AI expands human capability and frees teams to focus on authentic customer connections. ➡️ Listening at Scale — AI makes it possible to instantly analyze thousands of customer comments, delivering insights that go far deeper than NPS scores. ➡️ Strengthening Relationship Capital — With AI, brands can build customer loyalty through three layers: depth (feeling seen), density (community), and durability (long-term trust). ➡️ Empowering Everyday Entrepreneurs — AI lowers barriers to entry, enabling more people to create businesses that solve real customer problems and build lasting relationships.

What's up everyone, today we have the pleasure of sitting down with Aditi Uppal, Vice President, Digital Marketing and Demand Generation at Teradata.(00:00) - Intro (01:15) - In this Episode (04:03) - How to Use Customer Conversations to Validate Marketing Data (10:49) - Balancing Quantitative Data with Customer Conversations (16:14) - Gathering Customer Insights From Underrated Feedback Channels (22:00) - Activating Voice of Customer with AI Agents (29:09) - Voice of Customer Martech Examples (34:48) - How to Use Rapid Response Teams in Marketing Ops (39:07) - Building Customer Obsession Into Marketing Culture (43:44) - Why Voice of Customer Works Differently in B2B and B2C (48:26) - Why Life Integration Works Better Than Work Life Balance Summary: Aditi shows how five honest conversations can reshape how you read data, because customer language carries context that numbers miss. She points to overlooked signals like product usage trails, community chatter, sales recordings, and event conversations, then explains how to turn them into action through a simple pipeline of capture, tag, route, track, and activate. Tools like BrightEdge and UserEvidence prove their worth by removing grunt work and delivering usable outputs. The system only works when culture supports it, with rapid response channels, proposals that start with customer problems, and councils that align leaders around real needs. Blend the speed of B2C listening with the discipline of B2B execution, and you build strategies grounded in reality.About AditiAditi Uppal is a data-driven growth leader with over a decade of experience driving digital transformation, product marketing, and go-to-market strategy across India, Canada, and the U.S. She currently serves as Vice President of Digital Marketing and Demand Generation at Teradata, where she leads global strategies that fuel pipeline growth and customer engagement. Throughout her career, Aditi has built scalable marketing systems, launched partner programs delivering double-digit revenue gains, and led multi-million-dollar campaign operations across more than 50 technologies. Recognized as a B2B Revenue Marketing Game Changer, she is known for blending strategy, operations, and technology to create high-performing teams and measurable business impact.How to Use Customer Conversations to Validate Marketing DataDashboards create scale, but they do not always create confidence. Aditi explains that marketers often stop at what the model tells them, without checking whether real people would ever phrase things the same way. Early in her career she spent time talking directly to retailers, truck drivers, and mechanics. Those interactions were messy and slow, filled with handwritten notes, but they gave her words and patterns that no software could generate. That language still shapes how she thinks about campaigns today.She argues that even a small number of conversations can sharpen a marketer's decisions. Five well-chosen interviews can give more clarity than months of chasing analytics dashboards. Once you hear a customer describe a problem in their own terms, the charts you already have feel more trustworthy. As Aditi put it:“If you get an insight that says this is their pain point, it helps so much to hear a customer saying it. The words they use resonate with them in ways marketers' words often do not.”She points out that B2C teams benefit from built-in feedback loops since their channels naturally keep them closer to customers. B2B teams, on the other hand, often hide behind personas and assumptions. Aditi suggests widening the pool by talking to students and early-career professionals who already use enterprise software. They may not be buyers today, but they become decision makers tomorrow. Those conversations cost almost nothing and create raw material more valuable than agency-produced content.She frames the real task as choosing the right method for the right question. If you want to refine messaging, talk to your most active customers. If you want to understand adoption patterns, run reports. If you want to pressure test a product roadmap, combine both and compare the results. Decide upfront what you need and when you need it. Then continue adjusting, because customer understanding is not a one-time project, it is an ongoing discipline.Key takeaway: Use customer conversations as a validation layer for your data. Pair five direct interviews with your dashboards, and you gain language, context, and trust that numbers alone cannot provide. Always define why you need an insight, then pick the method that gets you there fastest. That way you can build messaging, campaigns, and roadmaps grounded in reality rather than in assumptions.Balancing Quantitative Data with Customer ConversationsMarketers keep adding dashboards, yet confidence in the numbers rarely grows. Aditi argues that a few customer conversations often do more to build certainty than a warehouse of metrics. Early in her career she spent long days interviewing retailers, truck drivers, and mechanics. She filled notebooks with their words, then worked through the mess to find common threads. The process was slow, but it created clarity that still guides her perspective today.“You do not need hundreds of those conversations. You just need five, and you will come out so much more confident in the data you are looking at.”That perspective challenges a common assumption in B2B marketing. Models can predict buying intent, but they cannot capture the urgency or tone that customers bring to their own words. Dashboards may flag data scientists as target buyers, yet when you sit with an aspiring data scientist, you hear frustrations and motivations that algorithms miss. Real language often carries sharper meaning than the polished words marketers invent for campaigns.Aditi warns that relying only on quantitative signals pushes teams into a self-referential loop. Marketers build strategies based on metrics, then describe those strategies in their own buzzwords. Direct conversations break that loop. Even five interviews can ground your messaging, highlight gaps in the data, and validate where models are directionally right. B2C teams often benefit from tighter feedback loops through customer-facing channels. B2B teams need to create their own versions of those loops by talking to users directly, including students and early-career practitioners who represent the next generation of decision makers.Every stage of marketing benefits from this practice. Roadmaps become sharper, content becomes more resonant, and campaign ideas carry more weight when tested against real voices. Customer interviews cost little compared to polished content campaigns, yet they create a foundation of confidence that technology alone cannot replicate.Key takeaway: Five direct customer conversations can build more confidence than a room full of dashboards. Capture the exact words your buyers use, compare them with your data models, and use both inputs together. That way you can validate your metrics, sharpen your messaging, and trust that your strategy connects with the people who matter most.Gathering Customer Insights From Underrated Feedback ChannelsMarketers love surveys. They love sending out NPS links, post-purchase forms, and satisfaction checkboxes that make dashboards look busy. Aditi is blunt about the limits of this ritual. A buying committee has users, influencers, and decision makers. Each group has different needs, and you cannot lump them into a single “customer voice.” If you want useful signals, you have to decide who you are li...

What if you could finally prove that emotions, not just price or product features, are the real drivers of revenue, retention, and revenue growth? Too many leaders know their teams create powerful emotional connections, yet they're told “emotion is a soft skill” by the very people who control the budgets. That disconnect leaves organizations stuck defending their work instead of proving its true impact. In this episode, Stacy Sherman changes that conversation. She explains why legacy metrics like CSAT and NPS fall short, and how companies like translate small emotional gestures into massive financial results. More importantly, she shares a clear framework that shows leaders exactly how to measure emotional ROI and three practical steps you can take this week. By the end, you'll see why emotion isn't a soft skill; it's the new currency of customer experience and the most strategic advantage your business has. Learn more at   Book time with Stacy Sherman through this   Listen to HBC full episode  

Episode Show NotesSummaryIn this episode, Dr. Chris Brown sits down with customer experience pioneer Annette Franz, author of Customer Understanding, Built to Win, and her latest book, Employee Understanding. Annette shares her journey from JD Power to becoming one of the leading voices on connecting employee experience, customer experience, and business outcomes. Together they explore the blind spots leaders have around culture, the three-pillar framework for employee understanding, and why listening—not surveys alone—is the foundation of sustainable success.From the “Sunday Scaries Test” to the dangers of gaming metrics like NPS, this conversation is packed with practical insights for leaders who want to design people-centric cultures that drive performance.Key TakeawaysEmployee experience is business critical: Without empowered employees, customer experience and business outcomes suffer.Culture is the shadow of the leader: Leaders shape or allow the culture—there is no middle ground.Three-pillar framework: Culture alignment, employee insights, and leadership empathy are the keys to designing great workplaces.Beware of “lipstick on a pig” fixes: Solve root causes, not symptoms, through service blueprinting and systemic problem-solving.Metrics can mislead: Chasing scores like NPS often backfires; focus on genuine experience improvements.Listen beyond surveys: Stay interviews, roundtables, and employee advisory boards are underused but powerful tools.Modernize or fossilize: Leaders must evolve their practices—or risk irrelevance.Memorable Sound Bites“You get the culture you design—or the one you allow.”“Culture is truly the shadow of the leader.”“Stop asking in exit interviews why people left. Ask in stay interviews why they're still here.”“When leaders beg for scores, you're moving the metric—not the experience.”“If employees feel unsafe to speak up, all you'll hear is crickets.”“Modernize or fossilize—that's the choice facing today's CEOs.”Chapters00:00 – Introduction: Annette's early career at JD Power and the origins of her CX journey.03:00 – Employee Blind Spots: Why leaders still struggle to connect employee experience with business performance.05:40 – The Sunday Scaries Test: How workplace culture impacts employees before Monday even begins.07:15 – Culture & Leadership: Why culture rests squarely on the shoulders of leaders.11:40 – The Three Pillars: Culture alignment, employee insights, and empathy in action.16:20 – Personas & Empathy: Bringing customers and employees to life inside organizations.21:30 – Connecting to Business Outcomes: Linking journey mapping and feedback to measurable ROI.27:20 – Goodhart's Law & Metrics: How chasing numbers distorts reality.31:20 – Yes Madam Case Study: What not to do with employee feedback.35:20 – Lipstick on a Pig: Why surface fixes fail without root cause analysis.37:50 – Listening Beyond Surveys: Stay interviews, listening tours, and employee advisory boards.42:00 – Modernize or Fossilize: Annette's open letter to CEOs.43:30 – AI & Human Connection: Where technology fits—and where it doesn't.46:40 – Delta Airlines Example: A model of connecting culture, employees, and customers.48:30 – Closing Thoughts: Where to find Annette's work and resources.

This episode outlines how Nurse Practitioners (NPs) can achieve an annual income of $300,000 or more by adopting a business-oriented mindset rather than solely an employee one. It details a multi-stream revenue model, which includes locum tenens assignments, virtual concierge services, and on-call facility contracts, providing a financial breakdown for each. The text also offers a checklist of essential steps for NPs to begin this entrepreneurial path, such as obtaining licenses in full practice authority states and forming an LLC. Finally, it addresses and debunks common limiting beliefs that may hinder NPs from pursuing such high earning potential, emphasizing that wealth and clinical practice are not mutually exclusive.

Chegamos ao episódio 100 do Performa Q. Pod, recebemos um dos maiores especialistas em tecnologia para o varejo do Brasil: Robledo Castro, VP de Tecnologia e Transformação Digital da Pague Menos. Descubra os segredos por trás do crescimento impressionante da gigante farmacêutica, que tem superado o mercado consistentemente. Robledo compartilha insights valiosos sobre sua carreira de mais de 20 anos, os desafios da transformação digital, o uso inteligente de Inteligência Artificial (IA) e, acima de tudo, como uma cultura focada em pessoas é o verdadeiro motor para resultados exponenciais. Se você quer entender como a tecnologia e a liderança humanizada estão moldando o futuro do varejo, este episódio é uma aula imperdível. Dê o play e aprenda com quem está na linha de frente da inovação!

Among the informational signs flagged for review under the Trump administration's purge of “improper ideology” at National Parks is language at the Sitka National Monument Russian Bishop's House explaining how missionaries worked to destroy Indigenous cultures and languages in Alaska. A panel at Florida's Castillo de San Marcos National Monument is being questioned for including text about forced assimilation of imprisoned Native Americans. They are part of the ongoing review of parks, museums, and other institutions for information deemed disparaging to Americans. The review has prompted considerable concern over who is making decisions about how historical events are portrayed and whether Native historians have any input. GUESTS Michaela Pavlat (Sault Ste. Marie Tribe of Chippewa Indians), Indigenous partnerships program manager for the National Parks Conservation Association Julie Reed (Cherokee), associate professor of history at the University of Tulsa Morning Star Gali (Pit River Tribe), executive director of Indigenous Justice and the California tribal and community liaison for the International Indian Treaty Council Kimberly Smith (Eastern Band of Cherokee Indians), community conservation specialist for The Wilderness Society

Client experience is more than good service. In this episode of the PSM Show, Damion Morris and Deirdre Booth talk with Tim Amos, CPSM and Head of Growth at Client Savvy, about how AEC firms can design and manage client experiences that create measurable business results. Tim shares his journey from in-house marketing to leading CX strategy and explains why repeat business does not always equal loyalty. He introduces practical ways to measure client sentiment, including Net Promoter Score and share of spend, and describes how firms can use feedback to inform go/no-go decisions, increase profitability, and strengthen retention. For marketers, this conversation shows how CX can open the door to leadership. Small wins such as mapping the proposal process or implementing a client feedback program can build momentum and demonstrate the connection between marketing strategy and firm performance. The discussion also highlights findings from the SMPS Foundation's research on CX in the AEC industry. Listeners will gain a clear view of how intentional client experience shapes reputation, growth, and long-term success.

In this episode of the Astonishing Healthcare podcast, host Justin Venneri is joined by Josh Golden, SVP of Strategy, and RFP Content Manager, Nic Bolitho, for a timely discussion about trends they're seeing in the market and how to run a better request for proposal (RFP) process to select a pharmacy benefit management (PBM) partner. Long story short, the "old way" of running a PBM RFP is broken, but, as Josh describes, there are some "tectonic shifts" happening as plan sponsors demand to see more options (i.e., transparent PBMs) and benefits brokers and consultants upgrade the questions and scoring used to force accountability and drive meaningful results for plans and plan members.HighlightsUnit-cost-based spreadsheet comparisons and marketing fluff are "out;" evaluating drug mix and how the PBM manages the plan (the 'M' in PBM) or makes money off of the plan are "in."Plan sponsors and benefits consultants must demand flexibility - the PBM contract should not be a "house of cards." For example, agreements should provide the freedom to add new vendors or carve out services without collapsing your financial arrangement.Legacy tech platforms are a barrier to innovation; ask potential partners if their technology can handle customizations and integrations with agility to avoid being told, "We just can't do that."Precise questions about member experience are a must; RFPs should move beyond open-ended questions that invite marketing fluff. Use specific, binary questions to obtain an accurate measure of the member experience and the effectiveness of clinical programs (e.g., NPS, turnaround times for prior authorizations, etc.).Related ContentReplay: PBM Procurement Decoded: Insights from a Pharmacist and an Actuary Why Savings Don't Materialize: The Truth About Pharmacy Benefit Procurement eBook AH034 - Customer Care in Healthcare: Setting a Higher Bar, with Will TafoyaAH035 - Pharmacy Benefits 101: Clinical Programs, with Bonnie Hui-Callahan, PharmD5 ways to improve PBM procurement (EBN) For more information about Capital Rx and this episode, please visit Judi Health - Insights.

Send us a textIn this episode we interview Katie Hickey, Senior Director of Revenue and Growth Marketing at Dscout. What you'll learn in this episode:How to spot potential ambassadors using CSAT, NPS, and product usage signals—and why “beta participants” are gold.Practical asks that turn happy users into public advocates: webinars, testimonials, case studies, and referral stories.Smart incentives that respect the ask: swag, conference tickets, or gift cards—used thoughtfully and sparingly.A playbook for partnering with your CS team without stepping on toes by elevating customers as subject-matter experts.Ways to track and activate “past power users” at new companies using tools like UserGems within your ABX motion.How to build a community that actually engages: curated VIP channels, intimate meetups, and aligned content themes.Using community and intent signals (Slack chatters, blogs, webinars) to guide sales follow-ups and demo narratives.Techniques for coaxing real stories from customers—collaborative talk tracks that place them at the center.

Are These The MOST DANGEROUS Hiking Trails?Become a supporter of this podcast: https://www.spreaker.com/podcast/missing-persons-mysteries--5624803/support.

National Park Mysteries and Disappearances Volume #27Become a supporter of this podcast: https://www.spreaker.com/podcast/missing-persons-mysteries--5624803/support.

Host Gregg-Brooke Koleno sits down with Jayson Mamaclay, Vice President at Norman Professional Services (NPS), to explore how entrepreneurs can take off the armor, get honest about money, and design a business that truly serves their lives. Jayson's path, from PwC CPA to organizational design and DEI work, to escape-room owner and Goldman Sachs 10KSB alum, now fuels his mission at NPS: helping owners align the pro forma with the personal “why.” Together, we dig into treating your company as an asset that should create value, freedom, and joy; using a clear North Star to reverse-engineer decisions; and unlearning the “grow at all costs” myth in favor of a business that fits your family and legacy. Jayson also shares why early succession and exit planning preserves both momentum and meaning. Outside the office, Jayson volunteers with Games Done Quick, whose latest marathon raised $2.4M for Doctors Without Borders, a masterclass in teamwork, shared mission, and community impact. He leaves listeners with a powerful charge: your influence is a +1 fingerprint—make it intentional. You'll learn: • How to build numbers around your values, not just your revenue goals • A practical way to architect your dream business (and spot misalignment) • Why succession planning should start while you still love the work • Community lessons from large-scale philanthropy you can apply to your team Connect with Jayson: https://www.linkedin.com/in/jaysonmamaclay/

Episode Summary:In this compelling episode of the Pain Matters Podcast, hosts Sudheer Potru, DO, FASA, FASAM, and Zafeer Baber, MD, sit down with Jeremy Adler, DMSc, PA-C, DFAAPA, a seasoned Physician Assistant practicing at the UCSD Center for Pain Medicine in the field of pain medicine, to explore the evolving roles of advanced practice providers in the specialty. Jeremy shares insights from his 25-year career spanning private practice and academia, shedding light on the benefits and challenges of working in these different professional settings. Jeremy Adler's engaging discussion highlights the multidimensional nature of medicine, emphasizing the importance of a multidisciplinary approach that includes APPs, anesthesiologists, psychologists, and more. This episode delves into the reasons behind the rising interest in APP roles, fueled by the pursuit of work-life balance and diverse practice opportunities across specialties. The conversation also explores the necessity of formalized education and training to equip PAs and NPs with the skills needed to excel in the complex landscape of pain medicine.About the GuestJeremy A. Adler, DMSc, PA-C, DFAAPA|Dr. Jeremy Adler is a nationally recognized physician assistant with over 25 years of experience in pain management. He serves at UC San Diego Health's Center for Pain Medicine and previously co-owned a private pain practice. A published author and national lecturer, he's known for his advocacy in evidence-based, compassionate pain care and has earned honors including California State Assembly recognition and POCN's 2022 Top Pain Management PA award. He also leads the American Academy of Pain Medicine Foundation and holds leadership roles in major professional organizations. 

Carrie Ford, CNCT interviews Clark Moser, MD, ABEM, ABPN on "Electromyography Referrals: Principles and Practices for Optimizing EMG Orders ". This podcast is for neurologists, PMRs, orthopedists, PCPs, NPs, PAs, and residents who refer patients for EMG and NCS. It also helps NCS technologists understand the clinical intent behind each referral—guided by the EMGer's diagnostic focus. This episode offers practical strategies for improving the quality of the EMG referrals by treating each order as a focused clinical study. We review what the EMG evaluates—nerve and muscle function—and how to understand results in terms of localization and severity. Listeners will learn to move beyond vague referral terms like “weakness,” “pain,” or “paresthesia” and instead indicate in the EMG order what specific neuromuscular or electrodiagnostic question they want answered.

Send us a textWelcome!  Upside/Downside is a podcast about value creation, and how business leaders like you can grow your profits and cash flow.  I'm your host, Matt Cooley.  In this episode, Jay Wei, CEO and Founder of Discover Live, takes us on a value creation journey through the power of creating connections and accessibility for the 94% of the world's population that can't physically travel.Jay shares the importance of understanding what you're really selling and how to use key metrics to drive value creation.  With a NPS score of 88% and a ton of customer stories, including memories of a first kiss, a 5.8 earthquake and climbing the Great Wall in the pitch black of night, we explore the building blocks to stronger profits and cash flow.  We learn why exceptional guides are like great chefs, and how they are fundamental to value creation.  And we get into unit economics and the power of partnerships.This episode feels like an inspirational college course in a friendly 27-minute package.  Find a comfortable seat and join us!Thank you for listening and please visit Upside/Downside podcast and enter your email for my FREE list: "10 places to look for higher profits and cash flow right now!". Matt

When Jefferey Lendrum was a boy, he loved birds. What began as a childhood passion volunteering for an ornithology program transformed into a life of wildlife crime - scaling cliffs to steal and then smuggle falcon eggs around the world. Despite multiple arrests, steep fines and various investigations - he just couldn't quit. What motivated him? How did his dedication to birds turn to destruction? This is the story of the “Pablo Escobar of Falcon Eggs”. Sources: Book - The Falcon Thief by Joshua Hammer Documentary - Poached Articles / Webpages - NPS, NPS (2), The New York Times, The Washington Post, India Times, Traffic.org For the latest NPAD updates, group travel details, merch and more, follow us on npadpodcast.com and our socials at: Instagram: @nationalparkafterdark TikTok: @nationalparkafterdark Support the show by becoming an Outsider and receive ad free listening, bonus content and more on Patreon or Apple Podcasts. Want to see our faces? Catch full episodes on our YouTube Page! Thank you to the week's partners! Soul:  For 30% off your order, head to GetSoul.com and use code NPAD. PAKA: Head to go.pakaapparel.com/NPAD and use code NPAD to grab your PAKA hoodie and free pair of alpaca crew socks Ollie: Take the online quiz and introduce Ollie to your pet. Visit https://ollie.com/npad today for 60% off your first box of meals! #ToKnowThemIsToLoveThem Liquid IV: Use our code NPAD at checkout to get 20% off your first order.

Trigger Warning: This episode discusses sexual assault and child abuse. Listener discretion is advised. In this episode of Good Nurse Bad Nurse, we welcome nurse practitioners and hosts of the Success NP podcast: Sandra and Jackie! Together with Tina, they discuss a harrowing case of medical misconduct involving Darius Paduch, a physician who abused his patients under the guise of medical necessity. The conversation delves into the psychological impact of sexual abuse, the challenges faced by victims in coming forward, and the systemic failures that allowed Paduch's actions to go unchecked for years. Later, the episode transitions to our "Good Nurse" segment featuring our guest hosts! Stay tuned as Jackie and Sandra share their journeys in the nursing field, the challenges of transitioning from nursing to nurse practitioner roles, and the importance of bridging the educational gap for new nurse practitioners. They discuss their initiative to create resources that prepare future NPs for the realities of clinical practice, emphasizing the need for practical knowledge alongside theoretical education.   To learn more about Jackie, Sandra, and their amazing podcast and resources, visit https://successnps.com/

In this podcast episode, MRS Bulletin's Laura Leay interviews Yaroslava Yingling and Joseph Tracy from North Carolina State University about their study on iron oxide colloidal nanoparticles (NPs) coated in oleylamine ligands. By combining experimental work with molecular simulations, their research group determined how to optimize ethanol solvent-mediated ligand stripping in order to control the functionality of the NPs. This work was published in a recent issue of Advanced Materials Interfaces.

Survey Side Hustle Showdown: Real Reviews of Sermo, ZoomRx & MoreEver wondered if those emails about “quick clinical surveys for cash” are legit? In this episode of The PA Is In, I'm diving deep into the top survey platforms for medical professionals—breaking down the pros, cons, and real earning potential of sites like Sermo, ZoomRx, MD4Lives, InCrowd, and more.This episode is your complete guide to turning survey invites into a little side income—and deciding which platforms are worth your time (and which ones to avoid).What You'll Learn:My real earnings from survey platforms like Sermo & ZoomRxWhich sites pay in cash vs. points (and what that really means)Why Sermo is more than just surveys—hello, community!Transparency around MD4Lives paymentIf Medscape ever sends actual surveysHow to stack small streams of income while you scrollLinks: SERMO: https://app.sermo.com:443/?sermoref=39d97a2c-f699-4f8b-b2f9-1eb131e18c75&utm_campaign=tell-a-friendZOOMRX: https://refer.zoomrx.com/tracyb2 Keywords: medical surveys for clinicians, side hustle for PAs, survey income for doctors, Sermo survey review, ZoomRx for healthcare providers, MD4Lives payment delay, Medscape survey payout, InCrowd review, OpinionSite survey cashout, best medical survey sites 2025, clinician side income ideas, non-clinical income for NPs, paid medical surveys, survey platforms for physician associates, how to make money answering surveys

What do you do when everyone loves your product but no one's paying for it? That was the challenge facing Beautiful.ai. Founder Mitch Grasso nailed the product, but to build a sustainable business, he brought in operator Jason Lapp as CEO. In this conversation, Jason shares how Beautiful.ai killed its freemium tier, introduced a credit-card-gated trial without losing momentum, and learned to serve both self-serve and enterprise customers at the same time. He also explains how to listen to customer feedback without becoming a feature factory, and why non-technical founders shouldn't try to know everything about the tech stack. If you're a founder wondering when to put up a paywall — or how to balance PLG with enterprise sales — here's a playbook. RUNTIME 46:20 EPISODE BREAKDOWN (3:35) “ The timing of us coming together was really fortuitous for beautiful because he had already built the first version of beautiful and put it in market.” (6:28) “ Microsoft and Google report that there's close to a billion people that use presentation software on a monthly basis.” (10:51) “ At a certain point after getting in market, you start to get a different set of signal.” (14:52) The free trial period is a great opportunity to learn about what customers value most. (19:56) Leverage “emotional” feedback to improve the customer experience. (23:46) “ We do have a guiding principle, which is: on the customer side, we generally don't build for one customer need.” (26:17) Beautiful.ai uses NPS surveys to gather feedback from enterprise and individual users. (28:49) Since pivoting to paid, they have separate teams for enterprise and individual customers. (23:02) “ We think about an ICP, and then we think about an IECP, meaning the enterprise as a whole.” (33:57) Capturing behavioral and attitudinal data to understand customer behavior. (37:18)  How the broader rise of generative AI has influenced GTM strategy. (42:33) Jason shares some advice for non-technical CEOs. LINKS Jason Lapp Beautiful.ai AI Isn't Coming For Jobs, It's Coming For Inefficiency Continuous Discovery Habits: Discover Products that Create Customer Value and Business Value, Teresa Torres Everything You Need to Know About Freemium Pricing, Kyle Poyar, OpenView Partners SUBSCRIBE

In this episode, Senior Producer Alanna Youngblood picks the brain of NPS' Director of International Graduate Programs Mr. Danial Pick. In this interview they both explore topics and concepts ranging from Language, Culture, and Diplomacy to Special Operations and Counterterrorism Insights to Personnel and Career reflections. Strap in for quite the adventure!

Cardiovascular expert Colleen Walsh-Irwin returns to NP Pulse for an in-depth look at hyperlipidemia and the importance of controlling LDL-C levels. Walsh-Irwin also walks us through lipid panels, risk scoring and the many tools NPs have at their disposal to keep patients healthy and informed.  This podcast is made possible by Amgen.

In this episode of the Functional Nurse Podcast, host Brigitte Sager DNP speaks with Barb Hudak, RN, BSN, MS, a former military nurse and expert in holistic health. They discuss Barb's journey in nursing, the importance of emotional resilience, and the integration of HeartMath techniques into nursing practice. The conversation highlights the impact of stress on healthcare professionals and the need for self-care. Barb shares insights on creating a positive work environment and the significance of blending science and spirit in nursing. They also explore heart rate variability and its relevance to patient care, emphasizing the importance of nurses taking care of themselves to better serve their patients. Learn more about HRV in Dr. Sager's recent blog post: Heart Rate Variability for Nurses: What It Is, Why It Matters, and How to Use It in Practice Connect with Barbara: Visit her website: www.heartfulintegrations.com Follow her on Instagram: https://www.instagram.com/heartful.integrations/  

We've well and truly kicked off season 7 in style as we welcome our first guest onto the show - IAAPA Board Chairman, Massimiliano Freddi. In this episode, Paul sits down with Massimiliano Freddi, the first Italian to ever hold the role of IAAPA Chairman in the association's 107-year history. From his early dream of running a theme park to founding Wonderwood and shaping Italy's unique attractions landscape, Massi shares how passion, storytelling, and a people-first mindset continue to drive his vision for the industry. Skip The Queue is back for Season 7 and we're announcing some big changes! Get ready for new hosts, a fresh new look, weekly content and find out where you can catch us live at events to be part of the action.Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. Your host is Paul Marden.If you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website SkiptheQueue.fm.If you've enjoyed this podcast, please leave us a five star review, it really helps others find us. And remember to follow us on LinkedIn, or Bluesky for your chance to win the books that have been mentioned in this podcast.Competition ends on 24th September 2025. The winner will be contacted via LinkedIn or Bluesky. Show references:  https://iaapa.org/https://www.linkedin.com/in/freddi/Massimiliano Freddi  a leading figure in the amusement and entertainment industry, has been appointed president of the steering committee of IAAPA (International Association of Amusement Parks and Attractions, the leading international association for attractions and theme parks) for 2025. This is the first time since the foundation of the World Association of Attractions (1918) that this position has been entrusted to an Italian.The appointment underscores his extensive experience and significant contribution to the global industry. Freddi brings a wealth of experience gained at some of the industry's most prominent companies. His career began in marketing and press office for the Italian market at Disneyland Paris. He subsequently joined Leolandia.A visionary entrepreneur, in 2018, Massimiliano Freddi founded Wonderwood, an adventure and amusement park for all ages, of which he is currently CEO, in his hometown of Trarego Viggiona, in the Verbano-Cusio-Ossola region on Lake Maggiore. This growing business has redeveloped several local facilities and provided employment to several young residents of the small towns in the area. His passion for the sector also extends to academia. Since 2016, he has been a member of the coaching staff of Seth Godin's Altmba and is a professor of marketing and experience design at IULM University in Milan. At the same university, where Italy's first course in theme park and attraction management was introduced, he teaches subjects such as consumer experience, marketing, and soft skills as an adjunct professor. Freddi was also one of the original founders of Parksmania, the first newspaper dedicated to amusement parks.Freddi will continue to bring his innovative vision and deep industry knowledge to the global association, helping shape the future of attractions internationally. Regarding Italy, he commented that he sees great potential and wants to help realise it. Transcriptions:  Paul Marden: Welcome to Skip the Queue, the podcast about the world's best visitor attractions and the people that work in them. I'm Paul Marden, along with my co-hosts Andy Povey and Sinead Kimberley, I spend my days working with ambitious attractions like theme parks, museums, galleries, and science centres to help them to attract more guests. Paul Marden: Today on Skip the Queue, I'm joined by someone who has been shaping the attractions industry in truly remarkable ways. Massimiliano Freddi is the first Italian ever to hold the role of chairman in IAAPA's 107-year history. A milestone that not only celebrates his career, but also shines a light on Italy's growing influence in the global attractions landscape. Massimiliano has worn many hats across his journey, from fulfilling his childhood dream of becoming a Theme Park Managing Director at just 28, where he grew guest numbers from 300,000 to over 800,000, to founding his own destinations like Wonderwood on Lake Maggiore and Wonderwood Spina Verde, overlooking Lake Como. Along the way, he's pioneered inclusive and eco-conscious practices, championing the power of storytelling and shown how attractions can thrive by creating meaningful experiences for every guest.Paul Marden: Beyond his leadership roles, Massimiliano is also a Professor of Marketing and Experience Design at IULM University in Milan, where he's passionate about nurturing the next generation of talent in our sector. Often described as both a dreamer and a doer, he brings together vision and practicality in a way that continues to inspire operators around the world.Paul Marden: Massimilliano, welcome to the show. It really is a pleasure to have you with us. We always start Skip the Queue and the kickoff of season seven, no less, is going to be no different. We always start with an icebreaker question. And I'm thinking back to, we're just back off of our summer holidays, aren't we? For your perfect holiday, would it start with planes, trains or driving.Massimiliano Freddi: Oh, that's a beautiful question. By the way, congratulations because you've pronounced Massimiliano in a very correct way. So that's unusual. I have a complicated name. I know, I know.Massimiliano Freddi: Hey, I would say train. Train is really, really part of the way that I love to travel with. And unfortunately, too often it happens by car, which I like a little bit less. I get dizzy, you know, and stuff. Train is my ultimate, ultimate way to travel.Paul Marden: I did a sleeper train to Scotland a couple of years ago, and it was amazing. I absolutely loved it. And what's brilliant is there's more of those sleeper trains hitting Europe, aren't there now? So there really is very few excuses for us not to be holidaying with the start with some elegant sleeper train. My only disappointment was that there was no murder on the train, so I couldn't have an Agatha Christie style novel themed around my train  journey, but uh, you know.Massimiliano Freddi: I mean, I mean, it could have been the Hogwarts Express, but apparently, it doesn't run every day, so.Paul Marden: That would be pretty cool as well. I've just come back from Edinburgh, actually, and we saw, you know, the viaduct where the train goes to Hogwarts, and completely unplanned, there was a steam train that went over the bridge whilst we were there. It was amazing.Massimiliano Freddi: Happy go lucky.Paul Marden: Yeah. So enough of my holidays. Let's kick off talking about you and IAAPA. What can international markets learn from attractions in Italy? Tell us a little bit about the attractions landscape over there in Italy at the moment.Massimiliano Freddi: Yes. So let's say that the attraction landscape is very similar, somehow, to how the restaurants or the retail landscape has always been, which means a lot of mom and pop stores. And I think that what people who travel to Italy love is to find something that is one of a kind that you can find only in Italy. I have a deep respect for Starbucks, but I'm always... questioning myself, you know, when somebody comes to Italy, do they really want to find Starbucks? Is this a real thing? So when it comes to parks and attractions, Italy has not faced a big concentration in players like it has happened in other countries. Of course, some big players are there. Parques Reunidos owns Mirabilandia, which is the second most important Italian park. And the most important Italian park is Gardaland, owned by Merlin Entertainment. Then we have a few other groups. Owning and operating some of the facilities, but let's say that, out of 250 parks between—or, you said, attractions— that's very correct now, if we talk about attractions, now the number is endless, because where is the border?Paul Marden: What is an attraction? Yeah, that's a big philosophical question.Massimiliano Freddi: Okay, okay, so let's say that, once upon a time, we used to count parks. So when we talk about parks, we have roughly 250 parks in Italy, and most of them are tiny, tiny, tiny, and they are independently owned. That's my case. I own and operate two parks right now, and I'm about to open, a third location that will be an indoor one this November. And so, yes, I think that what what others can learn from Italy i think is to keep this respect for your roots and to make sure that you don't make every attraction look like another one, but you kind of keep it, you know, different.Massimiliano Freddi: And so it's a matter of the mix of how people can have fun and get entertained. But it's really also about retail and about food and about shows and festivals and you name it, you know. So there are these places that we see on Instagram and immediately we say, oh, that's, I mean, when I see a picture of the Empire State Building or of the Tower Bridge. I know immediately where it belongs to. And so I think that, with attractions, we need to think in the future always about this. Guests coming to visit us, they want to have the ultimate experience and they want to have something that's different from anything they've done before. So this is the responsibility we have.Paul Marden: And a big one it is. Let's talk a little bit about the experience economy. And especially when we think about, you know, beyond the parks, there's this... massive ecosystem around the outside of different ways that people can enjoy themselves. What does that experience economy mean to you, especially in Italy?Massimiliano Freddi: The experience economy, first of all, it truly matters to me, the book. Because in 1999, it was once upon a time, it was really difficult to find literature and scientific literature on the leisure industry. And so I think that at that time, we thought that everybody could take inspiration from the attractions industry. And it has happened because right now. Yes, definitely. You know, food is experience and travel is experience and lodging is experience. You name it, you name it. You know, even there is also a funeral house in Italy, which has become very famous because they are really based on the experience they will give, you know, not to the people who passed away, unfortunately, you know, but the people remain. So I think that it's very hard now to find an industry that doesn't think, that we are in the experience economy and that everything should be experienced and experiential. And so I think that when I go back to my example, I think that we as attractions, we need to be even more wise in how we choose to present ourselves and what we cater to our guests.Massimiliano Freddi: Because of course, we need to raise the bar. So right now, we know that some access... And some services to our attractions have become better with technology. But still, we are, you know, long lines sometimes. And we feel we are paying too much for what we are getting back.Massimiliano Freddi: I would say that in the end, experience economy starts with people and ends with people. And so we need to be people-centric. And only like this, we can be truly experiential. I don't think that an experience is about technology.  It's always, always about people.Paul Marden: Absolutely. I wonder as well, I'm always struck by this industry, how close we are, how we collaborate with one another. And really, the competition aren't the other parks or attractions. The competition is getting people out and doing something. There are so many things at home that could keep you at home, getting you out and about and visiting places and enjoying those experiences. I wonder whether collaboration is the answer to this.Massimiliano Freddi: I think you nailed it because it's crucial. Everybody who has not been working for this industry, when they enter the industry, because they might change jobs, everybody is so surprised that we collaborate so heavily. And I think that a key to this success has always been this big collaboration. I have almost always in my career been part of smaller facilities. And to me, IAAPA and the associations were, it's been crucial, you know, because you are alone. Very, very often your facility is in the middle of nowhere. No matter if you're part of a big group, because even big groups have facilities in the middle of nowhere, but for family-owned and operated attractions, that's almost the golden rule.Massimiliano Freddi: And so there are so many days in your life, in your career, in your profession, where you would benefit strongly from talking to somebody else who's been through something like you before and who's found a different solution and who can open up your eyes. So I think that's the beauty of our industries is getting together. Again, if we don't get together, how can we make people get together?Paul Marden: Yeah, I'm very excited about getting together because I've got my first IAAPA in Barcelona coming up. And I'm very excited about what this is going to be like.Massimiliano Freddi: Oh, you will be blown away.Paul Marden:  I can't wait. I absolutely can't wait. Now, look. Someone has once described you as a dreamer and a doer. One of your dreams was to be managing director of a theme park. Where did that inspiration come from?Massimiliano Freddi: So it comes from a terrible childhood. And so it comes from the fact that, yeah, the world around me when I was a kid was not a positive world. And my family had a lot of troubles. And I'm an orphan from the side of my mother. I mean, I went through several things. And so I think that the attractions industry, to me, it really meant this place that's always happy and where grownups can really take great care of kids and kids at heart.Massimiliano Freddi: So I think that my passion came out of that. Now, dreaming and doing, of course, we all have as a big myth and as a reference, Walt Disney himself, and he was the guy who first said, 'Dreamers and doers' talking about, what enterprises, so his imagineers. I think that whenever I see something, I want to say something. Everybody who knows me knows pretty well. But it means that I love to see the world in a constant improvement. So, if I check in at a hotel and I see that there is something in there that, you know, it even doesn't impact me. But with a small step, they could make it better and fix it. I just share it and I share it, you know, wherever I am. And so I think that maybe this was a bit of my secret weapon because I got involved in several things. I think because I'm curious and maybe because I'm generous in sharing.Massimiliano Freddi: And I don't know if there is a secret there. There is just that in the moment in which you accept yourself the way you are and you acknowledge that you have some talents, and you don't have some others, and some skills you can get better, some others no way—okay. I could never never be an attorney, I could never do a lot of jobs on the planet, but now I know, at the age of 44, that I know what I'm good at, and even if I'm good at that, I want to constantly improve. So I think that maybe the support that I could bring to the table to the companies I've worked for, to the associations, to my own business, and so on, it's always been this obsession with constant improvement every day.Paul Marden: I think it takes a certain vulnerability, doesn't it? To spot something that you think can be improved and to offer a suggestion. And I think it's so valuable. I was at an attraction recently and I got the email at the end of the day, saying, 'How was it?' Please leave us a review. I went to click it and it didn't work. I knew the head of marketing, so I just pinged him off a quick email that just said, 'Oh, I had such a brilliant time but I couldn't leave you a review. I wanted to give you a brilliant review, but I couldn't do it because it didn't work. And that led them to go and look at all of their outbound emails, and none of them were working properly. But you know, you could walk by and just leave that alone. But I can't do it. However, it is sometimes does make you feel really awkward, couldn't you? But when I get great services in a restaurant, when somebody looks after me while at an attraction, I want to tell them how good it was, and if I can see something they can do better, I want to tell them what they could do.Massimiliano Freddi:  Totally, totally. And I'm so much on the same page. I was about to say that it's equally important to call people out when they're doing well.Paul Marden: Yeah.Massimiliano Freddi: So to make sure that they are aware. And sometimes, you know, to say there was one day where I travelled during a bank holiday, and I arrived at the entire bank holiday, and I arrived to the airport, and I decided I wanted to thank each and every employee that I would meet because they were there that day. I mean. We got used that Sundays are no longer Sundays, but the bank holidays, these are the moments in which you spend time with your family and with your kids and so on. And if you're there and you're working, I mean, it's good that somebody sees you and tells you, 'Hey, thank you because you're working even today, you know?' And you can tell how everybody gets surprised. So I think that we learn so much more by positive reinforcement.Massimiliano Freddi: And so how important it is also to tell attractions, facilities, managers, CEOs. I mean, CEOs, they are so used to just getting... I can't use swear words. Yes, you can. Under those kind of storms, you know, all the time, all the time. And so when a CEO does something good, come on, let's tell her.Paul Marden: Yeah, it's a really lonely job. And all you get is... is the spankings and the tellings off. Isn't it? So when they get it right, they definitely need a pat on the back because they're not going to get it. They're not going to get it. So I can't believe this. At the age of 28, you made your dream come true and you were managing director of a theme park in Italy for Minitalia, which became Leolandia, in this role you took guest numbers from 300, 000 guests a year to over 800,000.Paul Marden: Tell us that story. How do you so dramatically increase footfall at the attraction?Massimiliano Freddi: I don't think it was me. I think it was a great teamwork because it's a great teamwork, you know, and you can grow this much. If your operation is working very well, if your safety is right on spot, if the park is clean, you know, and so on. I can tell you one thing that when we were at the basic level, so at the very beginning, of course, we couldn't afford to buy big attractions or too heavily themed. And we needed really, I remember that the first Halloween, we had a 10K budget, 10,000 euro budget for a whole month of Halloween. Okay, so we would go to the do-it-yourself stores and buy brooms and build everything. I mean, that was a magical moment because it created the capability of the team to envision that, if you want, you can do with the things you have. And of course, with a huge budget, you can do fantastic things.Massimiliano Freddi: But sometimes, you know, this helps. So in that moment... TripAdvisor was a true success still. We're talking about 20 years ago. So TripAdvisor was kind of the reference. That's even before Google Maps and all that. So I remember that I did an analysis and I understood that every restaurant or park who had over 4. 5 out of 5 was growing. And having 4 out of 5 was not enough. Now we call it NPS, we call it a different way. But there, in this practical way, so I remember this moment with my team saying, 'Hey, we need to be obsessed with getting five stars.' And this is the point. So what can we do? First of all, we can have the cleanest toilets on earth. Let's make sure that the smell is good, they are super clean, and so on. Because people, that's a level of service. Of course, this is not a driver of visit, but this is a driver of satisfaction. And in the same way, let's start to work with better suppliers when it comes to food and beverage.Massimiliano Freddi: Let's start to make things more comfortable. So I think that this was the first thing. The second aspect, again, it's very much linked to IAAPA because I think that attending the show every year and knowing the people. At that time, Jakob Wahl, he used to be one of the employees of IAAPA in Brussels. I don't think he was a manager at the time yet. He was in charge of keeping relationships with members. So I reached out to him. We are the same age. I reached out to him and I said, 'Hey, I would love to visit a few facilities in other countries because I need to get fresh ideas.' It was a very delicate moment. We came out of two bad seasons due to bad weather. Because then you know, you don't go from here to here as a straight line, but always as this roller coaster. And in a moment you think, 'Oh, I made it.' There's a dip.Paul Marden: Yeah.Massimiliano Freddi: You can never sleep. And so he put me in contact with several facilities. I visited some in Belgium, in the Netherlands, and in the UK. And in the UK, I visited this, at that time, small park still called Paulton's Park. You might know that. I remember it was a weekday with bad weather and the parking lot was packed. And I was like, 'How comes?' Kids are not at school today. What is the point? I enter the park. The park is, yeah, not so crowded. So I really suspect that they are, you know, keeping the people all shut down together in a place. I don't know. I don't know what the point was. And then I enter the Peppa Pig's World.Massimiliano Freddi: And it blows my mind. And again, what blows my mind is that it didn't have any huge attraction. But it had that feeling. And people were just so happy. It was magic. Little kids there with their families, a lot of strollers all over the place, traffic jams due to strollers. And so I came back and I said, 'Hey, we need to get Peppa Pig.' And I remember that the team was like, 'It can't happen.' It has happened. In the end, we were the second park in the world after Paulton's Park to get Peppa. And that reshaped the entire strategy of the park we had at that time, turning it into what we wanted to achieve, is to become the best park for the kids under the age of 10 in Southern Europe. And best means really the best, rated from the bottom of the heart. And so this is what has happened. So I think that, you know, before Leolandia, I had worked for Disneyland Paris and I'm a big Disney fan. So that was kind of the school I had attended and I just had to apply. The theory that I've learned, I had to apply it, and I had a fantastic team and the resources to do that.Paul Marden: Amazing. Now, fast forward to 2018, and you've taken the step from MD to founder and founded Wonderwood on Lake Maggiore. Now, let's test my Italian. You've also founded Wonderwood Spina Verde. Massimiliano Freddi: I'm speechless. I can't correct anything.Paul Marden: Wonderful. Overlooking Lake Como, both of which, by the way, were... So I've been to Maggiore and Lake Como for my honeymoon. So a beautiful, beautiful place. And you've put two parks there. How has that been?Massimiliano Freddi:  It has been crazy. So I remember that the first year, and I mean, we created the company at the end of 2018. We've opened our gates in the summer of 2019. Now, if we all remember what has happened at the beginning of 2020.Paul Marden: Yeah.Massimiliano Freddi: Okay, so perfect timing. Now, I can tell you that the first season, every day, I would literally cry, but for real.Massimilliano Freddi: I was exhausted. My husband was exhausted. We thought that this was a nightmare, the worst possible nightmare. And if somebody had knocked on my door and asked me, 'Hey, could I just take it over?' I don't give you a penny. I will just take home the loans. I would have said yes. And that's because, of course, every project is over budget. Of course. No matter. No matter.Massimiliano Freddi: And when it's a family company and you don't have the money because you've contracted several loans and so on, it makes it super, super difficult. So in that moment, my call for action was because the possibility of Lake Maggiore was in the town where I spent every summer as a kid. So it was a love story. And I wanted to give back to the community. I wanted to do something in the nature that would inspire kids to hike more. To become more active and just not only to stay in front of a screen, but to do something different. So that came out of this kind of dream. And so it was a nightmare. It was a nightmare at the very beginning. Then COVID hit and we were very lucky, of course, because we didn't lose anyone from our families and friends. So I am very thankful for that. And at the same time, it gave us the possibility to stop for a second, rewind, and refine our strategy.Massimiliano Freddi: Because we had just closed the park in, I mean, the week before Christmas, and we were supposed to reopen in less than three months, but we were exhausted. So I'm telling this story because usually it's so nice to tell that the triumphs, you know, and say, 'Hey, it's been fantastic.' Yeah, we nailed it. We had, no, we made 200 mistakes.Massimiliano Freddi: And we paid for all the mistakes. So I think that in that moment, yeah, we were struggling at the beginning. We were reflecting in the middle part. And then three years ago, two to three years ago, I woke up one morning and I understood that I really loved what I was doing. And it had changed. It had changed. And seeing so many families happy and so many people visiting and seeing... How many young professionals or students started to work with us and then you see them leaping? I think that this is the most beautiful thing on earth. It's very empowering. So right now I'm in this situation where I am so grateful for this entire six years, even if they started in a way that was very, very heavy. But, you know, the Latins used to say 'per aspera ad astra.' It means... 'towards the stars through the asperities.' And so we need to go through that thing, that tunnel.Paul Marden: Absolutely. Now, as if founding your own parks wasn't enough, you also mix your time as a professor at the university. I can hear from what you were talking about, about bringing the young professionals into the park, that there's an element to you of apprenticeship almost, of teaching that next cohort of people that are going to come and take over the world.Paul Marden: How exciting is that for you to be able to mix that in at the university?Massimiliano Freddi: It's fantastic. It's fantastic. And again, it came out of passion. It came out. I didn't do a PhD after my university. My career wasn't supposed to be the academic one. And I didn't trust I would be able to do that. And then I got called for a lecture, then two lectures, and three lectures. And then, right now, I have several courses at university.Massimiliano Freddi: There's a point. The point is that, if we meet between our age of 14, 14, 15, until our 25, and if we narrow it down, it's between maybe 16 and 22, this is the moment in which it's more important to meet some mentors. And most of us don't meet mentors. They meet nice people around them, giving them very nice advice based on their experience and not seeing the talents they have in front of them. And in several cases, we are scared. We think that we are not enough. And so I really think that it's such a huge privilege for me to be able to be at university and to meet so many hundreds of students every year and to try to make my small impact so that, first of all, they can believe in themselves and they can believe that the world can be a better place, even if right now it's kind of a tough moment. But from tough moments, again, we can learn things.Massimiliano Freddi: Even at IAAPA, one of the things that I really am passionate more about is what are the spaces we can create for young professionals and students. So I want to give two very short examples. The IAAPA Foundation has evolved a lot over the last few years. We were able to collect so many more donations.Massimiliano Freddi: And now, this year, it will be a record-breaking year when it comes to scholarships to which students can apply in universities around the globe. So I think that's... But to me and to all of us in the board of the IAAPA Foundation, that's like the starting point. We are here celebrating because it's a big achievement and then we look each other in the eyes and say, 'Okay, now what's next?' Now, how can we make sure that the impact is even bigger? And if we go on the side of IAAPA, I think we are very... We pay a lot of attention to make sure that the membership fees are very low for the people entering. The word of leisure. Just a few weeks ago, it got launched on the IAAPA job board that whoever has a company and wants to post an internship, that's free to post. So that, you know, there could be thousands of internships available for students.Massimiliano Freddi: Of course, as a big association, we are used to talk to members and maybe older members because we visit facilities and we visit manufacturers and we need to deal with safety and stuff. But students and young professionals are not on the back of my head. They are like near and dear to my heart. And so my real question is: when this year ends in a couple of months, how can I dedicate myself even more to contribute to young people? Because I think that they are making a change. They will make a change. And we are learning so much from them because the work we are leaving you and me right now. I have bad news. It's no longer our world. We don't have the code to decode that. So we don't have the keys. We can just support people that are better than us and make sure that they can live, that they can teach, that they can learn.  That's a bit of what I see.Paul Marden: I completely agree with you. I think it's interesting because you talk about what you're giving, but you're also getting something back. This is not entirely altruistic, is it? The support that you're giving for these young people and early career professionals, you're getting something back, enriching yourself and learning new things from them.Massimiliano Freddi: Always, always. And I think that, you know, I don't always teach. Market leisure marketing and stuff— you know, I teach marketing at a at a Master's Degree in Management of Beauty and Wellness, total different industry, you know, food and wine. As I was telling, but what I bring home every time is how much young people need to feel seen and, and this is truly important because if we create for them not a safe zone, because of course we want them to get messy. We want them to take risks, but they need to feel safe as humans and they need to feel safe as seen. And so I appreciate a lot this because then the energy that I... And you know, when we talk about IAAPA, we have so many ambassadors that have been contributing to the IAAPA trade shows and events all over the globe. We have young people joining the committees.Massimiliano Freddi: Right now, there are a few, more than a few young professional task forces around the globe that are really helping us, old people, to understand what they need. So I think that we are at the very beginning. And if I could say a dream out loud, I wish that IAAPA in five or ten years, maybe in five years, can multiply the number of young engaged people in the association by 100. 10 is not enough. 20 is by 100. We need to make an impact. And I think we want to make an impact. So hopefully.Paul Marden: Well, there's an ambition for you. And I think every... worthwhile project— every it always starts with that kind of ambitious goal— at the very beginning of it you need to be driven by that  hundred times impact not the 10 times impact we we always like to finish our interviews with a book recommendation, fiction, non-fiction, industry-related or not, give us a view uh into your reading habits, okay, so can I mention more than one book? You bankrupt me because I always offer the book recommendation as a prize for people, but you can have more than one.Massimiliano Freddi: Okay. Okay. Thank you because I'm a big reader. So the first author that I would love to mention is J. K. Rowling because Harry Potter is not just a story of a kid or of magic, but it's a story of a woman who was a bit desperate. And then... She followed what she was feeling. She allowed her emotions to flow. And she has created a masterpiece. And she has impacted us all, you know, no matter business-related, non-business-related, and so on. So I think that, to read again, the first Harry Potter book, it's very important because it brings us back to some reason why, you know, and to some things. The second book that I would love to mention is a book written by Seth Godin. I have had the privilege to work for Seth for several years.Paul Marden: Really?Massimiliano Freddi: And yeah, he's an amazing guy. He's an amazing guy. And come on, he's such a generous person and he's amazing.Massimiliano Freddi: I don't have any other words that's amazing. He wrote a book maybe 10 years ago, 15 years ago called Linchpin. And Linchpin is not his most famous book, but it's the book that changed my life because it really nudges you. In a gentle and not so gentle way sometimes. No, I'm saying in a gentle way. It nudges you to don't set for what you have, but to see your inner talents and to innovate and to be creative, be generous, and so on. So, Linchpin to me is the book that changed it all for me. So, I think that everybody, young, less young, everybody should read once in a lifetime.Paul Marden: I feel like I need to go and read this because that is one Seth Godin book I have not read. So there we go. Listeners, if you would like a copy of Linchpin, then the first person that heads over to LinkedIn and reposts our show notice and says, 'I want Massimiliano's book' and can spell Massimiliano correctly, will have a copy of the book sent to them. We've got IAAPA Europe taking place next week in Barcelona.Paul Marden: And we have a very special Skip the Queue announcement. We are going to be hitting the show floor on a daily basis. We are going to go live for daily episodes of Skip the Queue from the show floor. We're going to be talking to operators about what their challenges are like. Finding out what new supplier announcements are coming out. And the Skip the Queue team is going to be feverishly working away. We'll be recording during the day and Steve and Wenalyn will be editing and producing through the night, ready to post the show the following morning. So I'm very excited about that.Massimiliano Freddi: And I think we are super excited to have you guys on the trade show floor. And I recommend... Of course, visiting it, making the most out of it, and don't underestimate the fantastic education sessions that take place. There is a strong lineup of speakers that will impact the way that the industry will be in a few years. So, great opportunity.Paul Marden:  How's that for a trailer? That sounds amazing. Massimilliano, it really has been a pleasure to talk to you.Massimiliano Freddi: Thank you so much, Paul, for me as well. And see you in Barcelona.Paul Marden: Yes, how exciting. Looking forward to it.Paul Marden: Remember, if you'd like a copy of today's book, head over to LinkedIn and repost our show notice saying, 'I want a copy of Massimiliano's book.' If you've enjoyed this episode, please leave a review on your podcasting platform. It really helps people to find the show. If you didn't enjoy it, or you've got ideas about how we could improve the show, then let us know at hello@skipthequeue.fm. My thanks to Massimiliano and his team at IAAPA for their help with this episode. Skip The Queue is brought to you by Rubber Cheese, the digital agency that creates amazing websites for ambitious visitor attractions. This episode was written by Emily Burrows, produced by Wenalyn Dionaldo and edited by Steve Folland. To Skip the Queue team, also includes Sami Entwistle, Sinead Kimberley, Claire Furnival, and Andy Povey. The 2025 Visitor Attraction Website Survey is now LIVE! Dive into groundbreaking benchmarks for the industryGain a better understanding of how to achieve the highest conversion ratesExplore the "why" behind visitor attraction site performanceLearn the impact of website optimisation and visitor engagement on conversion ratesUncover key steps to enhance user experience for greater conversionsTake the Rubber Cheese Visitor Attraction Website Survey Report

Citizens Bank's Head of Talent Acquisition Strategy & Services, Kristin McMillen joins the Hiring Excellence podcast to unpack a company-wide shift to skills-first hiring. We dig into their “hiring blueprint,” the move from IQ/EQ to LQ (learning quotient), and evolving recruiters into talent advisors. Hear how they handle 25k interviews to make 5k hires, keep candidate NPS in the high 70s, and use AI plus process design to drive consistency, speed, and better business outcomes.

Navigating today's uncertain business landscape means balancing what's behind us with what's ahead. In this episode, we explore how CX leaders can use leading indicators to predict satisfaction while relying on lagging metrics to evaluate performance.Rather than collecting more data, it's about collecting the right data—spotting early signals in engagement patterns, service inquiries, and employee feedback before they show up in CSAT or NPS. We also look beyond internal data to market trends, competitor activity, and global behavior shifts to understand evolving customer expectations.As technology—and customer access to AI—advances, the information gap is shrinking. CX leaders must rethink how they deliver value in this new reality. By blending historical insights with forward-looking indicators, we can move from reporting what happened to shaping what happens next.What signals are you watching for in your business?Want to ask a question? Visit askjeannie.vip to leave Jeannie a voicemail! (And don't forget to follow Jeannie on LinkedIn! www.linkedin.com/in/jeanniewalters/)

The U.S. National Park Service was affected by cuts to government agencies in the first quarter of 2025. We reached out to find out more from a motorcyclist's perspective and spoke at length with Kirsten Talken-Spaulding, who is a Deputy Regional Director with the NPS. This episode includes news on motorcycle thievery, KTM's numbers and more! Chasing the Horizon is brought to you by the BMW Motorcycle Owners of America. Get all the links for our guest and the news on the show notes page on chasingthehorizon.us.

This week, Monika explores the big question: is your career heading for a sudden cliff or does it have a runway for take-off? She draws parallels from past disruptions — typesetters replaced by computers and librarians displaced by the internet — to highlight how today's fears around AI are part of a recurring pattern. Some people adapt and thrive by upskilling, while others stagnate. Monika shares warning signs of career stagnation, from outdated roles and lack of new skills to limited visibility with decision-makers.Monika then outlines how to turn a potential cliff into a growth runway. It begins with honest self-assessment and continuous learning through micro-courses, mentors, and side projects. A growth mindset, curiosity, and the willingness to adapt are crucial safety nets in uncertain times. She emphasizes the power of networking with peers and mentors already thriving in the new environment. Drawing inspiration from Peter Drucker's lifelong learning journey, Monika reminds us that constant adaptation is the only way to stay relevant.In listener questions, Sneha Rege writes about transitioning from a misled ULIP investor to an aspiring SEBI-registered advisor and asks about international diversification and classifying NPS in asset allocation. Abhishek Kumar Goyel, a merchant navy professional, seeks guidance on consolidating a scattered portfolio and creating financial order. And Anonymous, an early retiree, worries about whether a flat or prolonged bear market could derail her investments.Chapters:(00:00 – 00:00) Work Does Not End, Jobs Do: Navigating Career Cliffs and Runways(00:00 – 00:00) International Diversification and Global Fund Choices(00:00 – 00:00) NPS in Asset Allocation and Retirement Planning(00:00 – 00:00) Bringing Order to a Scattered Financial Portfolio(00:00 – 00:00) Managing Retirement Wealth Against Market RisksIf you have financial questions that you'd like answers for, please email us at ⁠mailme@monikahalan.com⁠ Monika's book on basic money management⁠⁠https://www.monikahalan.com/lets-talk-money-english/⁠⁠Monika's book on mutual funds⁠https://www.monikahalan.com/lets-talk-mutual-funds/⁠Monika's workbook on recording your financial life⁠⁠https://www.monikahalan.com/lets-talk-legacy/⁠⁠Calculators⁠⁠https://investor.sebi.gov.in/calculators/index.html⁠⁠You can find Monika on her social media @monikahalan. Twitter ⁠⁠@MonikaHalan⁠⁠Instagram ⁠⁠@MonikaHalan⁠⁠Facebook ⁠⁠@MonikaHalan⁠⁠LinkedIn ⁠@MonikaHalan⁠Production House: ⁠www.inoutcreatives.com⁠Production Assistant:⁠ Anshika Gogoi

Nicole Kyle, Managing Director and Co-Founder of CMP Research joins Gadi Shamia, CEO and Co-Founder of Replicant, to bust five of the biggest myths holding customer service back, from automation anxiety to the illusion of human-only personalization. This episode is your cheat sheet for what's actually changing in the contact center, and what still needs to be done.In this episode:Why 50% automation by 2028 isn't a stretch, it's already happeningThe future of work in CX: fewer Tier 1 agents, more AI coaches and analystsWhy personalization doesn't require a human and often works better without oneWhy effort score is replacing CSAT and NPS at leading brandsWhat “good” looks like in an AI-augmented contact center

In this high-yield episode of Curbsiders Addiction Medicine, we dive deep into a practical and compassionate approach to caring for patients using methamphetamines and/or living with methamphetamine use disorder. We explore the latest pharmacologic options, harm reduction strategies, contingency management, and innovative ideas for monitoring and supporting patients. Whether you're in primary care or other subspecialty settings, this episode is packed with pearls for every clinician with our amazing guest, Dr. Phillip Coffin, Director of the Center on Substance Use and Health in the SFDPH.  Claim CME for this episode at curbsiders.vcuhealth.org! By listening to this episode and completing CME, this can be used to count towards the new DEA 8-hr requirement on substance use disorders education. Episodes | Subscribe | Spotify | iTunes | CurbsidersAddictionMed@gmail.com | CME! Credits Producer/Script Writer/Show Notes: Era Kryzhanovskaya, MD Infographic and Cover Art: Zoya Surani Hosts: Carolyn Chan, MD. MHS and Era Kryzhanovskaya, MD Reviewer: Sarah Leyde MD Showrunner: Carolyn Chan, MD, MHS Technical Production: PodPaste Guest: Dr. Phillip Coffin Show Segments Intro, disclaimer, guest bio Guest one-liner Case from Kashlak; Definitions Four-tier approach to taking care of patients with methamphetamine use/use disorder Medications for treatment Psychosocial treatment Harm reduction New horizons in treatment  Outro Sponsor: Locumstory Learn about locums and get insights from real-life physicians, PAs and NPs at Locumstory.com Sponsor: Panacea Visit panaceafinancial.com and Panacea's Resource Library for free student loan articles, guides, and webinars built to help you make informed decisions. Sponsor: Grammarly  Download Grammarly for free at Grammarly.com/PODCAST

Marcus welcomes Rob Israch, President of Tipalti – a late-stage, fast-growth SaaS company in the finance sector. Rob shares his extensive experience from NetSuite, Intuit, and GE, detailing his unique journey from marketing to president, and the "fun ups and downs and pitfalls" of scaling a global business. The discussion delves into the critical aspects of building and leading a company through various growth phases, adapting to market changes, fostering effective communication, and understanding what truly drives sustainable success in a rapidly evolving economic landscape. Key Discussion Points: From Marketer to President Rob's background as a marketer and his career trajectory from CMO to President at Tipalti. The importance of embracing "grey space" – taking on challenges beyond one's immediate job scope and being willing to learn. Why getting results, being humble, and executing, even on "unsexy things," are crucial for career advancement. Advice for CMOs Aspiring to Leadership The necessity for marketers to be analytical, capable of marrying creativity with metrics, and speaking the language of finance and the board. Avoiding sounding "too much like a marketer" by focusing on truth-finding and problem-solving with numbers, rather than just storytelling. The Evolution of a Scaled Business: Tipalti's Journey Insights into Tipalti's growth from 25 employees to over 1,000 in 11 years. Changes in hiring, talent acquisition, and leadership skills needed at different stages of growth. The increasing importance of communication and alignment as a company scales. The Critical Role of Middle Management The immense impact of a strong middle management layer on a successful operation. The challenge of selecting the right leaders, maintaining a high bar, and knowing when to promote from within versus bringing in outside talent. Detecting leaders who "talk a good game but can't actually get results". Operating Rhythms and Communication at Scale The necessity of formalising company values and mission as a business grows, moving past initial cynicism. Examples of operating rhythms, including quarterly leadership offsites, cross-functional business leader meetings, and CEO roundtables. The importance of one-to-one conversations and cross-functional SWAT teams to break down silos in larger organisations. Detecting Hidden Issues (Rot Under the Floorboards) Using a balanced scorecard as a metric system to avoid people gaming a single goal and to gain comprehensive insights. The value of early indicators and actively listening to employees and customers to uncover problems not captured by metrics. What Investors Should Ask (But Rarely Do) The need for investors to dig deeper into a company's identity, target market segments, and differentiators to understand the "why" behind the metrics. Dangers of Misguided Scaling Assumptions The common mistake of assuming that simply hiring "top talent" from prestigious backgrounds will solve all issues, without considering their fit and ability to adapt and execute at all levels. The continuous need for leaders to adapt and evolve every six months as the business changes. Holistic Business Growth vs. Deal Momentum Theatre Protecting against "deal momentum theatre" where new wins are celebrated, but cash flow, retention, and loyalty lag. The shift towards a healthy, holistic approach with happy, advocating customers as the most profitable way to grow, even if it feels uncomfortable. How Tipalti re-emphasised customer centricity through values, committees, and new metrics when growth challenged earlier informal approaches. Regrets in Institutionalising Processes Regretting a period of too much focus on new business conversion at the expense of the entire customer lifecycle. The tricky balance between investing in product vision and addressing immediate customer needs. Balancing Investor Pressure with SaaS Reinvestment The importance of a smart LTV to CAC model to balance short-term gains with long-term sustainability and profitability. LTV to CAC as a filter that guides investment decisions and helps communicate strategy to investors. Rethinking Customer Health: NPS vs. Net Value Score Rob's advocacy for NPS as a humbling and valuable metric for customer-centric culture, though acknowledging its limitations in directly linking to business results and long-term value. Marcus introduces his concept of a Net Value Score which ties customer outcomes directly to revenue retention and margin for a more honest and predictable measure of future relationship value. Loyalty as the North Star The distinction between renewal, repeat purchases, and customer loyalty. Loyalty as the ultimate aspiration for a business, which naturally drives the other two, and serves as a vital "North Star" for employee motivation. Systematising Referrals and Customer Expansion (GoToBase) Using data science and data mining to correlate customer behaviors with LTV to CAC, expansion rates, and product usage. The observation that customer expansion and "GoToBase" motions are often immature in many organisations, with a heavy focus on new logos. The argument that referrals should be a systematised engine, not an accident, and that happy customers are the foundation. Adapting to the New Economic Reality and the Power of Trust The shift from an environment of cheap money and growth at all costs to one demanding profitability and sustainable metrics. The need for go-to-market leadership to adapt or be replaced, with increased importance of customer success, account management, and marketing/channel functions. In an age of decreasing trust due to AI and media, companies that build around trust within their customer and partner base will thrive, making trust a powerful, measurable "operating system" and "North Star". Rob's Best Mistake: Being naive and taking chances in "grey spaces," which doesn't always work out but consistently leads to valuable learning and experience. Connect : You can find Rob Israch on LinkedIn https://www.linkedin.com/in/robisrach/   Don't forget to like, comment, and share this episode! If you're a leader navigating rapid growth, this conversation is for you. Stay safe and happy selling!

In this episode, Justin talks with Kelly Dugan, a nurse practitioner who spent years in urology before realizing the field had an untapped opportunity: bringing urology consults directly to nursing homes and assisted living facilities. Kelly shares her journey from ER nurse to private practice, what it was like getting bought out by private equity, and why she's now building her own mobile urology service.They discuss the realities of credentialing, malpractice insurance, and billing, but Justin emphasizes a key lesson, don't get stuck on small details. The most successful NPs focus on patient care, customer service, and getting started. If you're an NP looking to launch a niche practice or escape the corporate grind, this episode will inspire you to take the leap.

Episode 256: What turns CX skeptics into advocates? A listening engine that makes caring for those you serve the gold standard. At IMG Academy, a private sports academy and boarding school in Florida, Chief Operating Officer Mike Milliron led the launch of a centralized experience team. “Not interested,” said everyone from athletics, academics, athletic development, and student life. Why? IMG Academy's culture initially prized local control. “Owners of experience,” says Mike, is how teams saw themselves. Mike and his team persisted. They built a real-time listening program with trusted access and immediate visibility so coaches, teachers, and staff could act on feedback. The centralized team partnered across athletics, academics, athletic and personal development, and student life to align fixes and remove friction for frontline work.  Results followed: NPS rose for parents and students. Re-enrollment increased. Earned growth forecasts climbed. “It made their jobs easier,” explains Mike.  “But also, it helped them get to the end result they want: delivering an unrivaled experience for students.” Guest: Mike Milliron, Chief Operating Officer, IMG Academy Host: Rob Markey, Partner, Bain & Company Give Us Feedback: Help us improve the podcast here: https://bit.ly/CCPodcastFeedback Time-Stamped Topics: 00:01 — Who owns experience on a campus built on silos 00:04 — Non-negotiables like culture change and real listening access 00:05 — Mission UCX prioritizes caring for those they serve 00:06 — Early financial signals drove re-enrollment to tick up 00:07 — Standing up CX and a listening program spanning multiple verticals 00:08 — Value lands when CX makes people's jobs easier 00:09 — New games unlocked by data and insight loops 00:11 — Rapid-fire takes on popular CX buzzwords  Time-Stamped Quotes: [09:00] “The most difficult part was trying to figure out how it was actually going to work. Once we got it up and got it moving and realized the value right away, it became one of the smartest decisions, and it made people's jobs easier.” [9:00] “We introduced a listening program. We introduced a dedicated team to work across verticals. [It was about] just the cultural component of A) getting that team in place, and then B) trying to figure out how do we actually best navigate what's been in place for the previous 35 years—and some muscles that have been built—in a trustworthy way and in a way that people wanted to engage.” [06:00] “We're starting to see customer experience and NPS go up across parents, students, and essentially all of our experiences in our product lines. We're also seeing employee experience go up, which is super important—that's helped with retention and workplace satisfaction.” [10:00] “We have different opportunities to actually understand how to drive value and impact. And we're just like, ‘Oh my gosh, we never would've thought that we're able to do this.' And how it then ties back to a retention strategy or to a new product or new experience that we want to launch. So, it'sfun to actually see those things come to life.” Resources  “A New Playbook” (Episode 230 with former IMG Academy president, Tim Pernetti)

Summary: In this episode of the Experience Revolution podcast, host Dave Murray speaks with Kevin Shipley, Associate Vice President of Community Engagement at Gulf Coast Blood. They discuss the evolution of donor experience at Gulf Coast Blood, emphasizing the importance of empathy, leadership support, and innovative training methods. Kevin shares insights on how the organization has successfully increased donor retention and engagement through strategic initiatives, including the use of Net Promoter Score (NPS) for both donor feedback and employee recognition. The conversation highlights the significant impact of a strong donor experience on saving lives and sustaining organizational growth. "Great donor experience helps save lives." Chapters: 00:00Introduction to the Experience Revolution 01:58Growth in Donor Experience at Gulf Coast Blood 06:32Impact of Empathy on Donor Retention 09:25Challenges in Donor Retention and Engagement 12:14Leadership Changes and Sustaining Initiatives 14:08Integrating Customer Experience into Training 17:07Celebrating Donor Milestones 18:51Measuring Success with NPS 22:26Using NPS for Employee Recognition 33:09Conclusion and Future Outlook

AANP President Dr. Valerie Fuller returns to NP Pulse to speak about the challenges that both misinformation and disinformation pose to health care professionals. Valerie explores what these terms mean, and how NPs can combat both mis- and disinformation in their practice and online.

Law enforcement rangers cleared an illegal cannabis grow in Sequoia National Park, where they found thousands of plants, toxic chemicals, and major environmental damage. A new national park could be coming to Florida—legislation has been introduced to study the creation of “Florida Springs National Park.” Workers at Yosemite and Sequoia & Kings Canyon have voted overwhelmingly to unionize, joining a growing movement across the Park Service. Plus: new hunting and fishing opportunities at wildlife refuges, the Maurice Bathhouse restoration at Hot Springs, a fruitless year at Capitol Reef's orchards, and more. The NPS report, via National Parks Traveler: https://www.nationalparkstraveler.org/sites/default/files/attachments/nps_staffing_impact_data_july_2025_-_copy.xlsx Find the  Slinky Stove that's right for your next adventure at: https://www.slinkystove.com/?ref=PARKography Join the PARKography Facebook group to discuss this episode and more: https://www.facebook.com/groups/parkography

Confused about the difference between PAs, NPs, and MD/DOs? In this episode, we break down education, training, scope of practice, lifestyle, and salary. You'll also learn how to answer common PA school interview questions like, “Why PA vs NP vs MD/DO?” and “What is the medical model?”____________________________________________Application to Acceptance NOW ENROLLING!! (Coaching starts September 15 so you're ready to submit by Oct 1) Create your most competitive application in Application to Acceptance Course - where we walk you step-by-step in creating your strongest, most competitive PA school application! From picking the right schools who will love your stats (even with a low GPA), to crafting an exceptional personal statement and experience paragraphs, and so much more, A2A has helped countless pre-PAs get accepted to PA school! Whether you want to apply now or next cycle, this course will show you exactly how to put together your best CASPA application so you can land PA school interviews and get accepted to PA school! We walk you through every step here!Keep up the amazing work future PA!Katie & Beth

This week on The Modern Customer Podcast, Dilip Bhatia, Chief Experience Officer at Lenovo, shares how Total Experience drives business outcomes. Lenovo, a $69B company operating in 180 markets, aligns every function around the customer—reducing churn, improving NPS, and embedding accountability. Guided by its vision of “Smarter Technology for All,” the company combines culture, design, and technology to turn experience into growth. Here's how Total Experience shows up at Lenovo:

This week's show is sponsored in part by EPIC-MRA Public Opinion Research MIRS News

In this episode of Nurse Converse, Maggie Ortiz continues the Protect Your Nursing License Series by busting myths about malpractice insurance and explaining why every nurse — from new grads to NPs — needs to understand how coverage protects their license, career, and peace of mind. Drawing on real cases, legal insights, and her 25 years of nursing experience, Maggie breaks down misconceptions that leave nurses vulnerable and offers practical steps to stay protected.You'll learn:Why malpractice insurance does not make you a targetHow it ensures unbiased legal protection during litigationThe financial realities of lawsuits nurses often overlookProactive steps to safeguard your nursing license and career>>Malpractice Insurance Myths Debunked: Are You Putting Your Nursing License at Risk?Jump Ahead to Listen: [00:01:32] Malpractice insurance misconceptions.[00:05:59] Cost of nursing litigation.[00:10:06] Professional liability insurance importance.[00:12:35] Importance of nursing insurance.[00:19:06] Protecting your nursing license.[00:21:26] Protect your nursing license.[00:25:02] Protecting your nursing license.[00:28:47] Nurse professional practice protection.Connect with Maggie on LinkedIn and on social media:Instagram: @bolt_crnaTikTok: @advocates4nursesFacebook: Advocates4nursesYouTube: @Advocates4nursesDon't forget to explore her website, Advocates for NursesFor more information, full transcript and videos visit Nurse.org/podcastJoin our newsletter at nurse.org/joinInstagram: @nurse_orgTikTok: @nurse.orgFacebook: @nurse.orgYouTube: Nurse.org

Today marks the NPS's 109th birthday! In celebration (?) we pulled a few less than enthusiastic 1 star reviews of some of our favorite places. A few are straight up silly, some are maddening and others prove that just because National Parks are for everyone, not everyone are for National Parks. Sources: All reviews found on Yelp, NPS History For a full list of our sources, visit npadpodcast.com/episodes For the latest NPAD updates, group travel details, merch and more, follow us on npadpodcast.com and our socials at: Instagram: @nationalparkafterdark TikTok: @nationalparkafterdark Support the show by becoming an Outsider and receive ad free listening, bonus content and more on Patreon or Apple Podcasts. Want to see our faces? Catch full episodes on our YouTube Page! Thank you to the week's partners! Hello Fresh: Use our link to get up to 10 FREE meals and a free item for life. Smalls: For a limited time only, get 60% off your first order PLUS free shipping when you head to Smalls.com/npad. Blueland: Use our link to get 15% off your first order. Rocket Money: Use our link to get started saving.