Podcasts about operational

Welcome to a thought-provoking episode of Build a Better Agency! This week, host Drew McLellan confronts a topic that every agency leader needs to address: operational inefficiency and the hidden costs it creates. Joined by operational efficiency expert Michael Greenberg, Drew explores why so many agencies find themselves drowning in disconnected tech stacks, tribal knowledge, and manual processes—and what it really takes to fix it. Drawing from his extensive experience in agency operations and as the author of a book on digital maturation, Michael Greenberg breaks down his five-level framework for operational excellence. Listeners will discover how most agencies get stuck at "Level 2," juggling a mess of cloud-based tools that don't talk to each other, and why that bottleneck blocks the path to real AI adoption. Together, Drew and Michael pull back the curtain on "operational debt" and "operational drag"—those silent killers of growth and profit—and walk through real-world case studies, including agencies faced with integrating multiple acquired firms and their overlapping systems. You'll hear step-by-step strategies for moving your agency forward, from getting buy-in across your team to documenting processes and making smart technology choices. They discuss practical ways to quantify the cost of inefficiency, shortcuts for finding your biggest wins, and even how to gamify process improvement so change actually happens. Plus, Michael shares the single easiest place to start leveraging AI—no full tech overhaul required. This episode is a must-listen if you're feeling overwhelmed by tech bloat, turnover risk, or simply want your agency to be faster, more scalable, and ready for the future. Walk away with actionable tactics to build consistency, boost client confidence, and unlock the next level of profitability—no matter where you're starting. A big thank you to our podcast's presenting sponsor, White Label IQ. They're an amazing resource for agencies who want to outsource their design, dev, or PPC work at wholesale prices. Check out their special offer (10 free hours!) for podcast listeners here. What You Will Learn in This Episode: Understand the five levels of operational maturity, from information silos to fully AI-powered operations, and where most agencies actually land Learn why "operational debt" and tribal knowledge quietly cost agencies six figures a year in lost time and inconsistent client delivery Discover the exact order, people, process, then tools, that determines whether an AI rollout succeeds or stalls Hear a real case study of an agency that cut eight of thirteen overlapping software subscriptions and recovered $50,000 Learn the "Rule Zero" habit (always be recording) that gives any agency an immediate, low-effort AI win Understand why client intake, onboarding, and weekly progress reporting are the highest-ROI processes to fix first Get Greenberg's take on how to win team buy-in for new tools and processes, including two of his favorite incentive tricks Learn what kind of technical skill your team actually needs to start automating agency operations Discover Greenberg's prediction for how fast agencies will need to mature over the next two years compared to other industries

Margin pressure, driven by a widening profitability gap among MSPs, is the primary structural shift highlighted in this discussion. According to Dave Cava, industry data shows that over half of MSPs operate at less than 5% profitability, while around 27% are running at a loss. Larger and better-funded MSPs are leveraging resources to accelerate adoption of new technologies such as AI, increasing competitive risk for smaller providers that lack operational maturity and financial resilience.The discussion identified concrete data on workforce dynamics and hiring models as significant, with PeopleSharp internal figures revealing a 30-day gap between presenting a hiring candidate and accepted offers, attributed to process inefficiency on the MSP side. Additionally, Dave Cava referenced market research (Saya) showing a jump from 9% to 16% of MSPs struggling to find qualified technicians, despite a labor market some perceive as soft. This further intensifies pressure on mid-sized and smaller MSPs with limited recruiting power, especially as staffing expectations and willingness to work on-site have been drastically altered post-COVID.Secondary developments include the evolving structure of technical teams and career ladders. Traditional L1-to-L3 progression is under scrutiny as automation and AI begin to erode the volume of entry-level roles. While the shift is gradual, Dave Cava noted that "talent factories," or MSPs able to internally develop staff, are increasingly necessary. Process and operational maturity, not early AI adoption alone, are indicated as pre-requisites for sustainable growth, as merely adding new technology does not solve the underlying margin or process challenges.For MSPs and IT leaders, these dynamics translate to concrete operational risks: underestimating cost structure, slow hiring processes, and reliance on commoditized pricing expose businesses to margin erosion and slow response to market shifts. Building robust, value-based pricing strategies, investing in internal talent development, and streamlining hiring and onboarding are positioned as necessary—but not sufficient—conditions for survival. Rapid AI adoption without foundational process discipline creates more risk than opportunity in the current market landscape.Supported by:ProofpointHaloPSA

Good morning from Pharma Daily: the podcast that brings you the most important developments in the pharmaceutical and biotech world. Today, we're diving into a series of dynamic and significant advancements across the industry, from strategic acquisitions to regulatory shifts and scientific innovations. In a bold move, Novartis has acquired Sironax's blood-brain barrier delivery platform for $125 million. This acquisition marks a strategic enhancement in Novartis's ability to deliver therapies directly to the brain, overcoming one of the most formidable challenges in treating neurological disorders. The potential to deliver antibodies and other therapeutic agents effectively across this barrier could lead to groundbreaking treatments for conditions like Alzheimer's disease and multiple sclerosis. This reflects a broader industry trend emphasizing improved drug delivery systems to boost treatment efficacy and patient outcomes. On the clinical advancement front, Sling Therapeutics has raised $123 million in a Series C funding round aimed at propelling its oral therapy for thyroid eye disease forward. Unlike traditional intravenous treatments, this oral therapy offers a more convenient option for patients, potentially improving adherence and quality of life. Meanwhile, Circle Pharma's $92.5 million Series E funding will support the development of its cyclin D1 inhibitor for breast cancer, showcasing innovation in oncology through the use of macrocycles that could provide more effective treatments with fewer side effects. Investments in AI and machine learning are also reshaping the landscape. Ginkgo Bioworks' collaboration with Novo Nordisk to construct an autonomous lab highlights the increasing role of automation in optimizing R&D productivity. Mithrl's $20 million Series A round further underscores this shift, focusing on developing an AI infrastructure platform for streamlined biopharma drug discovery processes. The regulatory environment continues to evolve with notable challenges. BioMarin has discontinued Phase 2 development of Voxzogo in Noonan syndrome due to shifting treatment landscapes, illustrating the dynamic nature of therapeutic development. Similarly, Novartis's halt on its TREM2 stabilizer after a Phase 2 failure in ALS research points to the complexities inherent in neurodegenerative disease studies. Maat Pharma faced a setback when its appeal was rejected regarding the EMA's negative opinion on its graft-versus-host disease candidate, Xervyteg. This instance highlights the stringent regulatory hurdles companies must navigate to bring novel therapies to market. Amid these developments, Gilead Sciences is strategically expanding into oncology and inflammation. Through several acquisitions, Gilead has diversified its portfolio significantly, emphasizing oncology as a central focus area given its high potential for addressing unmet needs and offering substantial returns on investment. Legend Biotech's appointment of Ingrid Zhang as CEO signals a strategic push into the competitive CAR-T cell therapy market. These therapies represent a revolutionary approach in personalized medicine for cancer treatment, with Legend positioning itself for growth and innovation. Bristol Myers Squibb and Ono Pharmaceutical are preparing to contest Amgen's efforts to launch a biosimilar for their oncology blockbuster Opdivo. This reflects broader competitive dynamics within the biologics market where biosimilars promise more cost-effective options, potentially reshaping market shares and pricing strategies. Manufacturing innovations are also at play with Ori Biotech securing a $120 million deal for an automated production platform in cell therapy manufacturing. Such advancements are crucial as cell therapies become more mainstream, necessitating scalable solutions that maintain quality while meeting demand. Operational expansions continue as Reckitt Benckiser allocates $600 million to upgrade its US operations, fostering innovation across health and hygiene product lines—an industry trend towards integrating R&D with manufacturing prowess to drive new product development. While challenges persist—illustrated by Novartis's multiple trial failures—the pharmaceutical and biotech sectors remain resilient with adaptive strategies focused on innovation. The ongoing advancements underscore not only scientific exploration but also strategic maneuvering amidst evolving regulatory landscapes. As AI reshapes talent acquisition strategies and technological advancements accelerate drug discovery processes, companies must navigate complex global health ecosystems poised for transformative growth. The focus remains on improving patient outcomes through cutting-edge science while balancing innovation with strategic realignment. Thank you for tuning into Pharma Daily—where we keep you abreast of pivotal industry shifts shaping the future of healthcare. Join us again tomorrow as we continue exploring these exciting developments impacting patient care worldwide.Support the show

CAPTION NOVEMBER 1953America Deploys Operational Space Control WeaponsRick Fisher reports Air Force officials publicly confirmed that the United States deployed operational space control weapons capable of protecting joint military forces. A French Space Agency graphic recently detailed orbital assets operated by America, Russia, and China, including telemetry jamming, proximity operations, and kinetic collision satellites. These classified capabilities were maintained secretly across multiple congressional administrations to prevent a dangerous space arms race. Strategic tensions surrounding Iran or potential Russian aggression in Europe likely prompted this public disclosure. Importantly, these conventional defense systems fully comply with established Outer Space Treaty terms because the agreement exclusively bans nuclear weapons. (2)

In this episode of the HR Insights podcast, Stuart Elliott is joined by Claire Gray, founder of NeuroTalent at Work Limited, to explore why growing awareness of neurodiversity has not always translated into better workplace experiences for neurodivergent employees.The conversation looks at where barriers can still emerge across the employee journey, from recruitment and workplace adjustments to performance management. Claire discusses the difference between awareness and operational neuroinclusion, why traditional interview processes can unintentionally disadvantage neurodivergent candidates and how organisations can create fairer processes without lowering expectations.With line managers often responsible for turning policy into practice, Stuart and Claire also explore the support managers need to respond confidently when an employee discloses, requests an adjustment or begins to struggle. From psychological safety and early intervention to practical changes in ways of working, the episode considers what organisations can do to move from good intentions towards meaningful inclusion.Who is Claire Gray?Claire Gray is the founder of NeuroTalent at Work Limited, a UK consultancy specialising in operational neuroinclusion, the practical work of changing how organisations recruit, manage and support people, rather than raising awareness and hoping practice follows.Claire has served 10 years in the Civil Service and leads neuroinclusion at scale, work recognised with both Director General and Director commendations for its impact. She is also neurodivergent, and the combination shapes her approach: she has seen where workplace systems quietly fail from the inside and designs from the position that you assess the systems, not the people. It is the difference between advising on neuroinclusion and running it.Through NeuroTalent at Work, she works with HR teams and senior leaders on inclusive recruitment, workplace adjustments, performance management and the manager capability that holds all three together. She is the creator of PaceNote™, an AI assistant designed to give line managers plain-language, UK-law-grounded guidance at the moment they need it, and writes and speaks regularly on why awareness-based approaches stall and what works instead.Key timestamps00:00 – Introduction to Claire Gray and her journey into neurodiversity00:22 – Understanding neurodiversity in the workplace01:24 – Challenges in neuroinclusion and practical solutions03:09 – The difference between awareness and true inclusion06:23 – The manager gap in neurodiversity support08:21 – Operational neuroinclusion explained09:48 – The importance of early support and psychological safety11:04 – Demonstrating ROI in neurodiversity initiatives14:23 – Common mistakes when interviewing neurodivergent candidates16:46 – Making recruitment more inclusive without lowering standards23:44 – Workplace adjustments and overcoming barriers36:09 – Performance management and fair evaluation for neurodivergent employees40:56 – Supporting managers in neuroinclusion practices44:16 – Final advice for managers and closing thoughtsView Transcript hereYou can listen to and download HR Insights from Apple Podcasts, Google Podcasts, Spotify and other popular podcast apps. Please subscribe so the latest episodes are directly available! You can also join our HR Community by following us on LinkedIn.Thank you for listening and please do review and rate us wherever you listen! 

Recorded at LAL Live 2025, Mark emphasizes that a company's success is defined by its operational values rather than simple slogans. He argues that while core traits like integrity are essential, intentional culture is built through specific behaviors like transparency, accountability, and ownership. By providing examples from well-known brands like Chick-fil-A, Sedgley illustrates how these values create a distinct customer experience and attract high-quality employees. He encourages business owners to move beyond surface-level traits and operationalize their values through consistent leadership, training, and systems. Granum Break Records Tour: https://granum.com/break-records-tour-2026/ 

To learn more about valuable resources for entrepreneurs and business owners, please visit https://www.sbprou.com/AI for Operational Optimization is covered in this video.***************************************In this episode of Leadership LIVE @ 8:05!, Andrew Frazier, MBA, CFA, is joined by AI strategist and business transformation consultant Corey A. Wilson to explore how artificial intelligence is helping businesses optimize operations, improve efficiency, and drive sustainable growth. As AI continues to reshape the workplace, Corey shares practical insights on how business owners can move beyond the hype and implement AI solutions that deliver measurable results.Together, they discuss how organizations can automate repetitive tasks, streamline workflows, and empower employees with AI-powered tools while maintaining the human element that drives innovation. Corey also explains how thoughtful implementation, strong leadership, and effective change management are essential for successfully integrating AI into day-to-day business operations.You'll learn:• How AI can automate repetitive tasks and improve operational efficiency.• Practical ways to streamline workflows without sacrificing quality.• How to identify the best opportunities for AI within your business.• Common mistakes organizations make when implementing AI.• Strategies for leading successful AI adoption and long-term business transformation.Whether you're exploring AI for the first time or looking to improve existing business processes, this conversation offers practical strategies to help you increase productivity, strengthen your operations, and position your business for long-term success.Corey A. Wilson is an AI strategist, business transformation consultant, and speaker who helps organizations leverage artificial intelligence to improve operations, enhance productivity, and drive innovation. He works with business leaders to identify practical AI applications that streamline workflows, automate routine processes, and create more efficient, scalable organizations.LinkedIn:   / coreya-wilson  Website: https://alexanderskyegroup.com/Every Tuesday evening on Leadership LIVE @ 8:05! - Talking Small Business, your host Andrew Frazier, is joined by experienced entrepreneurs and business owners who share their secrets to success via Livestream. You will learn about developing your business leadership skills from our roster of high-performing guest experts. Leadership LIVE is one of the many valuable resources provided through the Small Business Pro University, empowering business owners to learn, profit, and grow.***************************************Explore our other video content here on YouTube, along with relevant website and social media links, where you'll find more insights into how to Make 2026 Your Best Year Ever!• YouTube: /@smallbusinessprouniversity• Website: https://www.sbprou.com/• LinkedIn: /andrewfrazier  • Facebook: /andrew.frazier.jr

Hilary Smith, CMO at Linnworks, argues that most ecommerce brands believe their operations are already automated — and that the manual work quietly grows as they scale. She and Greg Kihlström get into where it hides and what it costs.AI's most consequential move in retail is happening in the back office, not the front end. After years of chatbots and personalization, the investment is shifting into inventory, fulfillment, and order management — where being wrong is expensive and visible.Peak season is a volume-and-velocity problem, not a basket-size problem. Smith on which parts of the traditional peak playbook break first when order throughput climbs, and how a tech freeze changes what a brand can realistically fix in-season.A stockout is a brand moment. Operational failures are where customers decide what a company is actually like — which puts a CMO on the hook for outcomes they don't directly own.About Hilary SmithHilary Smith is Chief Marketing Officer at Linnworks. She brings 12+ years of experience driving growth through data-informed strategy across supply chain, ecommerce and FinTech. Hilary thrives at the intersection of brand, product and demand, translating complex customer and commercial data into campaigns that drive revenue, sharpen positioning and move the business forward. Her leadership style is grounded in empathy, curiosity and a deep understanding of how customers discover, convert and keep coming back.Hilary Smith on LinkedIn: https://www.linkedin.com/in/hilarypaigesmith/---------- Resources ---------- Linnworks: https://www.linworks.comThe Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://aglbrnd.co/r/2868abd8085a9703The hardest part of martech right now is telling which tools are actually earning their keep. That's the question running through the MarTech Summit Boston agenda on October 27. We're attending MarTech Summit Boston on October 27 as a media partner. If you want to join, the code AGILE15 saves you 15%. https://aglbrnd.co/r/c70c250b8d52dff3We're proud to be a media partner for #MAICON26 - Oct. 13-15! Learn how AI can power your marketing and business and help you grow smarter. Use code AGILE150 to save! https://aglbrnd.co/r/7fe458ced0f04658Need to evaluate martech, AI, or CX platforms and don't know where to start? The Agile Brand Guide List is now in beta. We're building the most useful, free-to-use, and up-to-date way to assess what truly matters when evaluating platforms. See more here: https://aglbrnd.co/r/f76be3a33cc491bbReach your customers with Reddit. Spend $500 in ad spend, get $500 back in ad credit! Learn more: https://aglbrnd.co/r/491818c79fb1873fChaser is the only Slack-native project management platform that helps teams turn messages into tracked tasks, automate follow-ups, and maintain team-wide visibility, without adopting another tool. Now integrated with Claude and other GenAI tools. Learn more at trychaser.com and use code AGILEBRAND for a 3-month free trial (normal trial is 14 days).Start building your own apps with Replit and get $20 off. Learn more: https://aglbrnd.co/r/93531742a7625a20Enjoyed the show? Tell us more and give us a rating so others can find the show: https://aglbrnd.co/r/faaed112fc9887f3Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstromDon't miss a thing: get the latest episodes, sign up for our newsletter, and check out Martechipedia, the wiki for marketing technology: https://aglbrnd.co/r/35ded3ccfb6716baThe Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content: https://aglbrnd.co/r/f1782ab12211f765 Hosted on Acast. See acast.com/privacy for more information.

Shannon Krieger shares 30 years of military and law enforcement dog training experience—from pioneering SOCOM's canine detection programs to developing the "social gorilla" selection philosophy that changed how we choose working dogs. This episode covers real operational stories, the evolution from direct-action assault dogs to advanced detection capabilities, and the training philosophy that made him one of the most respected figures in the detection dog community.What We Cover:The incident that started SOCOM's detection dog program (lost explosives overseas, pre-9/11)SOCOM selection story: left weapon on cliff, nearly quit, General Miller's responseThe Lane Kreitzer kitchen incident: witness to direct-action K9 deployment (knife wielding suspect, multiple breaches)Dog selection is MORE important than training (the #1 mistake handlers make)From mean killers to "social gorillas" (why we ditched bite suits and started selecting differently)The proof of concept: 2 dogs to 8 to 20 to 40 dogs in short periodWorking with legendary trainers: Steve Stoops, Wendell Eckland, Lane Kreitzer, Brian Mowrie (Secret Service)"Our motto: take everything, steal it, make it yours" (knowledge gathering philosophy)Building your tool garage: having every technique available for different problemsDirect action & counter-terrorism as mission-essential (everything else is afterthought)The hedgerow discovery: no commands, no force, just rewards (revolutionary training approach)Why you can't forcefeed the same technique to every dog (400 different ways to train)Be multidimensional, not singular (adaptability over dogma)When you solve a problem, the dog gets better (the coolest part of training)Operational lessons applied to law enforcement K9 programsHSI tactical canine program (wartime experience translated to federal law enforcement)Why rigid training methods fail (definition of insanity)From Afghanistan to digital forensics: evolution of Shannon's careerWorking with Mike Deal (LAPD) and other legendary handlersHow SOCOM's approach influenced federal law enforcement nationwideTraining all day long without burning out dogs (the chemistry with Stoops)Civilian trainers bringing police experience into military programs________________________________________

Businesses continue to embrace generative AI at a rapid pace. From copilots and chatbots to autonomous agents, an exciting world of new technology is opening up.The race to adopt these AI tools isn't without its perils, though. The mantra "garbage in, garbage out" is even more poignant when these systems come into play, with the potential for a cycle of bad data presenting a real risk to organizations.On this week's episode, Tim Pfaelzer, SVP and GM EMEA at Veeam, discusses operational blind spots, what they mean for businesses, and how they can balance their desire for a technical edge with data governance.IT leaders are facing major work device blind spots – and it's putting security at risk | IT ProAI-assisted software development means security teams need an ‘engineering-first' mindset | IT Pro

Hilary Smith, CMO at Linnworks, argues that most ecommerce brands believe their operations are already automated — and that the manual work quietly grows as they scale. She and Greg Kihlström get into where it hides and what it costs.AI's most consequential move in retail is happening in the back office, not the front end. After years of chatbots and personalization, the investment is shifting into inventory, fulfillment, and order management — where being wrong is expensive and visible.Peak season is a volume-and-velocity problem, not a basket-size problem. Smith on which parts of the traditional peak playbook break first when order throughput climbs, and how a tech freeze changes what a brand can realistically fix in-season.A stockout is a brand moment. Operational failures are where customers decide what a company is actually like — which puts a CMO on the hook for outcomes they don't directly own.About Hilary SmithHilary Smith is Chief Marketing Officer at Linnworks. She brings 12+ years of experience driving growth through data-informed strategy across supply chain, ecommerce and FinTech. Hilary thrives at the intersection of brand, product and demand, translating complex customer and commercial data into campaigns that drive revenue, sharpen positioning and move the business forward. Her leadership style is grounded in empathy, curiosity and a deep understanding of how customers discover, convert and keep coming back.Hilary Smith on LinkedIn: https://www.linkedin.com/in/hilarypaigesmith/---------- Resources ---------- Linnworks: https://www.linworks.comThe Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://aglbrnd.co/r/2868abd8085a9703The hardest part of martech right now is telling which tools are actually earning their keep. That's the question running through the MarTech Summit Boston agenda on October 27. We're attending MarTech Summit Boston on October 27 as a media partner. If you want to join, the code AGILE15 saves you 15%. https://aglbrnd.co/r/c70c250b8d52dff3We're proud to be a media partner for #MAICON26 - Oct. 13-15! Learn how AI can power your marketing and business and help you grow smarter. Use code AGILE150 to save! https://aglbrnd.co/r/7fe458ced0f04658Need to evaluate martech, AI, or CX platforms and don't know where to start? The Agile Brand Guide List is now in beta. We're building the most useful, free-to-use, and up-to-date way to assess what truly matters when evaluating platforms. See more here: https://aglbrnd.co/r/f76be3a33cc491bbReach your customers with Reddit. Spend $500 in ad spend, get $500 back in ad credit! Learn more: https://aglbrnd.co/r/491818c79fb1873fChaser is the only Slack-native project management platform that helps teams turn messages into tracked tasks, automate follow-ups, and maintain team-wide visibility, without adopting another tool. Now integrated with Claude and other GenAI tools. Learn more at trychaser.com and use code AGILEBRAND for a 3-month free trial (normal trial is 14 days).Start building your own apps with Replit and get $20 off. Learn more: https://aglbrnd.co/r/93531742a7625a20Enjoyed the show? Tell us more and give us a rating so others can find the show: https://aglbrnd.co/r/faaed112fc9887f3Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstromDon't miss a thing: get the latest episodes, sign up for our newsletter, and check out Martechipedia, the wiki for marketing technology: https://aglbrnd.co/r/35ded3ccfb6716baThe Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content: https://aglbrnd.co/r/f1782ab12211f765 Hosted on Acast. See acast.com/privacy for more information.

Adam DeJulius, president and CEO of Miller Foods, Nick DeJulius, vice president of Miller Foods, and Samuel Sardinas, vice president of operations at ColdTrak, answer the question, “What does it take to overcome the operational bottlenecks in raw and fresh pet food production?”

The following article of the Logistics industry is: “Logistics Capabilities as Operational Enablers for SMEs” by Francisco Ricaurte, President, UPS Latin America. (AA2593)

AI Can Accelerate Your Strategy—But It Cannot Choose Your Direction Before You Implement AI, Align the Experience Companies are moving quickly to implement artificial intelligence, automation and new digital tools. But speed without alignment can create a more efficient version of the wrong customer experience. Before an organization decides what AI should do, its leaders and employees must agree on the experience they are trying to create. A Customer Experience Action Statement, or CXAS, provides that direction. It translates an organization's broad mission, purpose and values into a clear standard employees can intentionally deliver during every customer interaction. In a newly recorded opening to this encore episode, Denise Thompson explains why the topic is especially important now: Before companies implement AI, their employees, departments and leaders must be aligned around the experience the technology is supposed to help deliver. Then, in the original conversation, Denise and customer service authority John DiJulius explain how to create a Customer Experience Action Statement, the three pillars that support it and the systems required to keep it alive long after the launch. What Is a Customer Experience Action Statement? A Customer Experience Action Statement defines what every employee should intentionally achieve whenever they interact with a customer, client, patient, guest or colleague. Unlike a mission statement, it must be actionable, observable and relevant during even the smallest interaction. John explains why a CXAS is not another slogan for the breakroom wall. It is the behavioral North Star that helps employees make consistent decisions, creates organizational alignment and turns a desired customer experience into something leaders can teach, coach and reinforce. The Three Pillars of a Strong CXAS Every effective Customer Experience Action Statement is supported by three memorable pillars: 1. Expertise Employees must be brilliant at the basics. They should have the knowledge, consistency and operational excellence required to help the customer confidently. 2. Human Interaction Customers want to feel seen, heard and cared about—not processed as the next transaction. This pillar defines how employees should intentionally make people feel. 3. Above and Beyond When an opportunity presents itself, employees should be empowered to own the experience, solve a problem or create a memorable moment. John shares examples from The DiJulius Group, KeyBank, Starbucks, Superior Glove, Domino's and John Roberts Spa to demonstrate how organizations turn these pillars into clear, repeatable behaviors. Why a CXAS Must Come Before AI AI can accelerate decisions, communications and service delivery, but it cannot decide what your brand should stand for. Without a shared Customer Experience Action Statement, departments may automate different priorities and customers may receive a faster—but increasingly inconsistent—experience. A CXAS gives leaders a standard against which every AI use case can be evaluated: Does this technology help us deliver the experience we have promised, or does it merely make an internal process more efficient? Creating a Statement Is Only the Beginning The episode also explores why successful customer experience strategies require more than a launch. Organizations must certify employees, measure execution, recognize examples, refresh the language through microlearning and keep the CXAS visible long after the initial excitement disappears. As John explains, world-class customer experience is not a ribbon-cutting ceremony. The statement becomes transformational only when it remains top of mind and influences daily behavior. Work Directly With John DiJulius and Dave Murray on September 14 On September 14 from noon to 2:00 p.m. Eastern, John DiJulius and Dave Murray will lead a live, interactive Experience Revolution Membership session focused on creating and implementing a Customer Experience Action Statement that is actionable, observable and capable of driving consistent results. Participants will have the opportunity to work directly with John and Dave to develop or strengthen their organization's CXAS. Register or join the Experience Revolution Membership: https://thedijuliusgroup.com/membership/ Key Takeaways AI will accelerate whatever direction an organization is already heading, including the wrong one. A Customer Experience Action Statement should guide how every employee approaches every interaction. A CXAS must be actionable, observable, memorable and relevant to daily work. Mission statements and purpose statements are important, but they do not tell frontline employees exactly how to behave. A strong CXAS is supported by three pillars: expertise, human interaction and above-and-beyond service. Operational excellence and human connection must happen consistently; above-and-beyond moments happen when the opportunity presents itself. Three pillars are easier for employees to remember, apply and reinforce. A CXAS should guide employees internally rather than operate as an external advertising slogan. Launching the CXAS is the easy part; certification, accountability, measurement and reinforcement make it sustainable. Every proposed AI application should be evaluated against the experience the organization has committed to delivering. Quotes From the Episode "The Customer Experience Action Statement is what each and every employee should intentionally be doing every time they interact with someone else." —John DiJulius "This changes the culture. This is transformational." —John DiJulius "The only thing my employees better know verbatim is the Customer Experience Action Statement." —John DiJulius "I want someone that makes me feel like a human being—not next, not a transaction. I feel seen and heard." —John DiJulius "The first two have to happen every time: Be brilliant at the basics, and make me feel like a human being." —John DiJulius "There's magic in three." —John DiJulius "Achieving world-class status is not a ribbon-cutting ceremony." —John DiJulius "The Customer Experience Action Statement and pillars are a game changer. They ignite your revolution." —John DiJulius Chapters 00:00 Introduction to The Customer Service Revolution 03:30 Denise and John Reconnect 03:58 Creating Sandals' Customer Experience Action Statement 04:16 What Is a Customer Experience Action Statement? 05:51 Why Mission Statements and Core Values Are Not Enough 09:05 The Structure of a CXAS 12:28 Why Every CXAS Needs Three Pillars 13:15 Examples From TDG, Superior Glove and KeyBank 18:18 How to Start Creating Your CXAS 20:40 The Six Steps Required to Sustain It 22:45 Keeping the CXAS Visible and Top of Mind 26:07 Drawing a Line in the Sand for Customer Experience 26:31 Kindness, Human Connection and Final Thoughts   Links: Experience Revolution Membership:  https://thedijuliusgroup.com/membership/ The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test:  https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors:  tdg.click/claudia Ask John!  Submit your questions for John, to be aired on future episode:  tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Books:  https://thedijuliusgroup.com/shop/ Contacts:  Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com If you want to learn how world-class organizations build cultures customers cannot live without, explore The Experience Revolution Membership. Inside the membership you'll gain access to livestream workshops, practical frameworks, and proven strategies used by organizations around the world. Learn more at https://thedijuliusgroup.com/membership/ Learn More If your organization is working to improve customer experience but struggling to connect it to measurable business outcomes, The DiJulius Group can help. Visit: https://thedijuliusgroup.com Listen to more episodes: https://thedijuliusgroup.com/the-customer-service-revolution-podcast/ Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.  

In this episode, host David Turetsky speaks with Denise Triba, CHRO at Ingenovis Health, about how her HR team is using workflow mapping, ticketing data, and AI to improve service for clinicians and internal teams. The conversation centers on a practical, human-in-the-loop approach to AI, with Freddie, their internal AI tool, trained to handle repetitive HR questions faster and more accurately. We discuss how a workforce solutions company thinks beyond recruiting, why understanding the work before applying technology matters, and how better HR operations can improve clinician experience, response speed, and career development.  Key topics  David introduces Denise Triba, CHRO at Ingenovis Health, and frames the episode around operational data and AI in HR.  Denise explains that Ingenovis Health is a workforce solutions company supporting healthcare providers and life sciences organizations with the right workforce mix.  The discussion distinguishes Ingenovis from a traditional recruiting function, emphasizing a consultative model that optimizes client workforce needs.  Denise shares how the pandemic increased healthcare organizations' need for more precise staffing and stronger workforce partners.  The HR team started with workflow mapping to understand exactly how work was being done before adding technology.  A ticketing system was introduced to validate assumptions and quantify the most common HR requests.  The team identified high-volume issues such as benefits enrollment and leave requests, then began training Freddie to handle those questions.  Denise describes Freddie as an internal AI tool still in beta, used between HR and IT before external release.  The conversation covers human review, validation, and hallucination prevention, with subject matter experts writing and checking training articles.  Denise explains that AI is helping reduce repetitive work, improve first-response accuracy, and free HR coordinators for more valuable work and career growth.  The episode closes with advice for HR teams: start with the process and the people doing the work, then apply technology to enhance it.  Timestamps  00:00 - Opening and introduction to the episode 00:32 - David introduces Denise Triba and Ingenovis Health 01:01 - What Ingenovis Health does as a workforce solutions company 01:47 - The kinds of healthcare roles Ingenovis supports 02:38 - Denise's background and early interest in medicine 03:48 - Why the episode focuses on operational data and AI in HR 04:24 - Employee and clinician experience as a top priority 05:21 - Why Ingenovis is more than a recruiting team 06:33 - The mix of W-2 employees and 1099 contractors 07:34 - Why facilities choose workforce solutions over direct hiring 08:33 - How healthcare organizations changed after the pandemic 09:04 - Starting with workflow mapping before introducing AI 10:03 - Using ticketing data to validate top HR call categories 10:29 - Tracking 3,000 calls and training Freddie with real data 11:33 - How workflow data shows friction and points to automation 12:10 - Faster, more accurate information for clinicians and HR coordinators 12:55 - Benefits enrollment as the most common question 13:22 - Other repeat requests like leave support 14:34 - Writing articles to train Freddie on core answers 15:04 - Subject matter experts validating Freddie's responses 15:48 - Avoiding misinformation and limiting scope during early rollout 16:34 - How Freddie is used internally in beta 17:22 - Better capture rates and fewer repeat follow-up emails 18:44 - Extending clinician satisfaction through better service 20:15 - When Freddie needs human support and escalation 20:40 - Employment verification as an example of a hybrid workflow 21:43 - Using AI across client-facing and sales-side operations 22:59 - What surprised the team most about implementing AI 23:56 - How the project is expanding into other HR workflows 24:27 - Addressing fears that AI would take jobs away 26:05 - Cost considerations and working within budget 27:21 - The value of strong HR and IT partnership 28:37 - Advice for HR teams considering AI adoption 29:28 - Closing reflections on the scientific, process-first approach 29:54 - Looking ahead to future updates on Freddie and beyond  Notable quotes  “You really need to understand the what before you start to apply the how.”  “If you have to teach someone, you learn it.”  “This isn't about a workforce change internally. This is about how do we get better."

On this episode, Alex Abell, Managing Partner at RCP Advisors, explains how fund of funds investors evaluate lower middle market managers—and why fund-level benchmarking alone fails to surface which GPs are genuinely creating value. Hear how deal-level data can validate or challenge the narrative a manager pitches, why a strong return in a single deal means little without peer context and how operational metrics like entry margins and revenue CAGRs reveal whether a manager is actually improving the companies it owns.Then learn how to evaluate the operational side of a GP—from the structures firms use to deploy functional expertise across portfolio companies, to the qualitative signals that can override a strong track record.The information contained in this podcast is not intended to constitute, and should not be construed as, investment advice.

When business owners think about due diligence, financial statements, tax returns, contracts, and legal documents usually come to mind. But buyers are also trying to answer a more fundamental question: How well does this business actually operate? In this episode, Pat Ennis and Walter Deyhle welcome back Tim Van Mieghem, Founding Partner of The ProAction Group, for a discussion about operational due diligence and why it matters long before an owner decides to sell. They explore the operational risks and opportunities buyers look for, including owner dependency, undocumented processes, weak management, customer concentration, poor KPIs, and lack of accountability. For owners, the important takeaway is that operational due diligence doesn't have to begin when a buyer arrives. Looking at your company today through the eyes of a future buyer can reveal weaknesses, reduce risk, improve performance, and uncover opportunities to increase business value well before a transaction. In this Episode we discuss: What operational due diligence is and how it differs from financial and legal due diligenceWhat buyers are really trying to learn about a company's operations What gives a buyer confidence that the business can continue performing after the owner exitsCommon operational issues that can reduce value or create buyer concernThe impact of owner dependency and undocumented processesWhy management strength, KPIs, and accountability matterOperational improvements owners should make two or three years before going to marketHow technology, automation, data, and AI are changing operational due diligenceWhy owners should prepare for operational due diligence before a Letter of Intent is ever signed Guest:  Tim Van Mieghem, Founding Partner, The ProAction Group Tim Van Mieghem is a Founding Partner of The ProAction Group, an operational consulting firm that has served middle-market companies since 1995 by helping them identify, quantify, and uncover latent value. ProAction primarily serves private equity firms and their portfolio companies. Tim's expertise includes manufacturing, logistics, and inventory management, and is showcased in his book Implementing Supply Partnerships and his forthcoming book, Shocking Profit. He also hosts the Shocking Profit podcast. Connect with Tim:  https://www.linkedin.com/in/tim-van-mieghem-5ba91b/     https://www.proactiongroup.com/ ───────────────────────────────────────── Ready to assess your own ExitReadiness®? Take the free ExitReadiness® DIY™ Assessment at exitreadiness.com. ───────────────────────────────────────── Prefer to begin your planning process on your own?  Explore ExitReadiness® DIY™ at exitreadiness.com. The platform provides proven frameworks, practical tools, assessments, and educational resources designed to help business owners make better decisions, build more valuable and transferable businesses, and create more options for the future. When judgment and experience matter most, credentialed exit planning professionals are available to help. Conversations that move you closer to a regret-proof exit. Subscribe To The Channel By Clicking HERE!Learn more about working with Pat and Walter at ennislp.com Connect with Pat: linkedin.com/in/pat-ennis-25b4a111/Connect with Walter: linkedin.com/in/walter-deyhle-cpa-abv-cff-maff-cexp-cepa-57386614/#PatEnnis #WalterDeyhle #ExitReadinessDISCLAIMER: The information in this presentation is provided as education only. Neither the presenter nor ENNIS Legacy Partners is engaged to render legal, accounting, or other professional services. Consult a qualified professional for advice specific to your situation. ENNIS Legacy Partners assumes no legal liability for any loss related to information contained in this presentation.

What happens when an AI system moves beyond generating answers and begins influencing machinery, maintenance schedules, technician dispatch, and safety? In this episode of Tech Talks Daily, I speak with Bob De Caux, Chief AI Officer at IFS, about moving industrial AI from promising pilots into dependable production deployments. Bob explains why access to advanced models is no longer the main obstacle. Successful enterprise AI depends on understanding the processes, operational logic, metadata, and boundaries surrounding each decision. An AI system ordering a replacement bearing for a wind turbine must meet a very different standard from one generating a nursery rhyme. We hear how IFS customer Kodiak Gas is using a digital worker to support material replenishment. According to Bob, the company projects approximately $3 million in annual return and 90,000 hours returned to technicians for higher-value work. Our conversation also covers AI sovereignty. Bob argues that sovereignty means retaining control over data, decisions, providers, and the ability to keep operating under changing circumstances. He compares the technology layer to a duck paddling furiously beneath calm water. Models may change rapidly, while the operational application above them must remain stable, tested, and auditable. We discuss staged autonomy as a way to earn worker confidence, beginning with manual questions, progressing to recommendations, and granting greater authority only after consistent performance. Bob also explains why agents need identities, permissions, defined roles, separation of duties, sponsors, and complete audit trails. Accountability remains with the organization deploying the system. In an industrial environment, an agent can produce a harmful action rather than an inaccurate answer. Even after 999 successful decisions, the thousandth can carry catastrophic consequences. Is your organization measuring AI through pilot counts, or through uptime, cost, technician capacity, turnaround time, and safety? Listen to the conversation and share your thoughts with me.

thirdalarmcowboys.comCigars- Paynemason.com/thirdalarmcowboysPromo Code- TAChttps://testresq.com/Promo Code-ThirdalarmProtein- 1stphorm.com/thirdalarmcowboysPodcast appearances-A Silent War Withinhttps://youtu.be/Mkfczwwqck8?si=wwemg-0zDhD7HT4ACopper State Firemen Podcasthttps://open.spotify.com/episode/7IZ2PEQRTaeGZivHLbytVw?si=EWCW0y-mSVCimhD5fkVgigHeath Meredith discusses recent podcast appearances, upcoming training events, and the importance of action and leadership in the fire service. He also promotes sponsor products and shares insights on fire service leadership and decision-making. Heath Meredith discusses the challenges and frustrations of fire service leadership, emphasizing the disconnect between decision-makers and operational firefighters. He highlights the need for a new generation of leaders who prioritize operational excellence and genuine care for the mission of the fire service.TakeawaysPodcast appearances and training eventsImportance of action and leadership in the fire service Operational leaders in the fire service are often disconnected from the day-to-day challenges and needs of operational firefighters.The current generation of leaders is focused on administrative and political aspects, leading to decisions that do not align with the operational realities of firefighting.Chapters00:00 Recent Podcast Appearances and Training Events11:13 The Importance of Action and Leadership31:27 The Disconnect Between Decision-Makers and Operational Firefighters34:28 The Impact of Leadership Decisions on Fire Service Operations40:46 The Need for a New Generation of Operational Leaders57:27 Taking Action to Change the Outlook of the Fire Service

A growing gap between artificial intelligence (AI) adoption and effective data governance is reshaping the operational landscape for managed service providers (MSPs) and IT service providers. Industry data cited by GTIA's Data and AI Interest Group indicates that while 97% of providers have adopted AI, only 20% have implemented governance frameworks sufficient to extract value or mitigate risk. This structural mismatch is driving increased scrutiny from regulatory authorities and forcing MSPs to revisit internal decision-making, especially regarding data integrity and platform selection. Supporting this trend, a Federation of Small Businesses report found 86% of organizations in the UK are struggling with AI and data governance adoption, often uncertain about where to begin. Hollie Whittles, co-founder of Purple Frog Data, described practical barriers: many businesses believe their data is clean and structured but are routinely confronted with evidence of significant inconsistencies and errors during implementation. The cost of remediation and governance, including board-level buy-in, can climb to tens of thousands of pounds, highlighting the substantial upfront investment required before AI can deliver reliable business value. Operational vulnerability is further magnified by ease-of-use pitfalls and vendor relationships. MSPs lacking in-house data engineering or readiness tools frequently misjudge the scale and complexity of cleaning and securing client data estates. Whittles warned of scenarios where consultants, through careless or uninformed data modelling (such as over-exposing HR data in reporting tools), inadvertently increase both cyber and confidentiality risks. Some firms approach the problem by retaining all data and tooling within clients' own cloud tenants, shifting data residency and associated risks directly to clients, but raising new questions of contractual clarity and due diligence. For MSPs and IT leaders, these developments reinforce the need for explicit governance structures, clear contractual provisions regarding data handling, and internal upskilling rather than relying solely on third-party expertise. Short-term revenue can be lost to competitors willing to bypass governance, but there's an increased long-term risk of error, replacement, or regulatory sanction. Effective governance not only requires financial investment, but also consistent participation from leadership to avoid operational blind spots and to ensure client obligations—and liabilities—are clearly defined and managed. Supported by: ProofpointGoTo (LogMeIn)

Daniel Stonecipher is an Independent Advisor for AI Infrastructure & Built Environment Platforms advising investors, boards, and executive teams on AI-enabled infrastructure platforms across facilities, energy systems, and complex built environments. Mike Petrusky asks Daniel his views on the promise of AI in asset management and they discuss why he believes it extends beyond automating buildings to enabling more capable, confident organizations with better operational oversight. Daniel says that trust, confidence, and accountability are essential for successful AI adoption in facilities management, so AI must be tested and contextually validated before critical decisions are delegated to it. While pilots demonstrate AI's analytical power, scaling these solutions requires careful consideration of real-world context, human oversight, and ownership of outcomes. The FM industry is progressing in its discussion of AI, so Mike and Daniel encourage more realistic assessments and shared experiences about both success and challenges of operationalization as they offer the inspiration you need to be an Asset Champion in your organization! Connect with Daniel on LinkedIn: https://www.linkedin.com/in/dstonecipher/ Read the article that Daniel discussed: https://www.automatedbuildings.com/2026/06/the-real-ai-bottleneck-may-not-be-roi-it-may-be-trust/ Read article #2: https://www.automatedbuildings.com/2026/06/why-ai-trust-breaks-down-in-operational-environments/ Explore Eptura™: https://eptura.com/ Discover free resources and explore past interviews at: https://eptura.com/discover-more/podcasts/asset-champion/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/ Watch the full video here: https://www.youtube.com/playlist?list=PLSkmmkVFvM4H3pwnlU2AuqynuRDpvnh4J  

Armin Winkler (renowned detection dog trainer, international expert) and Cameron Ford break down why current K9 certification standards don't actually validate operational readiness. They discuss why training records matter more than certifications in court, why everyone trains for the test instead of the job, and what real operational readiness actually looks like.What We Cover:Certification is department CYA, not a measure of reliabilityDetection dogs should have OPERATIONAL standards, not minimum standardsTraining records with proper documentation beat certifications in court every timeWhy observers/supervisors signing off on training matters more than a piece of paperRunning multiple dogs in same area: nasal secretions and saliva contaminate everythingThe "cheat code" dogs use when training mimics certificationHow evaluators inadvertently give away test locations through nonverbal communicationWhy environmental soundness testing is critical (traffic, noise, distractions)The difference between ORT (odor recognition test) and operational readinessLottery-based scenario testing instead of rote certification patternsHandler decision-making: the most untested aspect of any certificationWhy SEAL Teams didn't certify but had real resultsTraining for certification vs. training for the street (these are NOT the same)Real-world deployment: rain, night, roadside traffic stopsHide placement strategy: hide like a criminal, not in filing cabinetsThe handler's job: watch the DOG, not the room ("the nose nose")The avalanche dog that found both victims but failed certificationWhy handlers don't see their dogs during searches (looking for hide locations instead)Apprehension dog certification problems (false sits, stress on one-day tests)Free air sniff legality: roadside delays = searches, not free sniffsInternational perspectives: Norway military working dogs, customs operationsThe problem with "master trainer" guru cultureSupervision and training records as alternative to certificationScenario-based training in real conditions (using cooperating officers)Why some agencies (LAPD) use OJT/FTO model instead of certification gatesThe risk of certification standards creating liability instead of protectionArmin draws on decades of experience working detection dogs internationally, including military operations, customs, search and rescue, and avalanche response. He challenges the industry's comfort with certification-based standards and advocates for documentation, supervision, and scenario-based operational testing.Critical Takeaway: "If you're afraid of rewarding the wrong thing during testing, you're not ready to test. You have a bigger problem than that moment."________________________________________

In this episode of the HVAC Know It All Business Edition Podcast, co-hosts Gary McCreadie and Furman Haynes from WorkHero speak with Daniel Quinonez, Chief Operating Officer of Plumbing-Heating-Cooling Contractors -National Association. They discuss contractor communities, member education, apprenticeship programs, and the operational challenges facing small HVAC businesses. Dan explains how contractors can access peer support, business resources, and training opportunities through membership. He also shares his perspective on hiring green apprentices versus experienced technicians and the fragmented approach to trade training across the United States.   Expect To Learn: How contractor communities can provide peer support and business resources. Why business operations can be challenging for technicians who become owners. Ways AI can support administrative work without replacing technicians. The tradeoffs between hiring experienced technicians and training apprentices. How contractor-sponsored apprenticeship programs combine coursework and hands-on experience. Why training requirements and licensing vary across U.S. states. The case for a more coordinated national strategy for trade education. Timestamps: 00:00 - Introduction 01:27 - PHCC's history, membership, and education programs 05:05 - Benefits of joining a contractor chapter 06:44 - Common needs of small contractors 09:25 - Operational and time-management challenges 11:53 - Hiring apprentices versus experienced technicians 13:24 - Online apprenticeship training and contractor sponsorship 17:30 - Training capacity at large and small companies 18:32 - The lack of a national training strategy 20:04 - China's unified trade-training standards   Follow our Guest Daniel Quinonez: LinkedIn: https://www.linkedin.com/in/daniel-quinonez-690ba68/  Company LinkedIn: https://www.linkedin.com/company/phccnational/  Company Website: https://www.phccweb.org/    Follow Gary McCreadie: LinkedIn: https://www.linkedin.com/in/gary-mccreadie-38217a77/  Website: https://www.hvacknowitall.com  Facebook: https://www.facebook.com/people/HVAC-Know-It-All-2/61569643061429/  Instagram: https://www.instagram.com/hvacknowitall1/    Follow Furman Haynes:  LinkedIn: https://www.linkedin.com/in/furmanhaynes/  WorkHero: https://www.linkedin.com/company/workherohvac/  Instagram: https://www.instagram.com/workhero__/  

Your healthcare practice looks organized from the outside. But behind the scenes, samples get lost, clinicians spend time hunting for things, and departments operate like they're held together by duct tape. Sam Yeruva, founder of PYCUBE, Inc., reveals why this happens and how operational intelligence fixes it.  Operational intelligence means connecting data across your workflows so you can see bottlenecks and waste in real time. Sam shares why hospitals struggle despite being well-funded, how healthcare can use AI as an assistant (not a replacement for clinical judgment), and what the four pillars of any workflow actually are: people, process, tools, and training.  In this episode, you'll hear about the time biopsies were lost in a loading dock, why 99% of clinicians want to spend more time at bedside, and Sam's powerful one-liner: "Respect the problem." He also explains why picking one strategic question and sticking with it beats trying to solve everything at once.  Practical, honest, and deeply relevant for any practice owner thinking about how to scale sustainably.  Read the full show notes, memorable quotes, and key takeaways.    Connect With Us:  Be a Guest on the Show  Thriving Practice Community  Schedule Strategy Session with Tracy  Tracy's LinkedIn  Business LinkedIn Page 

The federal government's increasing acknowledgment of medical cannabis applications marks a pivotal turning point for the sector, granting long-sought validation to consumers and patients alike. However, this formal legitimacy comes with heightened accountability, obligating operators to raise their standards around clinical credibility, operational transparency, and rigorous patient education.At the same time, the broader market remains caught in a turbulent regulatory transition. While rescheduling initiatives offer a potential path forward, businesses and their legal advisors continue to navigate persistent banking bottlenecks, restricted capital access, and compounding risks of insolvency and financial distress.Compounding these structural hurdles, major multi-state operators—including Cresco Labs, Green Thumb Industries, Curaleaf, and Verano—now face a severe wave of legal exposure. Beset by sweeping federal class actions, civil RICO claims targeting therapeutic marketing practices, and mounting insurance coverage disputes, the commercial cannabis industry is navigating an increasingly complex legal and financial battlefield.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Andy and Jeff share their takeaways from their conversation with Mary Kay Cabot about Deshaun Watson and Shedeur Sanders and give more callers the opportunity to sound off their opinions on the Browns' moves.

The core structural shift addressed in this episode centers on the unbundling and modularization of vendor platforms in the MSP technology market. This shift is exemplified by ThreatCaptain's launch of its Gen 4 product, which transitions from an all-encompassing platform to discrete modules aligned to specific MSP business challenges—lead generation, sales enablement, and ROI/risk analytics. The move is designed to align product structure and pricing more closely to the diverse operational maturity levels of MSPs, as described by Brad Powell, co-founder of ThreatCaptain. ThreatCaptain's Gen 4 is available in three modules priced at $199, $399, and $599, most notably a move away from the earlier $1,499 per month pricing reported in March. According to Brad Powell, this change was driven by limited adoption among smaller MSPs, with the prior model better suited to larger firms already equipped with mature sales teams. He cites customer Novus Insights as an example, attributing $80,000 in professional services revenue over three months and more than $1 million in expected ARR, but acknowledges this reflected a highly mature CISO-led operation. The vendor currently reports approximately 65 active paying MSP partners, intending to scale significantly. Supporting developments include the influence of insurance risk modeling and industry threat intelligence frameworks on new MSP toolsets. ThreatCaptain originally built its risk engine leveraging data from the IBM Cost of a Data Breach Report and the Verizon DBIR, adapting these for SMB scenarios. The episode also highlights the role of information sharing organizations (ISAOs), with Brad Powell noting the challenges of translating technical threat data into actionable intelligence for SMB-focused MSPs and illustrating ongoing coordination and separation of threat feeds between vendor sales processes and industry sharing mechanisms. Operational implications for MSPs include increased need for prudent selection among modular product offerings, clarity around the scope and accountability of vendor-delivered analysis, and awareness of potential misalignments between vendor risk models and actual business outcomes. The trend underscores cost versus capability tradeoffs, especially for smaller providers balancing limited resources against the operational benefits of specialized tools. For MSPs participating in threat intelligence programs, there is also an ongoing requirement to maintain clear boundaries around shared data to prevent unintentional exposure or misapplication in commercial contexts. Supported By: ScalePad Pax8

Tek and I did the Hickest, most Redneck thing we have done since moving here. We went to a Plow competition and a Guinness record setting plow. https://guinnessplow2026.com/english Below are some videos. Welcome to dog days of podcasting for 2026, where … Continue reading → The post GUINNESS WORLD RECORDS – The Largest Operational Agricultural Plow ”Most Plow Blades Pulled Simultaneously” appeared first on NIMLAS Studios.

"You know, Robert, I have no expectation to ever be happy at work. I just hope to be a little less miserable."  That's the line from a restaurant server that Robert Martichenko, board chair of TrailPath Workplace Solutions and founder of the lean consultancy LeanCore, can't shake.  Operational supply chain roles aren't easy, but that doesn't mean it isn't possible for people to find dignity in their work. Hoping to be less miserable one day at a time does little for individual frontline workers, and it does even less for the company that employs them and the customers they serve. In this episode of the Art of Supply podcast, Robert and Kelly Barner dig into what dignity means in the workplace, and why it is not the same thing as respect: - Why "respect for people" is the wrong frame, and what dignity actually requires - The four states TrailPath's research finds people in at work — and why nearly half of most workforces are declining or surviving, not growing or thriving - What the second law of thermodynamics has to do with your supply chain, and why chasing unit cost quietly cost procurement its relationships   Links: Robert Martichenko on LinkedIn: https://www.linkedin.com/in/robertmartichenko/  Kelly Barner on LinkedIn: https://www.linkedin.com/in/kelly-barner-6884443/  Art of Supply LinkedIn newsletter: https://www.linkedin.com/newsletters/art-of-supply-6895142546301960193  Art of Supply on AOP: http://www.artofsupply.com  Subscribe to the Art of Procurement Newsletter: https://resources.artofprocurement.com/art-of-procurement-podcast-subscribe   

Candice Frazer is the revenue efficiency strategist and founder of AlphaRev, a firm that helps established businesses systematically increase revenue across retention, expansion, referrals, win-backs, and lost deals. Frazer works with CEOs, CFOs, and operators in professional services and industrial organizations to help them capture more value from their existing customers, partners, and pipeline. With more than 20 years of experience across revenue strategy, operations, and growth systems, Candice is known for bringing clarity to messy growth problems. Rather than pushing top of funnel tactics exclusively, she and her team at AlphaRev help teams focus on revenue efficiency building practical systems that turn overlooked opportunities into consistent, operational cash flow. AlphaRev's work is especially valued by leaders who want growth that compounds without burning out their people. During the show we discuss: Why more leads don't always mean more revenue. How to find revenue that's already hiding inside your customer base. How to reduce customer churn. How to turn past customers into new revenue. How to recover lost deals. How to generate referrals without making the process feel transactional. How to build systems that don't depend on the founder. How to know when your business needs a CRM. How to simplify operations so they can scale. How operational efficiency can improve fundability and business valuation. Resources: https://getalpharev.com/

Espresso in hand at Black Hat USA 2026, Monzy Merza, Co-Founder and CEO of Crogl, gave Marco Ciappelli the read from a week that started Monday. The free download the company announced the week before had drawn a strong community reaction, and a hackathon was running alongside the conversation with people downloading Crogl, hacking on it, and competing in challenges. Merza credits the openness of the approach as much as the product. What do security teams want from AI right now? Sovereignty. Merza describes a movement in which organizations have concluded that any work with AI has to cover privacy and security of the product and of the AI workload itself. Crogl was built as an on-prem product from the very beginning to serve mission critical organizations and critical infrastructure operators with hard requirements, and a larger community is now arriving at the same principles and asking what should be governed. The second shift is operational. The question moved from whether to look at AI to how work stays consistent and repeatable when one model is swapped for another, prompted by outages across model providers and in-house AI services going up and down. Merza describes the arc as a pendulum, from avoiding AI, to human in the loop, to a stretch where autonomy dominated. Crogl customers now run it both interactively and fully autonomously, with the line drawn at the tasks where a human has little reason to sit in the loop. This is a Brand Briefing. A Brand Briefing is an on-location conversation recorded on site at Black Hat USA 2026, putting a spotlight on the guest and their company and pairing it with the editorial reach of ITSPmagazine. Learn more: https://www.studioc60.com/performance/#briefing GUEST Monzy Merza, Co-Founder and CEO at Crogl On LinkedIn: https://www.linkedin.com/in/monzymerza/ RESOURCES Black Hat USA 2026 event coverage: https://www.itspmagazine.com/black-hat-usa-2026-cybersecurity-event-coverage-in-las-vegas Learn more about Crogl: https://www.crogl.com Download Crogl: https://www.crogl.com/download Crogl newsroom: https://www.crogl.com/newsroom Are you interested in telling your story? ▶︎ Full Length Brand Story: https://www.studioc60.com/content-creation#full ▶︎ Brand Spotlight Story: https://www.studioc60.com/content-creation#spotlight ▶︎ Brand Highlight Story: https://www.studioc60.com/content-creation#highlight ▶︎ Get your own Brand Briefing at an upcoming event: https://www.studioc60.com/buy-brand-briefings KEYWORDS monzy merza, crogl, marco ciappelli, brand briefing, brand story, brand marketing, marketing podcast, black hat usa 2026, sovereign ai, on prem ai, ai governance, security operations, model choice, ai workload security, critical infrastructure, autonomous investigation, human in the loop, free download, hackathon, security community

What can kill a $10.5 million acquisition, and how can an experienced buyer spot a bad deal in the first 10 minutes? Neil Twa has reviewed 500+ businesses and learned that the biggest red flags often show up before serious due diligence even begins. Messy financials. AI-generated business plans. Numbers that collapse when checked against the actual bank, Stripe, and PayPal data. And sometimes, even when everything looks right, the deal still falls apart. In this episode, Jaryd sits down with Neil to unpack the deal that looked so good the seller decided not to sell, the business deal that ghosted him after six months of due diligence, and the $10.5M acquisition that came with SBA financing, retail complexity, and a partner trying to sabotage the transaction. Neil also reveals why his team changes almost nothing during the first 30 days after an acquisition, how they operate 30 brands with AI-powered systems, and why reputation can be worth more than any single deal. If you're buying online businesses, this is a masterclass in spotting problems early, surviving the surprises you can't see coming, and knowing when to walk away.

Sticking the Landing in Healthcare's AI Era: Turning Innovation Into Operational Impact Host Russ Branzell, President and CEO of CHIME, sits down with Vivek Swaminathan, CEO of Cardamom Health, for a thoughtful conversation on what it takes to succeed in healthcare's next era of transformation. As health systems navigate accelerating AI adoption, mounting operational pressures, and evolving patient expectations, leaders are being challenged to move beyond innovation for innovation's sake and focus on measurable outcomes. Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen

HR1 - Falcons must correct operational errors during joint practices with Colts In hour one Mike, Ali, and Beau recap and react to the Atlanta Braves losing to the Minnesota Twins last night 4-2 in Minnesota in game one of their three game series, explain why they think the Braves need more consistent hitting with runners in scoring position to be legit World Series contenders, explain why they think the Falcons preseason opener was all about learning players strengths and weaknesses, react to the Associated Press putting out their preseason Top 25 college football rankings, react to the Ohio State Buckeyes and Oregon Ducks being ranked one and two respectively in the preseason AP Top 25 college football poll, react to the Georgia Bulldogs being ranked as the third best team in the country in the preseason AP college football poll, explain why they think Georgia quarterback Gunner Stockton taking next step will make Georgia an unstoppable force, and then close out hour one by diving into the life of Ali Mac in Ali's Mac Drop!

Peer Robotics CEO and co-founder Rishabh Agarwal is today's guest on The New Warehouse Podcast. Peer Robotics develops collaborative mobile robots designed to automate material movement across manufacturing and warehouse environments. Its Peer 3000 platform moves pallets and supports applications including trailer loading and unloading.In the conversation, Agarwal looks beyond what the robot can physically do. He explains why ease of use may determine automation adoption, why ROI must appear quickly, and how human-in-the-loop systems can make robotics more adaptable. He also sees robots becoming a source of operational data, not just physical labor.Learn more about Pallite here.Get to Intralogistex! Follow us on LinkedIn and YouTube.Support the show

Send me a messageHeavy equipment electrification has a hidden problem: the machinery itself can waste most of the energy you put into it. That means bigger batteries, higher capital costs and a weaker business case before the machine has even started work.My guest is Hiten Sonpal, CEO of Rise Robotics, who is working on replacing conventional hydraulics with belt-driven actuation. We get into why hydraulic systems can be roughly 25% efficient, how that inefficiency drives battery and charging requirements, and why downtime and maintenance failures may matter even more than the emissions case.We examine why better batteries are not always the answer, what changes when heavy machinery becomes drive-by-wire, and why industrial AI and autonomy depend on something far less glamorous: machines that can actually generate useful operational data. We also look at prognostics, digital twins, teleoperation and the prospect of one operator supervising several machines rather than controlling just one.Listen now to understand what is really constraining heavy-equipment electrification — and where better engineering can cut cost, downtime and operational friction.Could your supply chain take the hit? Download my free 15-minute resilience scorecard to uncover hidden vulnerabilities, calculate your score and turn the results into a practical 30-day action plan: tomraftery.com/scorecard  If disruption hit tomorrow, would you know where your supply chain was most exposed? In 15 minutes my free scorecard helps you assess 27 resilience statements, calculate your score, and turn the result into three priorities and a 30 day action plan. You can download the scorecard free at tomraftery.com/scorecard.Support the showPodcast supportersI'd like to sincerely thank this podcast's generous Subscribers:Alicia FaragKieran OgnevGary LynchAnd remember you too can become a Resilient Supply Chain+ subscriber  - it is really easy and hugely important as it will enable me to continue to create more excellent episodes like this one and give you access to bonus episodes of topical, timely supply chain resilience analysis.

Kimchi One from Brightcore – Health Starts in the Gut Get 25% off – Use Code: AWK at https://brightcore.com/AndWeKnow Or call (888) 317-9941 for up to 50% OFF your order and Free Shipping! —————- And We Know CRUISE 2027: https://www.inspirationtravel.com/event/at-sea-with-lt-alaska-cruise-2027 ————— Hunter's Blend Coffee: https://www.huntersblendcoffee.com/?ref=AWK ————— Protect your investments with And We Know http://andweknow.com/gold Or call 720-605-3900, Tell them “LT” sent you. ————————— ➜ Our AWK Website: https://www.andweknow.com/ ➜ AWK Shirts and gifts: https://shop.andweknow.com/ ------- *DONATIONS SITE: https://bit.ly/2Lgdrh5 *Mail your gift to: And We Know 30650 Rancho California Rd STE D406-123 (or D406-126) Temecula, CA 92591 ➜ AWK Shirts and gifts: https://shop.andweknow.com/ ➜ Audio Bible https://www.biblegateway.com/audio/mclean/kjv/1John.3.16 Connect with us in the following ways:

Episode Summary I want to talk about something that quietly costs law firm owners more than they realise: their inbox. Most owners treat this as a time management issue. They think if they just got faster at replying, or better at squeezing in an hour to clear it out, the problem would sort itself. It won't. Because the real issue isn't how much time your inbox takes up. It's how many times a day it pulls you away from what you're actually doing. In this episode, I break down why constant email interruption is one of the most underestimated drains on your mental capacity, and why growing your revenue doesn't fix it if the structure underneath hasn't changed. I also share the change I made in my own business that had the biggest impact, along with a few practical strategies you can put in place this week, including how connecting your inbox to Claude changes who has to be the first human touchpoint on every message that lands. A calmer inbox is a small change. A calmer business is what it's actually building toward. What We'll Cover Why it's the switching, not the volume, that drains your focus What actually happens in your brain every time you glance at an email mid-task Why more revenue doesn't solve an inbox problem, and what does The one change I made to my phone that I've stuck with ever since Why closing your inbox during focused work matters more than you'd think The difference between grazing your inbox and batching it, and why it matters How connecting your inbox to Claude takes noise off your plate without adding another tool to learn What actually changes in a business once the owner isn't the first responder to every email What You'll Learn Why an always-on inbox is an operational problem, not a discipline one How to spot the hidden cost of constant email switching, even when it doesn't feel like a big deal in the moment A few immediately usable strategies for reducing inbox noise, starting with the simplest one Why an open loop in your inbox is still taking up mental space even when you haven't acted on it yet How using Claude on your inbox can reduce decisions landing on you, rather than becoming one more thing to manage Why small structural changes like this one are what operational maturity actually looks like in practice Free Resources If you're starting to spot other areas of your firm where you're still too involved, I've got resources to help you take a closer look. My free resources cover practical areas of law firm operations, from identifying profit leaks and understanding your numbers to creating stronger systems and reducing your dependence on the owner. Book a Free Law Firm Growth Strategy Call Scalable Law Accelerator Program Identifying Profit Leaks How to Make AI Recommend Your Law Firm (Free Guide) Ready for a Quieter Inbox and a Clearer Head? If constant email interruption is where a chunk of your mental capacity is leaking right now, you don't need a bigger system overhaul to start. Pick one change this week. Turn off the after-hours notifications, close the inbox while you work, or connect it to Claude and let it carry some of the load. If this is where your firm is right now and you want help building the systems underneath your growth, that's exactly what we work through inside the Accelerator. Book a Law Firm Growth Call Let's look at what you could take off your plate next. Share the Shift Know a law firm owner who's constantly checking their inbox, jumping between emails and struggling to switch off? Send this episode their way. It might be the nudge they need to stop treating email as a time management problem and start looking at the systems behind it. And if something in this episode made you rethink the way you work, I'd love to hear about it. Share your biggest takeaway on social media and tag me. I love seeing what you're changing inside your firm and the small shifts that create a bigger difference over time. Apple Podcasts: Listen on Apple Spotify: Listen on Spotify YouTube: Watch on YouTube

Your work quality is being compromised by constant disruptions. Gary Miles introduces the concept of the "re-entry tax," demonstrating how frequent phone calls and emails waste hours every day rebuilding complex chains of thought. It's time to distinguish between immediate access and genuine responsiveness. Perpetual availability delivers distracted counsel rather than superior service. This episode highlights:how firm leaders unintentionally enforce reactive operating standards across their firm who truly controls attorney's schedules and why time blocks fail without internal authority By implementing structured focus blocks, attorneys can deliver higher quality work while maintaining strong client relationships. Go to the next level with more from The Free Lawyer episodes: there is a common belief that high-achieving attorneys struggle with boundaries because they lack discipline. That's not true, here's what is:Listen on Apple Podcasts https://podcasts.apple.com/us/podcast/3-reasons-your-boundaries-collapse-every-time-393/id1614507857?i=1000748897374 Or Spotify https://open.spotify.com/episode/3CioXrdXJMXCYFxYqkBJVC?si=Nesn4JX0TK-dXWImkbBTkA Take the Free Lawyer Assessment ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠garymiles.net/the-free-lawyer-assessment⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Learn more about Breaking Free or order your copy ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.garymiles.net/break-free⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Schedule a complimentary discovery call: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://calendly.com/garymiles-successcoach/one-one-discovery-call⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Email: contact@bolog.ioIn this episode, host Bidemi Ologunde speaks with Robert M. Reed, COO of the International Bank of Chicago and founder of Reed Advancements, about the intersection of AI, banking compliance, operational resilience, and trust.Why do compliance programs still fail even as technology improves? Where should banks automate, and where should human judgment remain essential? What makes an AI-driven compliance system truly audit-ready? Robert draws on decades of experience across financial services, crisis response, AML, operations, and regulatory compliance to explain why many compliance failures begin as operational failures, how institutions can use AI without creating new risks, and what leaders should do now to strengthen controls before weaknesses become regulatory or reputational problems.Listeners can also download the companion AI, Compliance & Operational Resilience Worksheet from the episode resources/show notes to assess their own processes, controls, AI readiness, and next steps.

https://youtu.be/_OpJcRFbACk Abhi Jadhav, Founder and CEO of Bay Leaf Digital and Founder of Brazenly, helps B2B SaaS leaders create operational rigor while embracing AI, innovation, and disciplined execution. Driven by the freedom to experiment, anticipate change, and take the road less traveled, Abhi builds businesses that combine human expertise with AI-powered systems to help teams remain competitive and shape their own futures. In this conversation, Abhi introduces The Operational Rigor Framework—Aggregate To-Dos, Import Them into a System, Prioritize Weekly, and Execute. He explains how turning commitments into organized, prioritized tasks prevents work from falling through the cracks and improves execution across client projects, internal initiatives, and personal responsibilities. Abhi also discusses keeping humans in the loop when deploying AI agents, responding to rapid changes in the SaaS market, and driving growth through visibility, exceptional people, and innovation. — Create Operational Rigueur with Abhi Jadhav Good day. Steve Preda here, and today I’m joined by Abhi Jadhav, founder and CEO of Bay Leaf Digital, a B2B SaaS marketing agency he’s run since 2013. And he’s also the founder of Brazenly, an AI agent orchestration platform he’s building for marketing teams. Abhi, welcome to the show.  Thank you for having me, Steve. Appreciate it.  Well, great to have you here. And I’m super interested in how you are evolving your business and your focus on SaaS companies, which is very interesting. But I’d like to start with the question, your personal why. So how are you contributing to human flourishing? What is your personal why, and how do you manifest it in your business, in Bay Leaf Digital?  Yeah. So I gave this some thought. It’s been several years since I’ve been running the agency, so it took me back a few years to figure out, well, why did I even start this? So I’m going to date myself, and this is way back when I was in business school. One of my dear friends and classmates at the time, she pointed to me when she was asked, “Who’s most likely to strike it out on their own and run their own business?” And I thought that was really funny at that time because I had no desire to be my own entrepreneur or guy running your own business, et cetera. I was through and through a corporate guy.  And a few years later, I realized that I don’t really get energized by playing corporate games to climb the ladder. I prefer freedom to do things and to experiment. And I love taking the road less traveled, and it’s not just speak, it’s actually doing. Yeah. There’s a sign here. It’s a Jeep sign that says, “Road ends and fun begins.” And that kind of encapsulates who I am, really. Yeah. So when I saw this sign, I’m like, “This is me. It needs to go on my wall.” Okay. So that’s my personal why, how I ended up doing what I’m doing.  So how does it manifest in Bay Leaf or even Brazenly? What is that road that has not been traveled yet that you are embarking on?  So it is more about being able to anticipate what is coming and being able to be ready for it. I think that is primarily the difference, or to me, that is being my own business owner, it allows me to do that. So moving from an agency and seeing what is coming, AI is going to touch all of us. It already has in so many different ways.  So understanding where we are going and being able to do something about it rather than wait for someone else to come along and tell us, “You guys are now obsolete, and we are now moving on to something else.” So it allows me to chart my own path and be able to control, to a certain extent, I can’t say 100%, to a certain extent, what our business destiny is going to be.  So where are we going? What is your vision of the direction?  AI has tremendous power, right? And we are still very early, in the early stages of where it’s going to take us. But I’m a firm believer that the human in the loop is extremely important, and that we need to shape AI systems, our posture, in a manner that we maximize the use of AI while making sure that it is being run for the benefit of humans. So the way we approach it is, yes, we will adopt AI, but at the same time, we will never compromise on human in the loop in that process.  So our approach is, let’s take things that are easily automated. Let’s take things that we would otherwise not have been able to do. I have a framework on how we deploy AI, and the lowest part of that framework is obvious processes need to be automated. Top part of that framework is things that you could not ever do because it was impossible, impractical to do, automate that.  But in all of that, there is a certain amount of co-piloting or piloting that is needed in order to get valuable outcomes. Where I see us going is we will become pilots or co-pilots with extremely efficient and informed agents that will do the work, but they will not do the work exactly as is needed unless there’s a human in the loop that’s guiding it, right?  Yeah.  And I foresee this for the next several years. At some point, and this evolves all the time, but that’s kind of our posture at the moment.  Very interesting. So basically, AI agents do the work, or much of the repetitive work, a big part of the work, and the humans are directing the agents. Is that your vision?  Humans are directing the agents as well as checking on agent outputs, basically being the guide on making sure that things get done the way they should be done. So more and more, we are leaning on domain expertise, people who know what needs to be done, have that knowledge to be able to man these agents today.  Yeah. That is fascinating. So you mentioned that you have a framework. So what is your framework?  I have multiple frameworks. Let me talk about probably the most fundamental, foundational framework that can be used by anyone and everyone. Again, going back to my days before the agency, when I was in the corporate world, we would do 360 feedbacks. And at one point, one of the feedback I got, obviously it was constructive feedback, but it was that, “Abhi’s got a great team and he’s a great leader, but sometimes the team does not follow through on things that we’re committed to.”  I looked at that feedback and I said, “This is not something that my team needs to fix. This is something that I need to fix. It’s not a team problem.” So we took that weakness and we turned that into a core strength. That is one of my foundational approaches to the way we work, the way we run the business. I’ll break it down for you. Here’s what we really do.  Yeah, please.  So you and I are having a conversation. Something comes out of that conversation and I tell you, “Hey, I’ll follow up. I’ll get back to you.” And great, I’ll make a note of it. We have 100 different conversations like this throughout the day. I talk to my clients, I talk to my team. Everyone has something that they need or they’re going to offer. So there’s a pile of things that need to be done.  And without having operational discipline around it, things fall through the cracks, right? So a very simple manifestation of that is, hey, make a list. Make a list of things. But there’s a lot more to that. Yeah, you can make a list. You can write it in pencil on a pad, and then it gathers dust, and then you look at it after a few months, you’re like, “Oh, I never really got back to this person, didn’t really do it.” So what we’ve done is we’ve evolved that into an operational rigor where nothing, almost nothing, ever falls through the cracks.  We talk, we’ll organize our thoughts. We’ll put it—it doesn’t matter. It’s a framework, right? It’s not a set of rules. So people might take down notes. They might use Zoom meeting transcripts, whatever it might be. But at the end of the day, we are constantly putting together a list of to-dos. And that’s never enough because at the end of the week, you need to make sure that you’re working on the most important things. So we’ll go through a prioritization process.  I go through it, my team goes through it, and then that defines what we do in the following week. It’s very agile-like, but it’s not quite agile. It’s a set of tasks that eventually kind of come together for a greater purpose. So we’re looking and we are prioritizing and going, “Which is important, which is not?” So the conversations that we have with our clients, I have internally with the team, the conversations are never about, “Hey, whatever happened to that thing?” It never happens. The conversations are more about, “We talked about this last week. Here’s where we are.  Here’s why we are going to either change course, not do it anymore, or we have found a different way of doing it.” In terms of just an extremely important skill, whether you’re a business owner, in the corporate world, to me, operational rigor that leads to disciplined execution is absolutely key.  So what are the steps to this operational rigor framework? How do you actually do it? What are three to five steps or elements that will allow us to communicate to our listeners and maybe for them to try it out?  Yeah. Let’s just list them out. So the first thing is just pulling together the to-dos, right? So whether it’s from OneNote or a pad or transcripts, at the end of the day, set aside 30 minutes, an hour max, typically towards the end of the week, to allow you to go through that list of things that you want to do, okay? Put them into a system that allows you to keep track of the status.  We use our systems. We use a tool called ClickUp. We’ve used many, many different tools, but today we use that tool. We are able to change priorities, we are able to increase or reduce the size of those tasks, and we are able to collaborate with people on those tasks. So we’ll organize that, spend an hour or so, put it in ClickUp in the agile framework, if you will, and then we execute throughout the week. Monday morning, I look at—there’s never a question about, “Hey, what am I going to do today?” Right?  There’s never a question of, “Oh my God, there’s such a long list of things to do. How am I ever going to get through?” By the time Monday morning hits, I know exactly what I’m doing. By the time Tuesday morning hits, I know how much I accomplished on Monday and what I’m accomplishing on Tuesday. So it becomes very well-oiled, and it’s execution through and through without letting anything fall through the cracks.  Okay.  And this is not just me. The entire team behaves this way, and that is what is different, right? This was my feedback I got so many years ago, is follow-through is not there. Okay, we turned that around, made it a strength.  Love it. So aggregate the to-dos, import them into the system, prioritize, and execute.  And execute. And throughout the week, if you need to reprioritize, reprioritize. It’s okay.  And this pertains to your client work, or that also pertains to your internal projects that are improving your business, your own business?  It pertains to everything. It’s fundamental to everything we do, right? When we are improving our own business, we break it down to a series of steps, and then we prioritize the steps. For example, Steve, I could have come to your podcast seeing that, oh, I have a meeting at 8:00 AM on Friday. Let me just make sure that I have a shirt on and come to it.  But the way I approached it is the same operational rigor, which is, okay, sometime during this week, I’m going to make sure that this wall behind me is clean. I’m going to make sure that I have my talking points, and I’m going to go through a dress rehearsal myself before I come to you. So this operational rigor offers a much higher quality of output.  So it’s not just client-facing, it’s not internal. It’s in everything we do, and that includes my personal life too. To a fault, I use lists to organize my life, but it’s the same concept. It’s not as rigorous, but it is, I have this big to-do, let me break it down into a smaller to-do, knock it out, move to the next one.  Love it. That’s great. It’s a good framework. We can call it the Operational Rigor Framework, perhaps.  Operational rigor? Yeah, absolutely.  Yeah. Okay. So let’s switch gears here, and I’m really curious what drives growth in your businesses, in Bay Leaf Digital and your new business as well?  Okay, so we’re a marketing agency, but more specifically, we are a SaaS marketing agency. So we are niched down into SaaS, and then we niched down further. We are a B2B SaaS marketing agency, right? So it’s a very specific niche that we operate in. But some of the forces that affect us are the same as other agencies, other marketing agencies. So we live on this edge of constant change. And let me explain what these changes are. Number one, marketing channel change.  You’ve got Google, Meta, LinkedIn, you name it. They’re all making changes to their platforms all the time, right? Some of my marketers tell me they go in one day into the Meta advertising platform, and the next day they see something completely different. A feature has changed, and what they thought was working yesterday no longer works. So we are living on this edge of constant change as far as the marketing channels are concerned. Then it’s very surprising how much the economy actually affects us.  Because we serve a startup audience, B2B SaaS startup audience, whether there is money flowing in the economy or not actually affects us quite a bit. Post-Covid, when suddenly there was contraction, we felt it. So there’s that external force. And then our competitors are not sitting down napping. They’re also on top of these things. So we have these three external forces affecting us all the time. So for us to live and thrive on this edge, we have to be forward-looking, and we have to be extremely methodical. It goes back to that operational rigor.  Imagine you’ve got 20 different things coming at you. You have to figure out, “Hey, what is the most important thing here, and how do I respond to that? How do I respond to the change?” Being able to anticipate, being able to be forward-looking, and responding has allowed us to weather storms. It was post-Covid, obviously Covid too, but post-Covid was more important from a business perspective. And then you may have heard about this in maybe other conversations, when Claude released their latest version of Claude Code, they unleashed what is called the SaaS apocalypse, meaning SaaS companies, right?  SaaS companies are outdated. They no longer are needed because you can create your own app and you don’t need a SaaS company. So companies that help SaaS companies such as ourselves, B2B SaaS marketing agencies, were in that first line of companies to get affected. But we saw that coming. We saw that coming a year before, right? And we were working, we were preparing for it. So six, eight months in, it doesn’t hurt us as much as maybe it has hurt other companies. These are the things that help us grow. Yeah. Go ahead.  No, no. I’m just wondering, I understand that you are very agile. I mean, you use an agile system, but you’re also agile in the way you are responding to the market changes. You adjusted well with the SaaS apocalypse, or whatever it’s called. But just because you are avoiding a major landmine doesn’t mean it’s going to grow your business. So I wonder what drives the growth beyond being agile. So as the market changes, does it automatically help you create more revenue?  That’s a good question. Yes. Yes. So I’m probably talking very big picture. So let me convert that into how this actually drives growth for us. So a change happens, we respond to that change. Sure, it helps us survive. But think about a change in the LLM, the large language models such as Gemini or ChatGPT or Claude, the way they process information and the way they present that information to you.  Because we see that, we respond to it, we are able to make sure that when, Steve, maybe you go into Claude and you ask for, “Hey, I want to work with a SaaS marketing agency,” we make sure that we are on top over there because we are responding to changes that are happening in the back end, right? So it’s not just thriving, it’s making sure that you know what is happening so that you can always be at the forefront. Wherever people go to find you, you need to be there. But I’m simplifying this significantly. So that is just responding, still responding. The thing that really drives growth for us internally is we find and work with really, really good people, great team members. We put in a lot of effort to find these great people, and when we find them, we hold onto them. This did not happen overnight. Finding great people is extremely hard, especially for a small business. So we came up with a methodology to actually finding those people. I looked at various methods, but the one method that appealed to me was this method called Who by Geoff Smart and Randy Street, these two authors.  I started there, but then I evolved that framework significantly over time to where it is now a core strength. So whenever we hire people, we know exactly what are the areas of strength they have, what are the areas that we’ll need to help them improve in. And so we know who is coming in and how we can best leverage them. So once we know that, we’re able to move forward fairly easily. So that’s one of our core things that helps us.  So what drives growth is, if I hear it correctly, what drives growth is staying visible with all the algorithm changes and the platform changes. You’re going towards more AI visibility as opposed to SEO visibility. And then also being able to recruit those people who will be able to do the work that is going to respond to the market demand.  Exactly. And the third part, the third lever to all of this is innovation. I mean, you would think that an agency would not innovate, but there’s innovation happening all the time in various things. Whether it’s marketing approaches, whether it’s putting together a marketing operational platform or whatever else, you have to innovate to stay ahead. So I would say these are the three things that help us grow.  Yeah. Love it. That’s great. So visibility, people attraction, and innovation. That’s the three legs of the stool. Yeah. So what is one thing that you’re actively trying to figure out in your business right now?  One thing we’re trying to actively figure out? That’s such an interesting question. There’s so many things happening all the time, right? So let me pick one that comes right to mind. We’re trying to figure out whether we should raise capital or not. Because we look at some of the greatest recent successes in AI platforms and companies, and they’ve come from one-person to five-person teams. So the question now becomes, when there is no technology moat, there is no reason to hire 100 people to thrive, what is the role of capital?  So that is something that I’m debating internally about what should we do here. Do we need it? Do we not need it? And there are so many other things that we work on all the time. But I would say this is, at the moment, today, June or July 2026, what’s top of mind for me.  Yeah. It’s a great question. If you don’t need more people and it’s a professional service that you’re providing, you’re innovating with your own resources and AI, then what is the capital need of the business?  Right.  So to what extent can a business grow today without adding people? Is it possible to scale a business without adding people?  The popular word on the street is grow a business without people. I don’t think that’s possible, to grow a business without people. If you have domain experts and you have people with the right traits, you can grow with a very small company. And those traits are things like: you need to be a critical thinker. You need to be able to question and analyze things a bit differently. You need to have domain expertise.  Most important for me, you need to have operational rigor. And when you have these kinds of people, yeah, I think you can grow with a very small team, but not a one-person company. Maybe in a few years, maybe in a few decades, that might be possible. But today, you can significantly speed up what you can do using AI, but you definitely need people who can manage those systems, who can squeeze the most out of those systems. You need those people manning those systems.  I also wonder if there is a threshold below which you don’t actually have a business. If you don’t have enough people to reduce your dependency on any single individual, including yourself, then do you actually have a business, or is it more like a professional practice?  Right. Right. Yeah. So it’s like you design a system and you just deploy it and it just runs on its own. So is that the business? I don’t know. It’s not really a business at that point. It’s just a tool that you put out there in the universe and it’s doing its thing. It’s a very philosophical question about where we end up as a result.  Yeah. And then things are changing all the time, so can you just rely on the system rejuvenating itself, or do you still need human energy to keep improving and keeping that business competitive in a fast-changing environment?  Right. It’s a question of the autonomous agents, right? How autonomous can autonomous agents really be today, and where does that lead us eventually? Does it lead us into AGI? We’ll see. But today, no. I would say strongly that autonomous agents are good within certain guardrails.  You can provide a lot more freedom for them to do it as long as they don’t break certain rules, and that’s where humans come in to make sure that those guardrails are maintained and the guiding happens. In today’s world, I don’t think that business exists without any employees. In tomorrow’s world, it might. Yeah. And that changes the economy, that changes everything.  Yeah. That’s an even bigger question.  Yeah.  Well, if you had a magic wand and you could fix one thing in your business in the next 12 months, what would that be?  Learning curves. I would love to skip past learning curves. And by that I mean, even when we find the best people with all the best traits, frequently what we see is we end up having to train people on what we know and what we know works, and that takes several months. It takes several months to get there. So it’d be amazing if I had a magic wand and day one they’re ready to go.  Yeah. So you’re deploying these agents for SaaS companies. Who is the ideal client that you would like to contact you when they hear this podcast?  We serve B2B SaaS companies, right? And so we work typically with companies who have what is called product-market fit, meaning their value has been articulated and they’re looking to grow. Those are the companies that we normally work with. And as we deploy Brazenly, our marketing operations orchestration tool, we’re looking to help marketing teams. And those teams could be a three-person team.  It could be a 20-person team. It doesn’t matter. It is built to scale. But that part of the business is definitely focused more on team productivity or automation of marketing teams as opposed to an individual. That is what ChatGPT and others are focused on, individual productivity. We focus on the team productivity aspect of it.  So you need companies that have figured out their product and they already have multiple people in marketing that need the support?  We normally work with companies that have figured out their value proposition and are looking to grow, so they don’t have, this is on the marketing agency side, right? So they don’t have all the people in place in order for them to grow, and that’s where we come in. We come in as a marketing department, and we will help take over all those marketing functions. That is on the agency side.  On the AI platform side, it’s a slightly different focus, which is we are helping ourselves. We are helping ourselves become more efficient as we help our clients. That’s one. But for someone else to use a marketing platform, they need to have a marketing team that can actually leverage the marketing operations platform. So there’s the agency focus, and then there’s the Brazenly marketing platform focus.  So you have the done-for-you version, which is the professional service as an agency, and then you have the DIY version, which is them using your platform to do it themselves, basically.  You’re exactly right. So there’s the done-for-you, there’s the done-with-you, and then there’s the DIY, right? Okay. Done-for-you is the agency. The done-with-you is, as much as there’s promise with AI platforms, you still need to build the agents. You still need to deploy them. That is the done-with-you, which is we’ll consult with marketing teams to help them deploy these agents. And the DIY is, here’s the AI operations platform. Go and use it yourself. That is the DIY. Okay. So you’re exactly right.  Yeah. Love it. Love it. That’s a great slate of services. So if people would like to learn more, I get it, they should not go to LinkedIn, but where should they go? Where can they find you?  Yeah. So you can always contact me on various platforms, Twitter, email, Instagram, and such. But if you want to get in touch, I would say the best way is to just drop me an email. My email is aj@bayleafdigital.com.  So Abhi Jadhav, the CEO and Founder of Bayleaf Digital and Brazenly. So if you’d like to accelerate your marketing, if you’re a B2B SaaS company and you want to accelerate your marketing, whether it’s complete done-for-you, done-with-you, or DIY, Bayleaf Digital and Brazenly can take care of you. So reach out to Abhi Jadhav on Twitter, email, or through the website, bayleafdigital.com.  And if you enjoyed this episode, then make sure you subscribe and you follow us because we come out with a couple of interviews every week with exciting entrepreneurs who are building great businesses. So thanks for coming, Abhi, and sharing your wisdom, and thanks for listening.  Thank you very much for having me, Steve. It was a pleasure.  Important Links: Abhi's LinkedIn Abhi's website Abhi's email: aj@bayleafdigital.com

Watch Us On YouTube! Announcing a new, ongoing benefit for annual subscribers of our Slack community. Annual subscribers receive a free Points Path Alerts subscription OR a 30% discount on Points Path Pro. Airline lounge access keeps getting more expensive—and Ed and Richard are wondering who is actually paying these prices. This week on Miles To Go, they break down American Airlines' latest Admirals Club changes, including higher membership prices and a revamped Executive Card. With individual lounge membership now costing hundreds of dollars and family access climbing even higher, the guys debate whether the airline credit card is now the only logical way to buy into the ecosystem. That leads to a broader discussion about whether airport lounges deserve as much weight as they get when travelers evaluate premium credit cards. Crowding, long lines, limited space, and inconsistent food all make Ed question how much real value lounge access adds. Richard also shares a surprise about JetBlue Mint: even on an expensive transcontinental Mint ticket, lounge access still isn't included unless you're flying transatlantic. Then the conversation shifts to a brand-new luxury resort cancellation controversy, where a well-known YouTuber arrived only to find his reservation had been canceled at the last minute. Finally, Richard gives an update on his Frontier GoWild Pass—and admits that, despite owning it, he still hasn't actually managed to use it. Get hydrated like Ed in Vegas with Nuun If you enjoy the podcast, I hope you'll take a moment to leave us a rating. That helps us grow our audience! If you're looking for a way to support the show, we'd love to have you join us in our Travel Slack Community.  Join me and other travel experts for informative conversations about the travel world, the best ways to use your miles and points, Zoom happy hours and exciting giveaways. Monthly access Annual access Personal consultation plus annual access We have witty, funny, sarcastic discussions about travel, for members only. My fellow travel experts are available to answer your questions and we host video chats multiple times per month. Follow Us! Instagram: https://www.instagram.com/milestogopodcast/ TikTok: https://www.tiktok.com/@milestogopodcast Ed Pizza: https://www.instagram.com/pizzainmotion/ Richard Kerr: https://www.instagram.com/kerrpoints/ ✈️ What We Cover in This Episode ✈️ American Airlines raises lounge prices Admirals Club membership gets more expensive Family access can cost up to four figures Why the Executive Card may be the better path ✈️ AA Executive Card changes Higher annual fee Vacation credits Lyft credit increase AAdvantage Hotels earning More Loyalty Point opportunities ✈️ Are airport lounges overrated? Crowding at Centurion and Chase lounges Limited usefulness at your home airport Why lounge access may not justify a premium annual fee ✈️ JetBlue Mint's missing lounge perk Transcontinental Mint still doesn't include lounge access Discounted paid entry instead Why Ed and Richard find the policy surprising ✈️ A luxury hotel opening controversy A reservation canceled the night before arrival Whether a hotel should cancel a reviewer's stay Why opening-week hotel reviews can be misleading ✈️ Should you stay at a hotel right after it opens? Operational growing pains Incomplete facilities Why both Ed and Richard prefer to wait ✈️ Frontier GoWild Pass update Richard still hasn't used it Limited availability Why it may work better for retirees, students, or flexible travelers ⏱️ Episode 449 Timestamps 0:48 – Vegas heat, travel week setup, and getting started 2:39 – American Airlines raises Admirals Club pricing 6:38 – AA Executive Card changes and whether it's worth $695 10:38 – Are airport lounges really worth premium-card annual fees? 12:20 – JetBlue Mint still doesn't include lounge access on transcon flights 14:06 – M2G passes 9,000 YouTube subscribers 16:53 – Luxury resort cancels a YouTuber's reservation at the last minute 19:42 – Is reviewing a hotel during opening week actually useful? 21:53 – Frontier launches another GoWild Pass offer 22:34 – Richard's GoWild Pass update: has he used it yet?

Digital water companies have gone through distinct phases: first selling data, then selling analytics. Now it's selling decisions, and increasingly autonomous control. This shift is showing up across Veralto, Badger Meter, Xylem, Bentley, Schneider Electric, ABB, and Rotork—different products, same direction. They're all moving closer to operations because software only becomes valuable when it changes what happens in the field. In this episode, Reese Tisdale is joined by Bluefield senior analyst Maria Cardenal to unpack what this transition means for the European water market—and why a relatively obscure Swiss meter manufacturer's acquisition of i2O Water from Mueller Water Products is a signal worth paying attention to. Key questions addressed: What is happening across the U.K. right now that makes the GWF-i2O deal make sense at this exact moment? What did most coverage of the acquisition miss—and what is the real story behind the deal? How does the U.K. water market compare to what is happening in Germany, Belgium, Denmark, Spain, and the rest of the EU? Across all digital water companies, not just GWF, what has changed most in the last five years? What are the biggest misconceptions about this acquisition, or about where this market is headed? Fast-forward to 2030: which European digital water company, or type of company, looks completely different than it does today? If you enjoy listening to The Future of Water Podcast, please tell a friend or colleague, and if you haven't already, please click to follow this podcast wherever you listen. If you'd like to be informed of water market news, trends, perspectives and analysis from Bluefield Research, subscribe to Waterline, our weekly newsletter published each Wednesday. Related Research & Analysis: GWF Gains U.K. Market Access, Pressure Control Capabilities Through i2O Acquisition

Interview 1: Robin Macfarlane from RRMac Associats The Mattress Money Principle: What a 50-Year Veteran Knows About System Fragility In this interview, Robin and Adrian discuss how technology has evolved over the past 50 years. Despite massive technological changes over the decades: the PC revolution, the Internet, smartphones, the Cloud, and now Generative AI - the majority of financial institutions still use mainframes and midrange machines. Why? We explore the reasons why older technology persists alongside the new and the lessons retiring technologists can pass on to new generations inheriting an increasingly diverse tech landscape. Interview 2 with Kyle Sandy from Logically Operational Clarity as the New Customer Experience Kyle Sandy joins Adrian to discuss how prioritizing resilience affects how organizations should plan for incident response. In the past, security teams were focused on prevention and limiting breach damage. Today, boards want to know how long it will take to recover operations. The interview wraps up with a discussion of the right and wrong way to handle a breach and the three most important things every company must get right in order to handle an incident well. Interview 3 with Todd Thiemann from Omdia AI Agents and Identity Security: How Enterprises Are Rewriting the Rules Todd joins ESW with some eye-opening survey insights on the topic of IAM for AI agents. While cybersecurity conversations about internal AI use often revolve around the SOC and security operations, Omdia surveyed identity professionals for a more holistic enterprise perspective. Unsurprisingly, AI agent use is as diverse as enterprise business units. The surprises are around where the budget comes from for these AI projects, and how authentication is handled. Visit https://www.securityweekly.com/esw for all the latest episodes! Show Notes: https://securityweekly.com/esw-471

The dominant mechanism addressed is the development of a self-regulatory framework for IT service providers, specifically as Texas A&M University's Global Cyber Research Institute (GTIA) launches the Consortium for Responsible IT Services (CRITS). This signals a move toward organized self-governance and standard-setting within the MSP sector, in contrast to direct government-imposed regulation. The initiative is designed to shift the industry from fragmented standard adoption toward collective risk and professional accountability, using academic infrastructure and industry funding as its operational backbone. According to statements from Cole Knuth, GTIA's facilitation of CRITS involves university-hosted development and company funding, with the intention to produce a publication outlining operational and cybersecurity standards for IT service providers. The university has committed both its name and financial resources, making CRITS a formal legal construct enabled by Texas A&M's research arm. The initial executive sponsors are large industry players—New Charter, Pax8, and The 20—but there is not yet independent MSP participation under 25 employees. The first member meeting is scheduled to occur alongside the GCRI Summit in October. The episode contrasts CRITS with prior efforts to establish industry standards, noting previous initiatives by the MSP Alliance, NSITSP, and GTIA's own Cybersecurity Trustmark, none of which achieved broad acceptance or regulatory recognition. Cole Knuth attributes this lack of traction to fragmented grassroots approaches or top-down lobbying, asserting that CRITS aims for a “middle out” model by aggregating MSP voices to build legitimacy and influence before external regulation is enacted. The consortium's design includes the possibility of recognizing existing certifications rather than displacing them, and emphasizes eventual inclusion of smaller and independent MSPs in governance. For MSPs and IT leaders, the practical implications include increased pressure to participate in the development and adoption of industry standards to mitigate liability risk and avoid externally imposed rules. Operational challenges are likely to include the need for resource allocation to compliance initiatives, cost uncertainties regarding participation and auditing, and navigating evolving governance requirements as standards are defined. Smaller MSPs face the risk of exclusion unless explicit mechanisms are created for their input and representation, and the structure of CRITS may lead to new layers of compliance complexity and scrutiny, particularly as the consortium transitions from initial large-member funding to broader industry engagement. Supported by:  ScalePad

Welcome to an especially impactful episode of Build a Better Agency! This week, host Drew McLellan takes you on a deep dive into the true nature of leadership inside agencies beyond the usual skills and techniques. Drawing from months of research and two decades of real-world experience, Drew outlines the essential leadership domains every agency owner and team member needs to master for a thriving, resilient business. Drew breaks down a practical framework of six key leadership domains, plus a vital seventh that ties them all together. These concepts shine a light on the often invisible factors holding leaders and organizations back. He reveals how mindset, team relationships, operational systems, and authentic self-awareness drive culture, retention, and profit far more than any single technical skill. Through candid examples and clear behaviors, he explains why promoting high performers into leadership roles without a game plan is a common and costly mistake for agencies of all sizes. Listeners will walk away with actionable advice for assessing their own gaps, building stronger leadership teams, and fostering accountability at every level. Drew offers concrete steps to cultivate self-awareness, hold tough but necessary conversations, and balance psychological safety with high standards—arming you with the tools to create a growth-driven, high-performing agency culture. If you're ready to confront your agency's leadership dynamics head-on, this episode is a must-listen. Drew challenges owners and leaders alike to lead with love, invest in their teams, and model vulnerability—all with the goal of building agencies that are not just profitable, but truly great places to work. By the end, you'll have a clear roadmap for elevating your leadership and enabling those around you to do the same. A big thank you to our podcast's presenting sponsor, White Label IQ. They're an amazing resource for agencies who want to outsource their design, dev, or PPC work at wholesale prices. Check out their special offer (10 free hours!) for podcast listeners here. What You Will Learn in This Episode: The six critical domains of agency leadership development Why self-awareness and growth mindset unlock every other skill Building psychological safety and accountability for real team retention Bridging the gap on commercial thinking and agency economics Operational rigor—why systems and processes are non-negotiable The role of proactive, candid communication—internally and with clients Embracing adaptability, experimentation, and learning agility in an era of change

Gregory Copley reports Xi Jinping faces significant internal opposition from Communist Party elders at the Beidaiheretreat. Despite his titles, Xi's operational power is waning as the Chinese economy evaporates and social unrest grows. A recent ballistic missile launch served as a show of strength before a state visit to the US. Copley notes that youth unemployment is high, and the PLA may eventually act independently. (11)

Matt Faircloth talks to Justin White, Managing Director of Centennial Advisers. They specialize in guiding investors through overlooked opportunities like niche opportunity zone developments, strategic lease negotiations, and unconventional acquisitions that outperform typical assets. This episode unveils how savvy investors leverage off-market deals, pre-construction projects, and tenant upgrades to create massive gains often without lifting a shovel or managing tenants directly. Justin White Managing Director of Centennial Advisers Based in: Long Beach, California Where to find them: https://www.linkedin.com/in/justin-white-79a1175 https://centennialadvisers.com/ Phone: (714) 231-2537 Book your free demo today at bill.com/bestever and get a $100 Amazon gift card. Visit https://malabarhillcapital.com/ for more info. Podcast production done by⁠ ⁠Outlier Audio Learn more about your ad choices. Visit megaphone.fm/adchoices