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  Last time we spoke about China's preparations for War. In December 1936, the tension in China reached a boiling point as Nationalist General Chiang Kai-shek was captured by his own commanders, Zhang Xueliang and Yang Hucheng. Disillusioned by Chiang's focus on fighting communists instead of the encroaching Japanese forces, the generals sought a unified response to Japanese aggression. After being held in Xi'an, Chiang reluctantly agreed to collaborate with the Chinese Communist Party, marking a significant shift in strategy against Japan. Amidst the rising chaos, Chiang's government reviewed historical military strategies and prepared for a prolonged conflict. However, they faced challenges, including inadequate supplies and a lack of modern equipment compared to the Japanese. By 1937, China was ill-prepared for war, with Chiang later expressing regret about their military readiness. Despite these setbacks, the alliance formed with the communists laid a foundation for a united Chinese front against the brutalities of the Sino-Japanese War that would follow.   #153 Japan Prepares for War Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. So in the last episode we talked about how China was preparing itself for war, now its time for Japan. Since Japan's invasion of North China, Japanese field armies had promoted a series of autonomous zones in northern China. Officers from the Kwantung Army, skeptical of China's capacity to modernize, believed that the vast region would inevitably fragment into regional factions. This policy effectively maintained a weak and divided China, which served Japan's to defend Manchukuo. However many Japanese military leaders frequently pointed to the threat posed by the KMT's five-year plan, initiated in 1933 with assistance from German military advisors, aimed at modernizing and expanding the national army. To counter what they perceived as a Chinese threat, the field armies advocated for a preemptive war to dismantle Chiang Kai-shek's regime. Any attempt by Tokyo to alter the military's China policy faced vigorous opposition from the Kwantung Army, which, in February 1937, pushed for intensified covert actions to expel the KMT from northern China and supported a preemptive war to secure strategic areas for future operations against the Soviet Union. At a March meeting in Tokyo, staff officers from the China Garrison and Kwantung armies insisted that any concessions to China would be a grave mistake and would likely yield only temporary outcomes. In early spring 1937, Prince Konoe Fumimaro inherited a China policy fraught with competing views, however, there was consensus that China must not distract the empire from its preparations against the USSR. The end goal was clear, but the means to achieve it remained uncertain. The cabinet's approval of the "Fundamentals of National Policy" in August 1936 indicated a need for stability as the army and navy reconfigured Japan's war machine. The challenge lay in aligning long-term strategic goals with practical short-term interests in northern China without upsetting the existing balance of power. Expanding demands propelled the army's contingency planning, which had traditionally focused on safeguarding Japanese interests and the approximately 13,000 Japanese citizens residing in the region. Tokyo typically responded to serious incidents by deploying troops from homeland garrisons to address localized emergencies and then withdrawing them. However, by the mid-1930s, the growing Soviet threat to Manchukuo rendered this doctrine obsolete. Incidents in northern China gained strategic importance as they diverted resources from the Kwantung Army's preparations against the Soviet Union. Disruptions in northern China hindered access to essential raw materials necessary for army modernization and rearmament, while hostile Chinese forces threatened the Kwantung Army's strategic left flank in the event of war with the Soviets. With these considerations in mind, the army revised its operational war plans, assuming that northern China would serve as Japan's strategic rear area for operations against the USSR. In 1911 Japan's plan for general war mandated thirteen divisions to occupy southern Manchuria, capture Beijing, and subsequently occupy Zhejiang and Fujian. Limited contingency operations in northern China required two divisions to secure rail communications from Beijing to the coast. In the weeks following the 1931 Manchurian Incident, the General Staff in Tokyo drafted plans to counter a Sino-Soviet alliance, anticipating a 2 month campaign involving 15-16 divisions, with the majority engaged against the Soviet Red Army. 2 divisions were designated to secure northern China, while smaller units would monitor the Inner Mongolian front to protect Japan's western flank in Manchuria. After further refinement, the General Staff identified three contingencies for China in early 1932: maintaining the traditional mission of safeguarding Japanese interests and citizens with a standard two-division force; ensuring a secure line of communication between the Chinese capital and the sea with the China Garrison Army, which consisted of approximately 1,700 officers and men, reinforced by one division; and, in a worst-case scenario of all-out war, deploying three divisions to reinforce the Kwantung Army, along with 7 additional divisions and 3 cavalry brigades to suppress resistance in northern China and the Shandong Peninsula, while two additional divisions secured key areas in central China. Between 1932-1936, China received less attention as the General Staff focused on the Soviet military buildup in the Far East. Anxiety, stemming from the Soviet buildup in the Far East, was a pervasive concern reflected in the draft rearmament plan submitted to the throne on May 21, 1936, as part of the national budget formulation process. The army proposed countering the Soviet threat by enhancing Japanese strategic mobility in Manchukuo through the renovation and expansion of airfields, ports, roads, and rail infrastructure, and by constructing army air force arsenals, storage depots, and medical facilities. The positioning of Japanese divisions in eastern Manchuria suggested their wartime objectives, with the Kwantung Army relying on a mobile independent mixed brigade composed of armored car and mounted cavalry units stationed in Gongzhuling, central Manchuria, as its immediate response force for contingencies in northern China. Major units were not concentrated in western Manchuria, where they would be expected to deploy before any planned invasion of northern China. Nevertheless, General Staff planners remained vigilant regarding developments in China, where the resurgence of nationalism, Communist movements advancing north of the Yellow River in February 1936, and the spread of anti-Japanese sentiments across northern China raised the specter of limited military operations escalating into full-scale warfare. China's improving military capabilities would likely hinder Japanese forces from accomplishing their objectives. For example, around Shanghai, Chinese defenses were bolstered by extensive, in-depth, and permanent fortifications. In mid-September 1936, the General Staff in Tokyo issued orders to preempt significant outbreaks in northern China by repositioning a division in Manchukuo closer to the boundary. If hostilities broke out, the China Garrison Army, supported by Kwantung Army units, would launch punitive operations against Chinese forces as necessary. Higher headquarters expected local commanders to act swiftly and decisively, employing rapid maneuvers and shock tactics to address outbreaks with minimal force. Given that no alternative responses were considered, Japanese operational planning for northern China relied on an all-or-nothing approach to force deployment, even for minor incidents. Yet, the senior leadership of the army remained deeply divided over its China policy. Influenced by Ishiwara, the General Staff wanted to avoid military actions that could lead to a full-scale war with China, focusing instead on advancing the army's extensive rearmament and modernization program. In contrast, a majority of high-ranking officers in the Army Ministry and General Staff, particularly within the 2nd Operations Section and the Kwantung Army, favored forceful action against China, believing it necessary to quell rising anti-Japanese sentiments. Drawing from past experiences, these officers anticipated that the Chinese would quickly capitulate once hostilities commenced. This lack of a unified military strategy reflected broader disagreements among the army's leadership regarding operations in China. While operational planning called for the permanent occupation of large regions in northern and central China, the General Staff aimed to contain outbreaks to maintain focus on Soviet threats. There was a clear absence of long-term operational planning; instead, the army concentrated on initial battles while relegating planning for prolonged combat operations to contingent circumstances. In summary, the Japanese army preferred to avoid military force to address Chinese issues whenever feasible but was equally unwilling to concede to Chinese demands. Since 1914, Tosui Koryo or “Principles of Command” had served as the foundational doctrine for senior Japanese army commanders and staff officers engaged in combined arms warfare at the corps and army levels. The advent of new weapons, tactics, and organizational changes during World War I compelled all major military forces to reassess their existing military doctrines across strategic, operational, and tactical dimensions. In response, Japan modified the Principles of Command to blend its traditional post-Russo-Japanese War focus on the intangible factors in battle with the newest concepts of modern total war. A revision in 1918 recognized the significance of “recent great advances in materiel” for total warfare, yet it maintained that ultimate victory in battle relied on dedication, patriotism, and selfless service. In the 1920s, the General Staff's Operations Section, led by Major General Araki Sadao, who would become the leader of the Kodoha faction, had produced the most significant and impactful revision of the Principles. A staunch anti-communist and ideologue who valued the intangible elements of combat, Araki appointed Lieutenant Colonel Obata Toshishiro and Captain Suzuki Yorimichi as the principal authors of the manual's rewrite. Obata, a Soviet expert, was strongly influenced by German General Count Alfred von Schlieffen's classic theories of a “war of annihilation,” while Suzuki, the top graduate of the thirtieth Staff College class, shared Araki's focus on “spiritual” or intangible advantages in warfare. Both men were brilliant yet arrogant, working in secrecy to create a doctrine based on what Leonard Humphreys describes as “intense spiritual training” and bayonet-led assaults to counter the opponent's material superiority.  The latest version of the Principles of Command preserved the operational concept of rapid Japanese mobile offensive operations, aiming to induce a decisive battle or “kaisen” early in the campaign. It reaffirmed the sokusen sokketsu or “rapid victory' principle of rapid warfare. Attaining these goals relied exclusively on offensive action, with the army expecting commanders at all levels to press forward, defeat enemy units, and capture key territories. The troops were indoctrinated with a spirit of aggression and trained to anticipate certain victory. The emphasis on offensive action was so pronounced that Araki eliminated terms like surrender, retreat, and defense from the manual, believing they negatively affected troop morale. This aggressive mindset also infused the Sento Koryo or “Principles of Operations”, first published in 1929 as a handbook for combined arms warfare tailored for division and regimental commanders. The manual emphasized hand-to-hand combat as the culminating stage of battle, a principle regarded as unchanging in Japanese military doctrine since 1910. Senior commanders were expected to demonstrate initiative in skillfully maneuvering their units to encircle the enemy, setting the stage for climactic assaults with cold steel. Infantry was deemed the primary maneuver force, supported by artillery. To complement rapid infantry advances, the army developed light and mobile artillery. Operationally, encirclement and night attacks were vital components of victory, and even outnumbered units were expected to aggressively envelop enemy flanks. In assaults against fortified positions, units would advance under the cover of darkness, avoiding enemy artillery fire and positioning themselves for dawn attacks that combined firepower with shock action to overwhelm enemy defenses. In encounters with opposing forces, commanders would maneuver to flank the enemy, surround their units, and destroy them. If forced onto the defensive, commanders were expected to seize opportunities for decisive counterattacks to regain the initiative. These high-level operational doctrines were distilled into tactical guidelines in the January 1928 edition of the Infantry Manual or “Hohei Soten”, which saw a provisional revision in May 1937 . Both editions opened with identical introductions emphasizing the necessity for a rapid victory through the overpowering and destruction of enemy forces. Infantry was identified as the primary arm in combined arms warfare, and soldiers were taught to rely on cold steel as fundamental to their attacking spirit. The 1928 Infantry Manual underscored the commander's role in instilling a faith in certain victory or “hissho shinnen”, drawing from the glorious traditions of Japanese military history. The 1928 infantry tactics employed an extended skirmish line with four paces between soldiers. Individual initiative in combat was generally discouraged, except under exceptional circumstances, as success relied on concentrating firepower and manpower on narrow frontages to overwhelm defenders. An infantry company would create a skirmish line featuring two light machine gun squads and four rifle squads, preparing for a bayonet-driven breakthrough of enemy defenses. For the final assault, the infantry company would line up along a 150-yard front, likely facing casualties of up to 50% while breaching the enemy's main defensive line. Historical analysis reveals the shortcomings of these tactics. During World War I, armies constructed extensive, multi-layered defenses, trenches, pillboxes, and strong points, each independent yet all covered by artillery. If assaulting infantry suffered heavy losses breaching the first line, how could they successfully prosecute their assault against multiple defense lines? The 1937 revision elaborated on new tactics to overcome entrenched Soviet defenses, drafted in anticipation of arms and equipment that were either in development or production but not yet available for deployment. This became official doctrine in 1940, but as early as summer 1937, units from the China Garrison Army were field-testing these new tactics. The provisional manual adopted combat team tactics, forming an umbrella-like skirmish formation. This involved a light machine gun team at the forefront with two ammunition bearers flanking it to the rear. Behind the machine gun team were riflemen arranged in a column formation, maintaining six paces between each. The light machine gun provided cover fire as the formation closed in on the enemy for hand-to-hand combat. Increased firepower expanded the assault front to 200 yards. The combination of wider dispersion and night movement aimed to reduce losses from enemy artillery fire while the infantry advanced through successive lines of resistance. Commanders at the platoon level were responsible for leading the final assault into enemy lines, with increased tactical responsibility shifting from platoon to squad leaders, allowing for greater initiative from junior officers and non-commissioned officers. This emphasis on broader dispersal and fluidity on the battlefield required frontline infantry to exhibit aggressiveness and initiative. Contrary to popular belief, the Japanese military did not solely rely on the bayonet or an offensive spirit during engagements with Chinese forces. They effectively employed superior firepower and modern equipment within their combined arms framework, using heavy weapons and artillery to soften enemy positions before launching infantry attacks. Without such firepower, unsupported infantry attacks would have struggled to achieve their objectives. In January 1937, the Imperial Japanese Army consisted of approximately 247,000 officers and men, organized in a structure comprising seventeen standing infantry divisions, four tank regiments, and fifty-four air squadrons equipped with a total of 549 aircraft. The China Garrison Army and the Taiwan Garrison Army each included two infantry regiments, while a separate independent mixed brigade was stationed in Manchuria. Two divisions were permanently based in Korea, with four more assigned on a rotating basis to the Kwantung Army in Manchukuo. The remainder of the forces were stationed in the Japanese home islands. A substantial pool of reservists and partially trained replacements was available to mobilize, enabling the expansion of peacetime units to their wartime strength as needed. Conscription provided the primary source of enlisted manpower for the army, though a handful of young men volunteered for active duty. For conscription purposes, Japan was divided into divisional areas, which were further subdivided into regimental districts responsible for conscription, mobilization, individual activations, and veteran affairs within their jurisdictions. Typically, conscripts served with the regiment associated with their region or prefecture. However, the Imperial Guards regiments in Tokyo selected conscripts from across the nation, as did the Seventh Infantry Division, which recruited from the sparsely populated Hokkaido area and from regular army units stationed in Korea, China, and Taiwan. Draftees from Okinawa Prefecture usually served with Kyushu-based regiments. All males reaching the age of 20 underwent an army-administered pre-induction physical examination conducted between December 1 and January 30 of the following year. This evaluation classified potential conscripts into three categories: A “suitable for active duty”, B1, and B2, while others were deemed unfit for the demands of military life. In 1935, 29.7% of those examined received A classifications, while 41.2% were graded as B1 or B2. Among the 742,422 individuals eligible for conscription in 1937, approximately 170,000 were drafted, amounting to 22.9% of the cohort; this figure had remained relatively consistent since the post-Russo-Japanese War years. Within the conscripted group, 153,000 men were classified as A and an additional 17,000 as B. Conscripts served for two years of active duty, with variations based on their military specialty and any prior civilian military training. After their discharge, they were subject to a lengthy reserve obligation. In total, 470,635 individuals fell into the B category, being otherwise fit for service but excess to the army's active personnel needs. These men were assigned to the First Replacement Pool, where they underwent around 120 days of basic military training, primarily focused on small arms usage and fundamental tactics. Regular officers and NCOs led the training in their respective regimental districts. Following their initial training, the army called these replacements and reservists to active duty annually for several days of refresher training. Army leaders regarded discipline as the cornerstone of military effectiveness. Basic training emphasized the necessity of unquestioning obedience to orders at all levels. Subsequent training focused on fieldcraft, such as utilizing terrain strategically to surprise or encircle the enemy. However, training exercises often lacked diversity due to the limited maneuver areas available in Japan, leading to predictable solutions to field problems. The training regimen was rigorous, merging strict formal discipline and regulated corporal punishment with harsh informal sanctions and unregulated violence from leaders to instill unwavering compliance to orders. As an undergrad taking a course specifically on the Pacific War, it was this variable my professor argued contributed the most to the atrocities performed by the Japanese during WW2. He often described it as a giant pecking order of abuse. The most senior commanders abused, often physically their subordinates, who abused theirs, going through the ranks to the common grunts who had no one else but civilians and the enemy to peck at so to speak. Of course there were a large number of other variables at play, but to understand that you outta join my Patreon Account over at the www.patreon.com/pacificwarchannel , where I made a fan favorite episode on “why the Japanese army performed so many atrocities”. In there I basically hit a big 10 reason list, well in depth, I highly recommend it! As the concept of the “Imperial Army” and the cult of the emperor gained prominence, appeals to imperial symbols and authority bolstered this unquestioning obedience to superiors, who were seen as the conduits of the emperor's will. It was during this period that the term kogun or “imperial army” gained favor over kokugun or “national army”, reflecting a deliberate effort by military authorities to forge a direct connection between the military and the imperial throne. The 1937 Japanese infantry division was structured as a square formation, with a peacetime strength established at approximately 12,000 officers and men organized into two brigades, each comprising about 4,000 personnel, formed from two infantry regiments, about 2,000 men each. The division included a field artillery regiment, an engineer regiment, and a transport battalion as organic units. Each infantry regiment was composed of three battalions, approximately 600 men each, which contained three rifle companies, 160 men each and a weapons platoon. A rifle company consisted of three rifle platoons and one light machine gun platoon. Regiments also included infantry assault gun platoons, and battalions contained a heavy machine gun company. Upon mobilization, a fourth infantry company augmented each battalion, along with reserve fillers, nearly 5,000 personnel assigned as transport and service troops, raising the authorized wartime strength of an infantry division to over 25,000 officers and men.  Reforms implemented in 1922 reduced personnel numbers in favor of new and improved weapons and equipment. Among these advancements, the 75 mm Type 90 field artillery piece, which boasted increased range and accuracy, was integrated into the forces in 1930, along with the 105 mm Type 10 howitzer and 75 mm pack mountain artillery which could be disassembled for transport using pack animals. These became standard artillery components for divisions. The emphasis on light, mobile, and smaller-caliber field artillery enabled swift deployment during fast-moving engagements. By minimizing the size of the baggage train, infantry and artillery units could quickly set up off the march formation and maneuver around enemy flanks. Army leaders further streamlined road march formations by eliminating the fourth artillery battery from each regiment, thus sacrificing some firepower for enhanced speed and mobility. Heavier artillery pieces were still used in set-piece battles where mobility was less critical. In a typical 1936 division, the field artillery regiment, equipped with Type 90 field artillery or lighter Type 94 mountain artillery, had thirty-six guns. Training focused on quality rather than quantity, reflecting the conservative doctrine of “one-round-one-hit”. Live-fire training was infrequent due to the scarcity of artillery firing ranges in Japan. Ammunition stockpiles were inadequate for anticipated operational needs; government arsenals produced over 111,000 artillery shells in 1936, which was fewer than one-tenth of the quantities specified in wartime consumption tables. Similar industrial shortcomings also hampered advancements in motorization and armor. Motorization proved costly and relied on foreign supply, presenting challenges given the inferior road networks in Manchuria, northern China, and the Soviet Far East. Military estimates suggested a need for 250,000 trucks to fully motorize the army, a goal beyond the capabilities of the nascent Japanese automotive industry, which produced fewer than 1,000 cars annually until 1933. Japanese tanks, described as “handcrafted, beautifully polished, and hoarded” by Alvin Coox, suffered from shortages similar to heavy artillery and ammunition. The army prioritized light weighing ten tons or less and medium tanks sixteen tons or less due to the necessity of deploying armor overseas, size and weight were crucial for loading and unloading from transport ships. Smaller tanks were also more suitable for the terrains of northern China and Manchuria, as they could traverse unbridged rivers using pontoons or ferries. The Japanese industrial base, however, struggled to mass-produce tanks; by 1939, factories were producing an average of only twenty-eight tanks of all models per month. Consequently, in 1937, foot soldiers remained as reliant on animal transport for mobility as their ancestors had been during the Russo-Japanese War. Despite enjoying technological and material superiority over disorganized Chinese forces, these deficiencies in heavy artillery, armor, and vehicles would prove catastrophic against more formidable opponents. Another significant factor constraining Japanese industry's capacity to produce tanks, trucks, and artillery was the 1936 decision to expand the army's air wing and homeland air defense network. This policy diverted resources, capital, and technology away from the army's ground forces. The nascent Japanese Army Air Force or “JAAF” aimed to support ground operations through reconnaissance, bombing enemy bases, and achieving air superiority. However, direct support for ground operations was limited, and Japanese military planners did not anticipate that aerial bombardment could supplement or replace artillery bombardments. The expanded air arm's strategic mission centered on executing preemptive air strikes against Soviet air bases in the Far East to thwart potential air attacks on Japan. By the mid-1930s, the army had approximately 650 aircraft, roughly 450 of which were operational. The JAAF emphasized rigorous training that prioritized quality over quantity, producing only about 750 pilots annually up until December 1941. Basic flight skills were developed through this training, while specialized tactical instruction was deferred to newly established pilot units. According to logistics doctrine, Japanese maneuver units typically operated within a 120 to 180-mile radius of a railhead to facilitate resupply and reinforcement. A field train transport unit was responsible for moving supplies daily from the railhead to a division control point for distribution. The division established a field depot to manage the transfer of supplies from field transport to company and lower-echelon units. At the depot, transport troops would hand over supplies to a combat train that ferried ammunition, rations, and equipment directly to frontline units. Horse-drawn wagons and pack animals were the primary means of transportation. Each wartime division included a transport battalion, which varied in size from approximately 2,200 to 3,700 personnel, depending on the type of division supported. The division typically carried enough supplies for one day. Upon mobilization, the logistical framework was reinforced with the addition of an ordnance unit, a field hospital, a sanitation unit, and additional field and combat trains. The size of the transport regiment grew from around 1,500 officers and men with over 300 horses to nearly 3,500 troops and more than 2,600 animals. In the battalion, one company generally transported small-arms ammunition while two companies handled artillery shells and two others carried rations; this arrangement was flexible based on operational needs. Pack horses and dray horses were assigned to each company to carry or tow infantry assault artillery, mortars, artillery ammunition, and rations. Infantry soldiers carried minimal rations, approximately two and a half pounds, primarily rice, along with tinned condiments and salt. Consequently, the field train included a field kitchen stocked with fresh vegetables, rice or bread, soy sauce, and pickles. Each evening, a forward echelon train distributed supplies received from the field transport unit to the combat unit's bivouac area. When combat seemed imminent, a section of the transport battalion would move forward to deliver essential combat supplies, ordnance, equipment, medical supplies, directly to frontline units. These units would also handle resupply, medical evacuation, and repair of ordnance and equipment once fighting commenced.  On the evening of September 18, 1936, the fifth anniversary of the Manchurian Incident, Chinese troops from the Twenty-Ninth Army clashed with Japanese soldiers from the Seventh Company's rear-guard medical unit at Fengtai. When a Japanese officer arrived on horseback, a Chinese soldier struck his horse, prompting the Chinese troops to retreat to their barracks. Major Ichiki Kiyonao, the battalion commander, ordered an emergency assembly, surrounded the Chinese encampment, and demanded that Chinese authorities surrender the aggressors immediately. To defuse the situation, Major General Kawabe Masakazu, the brigade commander and Ichiki's superior, instructed Regimental Commander Mutaguchi to resolve the incident swiftly. Mutaguchi negotiated an agreement that required the Chinese to apologize, punish those responsible, withdraw from the vicinity of the Japanese barracks, and maintain a distance of two miles. Although Mutaguchi and Ichiki wanted to disarm the Chinese forces, they ultimately complied with Kawabe's wishes and allowed the Chinese to retain their weapons “in the spirit of Bushido.” Later, the Chinese claimed the Japanese had refrained from disarming them due to their fear of the strength and influence of the 29th Army. This insult infuriated Mutaguchi, who vowed not to make any further concessions and promised to eliminate the anti-Japanese provocateurs decisively if another incident occurred. He warned his officers against allowing an “overly tolerant attitude toward the Chinese” to undermine the prestige of the imperial army and emphasized the need for swift, decisive action to prevent such incidents in the future. Tensions were further exacerbated by large-scale Japanese field exercises conducted from late October to early November. These maneuvers, the largest ever executed by Japanese forces in China, mobilized about 6,700 active-duty and reserve troops for a series of complex battle drills, night maneuvers, and tactical field problems. During these exercises, Japanese troops were quartered in Chinese homes. Although local residents were compensated for any damage caused, the exercises nonetheless heightened tensions between the two sides. The fallout from the Suiyuan Fiasco in December 1936, coupled with a tumultuous summer and fall, led to rising anti-Japanese sentiment and prompted Tokyo to caution the Kawabe brigade against actions that might escalate the already precarious situation. In March 1937, during the annual personnel assignments, Ishiwara was promoted to major general and appointed chief of the 1st Department Operations of the General Staff. However, Army Vice Minister Umezu, a hardliner regarding China and a rival of Ishiwara, successfully maneuvered the Hayashi cabinet into approving the command choices for army and navy ministers, overriding Ishiwara's proposals. General Sugiyama Hajime, another hawk on China, replaced the terminally ill General Nakamura Kotaro as army minister shortly after Nakamura's appointment and remained in that position until June 1938. Lieutenant General Imai Kiyoshi, army vice chief of staff and an Ishiwara supporter, was also battling a terminal illness that rendered him largely ineffective during his short five-month tenure from March to August 1937. Imai was expected to play a crucial role in high command because the army chief of staff, Prince Kan'in, had been appointed in 1931 as a figurehead due to internal factions preventing agreement on a candidate. Ishiwara further complicated his conciliatory approach by selecting Colonel Muto Akira, a known hardliner who believed force was the only means to resolve the Japan-China conflict, for the vital position of chief of Operations Section within the General Staff. From Kwantung Army headquarters, Commanding General Ueda Kenkichi and his chief of staff, Lieutenant General Tojo Hideki, advocated for a preemptive war against China to serve the Kwantung Army's interests. In contrast, the China Garrison Army, under Lieutenant General Tashiro and his chief of staff, adopted a more moderate stance, aligning with central headquarters' policy of restraint. The China Garrison Army estimated the 29th Army to consist of 15,000–16,000 troops, with its main strength centered around Peking and an additional 10,000 troops in the surrounding area. Starting in spring 1937, Japanese units began observing tactical indicators suggesting that the Chinese were preparing for war. These indicators included increased guard presence at Peking's gates in June, bolstering units near the Marco Polo Bridge to over two battalions, preparing new fighting positions, digging trenches and constructing concrete pillboxes near the Marco Polo Bridge, infiltrating agents into Japanese maneuver areas for intelligence on night tactical exercises, and heightened strictness among Chinese railroad guards evident since late June. Nevertheless, the Japanese commanders did not view China as a formidable opponent. They believed that Chinese armies would quickly disintegrate due to what they perceived as a lack of fighting spirit and ineffective leadership. By 1937, Japan's national policy was shifting away from the persistent and aggressive efforts of field armies to undermine Chinese political authority in northern China toward a more conciliatory stance. This shift resulted in increased tensions between field armies and the General Staff in Tokyo, leading to substantial fractures among senior officers regarding the “solution” to their so-called China problem. Those tensions broke the camels back that year.  I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The Japanese grossly underestimated their enemy and their own logistical capabilities. There was to say “too many cooks in the kitchen” of the Japanese military and competing visions ultimately were leading Japan and China into an official full blown war. Japan assumed they could bully China until it was so fragmented it would be a simple matter of grabbing the pieces it liked, that was not to be the case at all.   

In this episode of 21st Century Water, we sit down with Eric Johnson, Executive Director of the Fox River Water Reclamation District (FRWRD), to unpack a unique leadership journey and explore a forward-thinking approach to water management. Eric's path to running a regional wastewater agency is anything but conventional. Starting in public service at age 19 while in college, he transitioned from political roles to township supervisor, then city manager, and eventually into the water sector. What stands out is how he's brought a legal and administrative mindset into a highly technical domain, focusing on assembling expert teams rather than becoming the technical expert himself.We dive into the scale and complexity of FRWRD's operations—three plants serving over 200,000 residents across multiple counties, with a $24 million operating budget and up to $20 million in annual capital projects. Eric walks us through a strategic pivot the agency is undergoing: its first-ever facility master plan. This includes initiatives like implementing a digital twin, improving asset management, and exploring plant consolidation to drive efficiency.We also talk about regionalization. Eric makes a strong case for consolidating smaller wastewater utilities into regional agencies to improve cost-effectiveness, compliance, and service quality. He cites examples from his own district and explains the political and institutional barriers to broader adoption, highlighting the need for leadership willing to set aside control for the greater good of the community.Financially, FRWRD recently completed a rate study, aiming to keep costs fair and predictable while balancing regulatory pressures and infrastructure needs. Eric shares how the utility is pursuing alternative revenue streams, including water reuse and solar energy, to reduce the financial burden on ratepayers. He also emphasizes the importance of public communication, using scale, continuity, visibility, and plain language to help people understand the unseen but essential role wastewater infrastructure plays.Operationally, FRWRD faces challenges with aging infrastructure, rising costs, and a tightening labor market. Eric outlines efforts to modernize the organization—from equipping staff with better technology to launching workforce development partnerships and emphasizing leadership training. His passion for building high-performing, collaborative teams is clear, and he sees talent development as central to his long-term vision.Eric closes with reflections on legacy. For him, success means advancing regionalization, fostering innovation, and creating an environment where employees thrive—even if that means they eventually move on to bigger roles. He hopes FRWRD becomes known as a forward-thinking, mid-sized agency that others look to for leadership, innovation, and talent.More:Fox River Water Reclamation District: https://www.frwrd.com/ Aquasight Website: https://aquasight.io/

Serving SMB mid-market customers is one thing, but when you go upstream to enterprise sales, everything changes: go-to-market strategy, the sales process, how you structure deals, even how you define customer value. Today's guest, Andrew Casey, has helped scale four SaaS companies: ServiceNow, WalkMe, Lacework, and his current company, Amplitude. At ServiceNow, he worked closely with Snowflake's Mike Scarpelli and Coatue's David Schneider, and he was instrumental in establishing the company's deal desk to support its sales motion. As an operationally focused CFO, he shares a wealth of knowledge on the importance of staying close to the customer, structuring deals that work for both sides, establishing transparency in usage-based pricing, aligning incentives and strategy in sales, the pros and cons of multi-year deals, the problem with auto-renewals and what to do instead, and how to adapt your go-to-market strategy when moving from SMB mid-market to enterprise.—LINKS:Andrew Casey on LinkedIn: https://www.linkedin.com/in/andrew-casey-6b14875/Amplitude: https://amplitude.comServiceNow: https://www.servicenow.comCJ on X (@cjgustafson222): https://x.com/cjgustafson222Mostly metrics: http://mostlymetrics.comRELATED EPISODES:Gaining Strategic Advantage in Vertical SaaS With Guidewire's CFO, Jeff Cooper"Steal Your Boss's Job”: Calendly CFO John McCauley on Leadership, Ownership & GrowthThe Largest Software IPO Ever: How Snowflake Still Left Money on the Table —TIMESTAMPS:(00:00) Preview and Intro(02:40) Sponsor – Tropic | NetSuite | Planful | Tabs(08:45) Becoming an Operationally Focused CFO(11:50) Staying Close to the Customer as a CFO(16:37) Sponsor – Rippling Spend | Pulley | MUFG(20:34) Running Towards a Challenging Market at ServiceNow(24:15) How He Established the Deal Desk at ServiceNow(26:13) Structuring a Deal That Works for Both Sides(29:08) Transparency in Usage-Based Pricing(32:39) A Client's “Budget Problem”: Cash or Expense Issue(36:42) Lessons From Building Out the Deal Desk at ServiceNow(40:53) Pros and Cons of Multi-Year Deals(43:57) Auto-Renewals: Do This Instead(46:10) Adapting the Go-to-Market Strategy for Enterprise Sales(55:33) Selling to CIOs Whose Jobs Are at Stake(58:18) What Defines “Enterprise”(59:43) The Most Important Thing To Get Right in Enterprise Sales(1:01:01) Lessons From Andrew's Background in Corporate Finance(1:03:12) The Story of How Andrew Got His Job at ServiceNow(1:07:57) Long-Ass Lightning Round: A Big Mistake(1:10:31) Advice to Younger Self(1:11:17) Finance Software Stack(1:14:47) Craziest Expense Story—SPONSORS:Tropic is an intelligent spend management solution that consolidates your spend data and processes into one unified offering, enabling insights and decisive action. Take control of your spend with intelligent spend management at tropicapp.io/mostlymetrics.NetSuite is an AI-powered business management suite, encompassing ERP/Financials, CRM, and ecommerce for more than 41,000 customers. If you're looking for an ERP, head to https://netsuite.com/metrics and get the CFO's Guide to AI and Machine Learning.Planful's financial planning software can transform your FP&A function. Built for speed, accuracy, and confidence, you'll be planning your way to success and have time left over to actually put it to work. Find out more at www.planful.com/metrics.Tabs is a platform that brings all of your revenue-facing data and workflows - billing, AR, payments, rev rec, and reporting - onto a single system so you can automate and be more flexible. Find out more at: tabs.inc/metrics.Rippling Spend is a spend management software that gives you complete visibility and automated policy controls across every type of spend, saving you time and money. Get a demo to see how much time your org would save at rippling.com/metrics.Pulley is the cap table management platform built for CFOs and finance leaders who need reliable, audit-ready data and intuitive workflows, without the hidden fees or unreliable support. Switch in as little as 5 days and get 25% off your first year: pulley.com/mostlymetrics.MUFG is a global banking powerhouse that provides comprehensive banking services for VC-backed, PE-backed, and public companies with revenues starting at $40M. Accelerate your growth trajectory. Contact group head Bob Blee at bblee@us.mufg.jp to find out more.#SMBtoEnterprise, #gotomarketstrategy #scalingSaaS #dealdesk #ServiceNow Get full access to Mostly metrics at www.mostlymetrics.com/subscribe

Kodal Minerals PLC (AIM:KOD) CEO Bernard Aylward talked with Proactive's Stephen Gunnion about the latest developments at the Bougouni lithium project in Mali. Aylward outlined a key funding milestone, confirming that a subsidiary of Hainan Mining has provided a loan agreement of up to $15 million. He explained, “We have over 20,000 tonnes produced on site now, so that's at least two months' worth of shipments.” The funds have enabled Kodal Minerals to finalise payment under its Memorandum of Understanding, following a one-month extension granted by the government. This payment marks a crucial step toward meeting the export threshold for lithium concentrate. Aylward noted that the transfer of the mining license is already complete, and negotiations with the government are progressing well. Operationally, Aylward reported that the ramp-up of the dense media separation (DMS) plant continues, with improvements to both the crushing circuit and plant feed. He highlighted that the value of the spodumene stockpile on site now exceeds the value of the loan facility, reinforcing the company's prudent financial approach. Strong engagement with both local and national authorities also continues, with recent meetings held with Mali's mining authorities. The company is now in the final stages of securing export permits and has awarded a transport contract to a local provider, reinforcing its commitment to local content participation. Visit Proactive's YouTube channel for more interviews and updates. Don't forget to like this video, subscribe to the channel, and enable notifications to stay up to date with future content. #KodalMinerals #LithiumMining #BougouniProject #MaliMining #Spodumene #BatteryMetals #MiningInvestment #HainanMining #CriticalMinerals #ProactiveInvestors

Arrow Exploration CEO Marshall Abbott joined Steve Darling from Proactive to provide a comprehensive update on the company's operational and financial performance for the year ended December 31, 2024, along with a preview of its ambitious 2025 plans. Abbott announced that Arrow achieved a 65% increase in total oil and gas revenue, reaching $73.7 million (net of royalties), driven by strong production growth across key assets. The company reported net income of $13.2 million, which includes a $0.7 million reversal of impairment charges. Adjusted EBITDA rose sharply to $48 million—an impressive 78% increase compared to the previous year—highlighting improved operational efficiency and favorable market conditions. Operationally, Arrow made significant strides in 2024, drilling seven horizontal and five vertical wells at its Carrizales Norte field. These wells materially boosted output and enhanced the company's production profile. In addition, Arrow successfully drilled an exploratory well in the Alberta Llanos field within the Tapir Block, expanding its resource potential in the region. Looking ahead, the company has hit the ground running in 2025. So far this year, Arrow has drilled three development wells on the Carrizales Norte field and two more in the Alberta Llanos field. One of these, the AB-2 well, is currently being recompleted as a water disposal well. The remaining wells have been brought online and are producing at restricted rates to manage reservoir pressure and prevent early water breakthrough. Arrow's fully funded 2025 capital program totals $51 million and targets the drilling of up to 23 wells, primarily within the Tapir Block. This includes the company's first horizontal wells in the Alberta Llanos area, as well as newly identified prospects in the Mateguafa Attic. These initiatives underscore Arrow's commitment to unlocking value across its growing asset base and further enhancing shareholder returns. #proactiveinvestors #arrowexplorationinc #aim #axl #tsxv #axl #OilAndGas #MarshallAbbott #ColombiaEnergy #EnergyStocks #OilDrilling #JuniorOilandGas #CashFlow #Netback #TapirBlock #SeismicSurvey #InvestorUpdate

In the ever-changing world of real estate investing, asset classes rise and fall with shifting markets. Yet, according to real estate veteran Kevin Bupp, one asset continuously proves its value, resilience, and scalability: mobile home parks. On a recent episode of the Raising Private Money podcast with Jay Conner, The Private Money Authority, Kevin Bupp shared his extensive experience, including raising over $250 million in private capital, and revealed what makes mobile home parks a standout investment opportunity.The Unexpected Journey to Mobile Home ParksKevin Bupp's real estate journey began at age 19. Like many, he poured his energy into single-family rentals, building an impressive portfolio of 22 properties by his mid-20s. He tasted success but also felt the sting of the 2008 market crash, when he lost nearly everything.Reflecting on that pivotal period, Kevin noted how inefficiencies in managing scattered single-family rentals, compounded by the inefficiency of technology at the time, exposed his business to excessive risk. The crash forced him to reevaluate, rebuild smarter, and ultimately, seek out asset classes offering not just cash flow and efficiency, but also resilience. This search led Kevin to mobile home parks.Why Mobile Home Parks Offer Superior Investment Benefits Recession ResistanceOne of the central appeals of mobile home parks is their stability during economic downturns. Historically, demand for affordable housing rises when the economy struggles. Mobile home parks cater directly to this need, providing low-cost living options that are in constant demand, regardless of market cycles.As Kevin explained, even during periods when single-family home rents fell, mobile home parks remained relatively stable. Residents of these communities rarely leave; replacing or moving a mobile home is expensive, creating natural “stickiness” and consistent occupancy for park owners. Operational Efficiency & ScalabilityUnlike single-family rentals spread across a wide geographic area, each with its operational quirks, a well-managed mobile home park can comprise dozens or even hundreds of income-producing units on one property. Kevin cited his company's experience, scaling from a 34-lot park to properties holding over 700 sites, allowing rapid expansion without proportional increases in overhead.Operationally, many residents in mobile home parks own their homes and simply rent the lots, reducing maintenance costs and management headaches for the investor. This model allows investors to focus on the land and common infrastructure, not individual unit repairs. Barriers to Entry and Limited CompetitionMunicipalities often resist the development of new mobile home parks due to lingering social stigma and zoning challenges. This makes existing parks more valuable over time, insulating owners from the risk of market oversupply. As Kevin put it, many parks were built decades ago and are still held by the original owners. Buying these properties often means acquiring from “mom and pop” operators, frequently below market value. Attractive Financing and Creative Purchasing OptionsKevin detailed how long-term relationships with owners and a reputation for fair, reliable purchases lead to creative financing opportunities, including owner financing with favorable terms, further improving margins and investor returns.The Role of Private Money and Building Investor RelationshipsA core theme of Kevin's discussion was raising and leveraging private capital to fuel growth. He emphasized the importance of sharing real results transparently, whether in networking groups, social media, or his podcast, as a magnet for investor interest. Kevin's approach is simple: prove success, speak openly about your business, an

[Kim Bode / 8ThirtyFour Integrated Communications' spotlight, participant in SBAM's Women's Entrepreneurial Fellowship] Chris Holman welcomes back Jane Mitchell, MAS, CEO/Owner Jungle Jane Promotions, Lansing, MI. This is the fifth of five interviews in a series. There were several questions Chris wanted to find out from Jane: ● What makes your business unique? ● What are the biggest things you've learned as a woman business owner? ● What have been some successes/challenges you've faced in your business? ● Speak about being part of the Inaugural Women's Entrepreneurial Fellowship Small Business Association of Michigan Foundation Announces Inaugural Women's Entrepreneurial Fellowship New Program Addresses Multiple Challenges for Second-Stage, Women-Owned Businesses LANSING, Mich. – The SBAM Foundation (SBAMF), supported by its parent organization, the Small Business Association of Michigan, has launched its Women's Entrepreneurial Fellowship (WEF) program and chosen 11 businesses for the first cohort. The eight-month initiative will equip these second-stage, women-owned businesses with resources to overcome diverse challenges and scale their operations. Women-owned businesses are a vital part of Michigan's economy, representing 43.2% of the state's 902,131 small businesses—higher than the national average. Detroit, in particular, was ranked as the top U.S. metropolitan area for growth in women-owned businesses. “The launch of the Women's Entrepreneurial Fellowship is an exciting step toward ensuring that second-stage, women-owned businesses receive the targeted support they need to thrive, said Brian Calley, SBAM President & CEO. “This program will provide invaluable resources, from mentorship and business certifications to networking opportunities and access to capital, helping these entrepreneurs overcome the unique challenges they face.” Qualifying businesses have more than one employee in addition to the owner, have been in operation for at least two years, and generate a minimum of $500,000 in annual revenue. Here are the businesses that were selected for the inaugural cohort: ● Eagle Specialties, LLC ● Elderly Instruments ● Fido & Stitch ● Groovy Donuts ● Jungle Jane Promotions ● Marshall Holding ● Neuco Furniture & Upholstery ● Pioneer Machine and Technology, Inc ● The Betty Brigade ● Winsome Travel Design ● Wolverine Pickleball Recent data underscores the need for the support provided by this new program. Only 10% of women business owners report securing a small business loan, and women-owned businesses receive just 2.2% of all venture capital funding in the U.S. Operationally, 59% struggle with hiring and retaining qualified staff, while 80% face difficulties dealing with increased costs. "Women-owned businesses in Michigan confront a multitude of challenges that hinder their growth potential," said Kim Bode, Program Director. "From financial constraints to operational difficulties, our fellowship is designed to address these issues comprehensively." To address these issues, the Women's Entrepreneurial Fellowship offers: ● One-on-one mentorship with established business leaders ● Monthly learning sessions on critical business topics ● Networking opportunities with investors and industry leaders ● Guidance on accessing capital and growth resources ● Support in obtaining relevant business certifications ● Specialized courses on financial management, marketing, and operational efficiency "The Women's Entrepreneurial Fellowship addresses the unique challenges faced by women entrepreneurs in Michigan,” said Amy Rencher, Senior Vice President of Small Business Services at the Michigan Economic Development Corporation (MEDC). “Through its targeted $73 million investment, the Small Business Support Hubs program exemplifies our economic development strategy's commitment to fostering a diverse and inclusive business ecosystem across the state.

"I got in a lot of trouble and so I will never forget my attending said you will never keep the lights on if you practice like that."This episode is with Dr. Lauren Hughes who is a primary care pediatrician in Kansas City.In this episode we talk about:- Having kids in residency and how this might have been the worst time to have kids but there's also no good time- Having a baby intern year and then having twins in March 2020, a few months before she was going to finish residency and start her own practice- Her breastfeeding story and how it inspired her to get extra training in lactation medicine- Being a physician and caring for a child with a rare disease (her son has MCAD where he is missing an enzyme that converts fat to sugar)- The inspiration behind opening her own direct primary care practice- Operationally what it looks like to run a direct care practice and how this differs from a concierge practice- How she got started on social media and what she uses it for today- and so much more! Connect with Moms of Medicine:- Instagram @moms_of_medicine- Momsofmedicine@gmail.comConnect with Dr. Hughes:- Instagram @bloomdpc- drlaurenhughes.com

Interview with Gavin Ferrar, CEO of Central Asia Metals PLCOur previous interview: https://www.cruxinvestor.com/posts/central-asia-metals-lsecaml-plugging-into-profits-and-growth-in-the-base-metals-sector-6334Recording date: 1st April 2025Central Asia Metals PLC (CAML), an AIM-listed base metals producer with operations in Kazakhstan and North Macedonia, has reported strong financial results for 2024. The company generated $214 million in revenue and nearly $102 million in EBITDA, achieving an impressive 47% EBITDA margin that CEO Gavin Ferrar described as "super respectable" for a mining company.CAML ended the year with approximately $68 million in cash after generating just under $66 million in free cash flow. This strong financial position enabled the company to pay a generous full-year dividend of 18 pence per share, representing about 63% of free cash flow—significantly exceeding their stated policy of 30-50%. Ferrar explained this generous distribution as compensation to shareholders for the lack of completed M&A transactions.Despite actively pursuing acquisition opportunities (with 13 NDAs and 6 site visits last year), CAML remains selective in its M&A strategy, focusing on base metals assets that would generate at least $50 million in EBITDA. The company's strong balance sheet provides flexibility for future acquisitions without necessarily requiring shareholder dilution.Operationally, CAML has made significant progress at the Sasa mine in North Macedonia, where its paste backfill plant successfully operated for the full year in 2024, placing 240,000 tons of tailings back underground—approximately one-third of the total produced. The company is also completing a dry stack tailings plant, which will handle another 30-40% of tailings, eliminating the need for additional wet tailings facilities.In Kazakhstan, the Kounrad operation continues to outperform expectations. The Eastern dumps, which according to the original 2012 plan should have ceased production years ago, contributed approximately 27% of the company's copper last year. With production costs of 80 cents per pound against a copper price around $5, the operation maintains impressive margins.CAML has developed significant expertise in its operating regions, with Ferrar strongly defending Kazakhstan as an investment-grade country with increasing Western capital inflows. The company's established presence provides strategic advantages in navigating permitting processes and accessing regional opportunities.Beyond operational efficiency, CAML maintains a strong commitment to ESG initiatives, particularly in community engagement. The company operates its own foundation in Kazakhstan, making targeted investments including a center for disabled children, a facility for victims of domestic violence, and a recently refurbished youth center.As CAML continues to seek transformative M&A opportunities, it remains focused on maximizing returns from existing assets, controlling costs, and maintaining operational efficiency to remain profitable throughout market cycles.View Central Asia Metals' company profile: https://www.cruxinvestor.com/companies/central-asia-metalsSign up for Crux Investor: https://cruxinvestor.com

[Kim Bode / 8ThirtyFour Integrated Communications' spotlight, participant in SBAM's Women's Entrepreneurial Fellowship] Chris Holman welcomes Lillian Werbin, CEO/Co-Owner, Elderly Instruments, East Lansing, MI. This is the fourth of five interviews in a series. There were several questions Chris wanted to find out from Lillian: About Your Business ● Welcome back Lillian, remind the Michigan business community about your business? ● What is the importance of engaging and strengthening the community along with your business? ● How have your past experiences helped you grow your company? Inaugural Women's Entrepreneurial Fellowship ● How did you learn about the fellowship? ● How did you feel when you heard you were accepted? Impact ● What are the biggest things you learned from the fellowship? ● How has being a part of the fellowship impacted you and your business? ● What would you say to women business owners who are considering applying for future cohorts? Small Business Association of Michigan Foundation Announces Inaugural Women's Entrepreneurial Fellowship New Program Addresses Multiple Challenges for Second-Stage, Women-Owned Businesses LANSING, Mich. – The SBAM Foundation (SBAMF), supported by its parent organization, the Small Business Association of Michigan, has launched its Women's Entrepreneurial Fellowship (WEF) program and chosen 11 businesses for the first cohort. The eight-month initiative will equip these second-stage, women-owned businesses with resources to overcome diverse challenges and scale their operations. Women-owned businesses are a vital part of Michigan's economy, representing 43.2% of the state's 902,131 small businesses—higher than the national average. Detroit, in particular, was ranked as the top U.S. metropolitan area for growth in women-owned businesses. “The launch of the Women's Entrepreneurial Fellowship is an exciting step toward ensuring that second-stage, women-owned businesses receive the targeted support they need to thrive, said Brian Calley, SBAM President & CEO. “This program will provide invaluable resources, from mentorship and business certifications to networking opportunities and access to capital, helping these entrepreneurs overcome the unique challenges they face.” Qualifying businesses have more than one employee in addition to the owner, have been in operation for at least two years, and generate a minimum of $500,000 in annual revenue. Here are the businesses that were selected for the inaugural cohort: ● Eagle Specialties, LLC ● Elderly Instruments ● Fido & Stitch ● Groovy Donuts ● Jungle Jane Promotions ● Marshall Holding ● Neuco Furniture & Upholstery ● Pioneer Machine and Technology, Inc ● The Betty Brigade ● Winsome Travel Design ● Wolverine Pickleball Recent data underscores the need for the support provided by this new program. Only 10% of women business owners report securing a small business loan, and women-owned businesses receive just 2.2% of all venture capital funding in the U.S. Operationally, 59% struggle with hiring and retaining qualified staff, while 80% face difficulties dealing with increased costs. "Women-owned businesses in Michigan confront a multitude of challenges that hinder their growth potential," said Kim Bode, Program Director. "From financial constraints to operational difficulties, our fellowship is designed to address these issues comprehensively." To address these issues, the Women's Entrepreneurial Fellowship offers: ● One-on-one mentorship with established business leaders ● Monthly learning sessions on critical business topics ● Networking opportunities with investors and industry leaders ● Guidance on accessing capital and growth resources ● Support in obtaining relevant business certifications ● Specialized courses on financial management, marketing, and operational efficiency

[Kim Bode / 8ThirtyFour Integrated Communications' spotlight, participant in SBAM's Women's Entrepreneurial Fellowship] Chris Holman welcomes Christy Howden; owner of Wolverine Pickleball, Ann Arbor, MI. This is the third of four interviews in a series. There were several questions Chris wanted to find out from Christy: Welcome Christy, tell us about your business? Pickleball is a growing industry and community, what have you faced in trying to introduce not only your business, but the sport itself, to audiences? What are the biggest things you've learned as a woman business owner? How did you learn about the fellowship? Why did you decide to apply? How did you feel when you heard you were accepted? What would you say to women business owners who are considering applying for future cohorts? Small Business Association of Michigan Foundation Announces Inaugural Women's Entrepreneurial Fellowship New Program Addresses Multiple Challenges for Second-Stage, Women-Owned Businesses LANSING, Mich. – The SBAM Foundation (SBAMF), supported by its parent organization, the Small Business Association of Michigan, has launched its Women's Entrepreneurial Fellowship (WEF) program and chosen 11 businesses for the first cohort. The eight-month initiative will equip these second-stage, women-owned businesses with resources to overcome diverse challenges and scale their operations. Women-owned businesses are a vital part of Michigan's economy, representing 43.2% of the state's 902,131 small businesses—higher than the national average. Detroit, in particular, was ranked as the top U.S. metropolitan area for growth in women-owned businesses. “The launch of the Women's Entrepreneurial Fellowship is an exciting step toward ensuring that second-stage, women-owned businesses receive the targeted support they need to thrive, said Brian Calley, SBAM President & CEO. “This program will provide invaluable resources, from mentorship and business certifications to networking opportunities and access to capital, helping these entrepreneurs overcome the unique challenges they face.” Qualifying businesses have more than one employee in addition to the owner, have been in operation for at least two years, and generate a minimum of $500,000 in annual revenue. Here are the businesses that were selected for the inaugural cohort: ● Eagle Specialties, LLC ● Elderly Instruments ● Fido & Stitch ● Groovy Donuts ● Jungle Jane Promotions ● Marshall Holding ● Neuco Furniture & Upholstery ● Pioneer Machine and Technology, Inc ● The Betty Brigade ● Winsome Travel Design ● Wolverine Pickleball Recent data underscores the need for the support provided by this new program. Only 10% of women business owners report securing a small business loan, and women-owned businesses receive just 2.2% of all venture capital funding in the U.S. Operationally, 59% struggle with hiring and retaining qualified staff, while 80% face difficulties dealing with increased costs. "Women-owned businesses in Michigan confront a multitude of challenges that hinder their growth potential," said Kim Bode, Program Director. "From financial constraints to operational difficulties, our fellowship is designed to address these issues comprehensively." To address these issues, the Women's Entrepreneurial Fellowship offers: ● One-on-one mentorship with established business leaders ● Monthly learning sessions on critical business topics ● Networking opportunities with investors and industry leaders ● Guidance on accessing capital and growth resources ● Support in obtaining relevant business certifications ● Specialized courses on financial management, marketing, and operational efficiency

[Kim Bode spotlight, participant in SBAM's Women's Entrepreneurial Fellowship] Jeffrey Mosher welcomes Diane Arnold, owner of Neuco Furniture & Upholstery, Traverse City, MI. This is the second of four interviews in a series. There were several things he wanted to find out in this conversation: What have been some successes/challenges you've faced in your business? What's the best thing about having a business in Michigan? How did you learn about the SBAM fellowship? Why did you decide to apply? How did you feel when you heard you were accepted? How has being a part of the fellowship impacted you and your business? Small Business Association of Michigan Foundation Announces Inaugural Women's Entrepreneurial Fellowship New Program Addresses Multiple Challenges for Second-Stage, Women-Owned Businesses LANSING, Mich. – The SBAM Foundation (SBAMF), supported by its parent organization, the Small Business Association of Michigan, has launched its Women's Entrepreneurial Fellowship (WEF) program and chosen 11 businesses for the first cohort. The eight-month initiative will equip these second-stage, women-owned businesses with resources to overcome diverse challenges and scale their operations. “The launch of the Women's Entrepreneurial Fellowship is an exciting step toward ensuring that second-stage, women-owned businesses receive the targeted support they need to thrive, said Brian Calley, SBAM President & CEO. “This program will provide invaluable resources, from mentorship and business certifications to networking opportunities and access to capital, helping these entrepreneurs overcome the unique challenges they face.” Qualifying businesses have more than one employee in addition to the owner, have been in operation for at least two years, and generate a minimum of $500,000 in annual revenue. Here are the businesses that were selected for the inaugural cohort: ● Eagle Specialties, LLC ● Elderly Instruments ● Fido & Stitch ● Groovy Donuts ● Jungle Jane Promotions ● Marshall Holding ● Neuco Furniture & Upholstery ● Pioneer Machine and Technology, Inc ● The Betty Brigade ● Winsome Travel Design ● Wolverine Pickleball Recent data underscores the need for the support provided by this new program. Only 10% of women business owners report securing a small business loan, and women-owned businesses receive just 2.2% of all venture capital funding in the U.S. Operationally, 59% struggle with hiring and retaining qualified staff, while 80% face difficulties dealing with increased costs. "Women-owned businesses in Michigan confront a multitude of challenges that hinder their growth potential," said Kim Bode, Program Director. "From financial constraints to operational difficulties, our fellowship is designed to address these issues comprehensively." To address these issues, the Women's Entrepreneurial Fellowship offers: ● One-on-one mentorship with established business leaders ● Monthly learning sessions on critical business topics ● Networking opportunities with investors and industry leaders ● Guidance on accessing capital and growth resources ● Support in obtaining relevant business certifications ● Specialized courses on financial management, marketing, and operational efficiency "The Women's Entrepreneurial Fellowship addresses the unique challenges faced by women entrepreneurs in Michigan,” said Amy Rencher, Senior Vice President of Small Business Services at the Michigan Economic Development Corporation (MEDC). The program runs from November to June 2025 and is currently recruiting for 2025/26 cohorts. Interested women-owned small businesses can find more information on the WEF website or contact Kim Bode, WEF program director. The Women Entrepreneurial Fellowship is free of cost and funded by the Small Business Support Hub Grant Program in collaboration with the MEDC.

As host of the Lessons in Leadership podcast, I have the privilege of speaking with transformative leaders from around the globe. Recently, I sat down with Andrew Brummer, author of the newly released book Leading Magnanimously, a practical guide for leaders seeking to elevate their teams through servant leadership. Our conversation revealed actionable insights for leaders at every level, particularly those navigating the challenges of middle to senior management. Here are the key takeaways from our discussion and some steps you can implement immediately to foster a more empowered and self-driven team. If you like today's message, here are four ways I can help you grow faster… 1. Join the team: https://www.billstorm.com/join-the-team.html 2. 1:1 executive-level coaching to help you overcome the limiting beliefs, patterns, and habits keeping you from achieving the outcomes you seek in your personal and professional life. 3. Speak at your next event. 4. Conduct a mindset, sales, or leadership training workshop for your team. https://www.billstorm.com/ Andrew Brummer is a dynamic leader with a proven track record in strategic thinking, operational excellence, and empowering businesses to achieve sustainable growth. With experience across international, remote, and hybrid environments, he has mentored startups and individuals, refining business models, leadership skills, and operational strategies. Andrew excels in financial analysis, market positioning, and investor relations, driving revenue growth and fostering key partnerships. His leadership has scaled organizations rapidly, such as growing a team from 42 to 114 in 18 months while maintaining a mentorship-driven culture that develops future leaders. Operationally, Andrew has led over 70 service improvement engagements and organizational change initiatives, delivering results like a 90% reduction in IP costs over eight months, sustained for three years. His expertise in multi-vertical execution and leadership coaching makes him a trusted advisor for businesses navigating growth and transformation. Andrew's ability to inspire teams, optimize resources, and lead with purpose embodies the principles of magnanimous leadership. If you'd like to contact Andrew Brummer or get a copy of his book, Leading Magnanimously, click here to connect with him on LinkedIn. Bill Storm is a seasoned advisor and consultant renowned for his expertise in driving peak performance and fostering effective leadership within Fortune 500 companies. With a multifaceted skill set spanning organizational systems, the psychology of achievement, team building, and sales, Bill is a trusted resource for executives, managers, and team leaders seeking to maximize their potential. Drawing from his extensive experience as a Peak Performance Strategist with the Tony Robbins organization and Team-Building Specialist with the John Maxwell Leadership Team, Bill has developed a unique set of frameworks tailored to the needs of industry leaders. These frameworks provide a foundation for building winning teams and achieving sustainable success in today's competitive landscape. Driven by a passion for continuous improvement and a deep understanding of human behavior, Bill Storm empowers organizations to reach new heights of performance and effectiveness. His strategic guidance and hands-on approach have earned him a reputation as a go-to advisor for companies seeking transformative solutions. With Bill's guidance, businesses can unlock their full potential and achieve lasting success in the ever-evolving marketplace. In his personal life, Bill has been married for 29 years to the love of his life, has two adult children, and recently welcomed his first grandchild into the world! Bill spends much of his time with his Golden Retriever, Charlie. The two are attached at the hip! https://www.billstorm.com/

Interview with Gavin Ferrar, CEO of Central Asia Metals PLCRecording date: 4th December 2024Central Asia Metals (LSE:CAML) offers investors a compelling opportunity in the base metals space. The company owns two low-cost, cash-generating assets: the Kounrad dump leach copper project in Kazakhstan and the Sasa lead-zinc mine in North Macedonia.Kounrad is a unique operation that reprocesses old Soviet-era waste dumps to extract copper. This allows CAML to produce copper at industry-leading costs, with a remarkable 72% EBITDA margin. The asset is expected to continue producing 13,000-14,000 tonnes of copper cathode annually until 2034.In 2017, CAML diversified its portfolio by acquiring the Sasa underground mine for $400 million. Sasa provides a steady stream of lead and zinc production, with the concentrates sold to nearby European smelters. This geographic advantage reduces logistics risks and costs compared to mines selling to Asian markets.CAML's strong financial position is a key differentiator. The company has $56.3 million in cash, no debt, and generates free cash flow around $30 million for the first half of the year. This allows CAML to fund growth initiatives while returning cash to shareholders through a generous dividend policy. The current dividend yield stands at an attractive 12%.Management is focused on growth through disciplined acquisitions. CEO Gavin Ferrar and his team are actively seeking opportunities to add assets that can contribute $50 million in EBITDA. While they have reviewed numerous projects, they remain selective to ensure any deal meets their strict investment criteria. CAML's technical expertise and strong industry relationships give them an edge in identifying and executing on the right growth opportunity. With a supportive shareholder base and ample financial firepower, the company is well-positioned to create value through accretive acquisitions.Operationally, CAML is implementing initiatives to future-proof its assets and maintain its cost advantages. At Sasa, new mining methods and tailings management practices are being introduced to improve efficiency and reduce environmental risks. Kounrad continues to deliver steady, low-cost production.The outlook for base metals, particularly copper and zinc, remains favorable. Copper is a critical component in the global transition to clean energy, while zinc benefits from steady demand in the steel and construction industries. CAML's portfolio provides direct exposure to these positive demand drivers.In summary, Central Asia Metals presents a balanced investment proposition. The company's existing assets generate strong cash flows and industry-leading margins. Management's disciplined growth strategy and operational excellence initiatives offer additional upside potential. With an attractive dividend yield and exposure to key base metals, CAML is a compelling consideration for investors seeking both income and growth in the mining sector.

Arrow Exploration CEO Marshall Abbott joined Steve Darling from Proactive to share a record-breaking Q3 performance and detailed plans for continued growth in 2025. The company achieved its strongest quarter ever in production, revenue, EBITDA, and cash flow. The company saw total revenue of $21.3 million, a 53% increase from Q3 2023. Net income of $6.7 million and adjusted EBITDA of $15.9 million, up 62% from Q3 2023 and 79% from Q2 2024. Operating cash flow of $29.2 million for the nine months ending September 30, 2024 and a cash position of $16.5 million at the end of the quarter. Operationally, abbott told Proactive the company successfully drilled three horizontal development wells at the Carrizales Norte (CN) field, contributing significantly to these results. The company plans further activity at the Alberta Llanos prospect, starting with a low-risk vertical exploration well targeting multiple formations. Two additional vertical wells are also planned on the same pad. Looking ahead to 2025, Arrow has ambitious plans to drill up to 23 wells using two rigs. Rig 1 will be focused on Alberta Llanos, Carrizales Norte, Mateguafa Oeste, and Capullo prospects. Rig 2 will be dedicated to the RCE development area and a new Carrizales Norte C pad for horizontal drilling in the northern section of the field. The company is also planning a 3D seismic project over the Tapir block's southern area will target further development of the Icaco and Macoya prospects. The company has allocated $50 million in capital expenditures for 2025, with production expected to rise significantly as a result. This comprehensive growth strategy positions Arrow Exploration for a strong year ahead. #proactiveinvestors #arrowexplorationinc #aim #axl #tsxv #axl #OilAndGas #EnergySector #FinancialResults #UbaqueReservoir #TapirBlock #CapEx2025 #OilExploration #SeismicSurvey #EnergyInvesting#invest #investing #investment #investor #stockmarket #stocks #stock #stockmarketnews

Proactive's Tylah Tully sits down with Pantoro Ltd (ASX:PNR, OTC:PNTOF) managing director Paul Cmrlec to discuss its September quarterly results. Pantoro produced 21,374 ounces of gold at the Norseman Gold Project in Western Australia during the September quarter, marking a 3% increase compared to the previous quarter. The company achieved an EBITDA of $32.5 million for the period. The all-in sustaining cost (AISC) for the quarter was $2,395 per ounce and Pantoro's cash and gold reserves grew by $8.5 million to reach $112.3 million by September 30. Operationally, the company completed mining activities at the Scotia Open Pit and Green Lantern with output from the OK Underground Mine rising to 9,661 ounces. The Scotia Underground Mine saw 1,076 metres of development, encountering high-grade ore while planning is underway for an open pit at Princess Royal Mining Centre. The Norseman processing plant handled 292,718 tonnes, though interruptions, including a scheduled mill reline, resulted in the loss of six days of production and a 1,000-ounce production offset. Pantoro has recently secured a zero-premium collar for its 2025 gold production, providing exposure to prices up to $4,200 per ounce and has also hedged diesel for 2025 to manage supply risks linked to Middle Eastern conflicts. #ProactiveInvestors #Pantoro #ASX #GoldProduction #NorsemanGoldProject #WesternAustralia #Mining #GoldMining #QuarterlyReport #ASX #GoldOutput #ScotiaOpenPit #OKUndergroundMine #PrincessRoyalMiningCentre #GoldPrice #EBITDA #DieselHedges #SupplyRisk #GoldMarket #MiningOperations #AISC #AustralianMining #invest #investing #investment #investor #stockmarket #stocks #stock #stockmarketnews

Today, we're discussing Mayor Adams and his petty fraud, the VP debate, and we'll answer who should come first in a relationship: your mom or wife? To discuss all of this and more is Pete Dominick and Jason Kravits!——Rate Fake The Nation 5-stars on Apple Podcasts and leave us a review!Follow Negin Farsad on TwitterEmail Negin fakethenation@headgum.comSupport her Patreon ——Host - Negin Farsad——Producer - Andrew McGuire——Theme Music - Gaby AlterAdvertise on Fake The Nation via gumball.fmSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

How do you remember what you need to do for the people you need to do it for, I mean really? Information management is the organization that will allow you to make informed decisions for the people, appointments, and processes in your life. The Sunday Basket® takes care of active papers, but some papers you need to hang on to. There are no more actions to do with this type of paper, but they are critical for future reference. I have a binder system, within The Paper Solution, to help you manage all the informational papers. Medical Binder The Medical Binder has allowed me to have many informed conversations with doctors that have led to not needing tests they may have required otherwise or access to medications the doctor may not have considered. I wanted to try to go on Clonidine to help with my hot flashes due to a hunch I had. I had my medical history with me in my Medical Binder. You know why I had it with me? My doctor does not digitize my records. So there aren't multiple medical records “talking to each other” or being updated. Being prepared for conversations with your doctor can elevate your conversations and the consideration your doctor gives to your concerns or desires. This worked to my advantage many times with my children as well while we tried to get them on a diet and medication that helped them to function their best. With the Medical Binder in hand, you can make critical decisions before you leave the hospital allowing you the best treatment. Let me tell you, you leave the hospital and change your mind? Your options are drastically different with higher price tags. This binder is a life saver! Household Reference Binder When we went to Europe, our smoke detectors went off. And Abby was going crazy so she called grandma, who called Joey. Joey really didn't want to call us. But it ended up being an easy fix due to the Household Reference Binder. Had I not filled it out, there would have been a couple of annoying days or some expensive invoice from ADT to come out and change the batteries. The Household Reference Binder can also remind you when routine maintenance is due and where you can keep appliance user manuals. This binder can also work to your benefit in selling your house - interested buyers will have peace of mind investing in your home when they know you took care of it and that there's a binder to help them take care of their new home.  Financial Binder We just talked about being the CFO of your home. The Financial Binder helps to organize all the financial aspects of your household economy. You can file away all your insurance documents as well as taxes in this binder for quick future reference. I have shared before that I file taxes for Abby and Joey. So this is where I store their license numbers, issue date, and expiration date to save me time when filing their taxes. I don't need it any other time of the year so it goes in this binder. This becomes a valuable binder when it comes to settling an owner's estate. This shaves so many billable hours off an attorney and saves you time, too! Household Operations Binder How does your home function on a yearly cadence? The Household Operations Binder is like your family's standard operating procedures (SOP's.) You may find papers from this binder go into “active status” in the Sunday Basket® for a season and back to the Household Operations Binder until the next time. These papers remind us of facts about holidays or annual events. This binder is also where your family could find information and complete tasks normally they could not because it would all be in your brain. But because of the Household Operations Binder, you have externalized the process thus lowering your cognitive load and sharing those tasks. EPISODE RESOURCES: The Sunday Basket® The Paper Solution® The Productive Home Solution Sign Up for the Organize 365® Newsletter  Did you enjoy this episode? Please leave a rating and review in your favorite podcast app. Share this episode with a friend and be sure to tag Organize 365® when you share on social media!

Operational efficiency is where you get your time back. The Productive Home Solution® is a 52 week cadence to organize your home. I like to help change the thinking of our spaces about how we use them for our current phases of life. And with that in mind, some spaces can stay organized forever! I shared a few spaces that I want you to start thinking about differently and answered questions from you at the end.  Can a Space Stay Organized Forever?  Do you believe once you organize a space it could stay that way forever? Back in the day, Carol and I could walk into a storage space and reduce the amount of items by 50% in 90 minutes. How, you ask? We'd get rid of all those empty boxes for their tv, computers, phones, whatever. You will never need those boxes again. Then we'd toss broken items like furniture and electronics. Next, we'd install the HDX ventilated storage shelving with bins. We knew this worked, but why? Then it dawned on me, our storage spaces are like prepaid stores. You buy Christmas decorations once and get them out of your prepaid store each winter. Speaking of winter, we organize storage spaces in the winter because half of the stuff is out of the storage space at this time. This is also the time to toss things you no longer wish to use during the holidays. Once you tackle the storage space, it can stay organized forever with very little maintenance. The Largest Space The kitchen is one of the most used spaces in the home and efficiency is the name of the game for profitability and productivity. In The Productive Home Solution®, I challenge you to think about 21 specific areas within your kitchen. We set up stations like drink, baking, and lunch, as well as many others. And you will think about how your kitchen is being used for the phase of life your family is currently in. You will consider the staple items for your family. Remember, our homes are small businesses. And how do you stock this supply chain? This takes time! Three weeks at least, and then you will revisit it at least two more times as you go through The Productive Home Solution® again. Sadly, the first time you just won't get “done” organizing; I never want to be misleading about that. Give yourself time and grace. Remember, you are striving for excellence not perfection.  The Order In Which You Organize Matters There is a rhythm and reason as to the 52 week cadence of The Productive Home Solution®. After organizing many homes, being in the education world, and running a business, there are certain energies I have observed that coincide with that 52 week cadence. You all want to do the instant gratification areas of organizing, but then get discouraged because they're lots of times communal spaces that don't stay organized. Or it's July and you are trying to organize your storage spaces; wrong energy. I call this Swiss Cheese Organizing. There's a link below to watch the webinar to better understand why your organizing probably isn't working. The Productive Home Solution® sets you up for success by following the natural energy we all feel at different times of the year. Lisa's Secret Sauce I believe my secret sauce is articulating what a functional home feels like, functions like, and looks like. That articulation comes in the form of all of the material in The Productive Home Solution®, a private podcast, planning days, your fellow classmates inside the program, and the Organize 365® community. Time capacity comes from planning. Space capacity comes from storage. And production capacity comes from knowing what's coming up around the corner. Join The Productive Home Solution® and experience Home Planning Day for the upcoming most productive 10 weeks of the year to have more time for you to do what you were uniquely created to do! EPISODE RESOURCES: Swiss Cheese Webinar The Productive Home Solution® Sign Up for the Organize 365® Newsletter  Did you enjoy this episode? Please leave a rating and review in your favorite podcast app. Share this episode with a friend and be sure to tag Organize 365® when you share on social media!

Https://www.patreon.com/isyanderandkoda You already know how to please the Machine Gods at this point so thank you so much. And make your voices heard for which faction you would like to see next! -Isyander Everything below is for the omnissiah. But like, you can read it if you want. Just a synopsis of the video you're watching. The Minotaurs are a renowned and enigmatic Space Marine Chapter in the Warhammer 40,000 universe, characterized by their brutal efficiency, fierce loyalty to the High Lords of Terra, and mysterious origins. Their history is largely obscured, with much of their early records either classified or lost.Led by the formidable Chapter Master Asterion Moloc, the Minotaurs are known for their strategic brilliance and relentless ferocity in battle. Moloc wields the Black Spear, a powerful Relic Blade with a deadly single-shot laser, said to have once been wielded by the Adeptus Custodes. Clad in Tartaros Pattern Terminator Armor, Moloc is a fearsome warrior whose numerous survivals of near-fatal incidents have led to speculation that the name "Asterion Moloc" might be a legacy title passed down along with engrammatically enforced memories and personality traits.The Minotaurs' base of operations is the Daedelos Krata, a massive warship that has played a significant role in various campaigns, such as the Badab War and the Amarah Void Battle. This heavily armed vessel serves as their command center and is equipped with bombardment cannons, teleportariums, and a cadre of Contemptor Pattern Dreadnoughts, known as the Hecaton. Within the ship's maze-like chambers lies the brazen throne where Lord Moloc directs the Chapter's operations.Operationally unique, the Minotaurs prefer to deploy in full Chapter strength, avoiding smaller-scale engagements. This approach, combined with their exceptional equipment and recruitment practices, allows them to maintain full strength and effectiveness. Their advanced arsenal includes Mk VIII and void-modified Mk III power armor, Terminator suits for their elite warriors, and an array of heavy vehicles.Throughout their history, the Minotaurs have been involved in numerous key battles and campaigns. They played pivotal roles in the Battle of Shaprias, the reclamation of Rynn's World from Ork forces, and the Orphean War. Often deployed by the High Lords of Terra, the Minotaurs are used to suppress rebellions and eliminate renegade Space Marine factions, employing aggressive tactics and an uncompromising approach.Notable members of the Chapter include various decorated warriors and Contemptor Dreadnoughts like Morbus. These individuals exemplify the Chapter's martial excellence and unwavering loyalty to the Imperium.The Minotaurs' enigmatic origins, combined with their brutal efficiency and steadfast loyalty, make them one of the most intriguing Space Marine Chapters in the Warhammer 40,000 universe. Their extensive lore, detailed in various Warhammer 40k resources and codices, provides deeper insights into their history, battles, and key figures.—— ——TAGSWarhammer 40k, Minotaurs Chapter, Adeptus Astartes, Space Marines, Asterion Moloc, Black Spear, Daedelos Krata, Warhammer lore, Warhammer history, Badab War, Amarah Void Battle, Tartaros Pattern Terminator Armor, Relic Blade, Adeptus Custodes, Contemptor Pattern Dreadnoughts, Hecaton, High Lords of Terra, Space Marine Chapters, Imperial operations, Mk VIII power armor, Mk III void-modified armor, Terminator suits, Warhammer 40k campaigns, Battle of Shaprias, Rynn's World, Orphean War, Space Marine recruitment, Space Marine tactics, Imperial loyalty, Martial excellence, Space Marine battles, Warhammer 40k key battles, Warhammer 40k universe, Warhammer 40k factions, Warhammer 40k equipment, Space Marine vehicles, Space Marine lSupport the Show.

Guest: Amy Koenig, a financial advisor coach and the Chief of Operations at ROL Advisor. In a Nutshell: Amy Koenig was the first coach I hired back in 2004 when I was running Peak Advisor Alliance-now Carson Coaching. She coached advisors, operations leaders, and she developed the entire systems manual that was a key part of our coaching offering back in the Peak days. Now, Amy coaches with me and heads up operations for my other company, ROL Advisor. Nobody knows systems like Amy. On today's show, Amy and I discuss how financial advisors can integrate systems into their practices, from identifying a strategy to some practical nuts-and-bolts checklists and tech solutions that will put that strategy into action.

Accountability in the fire service means knowing what you're accounting for, where you are, where your crew is, and what's going on around you. Here's how Tablet Command can help: Hello Smart Firefighting Community! Welcome to another episode of covering real world innovations via interviews with fire service and technology industry experts that empower YOU to develop your very own Smart Firefighting strategy! In this episode: How does Tablet Command integrate with CADs and provide early notifications, customized maps, and staffing solutions for firefighters? How does Tablet Command enhance collaboration and information sharing? Tablet Command aims to become the standard MDT solution for the fire service, revolutionizing incident command with technology. Learn from Will Pigeon - CEO and Co-founder of Tablet Command. Tablet Command, an incident command application, started as a standalone app for the iPad, allowing users to manage resources and view them on a map. Since its 2013 launch, it has evolved to integrate with CADs, provide early notifications to firefighters, offer customized maps, and integrate with staffing solutions. The app addresses challenges like managing high-rise incidents and ensuring accountability. Future features include incident sharing and ongoing improvements for enhanced user experience. Tablet Command enables real-time incident sharing between communication centers, aiding collaboration in mutual aid situations. It also offers in-app audio streaming, allowing users to stay informed even without a radio. The company aims to become a standard MDT solution for the fire service, integrating with different CAD vendors for a unified tactical operations platform. So click play now to hear what Will has to share! Head to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.smartfirefighting.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to discover how SFF accelerates innovation for emergency responders, to find out when our next event is, or review our curated resources! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn

//The Wire//2030Z June 24, 2024////ROUTINE////BLUF: RUSSIAN CIVILIANS KILLED IN UKRAINIAN STRIKE ON SEVASTOPOL. TERROR ATTACKS STRIKE DAGESTAN. SOCIAL DISORDER IN THE WEST HIGHLIGHTS GROWING CONCERNS.// -----BEGIN TEARLINE------International Events-Europe: Overnight a Ukrainian missile strike targeted Sevastopol Naval Base, allegedly with US-supplied ATACMS missiles. As Russian forces intercepted the missiles, many civilians on the beach in the vicinity of Russian military positions were killed as debris fell on them. So far, dozens have been reported killed, along with hundreds wounded (though numbers are hard to verify). AC: At this time, it does not appear that Ukraine deliberately targeted civilians on the beach in this specific instance (as this would be ill-advised from a military targeting perspective, in addition to the obvious humanitarian concerns). However, this is unlikely to matter much in the end; civilians killed via the debris and/or mis-directed warheads resulting from a successful interception are certain to be treated as combat casualties by Russia.This follows general unrest in Dagestan. Several terror attacks have taken place throughout the semi-autonomous district of Russia, continuing the long history of violence in the region. This latest escalation has come following Islamic terror groups targeting religious institutions throughout the region. AC: Casualty data is hard to verify, however varying sources claim the death toll has reached 20x fatalities during this latest series of terror attacks. Apart from this figure, allegedly 5x attackers are also deceased following the attacks themselves and/or the counterterrorism operation launched in the hours after the attacks.Germany: A woman has reportedly been convicted of varying hate crimes following her comments regarding an extremely graphic 2020 assault case involving a young girl and almost a dozen men (all of which are of Middle Eastern descent or otherwise were immigrants to Germany). As a reminder of the details of this landmark (and disturbing) case, 8 of the 9 perpetrators saw zero jail time whatsoever, only probation. One is serving a two year sentence. All 9 were convicted of the acts via DNA evidence, the victim's testimony, and due to the perpetrators videotaping the crimes and sharing that evidence on WhatsApp and other social media platforms. The woman who was convicted will reportedly spend several days in jail for sending allegedly hateful messages to the WhatsApp number that was disclosed as public record during the initial series of trials. AC: Though this case is largely more of a social or cultural concern, the means by which authorities are conducting themselves is worthy note for many nations today. Operationally speaking, the crackdown on outrage and dissent being prosecuted more heavily than the capital crimes themselves means that this situation (while largely specific to Germany at the moment) would be wise to consider as events unfold in other nations as well.-HomeFront-Arizona: A man was killed in Phoenix when trying to fix his wife's stalled vehicle in a parking lot. While working on the vehicle, it slipped off of the jack, crushing him. AC: Though a tragic accident, the most disturbing element of the incident is that the victim's corpse was reportedly violated by bystanders, who looted everything from the dying man's pockets and from the vehicle that crushed him. Looters also stole an additional vehicle at the scene (also owned by the victim). The victim's body remained pinned under the vehicle for approximately 2 hours, until other bystanders eventually called the authorities.-----END TEARLINE-----Analyst Comments: Adding even more gasoline to the fire in Ukraine, An American RQ-4B Global Hawk reconnaissance drone was flying over the Black Sea (and without question collecting intelligence on the Russian naval base in Sevastopol) a

NATO communicator. Pianist. Served in a combat zone. Prior enlisted Army officer. The impressive biography is why Chris Hyde and I are kindred spirits. Did you know that now he's joined a nonprofit that saves Ukraine pets left behind in war? I knew we had to talk! Join us as we dive deepuncovering why everyone needs to care about the pet crisis in Ukraine, which is not only about welfare but about preventing the spread of disease throughout Europe. This tragedy of epic proportions is crippling a nation already enduring so much suffering. We need to talk about it! Chris Hyde enlisted in the U.S. Army in December 1995 and served just over two years as a personnel actions clerk assigned to the 18th Airborne Corps at Fort Bragg, NC, before his selection to attend the U.S. Army's Officer Candidate School (OCS) in early 1998.  He was commissioned as an Adjutant General second lieutenant in June 1998. Over the next several years, he served in many different capacities as an AG officer: AG detachment executive officer, postal platoon leader, MEPS operations officer, and AG detachment commander.  COL Hyde was selected to serve as a Public Affairs Officer (PAO) in 2007. COL Hyde served in key public affairs billets at all echelons for 18 years – internationally, on operation, and in garrison.  Operationally, he deployed to Diyala, Iraq, in September 2008 with the 1/25th Stryker Brigade Combat Team as the SBCT's PAO and served as a PA planner for the ISAF Joint Command (CJ-35) throughout 2011 in Kabul, Afghanistan.   His other public affairs assignments include Media Relations Officer for NATO's Allied Rapid Reaction Corps (ARRC) in the UK, Training with Industry (TWI) Fellow with Siemens Corporation (NJ), Division Public Affairs Officer for the U.S. Army's 2nd Infantry Division, ROK/US Combined Division in the Republic of Korea, Chief PAO for the U.S. Army's I Corps (Joint Base Lewis-McChord, Washington), and completed his Army Public Affairs career serving as Chief of Public Affairs and Deputy Director of Strategic Communications at NATO's Allied Command Operations / Supreme Headquarters Allied Powers Europe, or SHAPE, in Mons, Belgium. He retired from military service in March 2024.  He is married to Sonya Hyde and has one daughter, Maggie, and one son, Ronaldo.  Ukraine War Animals Relief Fund Visit my website: https://thehello.llc/THERESACARPENTERRead my writings on my blog: https://www.theresatapestries.com/Listen to other episodes on my podcast: https://storiesofservice.buzzsprout.comWatch episodes of my podcast:https://www.youtube.com/c/TheresaCarpenter76

I was surprised that the news that Auckland had inked a deal with the Government over water wasn't the lead story on last night's TV news. I would have thought that John Campbell would have had a deep dive on its repercussions for Auckland and the country. Basically, water and housing are the biggest issues for this country because every single person, business and animal needs water - and we all need a roof over our head. But maybe the kids we call journalists these days have never got water and its reforms. There is a lot about the deal that has not been said. Compared to 3 Waters, it's essentially 2 waters. Watercare deals with drinking water and human waste. Waste is sewage. That's a billion-dollar-a-year operation. But they don't deal with stormwater and drains. That's called sewerage and that's dealt with in Auckland by an entity called Healthy Waters. Now that's a $200 million dollar a year operation. It's not a council controlled operation. It will still be funded by council borrowings. So when people talk about polluted waterways being fixed, that's not really covered by the Watercare deal. Which is partly why Auckland's water rates increases are still at 7.3 percent. That 7.3 percent is, as we all know, higher than the rate of inflation and a major part of the cost-of-living crisis which the Government promised to tackle. But that's another kettle of wastewater. This deal happened because Auckland is the only council with CCO or council controlled organisations. They are the product of Auckland's amalgamation into a Super City by Rodney Hide. CCOs were actually designed to prevent Councillors fooling about in core business they know nothing about. And because of that they've never been overly popular. Yet it is claimed that this keeps water under local control. Ask Auckland's Mayors and Councillors about how much control they really exert over CCO's like Watercare, or Auckland Transport, or Auckland Unlimited. So, Watercare will have the remit, which is to provide water and remove waste. Operationally, they're in full control of their processes. The Council's control is limited to a majority of places on the board. So just a reminder that CEOs run companies not boards. They purely appoint a CEO and then assess how well the CEO has done. The Auckland deal was low hanging fruit for the Government, because the structure was already in place. The real test is how this works for everywhere else in New Zealand. The first real test will come this week when Horowhenua, Kapiti, Wairarapa, the Hutt Valley, Porirua and Wellington City meet on Friday to work together on a plan for a greater Wellington region water deal. They will have to set up an entity with bureaucracy and thrash out a deal about which region receives what in funding. Just like 3 Waters. Meanwhile, the good people in the countryside not adjacent to cities will be wondering if there's any white knights riding to their rescue regarding water borrowing. Or if they're going to be left behind. To me this deal is 3 Waters lite, with no ‘co-governance'. And that's it.See omnystudio.com/listener for privacy information.

Property management business owner, do you have an assistant? We've talked before about how important it is to build a team around you and get support as an entrepreneur. In today's episode of the #DoorGrowShow, property management growth experts, Jason and Sarah Hull discuss why property management entrepreneurs need to hire an assistant for themselves. You'll Learn [01:14] The Most Important Hire in Your PM Business [02:41] How to Get a Really Good Assistant [04:57] Two Types of Team Members [06:42] When Should I Get an Assistant? [08:17] Benefits of Having an Assistant Tweetables “I think the very first person that somebody should hire. is an assistant.” “If you continue to build the team around the business, you will end up more and more miserable instead of helping yourself more and more, which actually makes you a lot more money.” “Nobody's good at being two or three different types of people.” “I've seen business owners have team members that they've gotten assistants for and they don't have an assistant for themselves.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive TalkRoute Referral Link Transcript [00:00:00] Jason: I've seen business owners have team members that they've gotten assistants for and they don't have an assistant for themselves. [00:00:07] That always just drives me crazy because it's so obvious that there's a problem there.  [00:00:13] Jason: Welcome DoorGrow property managers to the DoorGrow show. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you're interested in growing in business and life, and you're open to doing things a bit differently then you are a DoorGrow property manager. DoorGrow property managers, love the opportunities, daily variety, unique challenges, and freedom that property management brings. [00:00:40] Many in real estate think you're crazy for doing it. You think they're crazy for not because you realize that property management is the ultimate, high trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. We're your hosts, property management growth experts, Jason and Sarah Hull. And let's get into the show. All right.  [00:01:13] So today we're going to be talking about assistants, right? [00:01:16] Sarah: Yes. Why don't you have help yet? Okay.  [00:01:20] Jason: So one of the challenges that we've noticed with our clients and with other property managers is that a lot of times they don't have an assistant for themselves. And so they'll have some team members even, but they won't have an assistant that supports them. [00:01:36] And I think this is a common trap entrepreneurs fall into. I think the very first person that somebody should hire. is an assistant. You start getting yourself some help instead of just helping the business. And if you continue to build the team around the business, you will end up more and more miserable instead of helping yourself more and more, which actually makes you a lot more money. [00:01:58] That's like everything in a nutshell.  [00:02:00] Sarah: There you go. We're done. There we go. We can wrap up. Have a great day. So get an assistant.  [00:02:03] Jason: Goodbye. Alright.  [00:02:04] Sarah: Madi will edit this one and she'll be like, "oh wow, that was so fast."  [00:02:07] Jason: "Wow, that was the shortest one ever." Kidding! So let's talk about this. I have an assistant. [00:02:12] Giselle's sort of your assistant. I think. Somewhat. Operationally? No, you don't think so? Okay. All right.  [00:02:18] Sarah: She's really good at really anything because she asks people on the team and she's like, "Hey, is there anything you need help with this week?" She always usually messages me at the beginning of the week and she says, "Hey, is there like anything I should be aware of or any special projects that you need me to work on this week?" [00:02:34] And sometimes I can't think of anything until later. And then I go, "Oh, you can help me with this." And she's like, "great. I'm on it." [00:02:41] Jason: So how do we get people really good assistants? Well, we have them do one of our DoorGrow time studies to figure out which things are energetically their plus signs and which things are their minus signs. [00:02:51] And then we build out a job description, but it needs to be one personality type, not two or three different personalities that like that human being doesn't really exist.  [00:03:01] Sarah: And if they do, they're hard.  [00:03:03] Jason: There's people that can do everything.  [00:03:04] Sarah: They have like multiple personalities in one.  [00:03:07] Jason: Yeah.  [00:03:08] Sarah: Let's think about it if we want to hire them. [00:03:09] Jason: No, we don't. We don't want that person. We want somebody that's good. At being one person, right? Like in, because nobody's good at being two or three different types of people. Right. You're not going to have somebody that's like, "man, I'm the salesiest person ever and super salesy. And Oh yeah, I'm a really brilliant detail oriented operator." [00:03:27] Like it's just, for example, so we need to get you your ultimate assistant. We also then like to figure out your personality, figure out who you are. So when we get into our DoorGrow hiring, and if you need help with hiring, reach out to DoorGrow, we have a really great hiring system called DoorGrow hiring, and it's going to cost you a lot less money than working with a placement agency where they charge thousands of dollars and you'll probably get better results. [00:03:48] Not probably. You'll get better results typically because their job is just to get somebody into your office and get paid. But we assess people, we make sure they're the right personality fit. We help you make sure you have the right culture fit and the right skill fit, which I've talked about many times, the three fits. [00:04:06] So, I've had lots of assistants over the years. Lots. I've had some really amazing ones. I've had some okay ones. I haven't really had, well, I guess I've had a few like bad ones as well, right? So I've had lots and lots of assistants. And what I usually look for in hiring an assistant is I need somebody that I can trust their judgment and their intelligence to do things so that I don't have to do it. Right. And so my assistant Mar, she's better at several things than I would be. She has more patience. She's willing to like get frustrated at people if need be to like get things handled, whatever it takes.  [00:04:46] I think it's really important. A lot of people think, "well, I'll go get a VA and I'll go get some low dollar, low wage, cheap sort of worker in Mexico or the Philippines, and that'll be my first assistant." [00:04:57] So there's two types of people you're going to hire in your business. Some are people as process. People as process are basically like people you hired that function like a robot. Just do what I tell you to do. Don't get cute. Don't be clever. Just follow the checklist. [00:05:10] That's not a great assistant. It's not really a good assistant to have because you're going to have to do all the thinking for them and then give them tasks and you, then you're gonna have to show them exactly how to do every task and that's going to be really frustrating for you. That's not the ideal assistant. [00:05:25] So then there are people that are thinkers or decision makers that you can trust to make decisions without you and to make judgments. And so that's the type of assistant that you want. You want somebody that is intelligent. Intelligence is the big differentiator here. And you can tell when you're talking with people, are they bright? [00:05:46] Are they quick? Would you trust them to do things over you on the things that you're going to give them to do because they're better at those things? So you want to hire people that are intelligent, not people that just can follow tasks That's not going to be a really good assistant for you. Now later on if you do have some low level work or tasks in the business that you just want to offload, you can hire some people as process we have people on our team that are people as process. [00:06:11] They follow things. They do the same sort of work each time. They're not really involved in making a lot of decisions in the business. They don't come to our weekly meetings. They don't come to our monthly meeting, planning meetings, stuff like this. They're just doing their work and they're valuable and we appreciate them. [00:06:28] However, if you need somebody close to you, that's going to help you double your capacity and help you get accomplished a lot more, they need to be next level. They need to be higher level from that. So anything you would add to that?  [00:06:41] Sarah: I would say, let's talk about: when should I get an assistant? [00:06:46] Jason: Okay. When do you think they should get an assistant.  [00:06:48] Sarah: Like now? Now. Usually somewhere and it's different depending on your capacity, typically, it's somewhere in between the 50 and 100 door mark. It may be a little bit sooner depending on your market and is this your full time thing? Are you trying to run eight different businesses at once? [00:07:07] Like, what is your focus like? Really how much time are you spending in the business and willing to spend in the business? All of that will be factors in when this happens, but typically it's somewhere between the 50 and 100 doormark, which is why if you're in the DoorGrow mastermind, then the belt level requirements in order to reach the orange belt, which is your hundred doormark, you need to hire an assistant. It's one of the things on there and most people skip this step and they'll hire other positions in the business. They just don't hire an assistant. And I ran my business, that was the only person I had was an assistant and she was boots on the ground. And then that way, all of the stuff I didn't want to do, I didn't have to do because I had somebody else who could just take it off my plate and do it for me. So it was great. Without her, man, I don't know how I would have been able to do it. I would have had to work probably double or more. And I would have had multiple other positions in the company going at the same time. It just would have been really hard to do everything, especially the way that I did it without somebody there boots on the ground. [00:08:17] Jason: Yeah. So for me having an assistant has like been hugely beneficial so that I can free up my time like it's completely gotten me out of email. I don't look at my email. Do you email me? I probably won't see it, but I'll be told about it.  [00:08:33] Sarah: We closed on a property and he didn't see any of the stuff. Yeah, we were at the closing table and he's like, "hey, I got questions on this." [00:08:40] I'm like, yeah, that's all in your email. He's like, "oh, I don't look at my email." [00:08:43] Jason: Yeah. So, yeah, I don't like dealing with email, right? It's not like my favorite thing in the world. So I was able to offload email. I don't have to like worry too much about my schedule. I just show up and live and do what my calendar tells me to do. [00:08:57] So, having an assistant has just made things a lot easier so I can focus on higher level tasks and working on the stuff that I more enjoy doing and my assistant enjoys doing all those things. Those are things that drain me and my assistant loves it Like she messaged me last night saying how much she loves her job and how much she loves doing all this stuff for me And i'm like, "that's great because I would hate doing it." I just don't want to do a lot of those things that she does. So when to get an assistant? I think most property managers, yeah, certainly once you get up to 50, 60 doors, you're probably feeling a little bit overwhelmed as in that solopreneur sand trap, that's a great spot to get your first team member. They could be a part time assistant, but get somebody that can take some load off your plate. [00:09:40] Maybe you can graduate them the full time as you add more doors, but it's going to double your capacity. Getting a really good assistant can double your capacity overnight, especially if they're taking off your minus signs because you'll have so much more energy, so much more mental capacity, so much less decision fatigue. [00:09:57] You'll be able to get more juice out of the second half of your day if you can get those things offloaded. And so we've got some great resources for how to leverage an assistant that we can support you in at DoorGrow and how to know what an assistant should be doing, which is unique to you. And yeah, and how to make that relationship really effective. [00:10:17] So, so reach out to us and check us out at DoorGrow.Com if you're curious about any of that, and if you don't yet have an assistant, what I think's really wild to me is I've seen business owners that have hundreds of doors, hundreds. And they have an entire team and they're stressed out and they're frustrated. [00:10:34] And this happens a lot, especially in the two to 400 door range, they'll just be burnt out and they wonder why they can't get to the next level. They keep stopping their growth and adding doors and then focusing on trying to get their systems and processes dialed in and they don't have an assistant and they wonder why things are so stressful for them. [00:10:51] And it's cause they're not taking care of themselves. They're not taking care of the most important person in the business. The one person that should have the most support, they're not allowing that person to get support, and it's you, the business owner, like make sure you have an assistant. I've seen business owners have team members that they've gotten assistants for and they don't have an assistant for themselves. [00:11:12] That always just drives me crazy because it's so obvious that there's a problem there. And when I'm talking with them, they're like burnout, they're frustrated, they're hating their business, and, "oh yeah, my operator has an assistant or this person has an assistant or my property manager has an assistant property manager, but the business owner has no direct support." [00:11:32] I'm like, "'well, everybody in my team supports me,' but you didn't build the team around you. You built the team around the business." And so they're just burning themselves out. So this is your invitation. If you're listening and you don't have an assistant right now, and you have any other team members, this is your invitation, or maybe you don't have any team members yet. This is your invitation to go get yourself an assistant. I'm giving you permission that you can go get yourself an assistant. Not that you need it, but you deserve it. Like go get yourself an assistant. You can definitely afford it because if you were able to take half of your time off your plate of the crappy stuff you don't want to be doing, you could easily make a lot more money. [00:12:11] You can spend a lot more time doing revenue generating activities and growing the business. It's almost never an excuse that you financially can't afford an assistant. Because it just means you just have to spend the time doing the stuff that makes money, and you know how to make money and if you don't for some reason know how to add doors or know how to close more deals or know how to make money, we can help you do that dramatically and very quickly reach out to us at DoorGrow. So anything else we should say?  [00:12:37] Sarah: I don't think so  [00:12:38] Jason: Okay, so what's the core message?  [00:12:41] Sarah: Go get an assistant. Do it.  [00:12:43] Jason: All right. Do it now. That's it for today. So until next time to our mutual growth Bye everyone. Oh and get your tickets to DoorGrow live. [00:12:51] This is gonna be an awesome event So go get those you can go to DoorGrowlive. Com. Be there. It's going to be be cool [00:12:56] you just listened to the #DoorGrowShow. We are building a community of the savviest property management entrepreneurs on the planet in the DoorGrowClub. Join your fellow DoorGrow Hackers at doorgrowclub.com. Listen, everyone is doing the same stuff. SEO, PPC, pay-per-lead content, social direct mail, and they still struggle to grow!  [00:13:23] At DoorGrow, we solve your biggest challenge: getting deals and growing your business. Find out more at doorgrow.com. Find any show notes or links from today's episode on our blog doorgrow.com, and to get notified of future events and news subscribe to our newsletter at doorgrow.com/subscribe. Until next time, take what you learn and start DoorGrow Hacking your business and your life.

MY NERVOUS SYSTEM IS DYSREGULATED! This week Drew and Josh get up close and personal with "nervous system dysregulation". This is a term that might have some benefit when dealing with issues like stress management or general wellness, but goes straight off the rails into the unhelpful zone when it comes to anxiety disorders. Declaring an anxious state to be a state of dysregulation might be defended from a semantics standpoint. Operationally however, when we insist that our internal states must be labeled as problems that must be fixed, this can and most times does backfire by activating the threat detection and response system that we're trying so hard to deactivate. The attempt to regulate winds up having the opposite result. Welcome to anxiety paradox number 10,641. Imagine stepping on the accelerator pedal in your car (insisting that you must find ways to extinguish your internal experience) then immediately looking for ways to slow the car down because going fast doesn't feel right. Now imagine what might be possible if you saw your nervous system as responding as designed to a perceived threat. Is it the nerves that must be addressed, or that off-kilter threat scanning and response routine? If you've been trying to find ways to hack your nervous system or force it into some kind of acceptable "regulated" state, and that's proving to be frustrating or disheartening for you in your recovery, this episode is for you. ---- If you love Disordered and think you might benefit from spending 30 full days in an everyday intensive small group recovery support group led by Josh and Drew,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ check out Disordered Boost at https://disordered.fm/boost⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ----- Want to ask us questions, share your wins, or get more information about Josh, Drew, and the Disordered podcast? Visit us on the web at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://disordered.fm⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Disclaimer: Disordered is not therapy or a replacement for therapy. Listening to Disordered does not create a therapeutic relationship between you and the hosts of the podcast. Information here is provided for psychoeducational purposes. As always, when you have questions about your well-being, please consult your mental health and/or medical care providers. If you are having a mental health crisis, always reach out immediately for in-person help.

  On this episode of The Founder's Sandbox, Brenda speaks with Anna Jacob about "Maximing Purpose while Achieving Profits". They speak about her broad experience coming full circle from her experiences growing up that informed her future career purpose- and in assisting women business owners to think strategically on exit strategies.  Anna Halloran Jacob specializes in selling privately owned companies and maximizing their after-tax proceeds. She has also served as Adjunct Finance Professor, Loyola Marymount University, 25 years in investment banking, private equity, and corporate operations. Anna was also COO of a full service advertising company with over 150 employees. Anna is passionate about educating business owners on how to maximize the value of their company for a successful exit. She has significant experience in representing companies in the sale of their business, capital raising and valuations.  You can find out more about Anna Jacob at : Linked IN https://www.linkedin.com/in/anna-halloran-jacob-6543b8193/ Diamond Capital Advisors Show Transcript:   00:04 Welcome back to the Founder's Sandbox. The Founder's Sandbox is a podcast now in its second season. The monthly podcast reaches an audience of entrepreneurs and business owners who learn about building resilient,   00:32 scalable and sustainable businesses with great corporate governance. I'm Brenda McCabe, your host here on the Founder's Sandbox and my mission is simple. I want to assist both entrepreneurs and intrapreneurs in building their scalable, well-governed and resilient businesses. The guests to my podcast are founders, business owners, corporate directors and professional service providers who, like me, want to use the power of the private enterprise.   01:01 small, medium, and large to create change for a better world. Through storytelling with a guest on topics that we touch on, including resilience, purpose-driven enterprises, and sustainable growth, my goal is to create a fun sandbox environment where we can equip one business owner at a time to build a better world through great corporate governance. Today, I'm absolutely thrilled to have as my guest Anna Jacob.   01:30 Welcome, Anna, to the Founder's Sandbox. Thank you. It's great to be here, Brenda. Thank you. You are a managing director at a Los Angeles-based firm, Diamond Capital Advisors Investment Partners. It is a mid-market firm focusing on investment banking, M&A advisory, and capital markets. And Anna and I are going to talk about   01:55 something very near and dear to your heart as well as mine, is maximizing purpose while achieving profits. And if you allow me, Anna, I'm gonna give a brief background on yourself. Anna Halloran Jacob specializes in selling privately owned companies and maximizing their after-tax proceeds. She also has served as adjunct finance professor at Loyola Marymount University.   02:22 25 years in investment banking, private equity, and corporate operations. Anna was also COO of a full service advertising company with over 150 employees. Anna is very passionate about educating business owners on how to maximize the value of the company for successful exit. She has significant experience in representing companies in the sale of their business.   02:51 capital raising and valuations. It's truly a delight to have you here. You have such a broad experience. It was difficult to choose the topic. And I think your broad experience and having known you now for a couple of years while we work with women owned businesses is a testament that you're coming full circle to the episode's title, maximizing purpose while achieving profits.   03:18 I've known you for a few years and it wasn't until recently that I went, aha, I want to invite Anna to my podcast. I learned that you had an early formative or growing up experience that informed your purpose, Anna Jacob, in assisting business owners to maximize profits and alignment to your purpose. Can you share with my listeners, you know, what was that experience that was so formative and what you do today?   03:48 Yes, absolutely. So I'm one of 10 children. And my father was an entrepreneur. And he had a very innovative orthopedic device company. And it was for the betterment of patients. And we were too young at the time to know this was going on. But what had happened was he had received a couple of offers.   04:19 And unfortunately, he did not have advisors that helped him. And the technology was literally shelved. One of the offers was with the largest global medical device distributor in the world. And that would have changed not only patient outcomes significantly throughout the world, but it would also have, you know,   04:47 the technology wouldn't have been shelved and it would have provided retirement for, you know, my parents and so forth and security. We found this out when I was older and it really impacted all of us. And so I wanted to learn everything that I could about how to help entrepreneurs like my dad get the full value of their company to realize their hard work.   05:16 and to better, you know, people's lives. So after business school, I went to work for Lehman Brothers in New York, and investment banking, and did M&A and capital raising for Fortune 500 companies and learned everything I could. Yes, and I applied that I moved back to Southern California where I'm originally from, and focus and dedicated my career on   05:46 helping privately owned companies, entrepreneurs, to achieve maximum value on exit. And part of that process for me is that I like to get involved early on, as Brenda knows, with the entrepreneurs, and whether you're selling a year from now or five years from now, do you have the right advisors in place? Tax attorneys or wealth advisors?   06:16 in order to prepare for an exit. And also just counseling people that received unsolicited offers, you know, what to do. I'm very, very passionate about helping entrepreneurs in that regard. Thank you. It's always extremely enlightening to know what purpose has driven us into our current businesses. And, you know, I think it's   06:43 timely that you agreed to join as a guest in the podcast, because it's an election year in the US, and it just so happens that there are over 66 elections going on across the world today. Actually, not today, but over this in 2024. Interest rates remain high. Inflation is persistent, not only in the US, but in other countries.   07:13 Two wars continue their course. It appears that the US has made a soft landing, and we're going to avoid a recession. What are you observing in the merger and acquisition markets that there may be risks and opportunities with this backdrop during this month of March? Yeah, so last year, the M&A market definitely was down.   07:43 significantly globally. And a lot of that was driven by a very fast increase in interest rates. Yep. Very unprecedented. And that just causes uncertainty. It also causes financing costs to go up. And private equity is the big driver of the M&A market. And costing them more money, it's   08:12 you know, multiples that are paid for companies, which then puts these sellers on, you know, on a holding pattern. But what has happened and it started happening, you know, last fall is with interest rates starting to stabilize and now people are looking to in the future that hopefully to decline if the market is stabilizing.   08:42 both on a volume basis and also the multiples that are being paid. Okay. This is just very recent data, but we're seeing it's positive. We're seeing the stabilization. And, you know, in terms of, you know, what I would say in terms of risks to sellers, it's, we're still looking at instead of 100% cash deals that were, you know, being done.   09:10 Now we're seeing a lot more earnouts. Okay. And with earnouts, there's uncertainty. So, you know, our advice to clients is take as much cash upfront as you can. And, and just to talk about earnouts, you know, that's basically compensation that you will or consideration is a better way to say that for your company based on future.   09:39 either revenue or typically EBITDA milestones that the buyer is going to set to make part of that consideration. And there's just a lot of uncertainty with that. So what what the good news is, is that there's still a lot of money out there. There is 2.6 trillion just in private equity money.   10:05 And because interest rates, you know, borrowing costs are stabilizing, we are seeing, as I mentioned, the multiples starting to stabilize. And, you know, there's so what I would say to a CEO or an owner is know your cash number. Okay. Know what you want, because the earnout may or may not happen. And what we have actually done in certain transactions is negotiated a lower   10:34 total transaction value, but a higher cash component. Because the seller, their objective was to make sure that they absolutely had that cash number in their mind. So I would encourage people to help find that number is to talk to your financial planner and find out what it is that you would, when you do sell, what do you need? Because that will help you   11:03 well before you get into any negotiation or, you know, help representation in that negotiation in terms of what you actually need. So thank you. I like how you've taken us through both the risk side and the opportunities. And I had a little sigh of relief that we- there is a bit more stabilization, despite the headwinds that we've had over the last, I guess, two years, right, coming out of the pandemic.   11:33 On the Founder's Sandbox podcast, I really pride myself on the content my guests bring on real nuts and bolts for company owners. And what I'd like you to talk about is, all right, I listened to this podcast, met Anna Jacob. Yeah, I'm going to look at what my cash, my desirable cash exit value would be. Can you walk?   12:00 us through what is a real M&A timeline and when does it make sense to really line up those advisors? Yes, absolutely. So deals are taking longer in this market.   12:18 The expectation if you're doing an auction, which is what I would recommend to get the highest price, is typically it's about nine months. Some deals are taking longer. But, you know, typically you're, you're going to, and this is if you're well prepared. And by prepared, I mean that you have your financials and you know, it's readily available.   12:48 Um, if you have the due diligence process is pretty intense. So you want to make sure that when people ask you for financials, that you have them readily available. Um, and that increases your credibility, which increases your value. Um, and you know, to your point, Brenda, um, really you don't want, you don't need to get every advisor involved, involved at the beginning.   13:16 I think the first advisor you definitely want to get involved well before you receive an unsolicited offer and offer is what is that cash number? So that would be a wealth manager. Now in terms of my role as an investment banker, I would want to start talking to somebody a year before they're looking to get together so that I can help them.   13:45 figure out what are those two diligence items that you need so that when you go to market, it's very efficient because the longer a deal goes on, the more things that can happen. So you the process is critical. You want to make sure that you hit the market running that you can negotiate. You don't want to keep buyers on hold. You want to create this very, very efficient process. Okay, highest price. So typically, I would get involved   14:15 about a year before just consulting and then getting retained when you are ready to go. I also, in terms of another key advisor, I would bring in a tax expert, and that could be a CPA or a attorney, whatever makes the most sense, when we're getting ready to consider an offer.   14:45 The minute you hit into what's called a letter of intent, that is when you want to make sure that you have already talked to your tax advisor about what does this mean? So for example, just very specifically, it's not about getting the highest value. Okay, my job is to get a seller the highest after-tax proceeds. Got it. So we need to negotiate, know exactly what your cash number is.   15:14 And then also, depending on the form of consideration, buyers are going to have different types of consideration. Maybe someone's going to pay 100% cash, or maybe someone's going to say, I want to do an earn out, or maybe someone says, I want to do milestone payments. And it's very important that if you're going to do something like that, like a milestone payment, that it's not considered.   15:40 compensation where your tax on an ordinary income tax basis instead of capital gains. So all of these things before anybody gets to that letter of intent and they're giving us bids and we say, what is your form of consideration? We're gonna review all those and we're gonna pick the best one that has the best after-tax proceeds for the company and the highest certainty that it's gonna close. And so that's when we get somebody involved. Right, and you bring it back to the cash value, right? That's-   16:09 business owner has dreamed about. Exactly. In order to go on and build another business. Right. And then the M&A attorney comes in to help with the reps and warranties and any kind of exposure. And that's critical at that point. But that's not until you know that this is, what we're doing is we're vetting the buyer so that the seller is running their company. This is how it should be done. They shouldn't be distracted.   16:39 time-consuming process, they're running their company, they're making their numbers, they're running. And we're doing interference with the buyers and negotiating everything and weeding out the people that aren't gonna be the ones doing the highest bidding. And I should note one thing too about this process, Brenda, that's interesting is that we sold a company last year in the consumer sector and they didn't wanna go to auction.   17:08 They were approached by a competitor. Okay. And what we recommended to them was, we know that you think this is the most logical buyer, but we're going to negotiate a higher price from what they offered you. They offered 54 million, which was a good value. We said, we're going to get you a much higher price. And part of that was by us representing them, we were able to negotiate   17:39 what the company would look like on a pro forma basis to the buyer. How much money was the buyer going to save by buying this company? Because the seller had significant technology that was going to reduce their cost significantly. And so we basically did a pro forma showing this is what you're getting. Right. And, you know, we want you to pay for part of this because you're getting this value and you need this.   18:07 Because if you don't buy this company, you're going to have a lot of problems going forward. That was a negotiation while the CEO was running the company. The buyer also knew that we, at any time, could go out to market.   18:23 And we had a whole buyer's list. We had a book put together. We had all the due diligence done. We negotiated that $54 million to $68 million. Wow. So $14 million. So even if a company says, you know, I don't want to go to auction. I don't want to do that. I know who the buyer is. There's a lot of validity in a very efficient type process. You know, I like.   18:51 of this specific example, because it kind of comes back to the work I do with founders pretty early on. They're just starting to scale. It's like, who was the CEO or which was the company in which you inspired your business? Because you want to look and we create a table of peers or comparables that are largely listed companies. And I want to work with the founder to make them look like that.   19:21 And we always ask, what is your exit strategy? And oftentimes, some of the founders I work with want to sell to a potential competitor. So I think this is a real life example of selling to a competitor. The other thing that I wanted to comment based on the process you've walked us through is the due diligence process is very onerous.   19:51 Get your ducks lined up early. I had another guest on the podcast, Lisa Greer-Quateman, an attorney, and she used the word fluff and fold. She recommends on an annual basis, even if you're not considering selling your company, to really go through those corporate governance documents, your tax filing. So the house is in order in that unexpected, unsolicited offer to buy your company.   20:21 So thank you.   20:25 You know, bring it back also to the sandbox.   20:31 If you were on a board, I work a lot in setting up first advisory boards as the company grows, they're going to bring in another series A, they're setting up their board of directors.   20:49 If you were on a board today in the current market context that you introduced us to, what would be some of the topics that you think should be front and center in those boards, Anna? Yeah, I think today it's we're hoping that things seem to have stabilized, right? But I think one of the most critical things   21:19 And I learned this more so as a CEO, a company with 150 employees. So there's a lot of personnel challenges and so forth is really getting together a strategic plan is whether it's three years, you know, at least at a minimum to look at and make sure that all of management is on board.   21:48 It can't just be the founder saying, OK, this is my strategy, is to get input from the key employees, is to make sure that that is one put together and has projections in there. And that it's revisited at least on every six months, if not earlier, where you have real actionable items.   22:16 It's especially if you're in a very competitive market in terms of what are you gonna do to deliver on those projections on those numbers and how is everybody in the team going to contribute to that? So you have to have people that have responsibilities in order to execute on that plan. I think that's critical. I know that   22:44 Operationally, when I was COO, there were certain things that we could do to increase profitability and to increase market share. But without a strategic plan, I think that is one of the most critical things that a board, being on a board that you need to make sure that that is being implemented in supporting the management team to, you know, give your input on   23:14 you know, does this make sense? Are you really looking at the competition correctly? You know, are these, is this realistic in terms of your projections? Just being that sounding board, I think is really critical. You know, as an investment banker, I would, you know, I am qualified to sit on audit committees as an SEC expert. I would definitely think that you would want somebody who was really looking at those numbers and the cashflow.   23:44 especially for capital intensive businesses in this environment to make sure that you have funding that you're not going to run out of cash. Looking at that is very critical. So I think, you know, those are just the two things that come to mind to me, it's the strategic plan, and then also just making sure somebody's really looking at your cash flow.   24:14 And what would happen if something in a down market to run that case, I think is really critical, which is part of the strategic plan. And I would add, based on your experience of 25 years and in different environments, investment bank and private equity and actually as an operator, I think the power of a good corporate board   24:44 is beyond the strategic plan is really pushing the management team CEO to think about options. Right. So it's around, like you were talking about, is it a cash deal? Is it an earn out? What are the milestones? So what are the options? Because maybe there will be an unsolicited offer by the company. So I think I would add to your two comments of what a corporate board would be   25:14 I think it's all about options as well. I think that's such an excellent point because there is an unprecedented amount of private equity out there. And the number of unsolicited offers that are being received by companies has significantly increased over the last, especially in the last five years.   25:44 they, the private equity firms have to get their money out. When we're talking 2.6 trillion of dry powder, that's what's available. Because their LPs will ask for a back if they don't deploy it. And so it's as a board member, and I know you've been very proactive about doing this Brenda to your credit, is when you do receive an unsolicited offer that the board takes a pause   26:15 and says, is this something we want to pursue right now? Is this a good time? Let's talk to an experienced investment banker that we trust to say, what do you think? Just as a sounding board, is this something we should look at? Is this something, what do we do? Can you counsel our founder or owner? Because...   26:43 Once you start that negotiation, you can, it can cause a lot of domino effect, tax wise and also just credibility, the market finds out or, you know, you, NDAs we know aren't necessarily just signing an NDA, what information are you giving? And counseling them on how to get that number.   27:12 you know, what are these people thinking? Are these people that you even want to do business with? Yes. All those things that Brenda, you have brought up to me before is to say, you know, we need somebody to help and figure out what's the situation here. I think board members have that as a fiduciary responsibility.   27:35 Thank you. I would love you to let my listeners know how to contact you. Yes. The best way is LinkedIn. I should say that it's Anna Halloran Jacob, not LinkedIn. OK.   27:56 Fantastic. And that will be in the show notes, as well as diamond capitalizers. Another part of my podcast, and I do this with every guest is bringing your experience and the meaning of certain topics that I am very passionate about and the work I do with founders. And I always go do around with Robin, what does resilience mean to you, Anna?   28:28 Well, I think resilience is in the face of adversity is.   28:37 finding solutions and moving through it. And that is really important instead of panicking or saying, okay, I'm gonna just throw in the towel as to figure out, look, there's a roadblock, how do we get around this? And the more that you can do that with your management team and board, ask for help, because that's resilience. There's always gonna be a challenge, right?   29:07 And options, exactly. Yep, exactly. And for you, what does purpose-driven enterprise elicit? You know, I think I love that you do this for founders. I think it's fantastic. I think it's like what my dad's company was. It was for the betterment of everyone. And to be passionate and to be able to do   29:36 do something that's bettering the world. I think that that's really what it is. And to have a real vision of why you're doing it and if you're passionate about something and it's for the good of mankind. Yes, the greater good. Yeah. While still maximizing profits.   30:06 Yeah. And I do want to do a shout out here. You do advise women-owned businesses. And this month of March is International Women's History Month. So I want to thank you for what you do in helping business owners that are considering selling the business.   30:33 Maybe are, have, aren't yet at that, what cash amount do I want to sell for? And you're ably guiding them, putting them in contact with the different, advisors, domain experts that can help them make that decision when they eventually do want to sell. So thank you for what you do. Well, thank you, Brenda. And.   30:57 I'm so honored to be on this podcast with you. You're bringing an amazing message to entrepreneurs and it's really an honor to be on this. Thank you. Last but not least, what does sustainable growth mean to you?   31:17 So I look at that as sustainable growth is having a proprietary product or service in a large market, large growing market. Got it. Where ideally you have recurring revenues.   31:44 That to me is a sustainable business.   31:49 Thank you. Last question, Anna. Did you have fun in the sandbox today? I did. I always have fun with you, Brenda, but it was really fun. And I love what you're doing. And thank you so much again for having me on the podcast. Well, thank you. To my listeners, if you liked this episode with Anna Jacob, you can sign up for the monthly release of Founders.   32:15 business owners, corporate directors, and professional service providers like Anna to learn about Founder Sandbox, how to build with strong governance, a resilient, scalable, and purpose-driven company to make profits for good. You'll find this podcast on major streaming platforms, and until next month, thank you very much.  

With a 90% startup failure rate and many Fortune 1000 companies unknowingly being on the brink of irrelevance, obscurity, and decline, “Rebooters” are needed now more than ever. In short—leaders need to think about Ubering themselves before they get Kodaked! I have interviewed to hundreds of CEO's over the years, many sharing their stories on how they rebooted themselves and their organization to adapt to and thrive in the future. Strategically, Rebooting your organization focuses in on three key area of transformation: People, Platform, and Passion. Operationally it requires infusing organizations—especially large ones—with the speed, thrill and attitude of a hectic entrepreneurial startup, combined with the urgency, focus and results of a disciplined turnaround. As an operation partner, board member and serial CEO, I have led my share of reboots (and turnarounds), and often look to organizations like the TMA (Turnaround Management Association) for support. With 10,000 members and 58 chapters globally, the TMA is a helpful resource for struggling companies when they need it most—from industry titans to scaleups. When CEO's ask me, about the difference between a Reboot and a Turnaround, I advise them that: you reboot an organization before you need it, before it's too late, before the ‘turnaround guy' shows up. To unpack this and more, we invited CEO Scott Stuart for this episode of The Reboot Chronicles. With 30 years of restructuring experience, Scott has some pointed stories and tips, from his front row seat watching companies fall and helping them climb back out of the muck. --- Send in a voice message: https://podcasters.spotify.com/pod/show/rebootchronicles/message

What does the Air Force's nuclear weapons department have in common with multifamily syndication? Geoff Kudlacz. Kudlacz — known as “Geoffrey Dollars” on social — joined our host Slocomb Reed on the Best Ever Show to discuss his transition from Air Force nuclear missile operator to multifamily syndicator, including how he got started by raising capital from family and friends for his first deal, which was located in a neighborhood that you would not want to find yourself in. Kudlacz goes on to discuss his tips for getting started in multifamily syndication, the mistakes he and his team have made and the lessons borne from them, and why finding the right partner(s) is everything. Key Takeaways: The Property Management Tipping Point: The reality about third-party property management is that they'll never do everything the way you want it to be done. That's the tradeoff. Operationally, once you get your business in order and you optimize NOI, then it's time to consider vertically integrating with in-house property management. It's a natural evolution that every syndicator eventually reaches. Mistakes and Lessons: The road from nuclear missile operator in the Air Force to being a GP on 700 multifamily units was littered with mistakes and valuable lessons learned — mistakes like overspending in the wrong areas, overshooting rent projections, and buying buildings outside of the team's operational wheelhouse. But mistakes have to happen. If you worry about being perfect on your first deal, you'll never get started. Partnerships Are Everything: When choosing partners, don't be blinded by the dollars they might bring to the table. You can find money anywhere. The right partners are rare. A partnership is like a marriage — you'll be interacting with this person and having difficult conversations with them daily. Treat the search process as such. Geoff Kudlacz | Real Estate Background Managing Partner | Pacific Sands Funds Portfolio: GP on 700 multifamily units across four states Based in: Los Angeles, Calif., and Kansas City, Mo. Say hi to him at:  Geoffreydollars.com Instagram LinkedIn Best Ever Book: Buy Back Your Time, by Dan Martell Biggest Lesson: Stick with what you know. If you're going to buy something that's outside of your purview, make sure it's at a small scale and you're doing it with your money and not your investors' money.   Sponsors BAM Capital

Welcome to Season Five of the 17Twenty Podcast! This year we kick off the new season with Scott Kimpland of FMI.  As a seasoned industry expert with 37 years of experience, Scott offers a wealth of knowledge on essential aspects of construction such as labor cost estimation, project selection, and fostering a robust company culture. Scott shares valuable wisdom nuggets on successful contracting, underscoring the importance of creating operational consistency and establishing trust and communication. Be sure to follow Scott on LinkedIn to stay updated with his valuable insights in the world of construction.|| Connect with Us || Check out all our episodes on all major streaming platforms, and further engagement with the 17Twenty crew on social media at:https://17twenty.buzzsprout.com/https://www.linkedin.com/company/17twentyhttps://www.instagram.com/17twentypodcastGrab your copy of the Mountain Mover Manual: How to Live Intentionally, Lead with Purpose, and Achieve Your Greatest Potential, by Kevin CareyOriginally in print:https://amzn.to/441OPeHAnd now available on Audible:https://adbl.co/45YIKB2

Therese B. Pandl, RN, MN, MBA, FACHEExecutive SummaryTherese is a healthcare executive, with over 35 years of progressive leadership in large, complex health care systems. Successful record of achievement in building integrated systems of care, advancing physician alignment, improving clinical delivery systems as well as developing successful risk-based payment models. She has led strategic growth initiatives including multiple physician integration initiatives, alignment of independent hospitals, development of a provider-sponsored health plan as well as service line expansions. Operationally, Therese drove a division structure to reduce redundancies, increase efficiency and reduce costs across the continuum. Therese is recognized for developing teams that produce significant results while maintaining effective board, physician, and staff relationships. Passionate about coaching to enhance leadership capacity, driving improvements in safety, quality, and affordability.Professional Experiences• HSHS: Eastern Wisconsin Division President and CEO• HSHS: President and CEO St. Vincent Hospital and St. Mary's Medical Center• Columbia St. Mary's: Executive Vice President and COO; Executive VP of Hospital Operations; EVP Ozaukee Region• St. Mary's Hospital, Ozaukee: Senior VP and COO.• St. Mary's Milwaukee: Vice President of Operations; Vice President of Patient Services, Director Special Projects, and Education; various clinical leadership positions Key Career Accomplishments• Achieved highest performing division within system as Division President and CEO, drove performance of 4 hospitals including the partner relationship with an integrated physician clinic with over 400 providers (Prevea Health) and minority affiliation with a fifth hospital. Grew revenue and operating margin by over 35% over the 11 years served.• Served on system-wide strategy team and led various system initiatives including clinical and operational improvements.• Developed financial integration and partnership models with large multi-specialty physician group and separately with a progressive medical oncology group.• Led initiative to implement EMR in division, which was later adopted and installed across the system.• Developed strategic partnerships with regional hospitals through minority equity investments and service line strategies to coordinate care in broader market.• Created Division structure for all 4 hospitals to function cooperatively with a single executive team, shared management, spreading expertise to drive highly reliable patient care, providing standardized, high quality support to each facility. Reduced management structure by over 50%.• Implemented service line structure across the division, with vision, strategic plan and dashboards for each line. Growth and performance improvement demonstrated in each line.• Led development of provider-sponsored health plan in partnership with well-respected existing insurer to leverage their infrastructure. Previously served as president of hospital-physician organization, which contracted with managed care to drive appropriate payment protocols.• Developed designated Children's hospital within a hospital, achieving significant community support through a successful multi-million-dollar capital campaign with Aaron Rodgers as Honorary Campaign Chair.• Designed and delivered regional system agenda for performance improvement, including quality & safety, executive sponsor for LEAN program, data- driven efficiency processes and improving patient satisfaction.• Oversaw major facility construction projects including replacement hospital, inpatient tower additions, ambulatory surgery centers, physician clinics, etc. totally over $800 million.• Chaired Wisconsin Hospital Association (WHA) board, served on multiple committees and received WHA Distinguished Service Award.Education• MBA University of Wisconsin Milwaukee, 1992• MN Master of Nursing, University of Washington, Seattle Washington, 1979• BSN University of Wisconsin, Milwaukee, 1976 Certifications, Honors and Affiliations• Fellow American College of Healthcare Executives• American Hospital Association – Regional Policy Board- 2018 to 2020; Governing Council for Metro Areas 2011-2014• Medical College of Wisconsin- Green Bay Campus Community Advisory Board 2015-2019• St. Norbert College Schneider School of Business Advisory Council 2015-2020• Congregation of St. Agnes Sponsorship Board, Fond du Lac, WI.  Jan. 2015-2018• Prevea Health, Board of Directors 2009- 2020• Nicolet National Bank, Board of Directors, 2010- 2016

Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: High Impact Medicine - Impact Survey Results and Marginal Funding, published by High Impact Medicine on November 21, 2023 on The Effective Altruism Forum. Introduction As part of the Marginal Funding Week, we want to give a brief update on High Impact Medicine, describing which projects marginal funding is likely to be spent on. High Impact Medicine (Hi-Med) is a non-profit organisation dedicated to inspiring and empowering medical students and doctors to make impact-driven decisions in their careers and giving. Theory of Change This is an overview of our activities, our current definition of positive impact, our target audience and the outcomes we monitor. The main assumptions behind our theory of change are: Target group-specific interventions can improve altruistic behaviour change beyond broad outreach: Interventions customised to professional groups account for background-specific needs, abilities, and goals. Professional peers can be potent facilitators of altruistic behaviour: Role models are an important trigger for altruistic behaviour change. Change is more likely when someone is "like me", i.e. belongs to a relevant peer group. Medical doctors are a well-suited target group for altruistic impact considerations: They are often strongly altruistically motivated, exceptionally skilled, and scientifically minded, and they often have significant career capital and high incomes. Proof of concept: Past interventions and their validation We conducted various programmes, interacting with > 500 medical doctors and students over the past two years. The full 2023 Impact Survey Executive Summary can be found here. The evaluation of our inaugural introductory fellowship cohort has been published in an academic peer-reviewed journal. Bioethicist Benjamin Krohmal recently ran an elective course for medical students at Georgetown University School of Medicine in the US, "Beneficence & Beyond: How to do the most good with your medical career", that was inspired and informed by our introductory fellowship. Our monitoring and evaluation team is currently helping to assess the results, and we are in conversations with other universities to run similar programmes. What we learned There is substantial interest in the medical community to learn more about doing the most good: We also got preliminary confirmation that the medical background of the High Impact Medicine team meant that we were able to form genuine and meaningful connections with our members, which in turn increased the tractability of our efforts. It's likely that a mix of interventions that matters: All individuals for whom Hi-Med has facilitated career changes have participated in both the introductory fellowship and 1:1 conversations. 1:1 conversations seemed to be particularly important in influencing them to make these career and giving decisions. We have seen the most positive impactful changes in individuals with high scores in altruistic motivation & career capital: This was an observation from our most successful case studies. Time investments to attain giving pledges can be extremely low: Charismatic individuals can initiate someone strongly considering a donation pledge in a single 1-1. Impact attribution is challenging: Individuals engage in multiple interventions, complicating evaluations. Reliance on volunteers is unsustainable: Operationally, our rapid community growth and reliance on contractors / volunteers strained our organisational capacity. Looking forward Based on our evaluation of past and current programmes, we plan to iterate in the following way Select for and attract more promising individuals (e.g. by building external credibility) and provide them with timely and individualised support (e.g. more 1:1 calls, a career fellowship cohort starting every other month, biosecurity career change ...

General Wayne Eyre, the Chief of the Defense Staff for Canada, joins Joe to share over three decades worth of leadership lessons, including how reading, writing, and reflection have shaped his career. They also talk about what it means to be a professional in today's military, the importance of holistic health and fitness for leaders, and why failure is a great teacher.  Gen Eyre joined Army Cadets at age 12 and has been in uniform ever since. Gen Eyre attended Royal Roads Military College Victoria and Royal Military College of Canada Kingston. Upon commissioning in 1988 he joined the 2nd Battalion, Princess Patricia's Canadian Light Infantry (PPCLI), and has had the great privilege of spending the majority of his career in command or deputy command positions, including commanding 3 PPCLI, 2 Canadian Mechanized Brigade Group, 3rd Canadian Division and Joint Task Force West, Deputy Commanding General – Operations for XVIII (U.S.) Airborne Corps, Deputy Commander United Nations Command in Korea, Deputy and for a short time Commander of Military Personnel Command, and Commander Canadian Army. He has been in the Chief of the Defence Staff role since February 24, 2021.Operationally, Gen Eyre has commanded a rifle platoon with the United Nations Force in Cyprus; 2 PPCLI's Reconnaissance Platoon with the UN Protection Force in Croatia (including the Medak Pocket); a rifle company in Bosnia with NATO's Stabilization Force; the Canadian Operational Mentor and Liaison Team in Kandahar, Afghanistan advising 1-205 Afghan National Army Brigade in combat; as the Commanding General of NATO Training Mission – Afghanistan, where he oversaw the force generation, institutional training, and professional development of the Afghan National Security Forces; and as the first non-U.S. Deputy Commander of United Nations Command Korea in its 69 year history, and as such was the most senior Canadian officer ever permanently stationed in the Asia Pacific region. Among various domestic operations, he was the military liaison to the Government of Manitoba for the 1997 floods, commanded a company fighting the 1998 British Columbia wildfires, commanded the Task Force that secured the 2010 G8 Summit, and commanded the military response to both the 2015 Saskatchewan wildfires and the 2016 Fort McMurray, Alberta evacuation.As a staff officer, Gen Eyre has served with the Royal Winnipeg Rifles, Land Force Western Area Headquarters, in the Directorate of Defence Analysis at NDHQ, and as the J3 of Canadian Expeditionary Force Command. He is a graduate of the U.S. Army Special Forces Qualification Course, the U.S. Marine Corps Command and Staff College, the U.S. Marine Corps School of Advanced Warfighting, and the U.S. Army War College. He holds a Bachelor of Science and three master's degrees (Military Studies, Operational Studies and Strategic Studies). His decorations include the Commander of the Order of Military Merit, the Meritorious Service Cross, the Commander-in-Chief Unit Commendation, the Chief of the Defence Staff Commendation, the Order of National Security Merit from South Korea, the French National Order of Merit in the rank of Commander, and was three times awarded the U.S. Legion of Merit, including in the rank of Commander.

Sam is a real estate entrepreneur and content creator who captures millions of views across platforms. Rob and Sam discuss insights and wisdom on all things entrepreneurship, real estate and how you can build a successful empire. KEY TAKEAWAYS Wealth in real estate is accumulated over time, it's better to build a portfolio over a long period rather than ‘flipping' properties. The margins and profits for both Rob and Sam's education businesses are lucrative and can help plug cash flow gaps during more turbulent times. Operationally, buying, selling and renting houses can be a headache, this is why Rob prefers the training side to his business. Both Rob and Sam agree that it's better to own your own house than rent. Only the interest element of owning a house with a mortgage is ‘dead money', you are paying your debt down whilst the house is increasing in value. If you don't have the money or cash that's ok, someone else can see the value and provide it for you as long as you are buying an asset that will increase in value. BEST MOMENTS “I find real estate quite boring” “You can pivot a lot easier in the education space especially if you have eyeballs that trust you” “Your end goal should be to own a house” “You can literally create your own wealth path by borrowing money” VALUABLE RESOURCES https://robmoore.com/ bit.ly/Robsupporter   https://robmoore.com/podbooks  rob.team ABOUT THE HOST Rob Moore is an author of 9 business books, 5 UK bestsellers, holds 3 world records for public speaking, entrepreneur, property investor, and property educator. Author of the global bestseller “Life Leverage” Host of UK's No.1 business podcast “The Disruptive Entrepreneur” “If you don't risk anything, you risk everything”   CONTACT METHOD Rob's official website: https://robmoore.com/  Facebook: https://www.facebook.com/robmooreprogressive/?ref=br_rs LinkedIn: https://uk.linkedin.com/in/robmoore1979   See omnystudio.com/listener for privacy information.This show was brought to you by Progressive Media

Ready to take your organizations efforts around LEARNING and IMPROVEMENT to the next level? Yeah, The HOP Nerd LLC can help with that! Visit www.thehopnerd.com for more. Thank you for your support! Please subscribe and leave us a review. Want to show your LOVE and SUPPORT for the podcast and all the free resources Sam provides? Buy him a coffee at https://www.buymeacoffee.com/thehopnerd/

Ready to take your organizations efforts around LEARNING and IMPROVEMENT to the next level? Yeah, The HOP Nerd can help with that! Visit www.thehopnerd.com for more. Thank you for your support! Please subscribe and leave us a review. Want to show your LOVE and SUPPORT for the podcast and all the free resources Sam provides? Buy him a coffee at https://www.buymeacoffee.com/thehopnerd/

Ready to take your organizations efforts around LEARNING and IMPROVEMENT to the next level? Yeah, The HOP Nerd can help with that! Visit www.thehopnerd.com for more. Thank you for your support! Please subscribe and leave us a review.

As a current Brigade Commander Colonel Jon Harvey oversees an embedded team of human performance professionals as part of the Army's Holistic Health and Fitness (H2F) program. Because human performance in a military setting is so dependent on leader buy in, we wanted Colonel Harvey's perspective on how he utilizes this team, and why he is personally so passionate about the program. It is obvious in this conversation that he is all in, and they're already seeing some impressive results. Colonel Jon Harvey is a US Army Field Artillery Officer and commander of the 18th Field Artillery Brigade at Fort Bragg, North Carolina. He has commanded soldiers at every level from small units up to brigade, and he has extensive staff experience to include the Joint Staff, the Army Staff, and U.S. Forces Afghanistan. His postings have taken him all over the world from Korea, to Fort Sill, Oklahoma, to Fort Drum, New York, to Washington, D.C and now to the center of the universe at Fort Bragg. Operationally, he has served in Kosovo, Afghanistan, Haiti, and Iraq. He has a bachelors in political science from Eastern New Mexico University, a Masters from the Army Command and General Staff College, and a Counterterrorism and Public Policy fellowship from Duke University where he focused on military senior leader decision making and the Army's professional military education of staff officers. You can find Colonel Harvey on his (very active) Instagram page. The 18th FAB H2F team (STORM) also has their own Instagram page.

Sunday, April 30

Charesse Spiller is the Founder and Principal Consultant for Level Best, an operations and process strategy consulting firm based out of Houston that helps advisory firms evaluate and improve their operations and processes by focusing on three pillars: streamlining, automation, and delegation. Charesse has established a distinctive consulting firm that sets itself apart by not only educating financial advisors on how to systematize and automate their processes, but also serves as an outsourced provider that builds and implements systems on behalf of clients. Listen in as Charesse discusses her approach to evaluating an advisory firm's technology, processes, and systems, why a lack of clear accountability for team members as the firm grows is often the real blocking point for larger RIAs seeking to scale, and why she created her educational resource and community to educate operations professionals on how they can optimize their systems and processes on an ongoing basis. We also discuss why she hired a financial coach to avoid burnout and improve her leadership skills, what it was like scaling a service firm and transitioning from employee to founder, and how she leveraged local mentoring programs, read business books, and formed two Mastermind groups to develop her own skills as she and her business grew. For show notes and more visit: https://www.kitces.com/329

In both the military and law enforcement universes, there's often an understandable amount of friction between the people out where the action is and those who help them get there and support them in their work. In this episode, Jim and Mike discuss ways to smooth cooperation between the people behind the scenes and the officer on the street or the pilot in the seat. When you really think about it, everybody's supporting somebody and nobody's completing the mission alone. Learning to distinguish between your “boss” and your “customer” can help you focus on operational success whether you're the one calling in the air support, flying the plane, or keeping the plane flyable. As the saying goes, the chicken is involved in breakfast while the pig is committed…but breakfast ain't happening without both doing their jobs. Links: Randy Pausch Achieving Childhood Dreams   Find us on social media (Facebook/Twitter/Instagram/YouTube) @TacTangents You can join the conversation in our Facebook Discussion Group. Find all of our episodes, articles, some reading list ideas, and more on our website www.tacticaltangents.com   Like what we're doing? Head over to Patreon and give us a buck for each new episode. You can also make a one-time contribution at GoFundMe.  Intro music credit Bensound.com  

Listen in as Host Bill Nussey talks with Tom Jensen, CEO and Cofounder of the publicly traded, Luxembourg and Norway based FREYR Battery. FREYR is emerging as a leader in clean, high density battery cell manufacturing. Jensen shares insights into the driving forces that have shaped FREYR to date, the importance of upstream and downstream partnerships, and why the company is committing some $2.6 Billion to the facility envisioned for Coweta County in Georgia. And, since FREYR's Giga Arctic will be powered by 100% renewable energy, you will want to know what the plans are for powering Giga Americas in Georgia.    Useful Links: FREYR Battery FREYR Battery Announces Plans for U.S. Gigafactory in Georgia | Business Wire Qcells to More than Double Production in Georgia, Create 2,500 New Jobs Every Politician Wants Green Jobs in This Bitter US Battleground

This week, Britt and Sam are joined by Rebekah Horowitz, Senior VP of Operations for the Rep'M Group. Rebekah addresses all potential franchisees' biggest fears, from scaling correctly to site selection. She left a career at a Fortune 50 company to help business owners create operationally sound enterprises. If you're nervous about your next career move and taking the leap, listen to this episode.

At DoorGrow, we have made some MASSIVE changes to our coaches and programs with even more to come! In this episode, Property Management Growth Expert Jason Hull shares some recent additions and big changes in his life as well as in the business. You'll Learn… [01:22] Personal updates from the host [06:54] Meet the DoorGrow team and what they do [15:36] The NEW coaches we're bringing on [18:07] We cracked the code: the DoorGrow Code [23:36] PR: the new property management growth hack [27:26] The DoorGrow SUPER SYSTEM! (5+ systems in one) Tweetables “We are definitely not immune to the struggles that entrepreneurs go through.” “Sometimes there's just some stuff holding people back, and I find mindset is the best thing that I can help clients within the program.” “I want to create this community. I want to impact the industry positively.” “The property management industry has a couple of major challenges at the present. The biggest challenge is the awareness challenge.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive TalkRoute Referral Link Transcript [00:00:00] Nobody else is doing the stuff at the level that we're doing. Nobody else has the Avengers team of coaches that we are building. We're building the best. And then we have our new DoorGrow Super System, which is all these software and coaches and all these different major systems you need to build in your business like the hiring system, the planning system, the process system, your sales system, all these systems we call Super System. [00:00:25] Jason Hull: Welcome DoorGrow Hackers to the # DoorGrowShow. if you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you're interested in growing in business and life, and you're open to doing things a bit differently then you are a DoorGrow Hacker. DoorGrow Hackers love the opportunities, daily variety, unique challenges and freedom that property management brings. Many in real estate think you're crazy for doing it. You think they're crazy for not because you realize that property management is the ultimate, high trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the bs, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. I'm your host property management growth expert, Jason Hull, the founder and CEO of DoorGrow. Now let's get into the show.  [00:01:22] So before I go too far, let me just say, I'm going to share some news. So we've done some really cool things lately at DoorGrow, and I've had some personal changes in my life that I think are really awesome too. So I just got back from Mexico, and I got married while I was there. So Sarah and I-- Sarah is the COO and operator of DoorGrow. She was my fiance and now she is my wife. Right? So we got married while we were in Mexico. This was planned, by the way. This was a destination wedding in Cabo San Lucas at a resort, and it was very beautiful, but it was like stressful for us. Really stressful. Like getting married legally in Mexico is a challenge. A lot of people probably don't do that. They probably just do it in the U.S. Sarah wanted to get married legally in Mexico. And I was on board, but our wedding planner was not equipped to handle that. She normally just does the pretty stuff, ceremonially at the hotel and made the mistake of saying that they could do this and put things off and didn't listen to us, and the customer service level's really, really not there. Like poor communication, always putting us off. " I'm dealing with a bunch of events right now. I'll help you later. We have it handled. It'll be great. It was not handled, so we ended up getting the ceremony done, but legally, the whole week after that was supposed to be like honeymoon time was us dealing with the legalities and back and forth between a lawyer, a new wedding coordinator, marriage coordinator-- because the first one we basically fired-- and like a judge and all this communication, getting everything handled. You have to get a blood test to get married to Mexico, and you have to get your birth certificates translated and apostilled. I didn't even know what that meant. [00:03:19] So it was a bit dramatic and a bit stressful and we eventually got it all handled, and there was a lot of stress for Sarah and I leading up to that because we're doing cool new programs and launching new stuff at DoorGrow, and then we had some like issues with our sales team and like sales not happening because we had a problem with lead generation and stuff like this, and it was just, you know, that's business. That's part of business. We are definitely not immune to the struggles that entrepreneurs go through. [00:03:50] So, and we've been making rapid changes in the business. Lots of changes. So I recently launched the DoorGrow Code. Nobody's done this before. I highly recommend you reach out to my team and get access to one of our recordings of the DoorGrow Code webinar that we just did. It's really cool. So the DoorGrow code is basically this journey and life cycle of the property management entrepreneur, and it's how you can collapse time. We cracked the code. This is the code, and how to go from zero to a thousand dollars, if you want to, in three to five years and in as quick of time as possible, and all the different systems and things that you need to get dialed in. And so we've built our programs around this so that you can grow your business rapidly. And so our new mastermind is even better than before. It's not a fit for everybody, but our new mastermind is really awesome, so I highly recommend that you check it out. So now also it is the day before Thanksgiving as we're doing this recording right now live and, you know, I just, I'm also super grateful. So Sarah and I recently purchased a home, it's like a million dollar home in Round Rock, Texas, and so it's on a golf course. It's beautiful, really nice area. I really like this area. We're just north of Austin. The downtown area is a little bit too crazy for my taste, but this is more residential and it's a nice area. We love downtown. We like to go downtown for fun, but we're like 30 minutes away and we're out of the crazy. So, and I really like this area, so. Lots of good things. Married, new home, and we're now fostering a pit bull like a new dog. So, and Sarah's already got Parker, who's a pit bull mix. I believe pit bull with a Great Dane is what we're guessing. It's a little bit taller than a pit bull, a little bit narrower head, a little bit... beautiful dog. And now we're fostering this like maybe one, two year old. Dog that is a-- we just looked it up-- a blue nose brindle pitbull, beautiful dog named Chance. So we're going to see how that goes. Right now we can't really get them near each other. They're both kind of A type personalities and so we're trying to like, give them treats and get them near each other a little by little and get them used to each other. And so far, it's going pretty well. It's going pretty well. [00:06:15] There hasn't been any major (growling noises), you know, fights or bites or anything like that, so there hasn't been any of that yet. So that's good. But they're a little bit nervous around each other, and they're both like kind of high energy dogs. So, so that's, that's kind of the stuff that's going on. So, Thanksgiving tomorrow, I don't have my kids this Thanksgiving, so it's a little weird having holidays without the kids. [00:06:38] I feel like that's just strange. But I wanted like to talk about just a little bit on this call, just kind of let you know like, what's going on in my world and let you know that I'm grateful. So I'm really grateful. Life's good. I've got a lot of really awesome blessings. I've got an amazing team in the business. [00:06:57] We've got, you know, Ashlee and Giselle over client success. They're really taking care of our clients, holding their hands, getting them access to all of our different resources and materials. That's a huge load off my plate. We've really put a lot of time and attention into client success. Those that aren't familiar with client success, it's not the same as customer support or customer service, which we have a team doing that. Client success is basically in coaching programs, this is the team that keeps track of which clients are doing really well, which ones aren't showing up to calls, which ones aren't doing as well, you know, and how can we facilitate things and help them, you know, do well, is the idea. So we've also put a lot of attention into optimizing and improving the fulfillment side. For my fulfillment team, which is run by Adam, he's been with me for... I mean, it's got to be coming close to a decade now. I don't know. But Adam's an amazing team member. He knows how to do just about everything in the business I do to some degree on the technical side and in our billing software and stuff like that. And Adam's been-- he's phenomenal. And he's always traveling somewhere else in the world. Super grateful for Ashlee and our new team member, Giselle in client success. Also super grateful for Adam and the entire fulfillment team that he oversees. We've got two logo designers. Grateful for you two. They're a husband and wife team actually. So we ended up bringing one on, and then we brought in the other's partner, and we're the world's leading property management branding and design agency. And it's because we have really great people that handle that. And so, amazing logos. We've done so many rebrands and so many logos. Nobody else has done anything like this in the industry. It's just nobody else has done this. And so, we've rebranded hundreds of companies. We are the world's leading property management branding agency without question. And we do a great job.  [00:08:52] And related to that, we also do their websites. We do their print collateral, like the business card designs and yard signs and mailer postcards for direct mail and like all this kind of stuff. And so, really appreciate our design team. We also have web designers. Mike's been with us for a while. He's our head developer, coder guy and helps with support and we've got Morgan, who's-- two different Morgans on my team: sales Morgan and support Morgan. Support Morgan is male and Canadian, and our sales Morgan is female and here in the US right? Canadian Morgan's been with me for a long time. Really appreciate him and the support that he is able to provide our clients and he helps with getting, gather, kudos, stuff set up. He helps with support tickets and website changes and things like that. Gosh, and I know I'll probably leave somebody out, but I'm just really grateful for everybody on my team. We have an amazing team. [00:09:52] Super grateful for Sarah. Of course. She's really shifted things throughout the whole business. Operationally, she can see things that I can't see. She is intuitive. Super intuitive. She just knows things are off either in an area financially and I'm able to bounce all my ideas off of her. She's really sharp. She's an INTJ for those that are into Myers Briggs. So she's a brilliant strategist. And so I really a appreciate having her, of course, in the business as well as romantically and personally, right. So gosh who... I'm going to pull up my team so I just don't forget anybody that I want to point out here. We've got an amazing team at DoorGrow and we are expanding beyond our core team. We're also bringing in coaches, so I'll tell you a little bit about that. So it's no longer just the Jason and Sarah show, where Sarah's kind of coaching more on the operational side. So that took a big load off my plate with helping property managers implement DoorGrow OS, which is better than EOS and better than Traction and better than all that kind of stuff that's floating around out there. So she's really taken ownership of that and helping that. Also, our hiring system is amazing. So we've got DoorGrow ATS and DoorGrow Hiring. ATS stands for Applicant Tracking System, which is a system that I built out for getting really good team members. So that you don't waste time on people that are not a skill fit, culture fit and personality fit, you need all three fits. So we've really made a lot of improvements in our systems and in our program and in how we keep track of clients and where they're at in the process and making sure they're clear on where they're at in the process. [00:11:32] And we've got roadmaps and we've got checklists and like it's-- we've just made so many improvements this year, so I'm just super grateful for the team that supports me and all the stuff that we have going on. I want to point out, you know, my gratitude today. [00:11:47] Oh man, I'm also really grateful for Madilyn. She goes by Madi now, but Madi's my daughter and she creates most of the stuff that you see on my social media personally and at DoorGrow on any of our social channels. She creates the video, she edits all our case studies and testimonials. She makes most of the videos that you see on our YouTube channel... reels all this stuff that's Madi, and she does a great job. We really appreciate her and she just keeps increasing her skillset and it's really funny, like she's able to speak in a voice-- I did a podcast episode with Madi previously, which some of you all might enjoy. If you're curious, what's it like working with dad? You know, she shares her perspective about me on that podcast episode. That was fun. And, who have I not mentioned? Brittany. Brittany was originally my assistant. Now she just helps with like podcast setups and like some billing stuff and things like this because she wanted to focus on being more of a mom and adopting kids. Still appreciate Britney, she operates, you know, kind of quietly in the background, just consistently getting stuff done. [00:12:50] We've also got Kyle. I'm grateful for the marketing ideas and lead generation ideas that he's brought to the table that's really helped move us to the level that we're at now. And we are also bringing on a new kind of fractional director over marketing that's really sharp named Amara. So Amara, you know, shout out to you. We appreciate you as well. We're really excited to see the new stuff that you're helping us implement and getting us shifted into. And we're getting set up on HubSpot, y'all. So we're getting that set up and so we have better tracking internally, but I don't recommend that for property managers. There's better like CRMs I think for property managers, one of which we're developing, which is coming, which is DoorGrow CRM. Pretty awesome. Really excited about that. Has like landing pages and text message automation and like voicemail drops and all sorts of cool stuff that you're just not experiencing with any other CRM in the property management space right now. And we will be building out and optimizing stuff so that we have some preset stuff that's really going to help you grow your business. So we brought in a coach that's helping us with that, John Chin, who's one of our clients, but he actually took some of the stuff that we're doing that we teach related to getting partners that refer and introduce you to investors. He's put that on steroids with leveraging these systems, and so we're really excited to have him help out with coaching clients now as well. So anyway, I get excited about our offer and our product but.  [00:14:25] Grateful for Vin. He's our web designer. He does great work creating our SeedSites. We still call them SeedSites, our designs. And I mentioned our logo designers, that's Grace and Raymond. So really appreciate them. Raymond does amazing work and we're really excited that we now have brought Grace on board. And then, who else have I not mentioned by name? I mentioned Giselle. She's brand new, really helping out Ashlee and client success, and Ashlee's having a baby. So congrats to Ashlee on the team. So really appreciate Ashlee. Brought her home for client success. She used to work in like a convalescent hospital, I think, or nursing home-- nursing homes or whatever. And she'd set up programs and create community and connection. We're like, you'd be perfect for this. And she really was. She's been a great fit. So we've just got such an awesome team. Really appreciate everybody on the team. We've also got Jane and Justin. They're our setters. So they do a lot of the follow up and outreach and nurture and stuff like that.  [00:15:25] Key point or like what I'm trying to share, I guess, is that I'm really grateful, super grateful for our team. I'm also really excited and grateful for the extension to our team. Now we're bringing in experts, people that have been really seasoned experts in the industry. We've got experts that have come from channels like Home River Group, and they're really amazing at acquisitions. We've got experts coming in that, like Errol Allen, who is going to be working with our clients on process documentation. He's kind of the expert at this. We've got Jo Olivery, who's in Australia, expert at systems and is Disney certified, which I guess is a big deal in operations. So we've got her coming on board as a coach and we've got Roya Mattis. She's a really brilliant, amazing, intuitive mindset coach. Really helping people deal with issues that are holding them back. Sometimes there's just some stuff holding people back, and I find mindset is the best thing that I can help clients with in the program. And usually all the coaching and stuff that we do, whether it comes to operations or sales or whatever-- When I ask clients, "what's the best thing you've gotten out of the program?" a lot of times I would hear "mindset." And I always thought that was so weird. It's the mindset. Really mindset-- it's throughout everything that we do, and we brought in a mindset coach who's really like helped us identify some cool things. She works with me personally, works with Sarah personally. [00:16:51] She just did an amazing training on the basic needs, and I realized my basic need is like, love and belonging. That's why I do what I do. I want to like benefit people. I want to create this community. I want to impact the industry positively. Sarah's basic need is power and achievement. She wants to accomplish stuff and get stuff done, and that works really great having an operator that helps facilitate that stuff in the business. She's always looking for how can we like level up clients and level up things. And so we both have this drive and motivation to benefit our clients from different perspectives. Right. Which is really helpful. Anyway, and I know there's, there's probably some, there's other coaches that we're bringing on that I'm probably missing, but yeah, we're always adding more coaches. And if you're listening, if you feel like you're like one of the best in the industry, we want the best. If you feel like you're one of the best, you want to be part of this mastermind and, you know, get paid well to invest some of your time towards DoorGrow and work with some of the best clients, really the best people in the industry. Our clients are so growth-minded, like positive mindset, like they're high functioning, like we have some amazing clients ranging through our DoorGrow code from white belts up to black belts. We've got these different belts and black belts are like a thousand door plus. And then white belts are they've got their first door, right? So. We also launched the DoorGrow Code, which I mentioned. The DoorGrow Code shows these different stages. It helps you know exactly like what's that secret question that you have in the back of your head that's holding you back and like, what are the problems you're dealing with right now? [00:18:20] What do you need to stop doing in order to get to that next belt level or that next level of growth? This really is a mindset shift for people when they just see this. You can identify quickly where you're at, how many doors you're at, what your revenue is, and very clearly see what you need to do, and you can even look at previous stages and go, "oh, I didn't do those things. That's why I can't move forward. I'm kind of tethered to this belt level way back here that I didn't solve that problem. That's why I'm so frustrated with my team or why I'm so frustrated and I can't get to that next level. That's why I'm stuck at 50 or 60 doors and can't break that a hundred door barrier. That's why I'm stuck in the 200 to 400 door range, and I'll never be able to break that 600 door barrier and get to being that red belt." Right? So I recommend: reach out to our team and check out our new programs. I think it's really awesome.  [00:19:11] This is a lot more of an informal episode, if you can't tell. I just wanted to share gratitude, tell you kind of what we're up to at DoorGrow. We're going to be launching a DoorGrow process software. It's very different than what else is in the industry, so it's going to be very visual, like Vizio or like a flow chart. And Errol Allen's going to be helping me, you know, build out some of these processes, but I said, "how do you usually build out processes?" "Like I build it out in this sort of Vizio like software. It's very visual, and then I have to translate it or help clients translate this into something like Process Street where it's linear," which is what our team's been using. Or "then I have to translate it into like Lead Simple or some sort of process system. But the challenge with those systems is that you can create maybe context sensitive stuff, but in a linear to-do sort of list, you don't have branches very easily. It becomes difficult, but on a visual flow chart, that's very easy to do. You can say: "ask a question, do they have pets?" Cool. If they have pets, we need to do all of this stuff and go down this route, and do they not have pets or are they service animals? So maybe there's like three options and you have different criteria and different things to do, but some of these might converge, right? Service animals and pets, there might be some similar things you need to do in this flow chart. So this is where processes can be really complicated and you want to map it out visually, but then you have to like take this visual map. Wouldn't it be great if you just had a visual map and that was the actual process? So that's something that we're working on as well. And I mentioned DoorGrow Flow, which is that software. I mentioned, DoorGrow CRM, and we've already got DoorGrow OS, the best operating system, strategic planning software in the industry. And we already have DoorGrow ATS best hiring process and system in the industry, completely customizable and tailorable to your business. We also have partnered with an ai assessments company. And so these AI assessments are really good at helping to identify those three fits. I mean, we used to use like disk assessments, and we used to use, Myers Briggs and like Wonder Lick and all, like some of you use predictive index and so some of these tests are cognitive, some of them are conative. All these different tests to try and figure out: are they going to be a good personality fit. Are they a skill fit? Do they have the intelligence level to be great? Are they going to be a culture fit, like with our values? And so this AI assessment tool helped us to eliminate that for all those different assessments and it's proven to be accurate. That's how we got my-- oh my gosh. I didn't mention Mar or Maricella. Mar is my assistant. Mar, I love you so much. She has taken over our event planning. Grateful for Mar, she's amazing. She like, has done our last two DoorGrow Lives and made them work and they worked really well. Clients had an amazing experience. We did one in Austin and then we did one in Vegas. We're going to continue to do them in the Austin area. But we're really excited. She's already been working on the one that we're doing in May. Y'all should be at this event. It is going to be awesome. And we've got all these new programs. Gosh, there's just so much. But anyway, we've got news, so thank you, Mar. I'm really grateful for you. She's actually the one that makes me a lot less crazy, a lot less all over the place and meets with me on a daily basis to make sure I'm being taken care of. Gets my, you know, haircut appointments scheduled, gets my float sessions booked, makes sure I'm like getting my Krav Maga like things set, you know, for martial arts. And she helps with travel and she's also our event planner for our events and she's doing a phenomenal job at all this stuff. And so we just keep adding more to her plate because she's just so good at everything.   [00:23:08] I mentioned our DoorGrow hiring system. Super cool. That's how we got Mar. We used that on our entire team. We vetted our entire team and it proved that all of them are highly intelligent. Also proves that all of them are really good for their role. And our really good culture and skill fits, and it's been proven to be very effective with some of our clients that were our initial Guinea pigs going through this. So we've coupled that with DoorGrow ATS and that's DoorGrow hiring. Really awesome system. We are also going to be bringing on a PR coach. I'm kind of cat out of the bag, but we've got three candidates that we're working on right now and they all have over a decade of experience helping local, small businesses grow and scale their businesses through public relations, which I think is going to be the next level thing for this industry. It's the new opportunity for growth. The property management industry has a couple major challenges at the present. The biggest challenge is the awareness challenge. Most people that could be working with property managers are not because they're not really aware of property management. After the awareness challenge, the next big hurdle is the perception challenge. That's what steals most of the rest of the market share away. Out of those that are aware, a lot of them believe property management and property managers are bad or not good or are shitty and it's a well deserved perception. Most property managers suck. Though there's a lot of bad property managers out there or management companies. And I don't believe they intend to be bad. I believe that's what happens when they price themselves like everybody else at 10% or less, or they do flat fees like everybody else that's not doing a percentage. [00:24:51] They have bad pricing. They're not getting paid well enough. They don't have the right culture in their business, so they don't have good team members. They are micromanaging their staff, trying to micromanage them through tasks based systems like Asana and Monday and Process Street and Lead Simple. And so they don't have amazing team members that they can trust to think and make decisions and their team members-- is in the DoorGrow code, by the way-- they're frustrated, like, "why can't my team members just do what I ask them to do? That's one of the big questions that you have in that usually around the 300 door stage. But these are the things that we help solve at DoorGrow. So PR is a new opportunity because what it does, public relations or pr-- Well, let me start with this. So just so you understand this, there are two main channels when it comes to creating awareness and we call this main awareness channel marketing. And there's two pieces to marketing. There's two pieces to marketing. You learn this in marketing 101. There's advertising and there is PR. Advertising mistakenly is used to try and grow businesses a lot of times. But really what actually has had the most success in growing companies historically is not advertising, it's PR. PR is what builds awareness and creates brands and helps them get market share while advertising historically and typically only helps them retain the market, share that PR created. Coca-Cola, for example, was built originally through pr, and PR is a lot less expensive than advertising. The first iPhone and Apple's rise to fame was all basically PR. People were talking about it. Lots of buzz. Not very expensive when it comes to advertising, but advertising is used by Coca-Cola to keep their market share aggressively in the cola industry, for example. And so most people though, in the property management space are trying to use advertising mistakenly, which allows you to target the people that are looking for property management. But the search volume is really low, and there's very few people that are actually looking for it. And so our growth strategies for clients are in the blue Ocean. We're really great at helping clients create new market share and expand the industry and build that awareness. PR is kind of that next level, so we're bringing in a PR expert, doing some cool things in the PR side of things also with DoorGrow to promote the industry and benefit the property management industry.  [00:27:21] So that's something that's coming down as well. You heard it here first, right? So these are some of the cool things that we're innovating and doing at DoorGrow. Nobody else is doing the stuff at the level that we're doing. Nobody else has the Avengers team of coaches that we are building. We're building the best. And then we have our new DoorGrow Super System, which is all these software and coaches and all these different major systems you need to build in your business like the hiring system, the planning system, the process system, your sales system, all these systems we call Super System, the DoorGrow Super System. It's the system of systems. So we're helping to build that out with clients as well. And also a growth acquisition engine for acquiring other companies. We're building the ultimate system of systems for property managers, so our clients are going to be the fastest growing in the industry, and we're taking people from small businesses to helping them grow as large as they want. And we're doing this based on my foundational principle-- you've heard me talk about this on many calls before of the Four Reasons. So we're not just growing for growth's sake, we're growing so that as you grow and scale, you do this in a way that you get more fulfillment out of your day-to-day, you feel more freedom, and you get more of a sense of contribution that you're making a difference in the world, living your best life, contributing in your best way that you were designed to do, and you're getting more support from your team. This is the four reasons for starting a business. Most people think they just want to make more money. However, what you really want are those four reasons, because that's really what you're hoping money will give you. You can make more money and not get those four things. So we are doing all of this stuff to help our entrepreneur clients not be property managers, and instead be entrepreneurs that maybe hire property managers and do property management, but getting you out of the stuff that doesn't give you freedom or fulfillment or sense of contribution and making sure that you have a business and a team that really makes you feel supported. And we are building the team and the systems that really will make you feel supported in our program. [00:29:28] And our program is less than it cost even a single team member. And you're getting access to all of this stuff. All the software included, the website, hostings included, GatherKudos, our reputation software included, all the different software tools that we are launching or that we have currently are all included as part of our mastermind. And then we also have been stacking bonuses. So I'm sure my competitors are like, listening to this, and they're like, "I got to start doing all this stuff." But one of the things that we've been doing is we've negotiated with some of the top vendors. My goal is to reach out to all the top vendors in the industry and get a best-in-class discount. I've negotiated this because our clients are high growth and they're adding doors quickly. Vendors love our clients. We've negotiated with some of the coolest tools and systems in the industry, best in class discounts. Discounts that they agreed would be better than anything else they offer to NARPM or anyone else. And some of these are stackable discounts. For example, like Tenant Turner and Easy Repair Hotline. And ourpetpolicy.com and Levo Secure, really cool software. We've got a list and I'm constantly stacking more. If you feel like you're one of the best vendors and you want access to our clients and you want a stamp of approval from DoorGrow. We want the best-in-class discount, and it's just as long as they're members of our mastermind, they leave the mastermind, they lose all these bonuses and discounts. But reach out to me if you feel like you're the best in the category. We've got Z inspector. Sorry if I'm missing you, if you're a vendor. We've got Virtually Incredible. We're getting the best of the best and stacking these bonuses and discounts for our clients. So it just makes the program a no-brainer to like be in because you're saving more money, making more money, and it's less than like a part-time team member to be part of our program on a monthly basis.  [00:31:25] So anyway I think that's about all I'm going to talk about today. So I appreciate you hanging out with me. I know this is a bit informal. You got a little bit of a picture of like what's going on at DoorGrow some of the new innovations. You've heard a little bit about my team that I'm super grateful for. I think a lot of people mistakenly think it's the Jason Show. It's definitely not the Jason show, and as soon as I can, like my goal is to exit as many pieces of the business as possible so I can really just focus on the stuff that I really, really enjoy more and more fulfillment and freedom for myself as well. And I really love getting to do what I get to do. I like innovating. I like coming up with ideas. We're in some of the best-- my team and myself are in some of the best coaching and mentoring programs that exist out there. We are in Masterminds as well, and Sarah and I are constantly taking trips to these different events, masterminds. We're in usually at least three major ones at a time. We spend at DoorGrow over six figures annually just on coaches, mentors, and programs. You get access to this knowledge that we are constantly curating and improving upon and bringing in. And that's one of my skills and genius I feel, is I'm able to take ideas from other coaches, other things, programs, I'm able to improve upon them, package them together in a better way, and then we're able to benefit our clients and so you get access to some really good stuff as part of our program.  [00:32:51] So anyway, with that, I'm going to go ahead and end today's podcast episode. Until next time to our mutual growth, everybody. Check us out at doorgrow.com. If you're new to us or not yet working with us, and you've been sitting on the fence, now's the time. And also, if anything I ever say on this podcast is helpful, please leave us a positive review or feedback or something somewhere online. It really means a lot to us. And until next time, to our mutual growth. Bye, everyone.  [00:33:20] Jason Hull: You just listened to the #DoorGrowShow. We are building a community of the savviest property management entrepreneurs on the planet in the DoorGrowClub. Join your fellow DoorGrow Hackers at doorgrowclub.com. Listen, everyone is doing the same stuff. SEO, PPC, pay-per-lead content, social, direct mail, and they still struggle to grow!  [00:33:47] Jason Hull: At DoorGrow, we solve your biggest challenge: getting deals and growing your business. Find out more at doorgrow.com. Find any show notes or links from today's episode on our blog doorgrow.com, and to get notified of future events and news subscribe to our newsletter at doorgrow.com/subscribe. Until next time, take what you learn and start DoorGrow Hacking your business and your life.

Guests: John Speed Meyers, Security Data Scientist, Chainguard Todd Kulesza, User Experience Researcher, Google Topics: How did you get involved with this year's Accelerate State of DevOps Report (DORA report)? So what is DORA and why did you decide to focus on supply chain security for the 2022 report? What are the big learnings from this year's report? What's the difference between SLSA and SSDF? Is one spicy and the other savory? How're companies adopting these and how is adoption going?  Are there other areas that DevOps can be a contributor in the overall security landscape?  How can CISOs rope DevOps fully into their security gang? Operationally, how should security and developers and DevOps come together to keep vulnerabilities out in the first place? How should security and developers and DevOps come together to respond quickly to vulnerabilities when they're discovered? How do security and developers and DevOps come together to prove to their auditors and customers that they're doing a good job of the above? Resources: 2022 Accelerate State of DevOps Report "New insights for defending the software supply chain" blog (and new report) SLSA.dev site Secure Software Development Framework at NIST “Linking Up The Pieces: Software Supply Chain Security at Google and Beyond” (ep24) “Sharing The Mic In Cyber with STMIC Hosts Lauren and Christina: Representation, Psychological Safety, Security” (ep92) Go vulncheck tool  “Reflections on Trusting Trust” paper  (1984)

In this Topical Tuesday's episode, I spoke with Don Bishop who is the founder and CEO of SR Companies, which has a successful 20-year history of developing and managing senior housing communities and hotels as a high-touch, results-oriented operator. Be sure to tune in if you're interested in learning about: Where he believes the biggest opportunities are in senior living for the next 5-10 years The impact that the different buckets in the senior living continuum of care are having on each other The big trends and key takeaways from the National Investment Center for Seniors Housing (NIC) fall conference How he got into the business of managing both senior living and hotel properties, two of the most management intensive real estate property types The leadership principals that are the most important to his business To your success, Tyler Lyons Resources mentioned in the podcast: 1. Don Bishop Website Interested in investing in ATMs? Check out our webinar.   Please note that investing in private placement securities entails a high degree of risk, including illiquidity of the investment and loss of principal. Please refer to the subscription agreement for a discussion of risk factors. Tired of scrambling for capital?  Check out our new FREE webinar -  How to Ensure You Never Scramble for Capital Again (The 3 Capital-Raising Secrets). Click Here to register.   CFC Podcast Facebook Group

When is the next deal coming? This is a question I get a lot from our investors, so I wanted to share our view on how the current economy is affecting real estate deal flow. We all know that, right now, interest rates and rents are going up across the country, but what's the impact been on acquisitions? In terms of the deal flow specifically, there's been a slow down over the past few months since the Fed declared their intention of increasing rates. Is multifamily still a very strong asset class to invest in? Absolutely. Is it a “bulletproof” asset in a recession? There's no such thing. While you can't say it's “recession proof”, it is more “recession resistant”. We take a look at the impact the current economy is having on real estate deal flow in the multifamily space and how you can still be successful in this market. For more, visit: https://www.bluelake-capital.com/

Justin is a 2x CEO and the current CEO of Strike Graph. He shares the key strategies and frameworks he and his team have used to build success, including step by step how they created 115% NRR within 2 years of existence and how security can shrink a sales process down from 18 months to just 2-3 months! KEY TAKEAWAYS Strike Graph aids companies in security measures so they can focus on getting the deals done with the right security in place. Strike Graph offer flexibility, every one of their products is unique and the art of their technology is to create security that is both efficient and meets the standard. Strike Graph use a variety of methods for attracting new customers including via conferences and direct sales. The differentiation of Strike Graphs products means once a customer knows they need security measures and they have seen what they can do, they can close sales incredibly quickly, usually in under 30 days! Creating a varied product that works for a business in all stages has been one of the winning solutions for Strike graph. Justin mocked up the solution they thought would work, Justin believes using data models to test products is valuable to gather what customers want and need. Operationally understanding what clients' pain points were in security and anticipating what they might want next helped Justin and his team build a flexible and innovative solution. BEST MOMENTS  “You are literally not going to get the deal over the line if you do not have these security measures” “We've worked really hard for our customers to scope the right security practice for their business” “Really we can close a customer in just a couple of calls” Do You Want The Closing Secrets That Helped Close Over $125 Million in New Business for Free?"  Grab them HERE: https://www.whalesellingsystem.com/closingsecrets   Ryan Staley Founder and CEO Whale Boss 312-848-7443 ryan@whalesellingsystem.com www.ryanstaley.io    EPISODE RESOURCES https://www.strikegraph.com/blog/author/justin-beals ABOUT THE SHOW How do you grow like a VC-backed company without taking on investors? Do you want to create a lifestyle business, a performance business or an empire? How do you scale to an exit without losing your freedom?Join the host Ryan Staley every Monday and Wednesday for conversations with the brightest and best Founders, CEO and Entrepreneurs to crack the code on repeatable revenue growth, leadership, lifestyle freedom and mindset.This show has featured Startup and Billion Dollar Founders, Best Selling Authors, and the World's Top Sales and Marketing Experts like Terry Jones (Founder of Travelocity and Chairman of Kayak), Andrew Gazdecki (Founder of Micro Acquire), Harpal Sambhi (Founder of Magical with a previous exit to Linkedin) and many more. This is where Scaling and Sales are made simple in 25 minutes or less.Saas, Saas growth, Scale, Business Growth, B2b Saas, Saas Sales, Enterprise Saas, Business growth strategy, founder, ceo: https://www.whalesellingsystem.com/closingsecretsSee omnystudio.com/listener for privacy information.

This week we sit down with bicycle industry veteran Brad DeVaney. Brad has been with Litespeed Titanium and most recently OBED Bicycles since the early 1990's. Brad has an infectious passion for cycling that shines through in this conversation. Episode Sponsor: Trek Travel - Join me in Girona Nov 6-10, 2022 Litespeed Website OBED Website  Support the Podcast Join The Ridership  Automated Transcription, please excuse the typos: Litespeed/OBED [00:00:00] Craig Dalton: Hello, and welcome to the gravel ride podcast, where we go deep on the sport of gravel cycling through in-depth interviews with product designers, event organizers and athletes. Who are pioneering the sport I'm your host, Craig Dalton, a lifelong cyclist who discovered gravel cycling back in 2016 and made all the mistakes you don't need to make. I approach each episode as a beginner down, unlock all the knowledge you need to become a great gravel cyclist. This week on the podcast. We welcome Brad Davine from Lightspeed and obit bicycles. If you've been around bicycles for a while, you're probably familiar with the Lightspeed titanium brand. They've been building bikes out of Tennessee since the late 1980s. Brad joined the team as a young man in the early 1990s. And has been following his passion within the titanium frame building industry. For many, many years since he's worked with the likes of Greg Lamond and the LA Sheriff's cycling team, he's worked on projects for NASA and done a ton of exciting things for the industry. You won't meet someone who's more friendly and passionate about the sport of cycling. So we were happy to hear when they turned their attention to gravel cycling. A handful of years ago. In addition to the Lightspeed brand. The company also owns the obit brand. Obit is a direct consumer carbon brand that has been making inroads for the last few years. I've really been impressed by. Both the refinement of the design in the obit frame set its modern day gravel bike. But equally impressed with the amount of customization that the team has been able to build into your process. You can customize the paint and decal logos on the obit models before they're delivered to your door directly. I encourage you to check both brands out and give a listen to this conversation. I think you'll get a lot out of Brad's experience and how he contextualizes. The different performance between titanium frames and carbon frames. Before we dive in i need to thank a new sponsor this week our friends over at trek travel. Those avid listeners may recall. I had you in Shepard from truck travel on the show. Back in episode 98 and September of 2021. To talk about the Jarana. On a gravel experience. Since that time I've been eyeing a trip with our friends at Trek travel. I was so excited. Jarana comes up so often. In both road and gravel cycling as a place you have to discover. Certainly after that conversation with UN I was completely committed ultimately to getting over there. It took a while COVID got in the way, but I'm now settled in, on a trip on November 6th through 10th. This year in 2022, and I wanted to invite you to join me. I figured it'd be a great opportunity. I know it's not easy to get over to Europe. There's both the expense and the time you'll need to take. But I couldn't be more thrilled to commit to this trip with Trek travel and to explore the fabulous trails around Gerona. We'll be staying right in the heart of Gerona at the hotel. Nord. To experience everything the city has to offer. The track team is going to design some gravel rides around the undulating and rolling Hills around your Rona to make sure that we experience everything we can. During that week in Spain. I know I'm going to train my butt off to try to be fit because I want to ride. Everything that's possible to ride in the area. I know this trip gives a lot of flexibility for riders to explore and ride as much, or as little as they want. During the week. So there'll be options for everybody. I know it's going to be a killer experience and I'm hoping and optimistic that some of you will be able to join me. I'll put a link in the show notes for the Jarana gravel bike tour, where you can simply visit Trek, travel.com and search Jarana gravel bike tour. I'll be working with the Trek travel team to put together a little something special for any gravel ride podcasts guests that joined us on that trip. I very much, I'm looking forward to seeing some of you November six through November 10th in Spain. With all that said let's jump right into my conversation with brad davine from lightspeed and obit bicycles   [00:04:19] Craig Dalton: hey, Brad, welcome to the show. [00:04:21] Brad DeVaney: Oh, it's great to be with you, Craig. [00:04:23] Craig Dalton: I'm excited to continue our conversations. We've interacted a couple times over the years, but it's great to kind of have you on the podcast and just learn a little bit more about you. [00:04:32] Brad DeVaney: Yeah. Yeah. It's yeah, there's a lot of history, right? I mean, the and, and the topic at hand, you know, the, the gravel category it's It's that it's that common meeting spot where you all seem to be finding these days with with old friends and. [00:04:46] Craig Dalton: I feel like this is a double header episode, cuz we get to talk to you about both the light speed titanium brand and also the Obi carbon brand. And just get your unfiltered opinions on what bikes are good for what types of riders? I think that's gonna be a really valuable part of the conversation for the listener. [00:05:03] Brad DeVaney: Oh, good. Good. Yeah, that's that? That's what fires me up the most, you know, we're we're, we're really open to multiple materials. And building what we love. So, yeah. [00:05:15] Craig Dalton: Let's set the stage a little bit just by getting a little bit about your background, how, how you came to be passionate cyclist and ultimately get into the business side of the sport. [00:05:25] Brad DeVaney: Yeah. Man, I, I don't enjoy talking about myself, but you know, just a, a, a kid that grew up racing bicycles BMX road, mountain. And was really fortunate to have sponsorship when I was super young and, and you know, bikes being provided and traveling and, and living you know, a kid's dream, life racing, bicycles, and you know, everything stayed super competitive through those years. And, and [00:05:52] Craig Dalton: part of the country did you grow up in Brad? [00:05:54] Brad DeVaney: I grew up in the Southeast here in Tennessee, and you know, lot of not, not a lot of national events happened here in Tennessee. And so my, my base was Atlanta, Georgia, where you know, where Schwinn bicycle company was a, was a big deal back then. And they had a, a major distribution center there that, that our team was stocked out of. And we would go up Chicago to headquarters. Very infrequently in the three years that that I raced with the team there. And, but there was the cool thing was I was the perfect demographic within the team. I was the perfect age that they were looking to develop new products. And so, the bikes that I was riding were typically the prototypes and where the rest of the team were all on production bikes. I was getting some bikes rotated. From beneath me and, and that really lit a fire. I didn't, I didn't realize that fire would turn into a career. [00:06:47] Craig Dalton: Did you find yourself at that age, having that ability to be very discerning about, oh, this frame feels this certain different way. Even if the changes were fairly. [00:06:57] Brad DeVaney: yeah, it, it, it came to realize Sometime later, my dad was he's to this day he is, he's a Motorhead he's, he's always tuning something. It's not always race inspired, but he, he built some pretty crafty two wheeled and four wheeled race machines through the years. And growing up in a, you know, where in our garage, we. Cutting welding modifying strip it down, machine it, modify it, you know, sort of mindset. He taught me how to take caged ball bearings and Polish them and, and use valve grinding compounds, and then clean 'em and what levels of grease. And so as an 11 year old kid, I went on the road with, with a manager and teammates. And had the ability to release a wheel. And my choice of wheel at that point in time was Aniah seven B the, the seven X was the hot rim out and it was It wasn't a full double wall, but it, it had some channels within the extrusion that were, I felt were unnecessary. And the lighter seven B was just that it was lighter. It was faster. It was more fragile of course, but I had Campon Yolo track hubs with Ari seven B rims you know, spec spokes and spec nipples. I was really, really particular as an 11 year old kid, but to use that particular rim. I had to be able to lace wheels. I, I didn't have that luxury even at home. I didn't have that luxury. So when I egg shaped or, or, you know, flat spotted a rim, I could change them out. And it was, was pretty adept at it. So my, we would be at a motel, you know, somewhere in Florida or Texas or New York or wherever we were racing on any given weekend. And it wasn't uncommon on a Saturday night between, you know, Saturday and Sunday races. that, you know, there would be a, a group of dads sitting around drinking beer, watching the 11 year old monkey lace of wheel, because that was kind of a funny thing. So, yeah. Sorry for the story, but [00:09:03] Craig Dalton: No, I love [00:09:04] Brad DeVaney: it out of me. Yeah. Yeah. So, yes. To answer your question. Yes. [00:09:09] Craig Dalton: So that was back in your BMX days. And sounds like later, you kind of transitioned to road riding and, and mountain bike racing. [00:09:15] Brad DeVaney: Yeah. Yeah. The road bike came around first. You know, I was, I was almost 16 working at a local motorcycle shop before I could drive and, you know, a good form of transportation was bikes. And you know, I ultimately wanted a really good road bike and, and Made that happen. And then through my high school years really loved, loved the road bike and was racing locally off to college with that. And then during college, I was I was fortunate to have gotten some attention through the local shop and, and got some sponsorship and, and ended up on a Raleigh. Mountain bike. We were selling rallies. The local rep, you know, saw what I was doing. I was really trying to rep the brand because that's what we were selling. And, and we sold GT Raleigh and, you know, a few others, but that was, that was the aggressive rep of the day. And, and he was he was good to try to find a way to reward me and for what I was trying to do in the shop. And, and that got me my first mountain bike and, you know, off, we went always, it, it was fun. Great [00:10:17] Craig Dalton: Yeah, back those early days of mountain biking were a lot of fun. And I remember there was always, the shop teams were such an important part of the movement back then, I feel like, and you would, you would get your, you know, the brand that you sold in the shop and they would agree to give everybody a pro deal or something on the frames. And it was a really great time to be part of the sport. [00:10:36] Brad DeVaney: yeah. You know, and coming from BMX, the Raleigh thing was kind of cool. Tomak was doing his magic and. He you know, I, I couldn't call him an old friend. He was somebody that I looked up to certainly you know, BMX and, and you know, I, I was fortunate to, you know, compete at a, at a good level. It was all age group based. I was never old enough to to compete as a pro. And as he, you know, Kind of broached that he moved into mountain bikes and, and wow. What a, what a legend he game. But and that, that was sort of the pattern that I followed in my equipment choices and, and paid really, really close attention to what was happening on the world cup level of those days. And that was a driver for. [00:11:18] Craig Dalton: so after you hung up your, your sort of racing cleats, so to speak, was it immediately obvious that you wanted to go into the bike business? [00:11:26] Brad DeVaney: No, I was, I was still racing. I was still racing, working retail going to school. And that's when you know, the guys at light speed were, were a local business in the area that I was in. So. I was building outside of work. I was building in my own little shop at home where I did overhauls and rebuilds and paint jobs, and a lot of things you know, side jobs I'd do pretty much anything that involved a bicycle. But I, I was building show bikes for those guys and you know, when you're a resource and, and you turn things around as quickly as you can. You know, it turned into a job eventually to be honest. And they, they didn't really care what I was that I was studying engineering or, you know, they just needed extra help. And, and so I worked in the shop a lot. I, you know, minored tube SETSS and a aligned bikes and, you know, a lot of things within our operation. But when it came time you know, I was always ready to to design as well. And. That fell in pretty naturally. So that's, and, and I was still competitive at that point in time road and offroad was was really my focus. [00:12:35] Craig Dalton: And did you, presumably you started riding titanium bikes around that time. [00:12:39] Brad DeVaney: Yeah, it was tough. I I'd actually broken. I'd actually broken my Sera. I had a, a Hammi down seven 11 team bike. It was one of Ron keels bike. He had, he had won the, we kind of got a little bit of history. I was racing for a team that through true temper sponsorship here in Tennessee, our team acquired or was able to acquire several of the motor or not motor seven 11 true temper CADA built team bikes. They were labeled as Huffies And so Bob roll and Andy Hamson and RA Alola and you know, some of those guys at that day and age but Ron keel was the guy that was closest to my size, and I was able to get one of his bikes out of this batch, that true temper owned and, and got for us. So I'd been racing that bike for a couple of seasons working here at light speed part and full time. And when I snapped that bike I was able to you know, jump onto a loaner bike for a few weeks and then finally worked it out so that I could have my own. So, and that was, it was out of necessity. You know, I, I came onto titanium out of necessity and, and that's when I really started going bananas on design elements because I, you know, I was looking for, I came from top level steel had been working with selling. Doing, you know, Sera we had a fit cycle and used the fit kit and so forth at the retailer that I'd worked with. So I was pretty passionate about all that. And you know, when I'm, when I'm out of that environment into a manufacturing environment, I'm still working those tasks. And with that mindset out of my own home shop and Yeah, I wanna jumped onto titanium. I wanted to tune things. I wanted to change it. I wanted to get more of a, not a Columbus SL or SLX tube set. I was looking further ahead to like Columbus max [00:14:32] Craig Dalton: And I think, you know, to contextualize it a little bit for the listener, you know, this was the era where you really had, you had steel bikes and maybe some early aluminum bikes from someone like Cannondale at the time and titanium was that next level. Next generation material that I think at that point was very much a premium product in terms of how much it costs. So it felt very exotic at the time. [00:14:55] Brad DeVaney: It was, and, and, and the tube sets I knew could be advanced. That was, that was one of the things is that if you were looking at a, a light speed, a Merlin, a moots, you know, that was kind of the three big players at the time. Everything was pretty much straight gauge, round tube sets. And, you know, I, I wanted to see beyond that. I was I was, you. Driving towards a cycling specific titanium tube set. It wasn't just titanium. And I think that became one of our ad slogans back in, you know, in those early nineties, it's not just titanium it's light speed titanium. And what made it light speed titanium was the, the obsession to create. A cycling specific titanium tube set. And we did that by manipulating wall thicknesses, tapering, the tubes, shaping the tubes and all of that. Having engineering purpose, not just some visual marketing blind. So that's, that's really what we, and we continue to work by those same principles today. [00:15:56] Craig Dalton: Yeah. It's so interesting. Given the sort of production process of a carbon frame versus steel or titanium where you're really manipulating the tubes. And you're just, just a lot of hand work that goes into these products. [00:16:08] Brad DeVaney: Yeah. Yeah. [00:16:10] Craig Dalton: Well, we could go long and deep on titanium and the history of that period, [00:16:14] Brad DeVaney: a deep hole brother. It's a deep hole. Let's back away. Let's let's let's come closer to the surface. You got listeners. [00:16:21] Craig Dalton: we're gonna fast forward, but I think we've at least set the stage that you've had your hands on titanium for a few decades now as the light [00:16:30] Brad DeVaney: More than 30 years. [00:16:31] Craig Dalton: Yeah, which is amazing. And, and the brand is such a storied brand in America, producing in Tennessee when it came to gravel, starting to come to market, how quickly did light speed kind of move into that territory? [00:16:45] Brad DeVaney: Yeah, we were pushing it. Um, ,, you know, one of our brands Quintan we've got a, a, a tremendous triathlon following and not just road cyclists, not just offroad, cyclists, but also triathletes we're converging into this space. And that that's once again, AC acknowledgement to the beauty of this, this platform. But the, a real innovator within triathlon founder of the Quintana brand Dan infield, he, he drives a, a really good form for multi-sport athletes and, and he was begging me, please build me a custom gravel bike. And, and we already had a production gravel bike in the works and planned. , but we weren't wholly agreeing internally what that might become. And you know, Dan and I saw pretty eye to eye on this. And so when, when I built his bike, he really he really chanted and blew horn and wrote articles. And, you know, he, he made it a real focal point of of his website [00:17:49] Craig Dalton: Yeah. Yeah. A couple points to make, just to interrupt for a second. So when Brad talks about multiple brands, American bicycle group, the parent company owns Quintana, which is a triathlon brand. You mentioned light speed and O I D. And kind of manages all three brands along the way. So as you're taking inputs, it's just interesting, I think for the listener to understand that, and then follow up question on that custom bike and, and granted it's gonna timestamp it whatever year it was not this year. What was the design spec? What, what did your friend, what was he saying? I need for this to be a good, fun gravel bike for me. [00:18:26] Brad DeVaney: Yeah. You know, he was really he was really focused on his road, fit specs, and, and Dan has a school of thought that he teaches, he coaches it's the fist fit methodology. And he, he holds classes and I'm certified in it. And as well as thousands of other people that, that have been through his camps and. I I, I have so much respect for that. But we disagree almost every time we get together, you know, he, it's, it's fun to debate with, with someone you love so much. And but yeah, the, the whole geometry and fit principles were different. And especially in the smaller size bikes, cuz we've got a longer fork and that creates some design constraints and so forth, but he really, you know, he had this road bike and these are the stack and reach numbers that he wanted on that gravel bike. And I was like, no buddy, no, no, let's bring that. Let's let's change that let's tailor this let's change stem link let's you know, and, and, and what it really came down to was his Terrafirma was different than mine. You. His terrain is different than mine. And what we've learned over time is, you know, there's no wrong answer. It it's all about where you live and where you ride on a, on a weekly of basis. And so he still has that bike. He still loves that bike. I've probably had three or four since then. but it's, it's, you know, that's my job is, is to develop and create and, and do new things. But and, and I really don't timestamp anything. It's hard for me to look backwards because I'm, I'm trying to constantly wake up, having forgotten what I knew yesterday and look forward and remain creative and, and look for trends and, and develop them if, if possible. So. [00:20:08] Craig Dalton: When, when you started to think about gravel cycling and how light speed might play in that market, what attributes of titanium were you thinking? This is great. This is the perfect application of this material. And what potentially, what other elements were you thinking? Gosh, maybe this is not the best material for [00:20:24] Brad DeVaney: Well, I mean, you've gotta realize I, I came through the nineties with, with a lot of pro cyclists reaching out to me personally, asking for custom bikes that were gonna be rebranded. For their team use, you know, these were top level cyclists that were coming for specialty bikes, whether it be a climbing bike, a sprint bike, a time trial, bike, whatever the case may be. I'm creating the, all these specialty bikes for over a decade. And as, as we roll into the two thousands carbon, you know, clearly became king of the elite road. And, and what had changed was the, the sponsorship levels and the number of bikes that any given rider was allocated at at their pro retirement pro tour level riders, they had so many more bikes at their disposal that. You know, the old mindset of having that one great climbing bike or that one great time trial bike didn't exist anymore. They had multiples and mechanics were Uber busy because they weren't riding around with a couple of vans and, you know, a few team cars. They, they had semis pulling up stocked full of. Bikes and equipment and, you know, sponsorship went up and cost of everything changed and all with those budgets, changing titanium got washed out of the top level just on pure economics. It wasn't performance, it was pure economics. And, and then you see those economic swing into the, the retail market and the profitability of carbon became so much higher. Titanium was just, I won't say it ever became a stepchild. It still remained a nice elite product, but it was for a more mature cyclist. And it was for a cyclist that respected it from a decade prior with those business dynamics, changing our business went we, you know, we worked through that and fortunately we had grown through acquisition. We had other brands we're still working with multiple materials. Triathlon road so forth, but for light speed specifically, I'm looking at my love and my passion for road and offroad cycling coming together. And there was no better material. There was absolutely no better material. I mean, a great titanium hard tail is still a great titanium, hard tail. They bake, they make wonderful, single speaks. When you start looking at drop bar bikes and a utopian drop bar bike that you could just, you know, whacker rocks against it and it's, it doesn't care, titanium's it. And then the ride quality just plays in furthermore. So that I was, I couldn't have been more fired up to be working and obsessive in this in this category where I'm just retuning. New ideas to different tire volumes. And, you know, the, the whole formula is just, just a melting pot for me. I I'm, I'm still going nuts, having fun with it. So, [00:23:39] Craig Dalton: Yeah, your enthusiasm [00:23:40] Brad DeVaney: and, and titanium, holy cow, it's, you know, I've got some athletes who, who um, you know, we talk to on a, on a weekly basis that. You know, they're begging for both, you know, Hey, can I do a, you know, can I ride a tie bike at this event or a carbon bike or that event? And you know, we struggle with that trying to represent brands through specific athletes. [00:24:03] Craig Dalton: Yeah. Yeah. As you and [00:24:04] Brad DeVaney: me to make tougher carbon bikes and, and lighter titanium bikes. So, you know, you just, you're always balancing the virtues, right? [00:24:11] Craig Dalton: Yeah, maybe that's a good segue. Introducing the carbon brand, which is Obi. And just kind of when that came about and what the thinking was. [00:24:20] Brad DeVaney: Yeah. So, OED OED was started because we had, you know, for 20 years we've been working in the carbon channel and, and in a value stream where I had developed relationships with and, and one primary or a primary relationship with a family owned. Carbon frame maker. And I would go over and visit with them multiple times per year, depending on the number of new products and new projects we had going on. But as, as Quintana was really cruising along product wise and, and quality standards were, were just going so well. And, and, you know, the, I. Kind of had, had worked all the product that we really needed to develop and, and what happens in my job because I'm a multitasker within our business. You know, I, instead of my development mind, I'm spending more time on process and quality systems and that sort of thing. But with, with some free design space and, and on my calendar, I felt like I really encouraged. You know, the, all of our team members here that we should consider new products and consider a brand that was you know, just an adventure outdoor brand. And, and that was just dirt bikes, just fun, dirt bikes and offroad bikes. And because it really hasn't been our, our nature as a whole group. I, you know, I have this passion and it doesn't mean everybody else has to, but at that point in time, we were growing and, and a lot of our staff were also dirt minded. And the, the economics of, you know, who can afford our bikes internally and externally became a, a, an awareness. You know, we, we really became aware of, of. [00:26:10] Craig Dalton: yeah. [00:26:11] Brad DeVaney: How, how available are we with, with our passions and our products? And so it just made sense that, that we use our current suppliers and our current quality systems to deliver some products. And, and we, we started it with open model product. We didn't even design and invest in tooling. I, I love that, that we started that way. and, and came with a, a value bike with, you know, cooperation I'm developing the, the, the or designing and, and the factory was was funding the tooling, and we allowed them to sell some of those models outside of our markets and so forth. And. we evolved and, and it took off quite quickly. We were able to establish the, the brand itself was, was successful. And now we're, you know, we're producing our own clothes models that, you know, they're exclusive to us. And so yeah, it was, it's been a really, really good experience for us to re you know, re exercise the principles of how we develop products and, and who our customers are and focus on their needs. So, [00:27:20] Craig Dalton: Yeah, the timelines actually sounds pretty interesting because you know, back three, four years ago, I think it was less defined. What a, what the perfect gravel bike was gonna look like. And through a lot of trial and error from a lot of companies, I think we've arrived at these very, very versatile bikes that can handle pretty wide variety of. Gravel cycling terrain. [00:27:42] Brad DeVaney: Yep. Yeah. Yeah, it's fine because I, you know, I'm, I may be spending time in a wind tunnel, developing super arrow, cutting edge products. The next thing you know, I'm, I'm out on the dirt. Trying to find watage the most recent was finding the most efficient wheel set. For me, going to Kansas on the lowest fitness I've ever gone there. and, and understanding my efficiencies and what zones I need to be riding in. And it was such a good exercise, but I was doing so on a bike that I had had in the wind tunnel. And I knew exactly how many watch at what wind speeds and what y'all angles. And I'm, I'm literally thinking about this stuff on course and, you know, it's, it's, it's a strange place between my ears, but that's that's what [00:28:28] Craig Dalton: This is hearkening back to the kid who was lacing wheels at 11 years old in a [00:28:33] Brad DeVaney: brother, if you only knew I've got, I've got a wheel to rebuild right here beside me right now. It's [00:28:38] Craig Dalton: So when we talk about the ground up design that you ultimately arrived at with the Obi, what are some of the specs, like what type of tire size, what were some of the takeaways that you kind of took away from that process? [00:28:50] Brad DeVaney: you know, first thing is, you know, we want a racer design. We, we had a really univers. Super capable bike and, and we wanted the, the option to go fully integrated. So cable free, fully tucked cables or exposed cables. That that was one of the design requirements going in. And if you're gonna have a super clean, most modern presentation of a bike, it needs to have proven shapes. And so, so I don't know if you can see in this, but you know, I'm showing you a down tube that shrouds a water bottle extremely well, but it, it it's super functional. This, you know, this isn't a razor arrow shape, but it's so functional at the speeds that we're riding in the winds of wherever. I won't just say Kansas, but and then when, when you get to tire size, you know, This thing's gonna house some of the fine tread fifties. You start getting more Nobby you're, you're stepping down. I mean, if you're getting to a super Nobby tire that you think you're gonna be loading up with mud, it's gonna, it's gonna step down proportionately. So, so yeah, we're, we've got amazing tire cleaner. You see a, you know, a seat tube relief. so we're not wedging rocks and cracking carbon in a dumb spot. You know, when I say dumb non-intelligent spot of the frame that doesn't really have function other than stiffness. And by reshaping this tube, I'm picking up stiffness. I'm blowing out a big box section down here that really amplifies some stiffness at the BB round seat, 2 31 6 drop or capable. You see this modular brace. That actually is so that I don't have to embed rack mounts. If a guy wants to put rack or underside, it's tapped to drill for fender. So just option friendly, but super cutting edge, clean racey. I mean, even the seat stays have got a really, you know, arrow, triangular shape to it. [00:30:48] Craig Dalton: Can I ask you, did you say the C post is 31 6? [00:30:52] Brad DeVaney: yeah, 31 6. [00:30:53] Craig Dalton: Interesting. Cause I, you know, I, I'm just curious to, to get your thoughts on why that size. Yeah. [00:30:59] Brad DeVaney: Yeah. So, you know, we hear that and, and I listen to a lot of people saying, and, and we sell a lot of titanium seat posts. If you're buying a titanium seat, post a lot of people, oh, it's gotta be 27 2 so that you can get the, the soften more flexy feel. And 31 6 is, is a platform that. I'm not restricted with droppers. I'm not restricted with stationary post. It can be zero offset, rear offset. I've just got more options available for my customer. And that was a big change. That was a big change in going into this bike. And, you know, we, we do build the component selections and options with our bicycles is amazing. Any given model that you buy, you've probably. Eight different seat, post options. So it was important that every option on our shelf fit the bike and with [00:31:48] Craig Dalton: I have to say [00:31:48] Brad DeVaney: that's not possible. [00:31:49] Craig Dalton: I was playing around on the Obi site today and I have to say one of the things that I was super excited to see was basically the custom color selector. [00:31:57] Brad DeVaney: Yeah. The color blocking that we do is is a lot of fun, literally thousands of options. [00:32:02] Craig Dalton: Yeah. So you can, I mean, for the listener, you can choose your, your base color of the frame. You can choose your decal color, you can choose the color of your fork and lots of beautiful options. I have to ask just cuz of the business geek inside me. How are you doing that? Operationally? Are you building frames raw and then just leaving them, getting 'em painted. [00:32:21] Brad DeVaney: So, yeah, all of my carbon we bring in raw. I, I, you know, it's not painted over. There's no fillers, nothing is hidden from me. So our quality standard is higher. On carbon than it's ever been because we do all of the prep work, the sanding, the prep, the base coats, the painting, the graphics application. So it may as well be within defined options and let the customer choose it. It allows me a built order system. That's very complicated. It's not easy. I'm sure. There's MBAs that. Sit back and look at our business models. Oh yeah. Let's duplicate what these guys are doing. No, it's, it's not so easy even within you know, what appears to be canned options. How we process and flow is, is really a learning process. [00:33:10] Craig Dalton: It's very operationally challenging to run a customized operation. I've I've run one myself and, and I hear you. That's why I was so impressed. I love [00:33:19] Brad DeVaney: single order is custom. Yeah. That's, that's what we have to be willing to provide. [00:33:25] Craig Dalton: Are you doing that? That painting in Tennessee then? Okay. [00:33:27] Brad DeVaney: Oh yeah, yeah. Every bit of it right here in the building. Yep. [00:33:30] Craig Dalton: Yeah. Yeah. Impressive. Truly impressive of me that earnestly [00:33:34] Brad DeVaney: Thank you. Yeah, we just completely revamped our, our painting operation. We're, we're actually gonna do a little bit of a a show and tell. And, and produce some content that's gonna be coming within the next month or so that shows some of how we do it. So yeah. Be, be ready to see some of [00:33:52] Craig Dalton: Awesome. So, I mean, we started offline talking about when you've got a customer coming through the door. Now you've got a world options. You've got carbon bikes, you've got titanium bikes. How are you helping the consumer navigate [00:34:06] Brad DeVaney: It's fun. It's so much fun. Holy cow. And I'm always that contradictory guy with our sales team. They, they, it's a love, hate relationship. I'm sure for them, I, I love them, but they don't always love me. Being at I was talking about being at VWR and, and kind of standing in for some sales folks there so they could participate the hate. Um, But it, it was wonderful to have folks coming up saying, what's the difference? and the difference number one is, are, are you bothered when rocks fly off the front wheel or your buddy's front wheel and hit the down to your bike or the top tube, or, you know, hearing those stones hit your bike is bothersome. Tough and composites are, are what we build our bikes with. And that's, that's a big piece of it. These Aren. They're, they're close to what would've been super elite road bikes, not too many years ago, but we, you know, we've developed toughened composites to a point that they're very gravel worthy also that they can withstand some chainsaw and, you know, the, that the natural things that happen in gravel riding. So durability does lean towards titanium. It's, it's not impervious. You can dent a titanium bike, whereas a carbon, you dent it. It's gonna need a repair. It's just, it's just fact of the matter ride quality is something that's very, tuneable in both materials. You know, it just takes a different skill set in how you develop to. Diameters wall shapes, thicknesses, all of that. When you're, when you're obsessive about creating titanium, we go through that and provide multiple models. So we have a pure race bike. We have what I consider a high performance SUV, and then we've got something that's more of a touring model. But then we also have the full customization. If you need custom geometry, if you need custom tube selection, no problem. We can provide that. That's, that's something that our consultation process we typically take. I say we engineering will take that order from sales and go into a consultation process with with that customer and develop the bike carbon, believe it or not, isn't always the stiffest that that's where I start to contradict. The, you know, the theories of material and it's fun to have demo bikes setting, ready to ride, and a guy come back and say, wow, that carbon bike was softer than the other, or that carbon bike was softer than that titanium bike. Whereas that titanium bike is the softest of the mall. Um, And being able to tune car titanium above and below what is considered now, the carbon standard is a lot of fun for me, but having a really well tuned carbon bike and our offering is is so gratifying and That's what's really gone into this latest GVR model that, that I was just holding up and using as an example is it's is got vertical compliance, the bike. When you stand, when you corner the bike rips, it just, it responds really, really well. And it's a, it's a platform that, that I look forward to how we continue to provide that and, and what may come years down the road from. And it is, it is absolutely inspired, different performance characteristics in titanium. So I'm, I'm playing, you know, good versus evil or one versus the other. However you wanna look at whichever team you choose to join. That's I'm, I'm the guy that's that, you know, and, and playing those games and, and one advancing because of the other. And, and I think that's one of the real benefits of my job. [00:37:46] Craig Dalton: Absolutely. If people are looking to purchase a light speed bike, is that directly through you or is there a dealer network? They would go through. [00:37:53] Brad DeVaney: Both both. Yeah. That's, that's something that you know, we love our, our longstanding dealers and, and honor them in every way possible. We try to drive business through their doors. As the OED brand was created. You know, we've, we've been forced out of a lot of shops with light speed, just, just due to the business dynamics that the bigger players have created in shops today. And that's unfortunate. So in, in creating the new brand, we, we made that consumer direct whereas light speed also is available consumer direct in, in areas that That's necessary or even desired because sometimes a light speed dealer in town. Isn't the service provider for someone that's interested in a light speed and you know, so we we try to make everyone happy there and, and work, work openly. [00:38:39] Craig Dalton: Nice. And then you mentioned being out at BWR. North Carolina. And then also out in Emporia in Kansas for Unbound, are the teams traveling to other events this year? If gravel, cyclists are looking to find you and test some of these bike. [00:38:53] Brad DeVaney: Yeah, for sure. For sure. Once again, I, I feel like one of the luckiest people on earth, I would've been in Kansas. Would've been at BWR Asheville. Next stop will likely be S B T be out Steamboat. And yeah, from that point on we're, we're a little bit flexible. Just based on a lot of. Event obligations that, that our, our true event team has on their schedule, cuz we do support a lot of events within cycling and triathlon. And we have, we have a good team of folks that, that work on that [00:39:22] Craig Dalton: Right on, well, I'll make sure that the listener has in the show notes, the websites and social handles to make sure they know how to get in touch [00:39:28] Brad DeVaney: on a weekly basis. Yeah. Please do jump on the jump on the websites we keep. We keep live chat. And you know, if, if we're not in house those questions get answered first thing in the morning, and then it's always best to catch someone live. And, and I, I love the dynamic. I is listeners may not have heard in our conversation earlier. Our business has, has completely changed in the past couple of years how we've chosen to To try to really link directly with consumers and, and provide direct answers. It's, it's, it's been a, a big growth for us and we want to hear every issue. We want to know every squeak, every rattle, every great story. That's, that's something that we weren't doing. When we were wholly working through bike shops with light speed and. We're better engaged with our consumers today. And, and that really inspires our product development. And I, I try to keep those channels completely open as well, but, but we do like to communicate and answer every single question. [00:40:32] Craig Dalton: Yeah, that's great to hear. I'm sure it garners a lot of support from the cycling community, just to be able to, you know, chat someone or pick up the phone and talk to someone. I feel like for me as a consumer, you know, just makes you feel that much more connected with the brand. [00:40:45] Brad DeVaney: We hope so. That's, you know, as, as passionate cyclists that's, that's how we want to be treated. And so that's, that's what we aim to. [00:40:53] Craig Dalton: Amazing. Well, I appreciate all the time, Brad, and I appreciate your sort of lifetime, your career of putting energy into making all these fun bikes for riders around the [00:41:02] Brad DeVaney: Thank you, Craig. You're you're a giver brother. You are a true giver and much respect to you and, and what you provide right on. [00:41:11] Craig Dalton: world. Cheers. That's going to do it for this week's edition of the gravel ride podcast. Huge. Thanks for Brad coming on the show. I appreciate everything he's done in the world of gravel cycling and cycling in general with Lightspeed and the new obit brand. Huge. Thanks to Trek, travel for joining us as a sponsor. I'm very excited to join the Jarana gravel bike tour November 6th through 10th this year. And you're all invited to come with me. Check out the link in the show notes and join me for a little Spanish gravel. If you're interested in connecting with me or have any questions about that, you're on a trip. Come on over to the ridership. That's www.theridership.com. It's a free online cycling community. You can connect with writers all over the world and discuss roots, equipments, anything that's relevant to gravel cycling. It's been a really fun exercise seeing that community grow and seeing the conversations that happen in my absence. If you're able to support the podcast, please visit buy me a coffee.com/the gravel ride. And until next time. Here's to finding some dirt under your wheels