Podcasts about operations

WhoSusan Cross, Vice President of Operations at Aspen Skiing Company (and former Mountain Manager of Snowmass)Recorded onNovember 14, 2025 - which was well before I traveled to Snowmass and chased Cross around a bit in the pow. There she is tiny in the distance:About Aspen Skiing CompanyAspen Skiing Company (Skico) is part of something called Aspen One. Don't ask me what that is because even though they rolled it out two years ago I still have no idea what they're talking about. All I know or care about is that they own four ski areas and here is what I know about them:Don't be fooled by the scale of the map above - at 3,342 acres, Snowmass is larger than Aspen Mountain, Buttermilk, and Aspen Highlands combined. The monster 4,400-foot vert means these lifts are massively shrunken to fit the map - Snowmass operates three of the 10 longest chairlifts in America, and seven chairlifts over one mile long:You can't ski or ride a lift between the four mountains, but free shuttles connect them all. Aspen Mountain, Highlands, and Buttermilk are all bunched together near town, and Snowmass is a short drive (15 to 20 minutes if traffic is clear and dependent upon which base area you want to hit):Why I interviewed herAmerican ski areas will often re-use chairlifts or snowcats that other operators have outgrown. Aspen Mountain re-used a whole town.In 1879, Aspen the city didn't exist, and by 1890 more than 5,000 people lived there. They came for silver, not snow. In less than a decade they laid out the Victorian street grid of brick and wood-framed buildings using hand tools and horses, with the Roaring Fork River as their supply road.Aspen's population collapsed in the economic depressions of the 1890s and didn't rebound to 5,000 for 100 years. The 1940 Census counted 777 residents. That was 16 years before the first chairlift rose up Ajax, a perfect ski mountain above an intact but semi-abandoned town made pointless by history.It was an amazing coincidence, really. Americans would never build a ski town on purpose. That's where the parking lots go. But hey it all worked out: Aspen evolved into a ski town that offset its European walk-to-the-chairlifts sensibility with a hard-coded American refusal to expand the historic street grid in favor of protectionism and mansion-building. The contemporary result is one of the world's most expensive real estate markets cosplaying as a quaint ski town, a lively and walkable mixed-use community of the sort that we idealize but refuse to build more of. Aspen's population is now around 7,000, most of whom live there by benefit of longevity, subsidy, inheritance, or extreme wealth. The city's median household income is just over $50,000. The median home price is $9.5 million. Anyone clinging to the illusion that Aspen is an actual ski town should consider that it took 25 years to approve and build the Hero's chairlift. Imagine what the fellows who built this whole city in half a decade without the benefit of electricity or cement trucks or paved roads would make of that.The illusory city, however, is a dynamic separate from the skiing. Aspen, despite its somewhat dated lift fleet, remains one of America's best small ski mountains. But it is small, and, with no green terrain and barely any blues, the ski area lacks the substance and scale to draw tourists west of Summit County and Vail.Sister mountain Snowmass does that. And while Snowmass did not benefit from an already-built town at its base, it did benefit from not having one, in that the mountain could evolve with a purpose and speed that Ajax, boxed in by geography and politics, never could. Snowmass has built 13 new aerial lifts this century, including the two-station, mountain-redefining Elk Camp Gondola; the Village Express six-pack, which is the fourth-longest chairlift in America; and, in just the past two years, a considerably lengthened Coney high-speed quad and a new six-pack to replace the Elk Camp chairlift.I've focused on Aspen's story a bit over the years (including this 2021 podcast with former Skico CEO Mike Kaplan), but probably not enough. The four Aspen mountains are some of the most important in American skiing, even if visitation doesn't quite match their status as skiing word-association champion among non-skiers (more on that below). Aspen, a leader not just in skiing but in housing, the environment, and culture, carries narrative heft, and the company's status as favored property of Alterra part-owner Henry Crown hints at deeper influence than Skico likely takes credit for. Aspen, like Big Sky and Deer Valley and Sun Valley, is rapidly emerging as one of the new titans of American skiing, unleashing a modernization drive that should lead, as Cross says in our conversation, to an average of at least one new lift per year across the portfolio. Snowmass' 2023 U.S. Forest Service masterplan envisions a fully modern mountain with snowmaking to the summit. Necessary and exciting as that all is, forthcoming updates to the dated masterplans at Aspen Highlands (2013) and Buttermilk (2008), could, Skico officials tell me, offer a complete rethinking of what Aspen-Snowmass is and how the ski areas orbit one another as a unit.And they do need to rethink the whole package. Challenging Skico's pre-eminence in the Circle of American Ski Gods are many obstacles, including but not limited to: an address that's just a bit remote for Denver to bother with or tourists to comprehend; a rinky-dink airport that can't land a paper plane; an only-come-if-you-have-nine-houses rap on the affordability matrix; a toxic combination of one of America's most expensive season passes and most expensive walk-up lift tickets; and national pass partners who do a poor job making it clear that Aspen is not one ski area but four.A lot to overcome, but I think they'll figure it out. The skiing is too good not to. What we talked about“I thought I had found Heaven” upon arrival in Aspen; Aspen in the 1990s; $200 a month to live in Carbondale; “as soon as you go up on the lifts, the mountain hasn't changed”; when Skico purchased formerly independent Aspen Highlands; Highlands pre-detachable lifts; four ski areas working (and not), as one ski resort; why there is “minimal sharing” of employees between the four mountains; why “two winter seasons, and then I was going back to Boston” didn't quite work out; why “total guilt sets in” if Cross misses a day of skiing and how she “deliberately” makes “at least a couple of runs” happen every day of the winter and encourages everyone else to do the same; Long Shot in the morning; the four pods of Snowmass; why tourists tend to lock onto one section of the mountain; “a lot of people don't realize their lift ticket is good for the four mountains”; “there's plenty of room to spread out and have a blast” even at busy Snowmass; defining the four mountains without typecasting them; no seriously there are no green runs on Aspen Mountain; the new Elk Camp six-pack; why Elk Camp doesn't terminate at the top of Burnt Mountain; why Elk Camp doesn't have the fancy carriers that came with 2024's new Coney Express lift; why Snowmass opted not to add bubbles to its six-packs; how Coney Express changed how skiers use Snowmass; why Coney is a quad rather than a six; why skiers can't unload at the Coney Express mid-station (and couldn't load last season); how Coney ended up with a mid-station and two bends along the liftline; the hazards of bending chairlifts and lessons learned from Alta's Supreme debacle; why Snowmass replaced the Cirque Poma with a T-bar (and not a chairlift); which mountain purchased the old Poma; Aspen's history of selling lifts and how the old Elk Camp wound up at Powderhorn ski area; where Skico had considered moving the Elk Camp quad; “we want everybody to stay in business”; why Snowmass didn't sell or relocate the Coney Glade lift; prioritizing future chairlift upgrades; the debate over whether to replace Elk Camp or Alpine Springs first, and why Elk Camp won; “what we're trying to do is at least one lift a year across the four mountains”; a photobomb from my cat; why the relatively new Village Express lift is a replacement candidate and where that lift could move; why we're unlikely to see the proposed Burnt Mountain chairlift anytime soon; and the new megalift that could rise on Aspen Mountain this summer.What I got wrong* I said that Breck had “T-bars serving their high peaks,” which is incorrect. In fact, Breck runs chairlifts close to the summits of Peak 8 (Imperial Superchair, the highest chairlift in North America), and Peak 6 (Kensho Superchair). I was thinking, however, of the Horseshoe T-Bar, an incredible high-alpine machine that I rode recently (it lands below Imperial Superchair on Peak 8).* I said that Maverick Mountain, Montana, was running a “1960-something” Riblet double. The lift dates to 1969, and is slated for replacement by Aspen Mountain's old Gent's Ridge fixed-grip quad, which Skico removed in 2024.* I referred to the Sheer Bliss chairlift as “Super Bliss,” which I think was fallout from over-exposure to Breck, where 12 of the chairlifts are named [SOMETHING] Superchair or some similar name.Why you should ski Aspen-SnowmassWhy do we ski Colorado? In some ways, it's a dumb question. We ski Colorado because everyone skis Colorado: the state's resorts account for 20 to 25 percent of annual U.S. skier visits, inbounds skiable acreage, and detachable chairlifts. Colorado is so synonymous with skiing that the state basically is skiing from the point of view of the outside world, especially to non-skiers who, challenged to name a ski resort, would probably come up with Vail or Aspen.But among well-traveled skiers, Colorado is Taylor Swift. Talented, yes, but a bit too obvious and sell-your-kidneys expensive. There's a lot more music out there: Utah gets more snow, Idaho and Montana have fewer people, B.C.'s Powder Highway has both of those things. Europe is cheaper (well, everywhere is cheaper). Colorado is only home to 26 public, lift-served ski areas, and only two of the 10 largest in America. Only seven Colorado ski areas rank among the nation's 50 snowiest by average annual snowfall. Getting there is a hassle. That awful airport. That stupid road. So many Texans. So many New Yorkers. Alternate, Man!But we all go anyway. And here's why: Colorado ski areas claim 14 of the 20 highest base areas in North America, and 16 of the 20 highest summits. What that means is that, unlike in Tahoe or Park City or Idaho, it never rains. Temperatures rarely top freezing. That means the snow that falls stays, and stays nice. Even in a mediocre Rocky Mountain winter – like this one – Colorado is able to deliver a consistent and predictable trail footprint in a way that no other U.S. ski state can match. Add in an abundance of approachable, intermediate-oriented ski terrain, and it's clear why America's two largest ski area operators center their multi-mountain pass empires in Colorado.Which brings us back to the thing most skiers hate the most about Colorado skiing: other skiers. There are just so many of them. And they all planned the same vacation. For the same time.But there is a back door. Around half of Colorado's 12 to 14 million annual skier visits occur at just five ski areas: Vail Mountain, Breck, Keystone, Copper, and Steamboat – often but not always strictly in that order. Next comes Winter Park, then Beaver Creek. And all the way down at number eight for Colorado annual skier visits is Snowmass.Snowmass' 771,259 skier visits is still a lot of skier visits. But consider some additional stats: Snowmass is the third-largest ski area in Colorado and the 11th-largest in America. From a skier visits-to-skiable-acreage ratio, it comes in way below the state's other 2,000-plus-acre ski areas (save Telluride, which is even more remote than Aspen):Why is that? The map explains it: Snowmass, and Aspen in general, lost the I-70 sweepstakes. They're too far west, too far off the interstate (so is Steamboat, but at least they have a real airport).Snowmass is worth the extra drive time. I-70 through Glenwood Canyon is slow-going but gorgeous, and the 40 miles of Colorado 82 after the interstate turnoff barely qualify as mountain driving – four lanes most of the way, no tight turns, some congestion but only if you're arriving in the morning. A roundabout or two and there you are at Snowmass.And here's what that extra two hours of driving gets you: all the benefits of Colorado skiing absent most of its drawbacks. Goldilocks Mountain. Here you'll find the fourth-highest lift-served summit in American skiing, the second-tallest vertical drop, and a dizzying, dazzling modern lift fleet spinning 20 lifts, including 9 detachables and a gondola. You'll find glorious ever-cruisers, tree-dotted and infinite; long bumpers twisting off High Alpine; comically approachable green zones at the village and mid-mountain. If Campground double is open, you can sample Colorado skiing circa 1975, alone in the big empty lapping the long, slow lift. And since the Brobots hate Snowmass, the high-altitude Hanging Valley and Cirque Headwall expert zones are always empty.That's one of four mountains. Towering, no-greens-for-real Aspen Mountain and Aspen Highlands are as rugged and wicked as anything a Colorado chairlift can drop you onto. And Buttermilk is just delightful – 2,000 vertical feet of no-stress-with-the-9-year-old, with fast lifts back to the top all day long.Podcast NotesOn Sugarbush and Mad River GlenI always like to make this point for western partisans: there is eastern skiing that stacks up well against the average western ski experience. Most of it is in northern Vermont, and two of the best, terrain-wise, are Alterra-owned Sugarbush - home of the longest chairlift in the world - and co-op-owned Mad River Glen, which still spins the only single chair in the lower 48. Here's Sugarbush:Mad River Glen is right next door. Just keep going looker's right off Mt. Ellen:On pre-Skico HighlandsWhoa that's a lot of lifts. And they're almost all doubles and Pomas.On Joe HessionHession is founder and CEO of Snow Partners, which owns Mountain Creek ski area, the Big Snow indoor ski ramp in New Jersey, Snow Cloud resort-management software, the Snow Triple Play Pass, and the Terrain Based Learning concept that you see in beginner areas all over America. He's been on the pod a few times, and he's a huge fan of Susan's.On Timberline's wonky vertMeasuring vertical drop is a somewhat hazardous game. Potential asterisks include the clandestine inclusion of hike-up terrain (Aspen Highlands), ski-down terrain with no return lift access (Sunlight), or both (Arapahoe Basin). Generally, I refer to lift-served vert, meaning what you can ski down and ride back up without walking. But even that gets tricky, as in the case of Timberline Lodge, Oregon, home to the tallest vertical drop in American lift-served skiing. We have to get mighty creative with the definition of “lift” however, since Timberline includes a 557-vertical-foot lift-served gap between the top of the Summit chairlift (4,290 feet) and the bottom of the Jeff Flood high-speed quad (4,847 feet). This is the result of two historically separate ski areas combining in 2018:Timberline's masterplan calls for a gondola from the base of Summit up to the top of Jeff Flood:For now, skiers can ski all the way down, but have to ride back up to Timberline from the Summit base via shuttle. To further complicate the calculus here, the hyper-exposed Palmer high-speed summit quad rarely runs in winter, acting mostly as a summer workhorse for camp kids. When Palmer's not running, a snowcat will sometimes shuttle skiers close to the unload point.Anyway, that's the fine print annotating our biggest lift-served vertical drop list:On Big Sky's new lifts and pod-stickingSnowmass' recent lift upgrade splurges are impressive, but Big Sky has built an incredible 12 aerial lifts in the past decade, 11 of them brand-new. These are some of the most sophisticated lifts in the world and include two six-packs, two eight-packs, a tram, and two gondolas. This reverse chronology of Big Sky's active lifts doubles as a neat history of the mountain's evolution from striver importing other resorts' leftovers to one of the top ski areas on the continent:Big Sky still has some older chairs spinning along its margins, but plenty of tourists spend their entire vacation just lapping the out-of-base super lifts (according to on-the-ground staff). The only peer Big Sky has in the recent American lift upgrade game is Deer Valley, which has erected nearly a dozen aerial lifts in just the past two years to feed its mega-expansion.On the Ikon Pass site being confusing as to mountain accessI just find the classification of four separate and distinct ski areas as one “destination” confusing, especially for skiers who aren't familiar with the place:On the new Elk Camp chairliftThe upside of taking nine years to distribute this podcast is that I was able to go ride Snowmass' gorgeous new Elk Camp sixer:On my Superstar lift discussion with KillingtonOn Aspen's history of selling liftsI somewhat overstated Aspen's history of selling lifts to smaller mountains. It seemed like a lot, though these are the only ones I can find records of:However, given Skico's enormous number of retired Riblets (28, all but two of which were doubles), and the durability and ubiquity of these machines, I suspect that pieces – and perhaps wholes – of Aspen's retired chairlifts are scattered in boneyards across the West.On the small number of relocated detachable lifts Given that the world's first modern detachable chairlift debuted at Breckenridge 45 years ago, it's astonishing how few have been relocated. Only 19 U.S. detaches that started life within the U.S. are now operating elsewhere in the country, and only nine moved to a different ski area:On Powderhorn's West End chairThe number of relocated detachables is set to increase to 10 next year, when Powderhorn, Colorado repurposes Snowmass' old Elk Camp quad to replace this amazing, 7,000-foot-long double chair, a 1972 Heron-Poma machine:Elk Camp is already sitting in a pile beside the load station (Powderhorn officials tell me the carriers are also onsite, but elsewhere):Powderhorn's existing high-speed quad, the Flat Top Flyer, also came used, from Marble Mountain in Canada.On Snowmass' masterplan and the proposed Burnt Mountain liftSnowmass' most recent U.S. Forest Service masterplan, released in 2022, shows the approximate location of a future hypothetical Burnt Mountain chairlift (the left-most red dotted line below):Unfortunately, Cross and the rest of Skico's leadership seem fairly unenthusiastic about actually building this lift. Right now, skiers can hike from the top of Elk Camp chair to access this terrain.On Aspen's Nell-Bell ProposalOh man how freaking cool would it be to ride one chairlift from Aspen's base to the top of Bell? Cross and I discuss Aspen Mountain's Forest Service application to do exactly that, with a machine along roughly this line parallel to the gondola:The new detachable would replace two rarely-used chairs: the Nell fixed-grip quad and the Bell Mountain double chair, which, incredibly, dates to 1957 (with heavy modifications in the 1980s), making it the fourth-oldest standing chairlift in the nation (after Mt. Spokane's 1956 Vista Cruiser Riblet, Mad River Glen's 1946 American Steel & Wire single chair, and Boyne Mountain's Hemlock Riblet double, moved to Michigan in 1948 after starting life circa 1936 as America's first chairlift – a single standing at Sun Valley).I lucked out with a gondola wind hold when I was in Aspen a few weeks back, meaning Nell was spinning:Sadly, Bell was idle, but I skied the liftline and loaded up on photos:On the original Lift 1 at AspenBehold Lift 1 on Aspen Mountain, a 1946 American Steel & Wire single chair that rose 2,574 vertical feet along an 8,480-foot line in something like 35 or 40 minutes. Details on this lift's origin story and history vary, but commenters on Lift Blog suggest that towers from this lift ended up as part of Sunlight's Segundo double following its removal from Ajax in 1971. That Franken-lift, which also contained parts from Aspen's Lift 3 – which dated to 1954 and may have been a Poma or American Steel & Wire machine, but lived its 52-year Sunlight tenure as a Riblet – came down last summer to make way for a new-used triple – A-Basin's old Lenawee chair.On the Hero's expansionAt just 826 acres, Aspen Mountain is the most famous small ski area in the West. The reason, in part, for this notoriety: a quirky, lively treasure chest of a ski area that rockets straight up, hiding odd little terrain pockets in its fingers and folds. The 153-acre Hero's terrain, a byzantine scramble of high-altitude tree skiing opened just two years ago, fits into this Rocky Mountain minefield like a thousand-dollar bill in a millionaire's wallet. An obscene boost to an already near-perfect ski mountain, so good it's hard to believe the ski area existed so long without it.Here's a mellow section of Hero's:And a less-mellow one (adding to the challenge, this terrain is at 11,000 feet):The Storm explores the world of lift-served skiing year-round. Join us. Get full access to The Storm Skiing Journal and Podcast at www.stormskiing.com/subscribe

You've paid off the debt, built the emergency fund, and started investing. So why does having extra money still make you feel weirdly stressed? In this episode of Everyone's Talkin' Money, Shari Rash breaks down what to do with surplus money once you're past financial chaos and into a more stable phase of life. Because when the bills are covered, your savings account is solid, and your 401(k) contributions are happening, the next question gets a lot more complicated: where should your next dollar go? Get the Now What? Money Reset If you've ever felt stuck deciding between saving more cash, funding a Roth IRA, opening a brokerage account, contributing more to your 401(k), or finally spending money on something that makes your life better, this episode is for you. Shari shares her post-chaos money playbook: Protect, Build, Live — a practical system for deciding how to allocate extra money without second-guessing every financial move. You'll learn how to set a cap on your emergency fund, when cash stops being security and starts becoming unassigned money, and why “max everything” is not always the smartest investing strategy. Shari walks through her investing stack for women in this stage of life: get the employer match, fund a Roth IRA, build a taxable brokerage account for flexibility, and then max your 401(k) if it still makes sense for your goals. This episode also unpacks why a brokerage account can be one of the most powerful tools for present-life freedom, especially if you want the option to take a sabbatical, leave a job, change careers, start a business, relocate, or work less before traditional retirement age. And just as importantly, Shari explains why your life should not be funded with leftovers. You'll hear how to create a “Live” bucket for travel, health, support, time-saving services, relationships, learning, and the things that make your life feel like yours. If you've been wondering how to split your money between savings, investing, and actually enjoying your life, this episode gives you a clear framework. Because you are no longer someone who saves whatever is left. You are someone who directs money to build security, freedom, and life all at the same time. Are you're ready for personalized, judgment-free financial guidance? Learn more about working with Shari. Shari Rash is the founder of GWA Wealth, a virtual advisory firm helping women make confident, values-aligned decisions with their money. Visit GWA Wealth to explore your next step. Talkin' Points → where your money gets smarter. Real talk, practical tips, zero guilt straight to your inbox. Sign up here.  Be sure to like and follow the show on your favorite podcast app! Keep the conversation going on Instagram @everyonestalkinmoney Shari Rash is a financial planner and Investment Adviser Representative of GWA Wealth, a Registered Investment Adviser. The information provided in this podcast is for educational and informational purposes only and should not be construed as personalized investment, tax, or legal advice. Listening to this podcast does not create an advisory relationship with Shari Rash or GWA Wealth. All investments involve risk, including the potential loss of principal. Any references to specific investments, strategies, or securities are for illustrative purposes only and are not recommendations. You should consult your own financial advisor, tax professional, or attorney regarding your individual situation before making any financial decisions. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this hour of VSiN PrimeTime, hosts Matt Youmans and Will Hill are joined by Mike Palm, VP of Operations at Circa, to talk about the MLB, World Baseball Classic, and College Basketball. Matt and Will continue the conversation on all those categories and more! Get instant access to expert picks, public betting splits data, and pro betting tools when you join VSiN pro. Grab your first month for only $9.99 or take 17% off an annual subscription when you use promo code: POD26. Click Here to get started. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

You've been flooding us with questions about the Nancy Guthrie disappearance. Tonight we're answering them—no guests, no filter, just the facts and what they tell us.Four weeks. An 84-year-old woman still missing. A suspect captured on camera whose face has been seen by millions. Fifty thousand tips submitted. And somehow, not a single person can identify him. How is that possible? Not one coworker, neighbor, family member, or casual acquaintance has recognized this man and come forward. We break down what that absence of identification actually means for the investigation.The DNA evidence has hit a wall. Gloves recovered two miles from the scene contained genetic material from an unknown male. No hit in CODIS. Genetic genealogy is an option—but it takes months, sometimes longer. Is that pathway even being pursued? And what about the mixed DNA found inside Nancy's residence?Nancy's pacemaker has a Bluetooth signal detectable from over two hundred yards away. Search teams flew helicopters specifically scanning for that signal. They found nothing. The implications are grim: either she's somewhere the signal can't escape, the device has stopped working, or something worse.Then there's the investigation itself. Robin Dreeke, who spent 21 years with the FBI including time as Chief of the Counterintelligence Behavioral Analysis Program, offers insider perspective. The crime scene released before the FBI secured it. Blood photographed by reporters before federal agents arrived. Evidence sent to a private lab instead of Quantico. Contradictory statements about basic facts. Dreeke says this level of friction exists on almost every major case—we just don't usually see it.The resource drawdown. Operations moving to Phoenix. The home returned to the family. What do these developments actually signal? We're live with answers.Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/channel/UC8-vxmbhTxxG10sO1izODJg?sub_confirmation=1Instagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodThis publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.#NancyGuthrieLive #NancyGuthrieQA #TucsonKidnappingUpdate #GuthrieSuspect #FBITucson #SavannahGuthrieMom #MissingPersonAlert #NancyGuthrieDNA #LiveTrueCrime #HiddenKillersLive

In this weekend's episode, three segments from this past week's Washington Journal. First: a conversation with journalist Avi Mayer - founder of the Jerusalem Journal – discusses ongoing U-S and Israeli combat operations against Iran. Then: the first primaries of Campaign 2026 kicked off this week. We read the tea leaves with National Journal's "Hotline" Editor Kirk Bado. Plus: the video depositions of former President Bill Clinton and Hillary Clinton went public this week. We'll discuss the fallout and what's next in the Epstein files investigation with Ken Thomas of the Wall Street Journal. Learn more about your ad choices. Visit megaphone.fm/adchoices

The footage shows his face. It's been broadcast on every major network. Fifty thousand tips have poured in. And somehow—four weeks later—not one person who has ever interacted with this man has come forward to identify him. That seems statistically impossible. Yet here we are.The Nancy Guthrie investigation has hit dead ends on every front simultaneously. DNA recovered from gloves two miles from the scene belongs to an unknown male—no match in CODIS. Genetic genealogy could provide answers, but the timeline stretches into months. Nancy's pacemaker emits a Bluetooth signal detectable from over two hundred yards. Helicopters searched for that signal specifically. Nothing. Does that mean she's somewhere the signal can't escape? Underground? Or has the device stopped functioning?Robin Dreeke spent 21 years with the FBI and served as Chief of the Counterintelligence Behavioral Analysis Program. He's worked inside the kind of multi-agency investigations playing out in Tucson right now. The friction everyone's watching—federal versus local, evidence routing disputes, contradictory public statements—Dreeke says that's not dysfunction. That's normal. The only difference is that a nation is paying attention this time.The criticism has been relentless. Reporters photographed blood on Nancy's front stoop before the FBI secured the property. The crime scene was released, then re-warranted, then searched again. DNA went to a private Florida lab while federal sources questioned the decision. Pima County said one thing about the footage timeline; network sources reported another. The FBI hasn't clarified.Resources have drawn down. Operations moved to Phoenix. The home was returned to Nancy's family. It looks like investigators are giving up. Dreeke explains what these moves actually mean from someone who's been inside the system.Your questions about the mixed DNA inside the residence, the fake ransom notes that were dismissed, the affluent neighborhood with cameras everywhere but no vehicle captured—answered.Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/channel/UC8-vxmbhTxxG10sO1izODJg?sub_confirmation=1Instagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodThis publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.#NancyGuthrieCase #NancyGuthrieSuspect #TucsonMissing #FBIvsLocalPolice #RobinDreekeFBI #SavannahGuthrieMother #GuthrieInvestigation #MissingPersonsCase #PimaSheriff #HiddenKillersPod

Kristina Munoz, Senior Vice President of Operations at Cogir Senior Living, shares how she's applying hospitality principles to an industry that might be a little unexpected. After nearly years running Michelin-recognized boutique hotel properties, she transitioned to build hospitality training programs for caregivers and partner with outside brands to offer concierge-level services without the overhead. If you've ever wondered where your hospitality skill set has the most untapped value, or what your operations could borrow from a sector built around multi-year guest relationships, this conversation will reframe how you think about both. A few more resources: If you're new to Hospitality Daily, start here. You can send me a message here with questions, comments, or guest suggestions If you want to get my summary and actionable insights from each episode delivered to your inbox each day, subscribe here for free. Follow Hospitality Daily and join the conversation on YouTube, LinkedIn, and Instagram. If you want to advertise on Hospitality Daily, here are the ways we can work together. If you found this episode interesting or helpful, send it to someone on your team so you can turn the ideas into action and benefit your business and the people you serve! Music for this show is produced by Clay Bassford of Bespoke Sound: Music Identity Design for Hospitality Brands

HEADLINE: Starbucks Relocates Corporate Operations to TennesseeGUEST: Jeff Bliss Starbucks is moving a significant portion of its corporate headquarters and back-office operations from Seattle to Tennessee. This move is driven by concerns over high taxes, regulatory capture, and general disorder, including crime and homelessness. Jeff Bliss notes that this departure follows a trend of major brands like In-N-Out Burger and SpaceX leaving West Coast locations for states perceived as more business-friendly. (2)1940 PACIFIC PALISADES

Dan talks with Taylor Pearson about a new wave of “agentic AI” tools like Claude Code — and how founders are using them to tackle projects that used to take days or weeks. From analyzing financials to running workflows and speeding up big internal projects, these tools can act more like a business collaborator than a chatbot. They also walk through how to take the first step if you want to start experimenting. Find Taylor Get started with Claude Code Hang out exclusively with 7+ figure founders in DC BLACK Bento - Email marketing for bootstrapped founders CHAPTERS (00:00:00) AI “Superpowers” for Founders (00:00:43) A New Wave of AI Tools (00:00:57) Sponsor: Bento (00:02:32) The First Time Taylor Tried Claude Code (00:04:21) The $10K Projects Sitting on Your To-Do List (00:05:13) Real Ways Founders Are Using AI Agents (00:05:32) AI as the Operating System for Your Business (00:13:07) The Breakthrough: AI That Reads and Writes Your Files (00:20:44) The New AI Arbitrage (00:25:16) What AI Is Weirdly Good (and Bad) At (00:27:36) Why It's an Exciting Time to Be a Founder Again CONNECT: Dan@tropicalmba.com Ian@tropicalmba.com Past guests on TMBA include Cal Newport, David Heinemeier Hannson, Seth Godin, Ricardo Semler, Noah Kagan, Rob Walling, Jay Clouse, Einar Vollset, Sam Dogan, Gino Wickam, James Clear, Jodie Cook, Mark Webster, Steph Smith, Taylor Pearson, Justin Tan, Matt Gartland, Ayman Al-Abdullah, Lucy Bella. PLAYLIST: Can Your Business Beat the S&P 500? How to Build a 6-Figure Digital Business with Claude Code 4 Ways to Start a Business From Scratch in 2026

In this hour of Money Moves, Stormy Buonantony and Jonathan Von Tobel give their best bets for tonight and break down the upcoming season and betting odds for the Detroit Tigers. Also, Mike Palm, VP of Operations, Circa, Golden Gate & The D joins the show to talk NFL and the NHL trade deadline. Later,  David Dineen, Former Cal Poly Basketball Player and Circa College Hoops Challenge Contestant joins the show. Get instant access to expert picks, public betting splits data, and pro betting tools when you join VSiN pro. Grab your first month for only $9.99 or take 17% off an annual subscription when you use promo code: POD26. Click Here to get started. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

President Trump has fired United States Secretary of Homeland Security Kristi Noem. Seth reads from Ayaan Hirsi Ali’s “Restoring the West Manifesto.” Vice Chair of the Maricopa County Board of Supervisors Debbie Lesko, representing District 4, calls-in to the show to talk about the upcoming review of the Board’s “Rule 60” motion, which asks a federal court for relief from federal oversight of the Maricopa County Sheriff’s Office (MCSO). We're joined by Johnny Estes, Vice President of Operations of CMI Gold & Silver. President Trump has called-out commentator Tucker Carlson on his recent rhetoric.See omnystudio.com/listener for privacy information.

Opportunities to use technologies to improve reproductive performance in cows and heifers is discussed.

Col. Arlon Smith, director of Project Dynamis, discussed how the Marine Corps is working to rapidly deliver artificial intelligence capabilities to the tactical edge. He explained how Project Dynamis is leveraging cutting-edge commercial AI to help warfighters analyze and share data faster in increasingly complex battlefields filled with autonomous systems. Smith also highlighted the project's focus on joint interoperability and real-world testing with military partners. The effort aims to quickly turn emerging technologies into operational capabilities that give Marines a decisive advantage.

Logan McKnight is the founder of GoodKnight Consulting and a strategic advisor to MedTech executives navigating growth, leadership challenges, and operational complexity. Logan shares her nearly 20-year journey from pre-med to neuromonitoring technologist to CEO, and explains why she now focuses on helping leaders build teams that scale without sacrificing culture or burning out. She discusses lessons learned managing remote surgical service teams, why “simple scales,” and how mission, vision, and values enable better decisions and hiring beyond gut instinct.  Guest links: https://www.goodknightconsulting.net/ Charity supported: ASPCA Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com.  PRODUCTION CREDITS Host & Editor: Lindsey Dinneen Producer: Velentium Medical   EPISODE TRANSCRIPT Episode 075 - Logan McKnight [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. I'm your host, Lindsey, and today I am delighted to welcome Logan McKnight. Logan is the founder of GoodKnight Consulting and a strategic advisor to MedTech executives navigating growth, leadership challenges and operational complexity. With nearly 20 years in neuromonitoring and surgical services, including experience as a CEO, VP of Operations and business development leader, Logan brings an experienced perspective to executive leadership. She works with directors, VPs, and C-suite leaders to build teams that can scale without sacrificing culture or burning out. Well, welcome to the show, Logan. I'm so glad to speak with you today, and thank you so much for being here. [00:01:34] Logan McKnight: Yeah, it's great to be here. I appreciate you inviting me. [00:01:36] Lindsey Dinneen: Of course. I'd love if you wouldn't mind starting off by sharing just a little bit about yourself, your background, and what led you to MedTech. [00:01:45] Logan McKnight: Of course. Yeah. So my name is Logan McKnight and I have been in medtech for almost the last 20 years. And I think my journey, I, a lot of people have a very similar like origin story of haphazardly finding their way into medtech. I was pre-med in college. I wanted to go into veterinary school and I think I panicked honestly last minute, not really wanting to go. I interned under vet who basically dissuaded me from doing all the work of vet school and said go to med school. And feeling a little lost, I found my way to medtech, particularly neural monitoring, which was a field, pretty niche, but basically I got trained by a company to go in and run equipment and monitor patient's nervous systems during surgery. And to me, just having my bachelor's degree and having that level of impact and being able to jump right into patient care without having to go to more, you know, years and years of schooling was right up my alley and it's been such a wild ride. You know, I was a technologist and then I became a manager and then VP of development of business development, and head of contracting. And then I went over to a small company where I was the vice president of the whole company, and then eventually CEO, and now I'm consulting for medtech companies. So it's been a really fun journey that I didn't plan at all. [00:03:06] Lindsey Dinneen: Yeah. Okay. Well, excellent. And that brings up so many questions, but to start, so you were thinking originally you might wanna be a vet. Do you have you know, like, did you grow up with animals? Did you just have an amazing love for them? Where did that come from? [00:03:23] Logan McKnight: You know, honestly, I think I would've had way more animals, but my parents were a lot more reasonable than I was. So we just had the regular pets, but I grew up like horseback riding and in the Midwest, in Ohio. So I was around a lot of farm animals and things like that and I was part of like FFA and horticulture. So future Farmers of America. And I actually was really interested in large animals because I didn't wanna deal with people, I didn't wanna deal with people or their pets. So, and you know, and so that was what panicked me about med school was like the whole plan was veterinary school was to avoid the people part. And then I found through medtech you know, neuromonitoring and surgery where my patients are asleep. And so I still got to do all the things that I love, like providing impact, but then, you know, not having to worry about, I guess all for me I just had my head like all the challenges and complications that deal dealing with patients that I thought would make my job and life really difficult. So it's been really fun to kind of focus on just like the care and how to move things forward and explore this big, wide open space of how to impact people's lives in surgery. [00:04:31] Lindsey Dinneen: Yeah. And you know what's interesting about that too is, though, I think it sounds like throughout your, though, as you've, you know, gone from technologist and then you've had all of these amazing career changes and growth basically. It sounds like, you know, you have developed though your own kind of leadership style, so even though maybe originally you weren't sure about dealing with people, so to speak, you've actually excelled at it. So I'm curious how that has evolved for you in creating and managing teams. [00:05:03] Logan McKnight: Yeah. You know, it's interesting. I think like initially I was trying to control all these variables before I got into leadership in people, and then realized like you can't do that once you get to actually working with people. And once you almost like acknowledge and recognize, you can't control that but there's some beauty in that of you just allow for what you allow and then you know, you have to give people the ability to function like at their level. And you create the parameters. But other than that, like some magic happens when you don't try to control every single thing. And I see so many, especially new managers, you know, being like, "I need to control everything." And they're wondering why they're exhausted or their team's not respecting them. And it's like, gotta let go, gotta let go of the wheel a little bit. So, you know, I think those are some lessons and sometimes they just come with time and experience. [00:05:55] Lindsey Dinneen: Yeah, absolutely. Yeah. So, when you started, well, let's go back to the beg, maybe it's kind of at the beginning of your career. What are some things that you learned as a technologist and as you were growing within the hospital systems themselves, that contributed to basically where you would become now to become an entrepreneur and all of that. [00:06:21] Logan McKnight: Yeah, I mean, I will be very honest, and this is not meant to be a dig at anybody who I'd worked with or any boss. But I just, I went to work for a private company and we went and we were almost like hired mercenaries. So we would go to like, you know, every day I was in a different hospital. I didn't know my schedule till the night before. I rarely saw my manager and, you know, rarely saw other members of my team and it really felt like I was very isolated and alone. And it added to my burnout and also feeling like I didn't have anyone watch, like looking out for me and my back as a younger employee. And I realized there was so much room for improvement there in how you manage a team remotely. And so I think I, I just like mentally I was a psychology major before I switched to pre-med, and so I think like the, like human brain, because I was, you know, neuroscience, but like psychology, I think is so fascinating to me and the way people tick and what makes them tick. And I, I'm a big believer if you can figure out the way people tick, you can unlock so many things in the world and like you can, you know, you can be the most brilliant person, but if you can't communicate effectively, if you can't manage a team, you're really not gonna take things to the next level because you're not gonna activate those people around you to perform and get something done. So I feel like it was a case study for me to kind of watch like these managers and struggle and I'm like, "Ah, that's what I'm not going to do." [00:07:47] Lindsey Dinneen: Yes. Yeah. Sometimes learning from examples that maybe you wish you didn't have to learn from though can be the best teachers and actually serve your, you know, your own leadership style and your people that you end up getting to influence. It actually does help in the long term, but so. [00:08:06] Logan McKnight: Totally. [00:08:07] Lindsey Dinneen: So when you started GoodKnight Consulting, what was the impetus for that? I mean, you'd had this you've had this amazing career so far. You're ready kind of just for the next step or what sparked that? [00:08:19] Logan McKnight: You know, it's interesting, I stepped down from my CEO position 'cause I was feeling, I was running a neuromonitoring service company in the Pacific Northwest. We also had a professional services arm with neurologists. And then I had a medical billing company that I was running and we did mostly out of network billing. And then we also started a company in India right before COVID. So by 2023, I was fried, I was very burnt out in the way that I felt like I was busy all the time, but not really having the same impact I used to have. I think a lot of that was like I, I got more involved on the litigious side of running a company and then also the medical billing side really takes it out of you. So the thing I enjoyed was the coaching and the mentoring, and once I took a little bit of a step back and thought about what would I do every day for free? You know, like, what would I just love to do? And the reality was coaching other leaders, especially one like scratched my itch for helping people and provide and like, impact, which I realize is my biggest driver is like, how do I impact the most people and walk away with, you know, my life feeling like I've touched people in a positive way, and I think that's, you know, my, my driving force. So that's kind of why I started. And I started honestly just trying to go to leaders individually and offer some webinars and some one-on-one coaching. And then I really realized working with companies actually is the best way to go about this because you get ownership and leadership that's totally aligned and they want that support for their leaders. And then, it's so much easier to see the impact spread throughout an organization, so that's been really cool, is to be this outside force driving an owner or an executive's vision of what they want their company or the team to be. [00:10:07] Lindsey Dinneen: Yeah, and I noticed when I was reading a little bit more about the company, one of the things that I thought was really interesting is you talk about there, this is not just let's say leadership or mindset coaching or something like that, although that is very important as well. It is also about the business strategy. And you talk a lot about, you know, you've been in the position to understand how much, of course, revenue matters. You ha you have to, you know, make sure that's a strong, you know, foundation for the business. So, so how do you balance the two when you work with clients? [00:10:45] Logan McKnight: Yeah, no, that's a great question. I think every client is unique. I have found that just stripping away-- actually with something I, a blog post I was working on today and something I posted on LinkedIn, and it's something I find myself saying to founders and owner operators all the time-- simple scales. And I think, you know, what ends up happening is a lot of times you get this great idea for a product, a service, a company, and you just go. And you don't sometimes sit down and create like the true mission or the vision and like the values of the company. And it's really hard for owner operators and people who are in startup land and you know, small businesses to pause and do that, especially if they've been going for a few years 'cause you know, it's like, "Well, I've been operating without this stuff. It's totally fine." The reality is it's so much easier to grow and scale and also to gut check yourself when you're making decisions and being like "This is the right call because this aligns with our mission and our vision for the company or our growth initiatives for this year. And then it aligns with my values. I feel good about this decision and I can communicate it to people I hire. So I trust those people." And like that's what scales is, the trust and people having like the unified mission and vision and values and like, I know it sounds a little touchy feely, but the reality is like that's actually what I feel like I end up centering owners and operators on. It's less about the minutia and the details and more about like, does this make sense with where you wanna go and the way you, and the way you wanna get there. [00:12:21] Lindsey Dinneen: Yeah. Yeah, exactly. Okay. Yeah, I really like that. And with the emphasis on the unified team in terms of, you know, we don't all have to view life exactly the same, but we need to be aligned, at least with our mission and values and things like that. What do you find are some of the best practices when it comes to building out a team? And on the flip side, what are some things that maybe are common or that feel like they would be good practices, but in reality might not be. Like, what are some lessons learned, I suppose, on both sides? [00:12:56] Logan McKnight: Yeah. I mean, I think, I'll be honest, I think a lot of owners and maybe leaders who've been in their position for a while, like, like there-- I was talking to somebody else about this, about your gut feeling and like, go with your gut and trust me. I was a big go with my gut leader especially as a CEO, but like that doesn't scale because you have to be able to verbalize like, what are the things you're looking for? Why did you pick this person? And so at the end of the day you know, I had a policy when I was probably right, became, when I became a CEO that I needed to like approve after a couple not so great hires, I needed to approve every hire. And like the reality is that's not realistic, that's not gonna scale as you grow. And so I just needed to create the, this is what we're looking for like, you know, we're hiring for attitude. We can train the aptitude, we can train the technical depending on what the job is. But, you know, here's what we're really looking for, is a good fit for the company and the culture. And then, because once I had people who I knew really got that and saw the vision, I knew they were gonna make the right choices. And so I didn't feel like I had to. Be the one making that decision, I could scale it and help, you know, allow my team to hire for the people in the places that they needed and saw. [00:14:09] Lindsey Dinneen: Yeah. Okay. Yeah, I really like that. So, one thing that I thought was interesting, especially so on your LinkedIn profiles, I was, you know, enjoying reading more about you and some of the things you've done. But you had mentioned that sometimes there's a trade off between hitting targets and then you're burning out your team for the opposite. You're protecting your team, but then you're not hitting your targets. Could you speak a little bit more about that and how you help companies sort of overcome that challenge. [00:14:40] Logan McKnight: No, and I mean, I think it's like, I equate like, I think when I first became a leader, you know, talking about how my viewed my other leaders maybe know what not to do, I definitely swung the pendulum too far the other direction when I first started. And I was way too, I don't know, I was way too, all the things I didn't get. And so two, like checking in with my team, "How are you doing?" Not wanting to delegate work to them and doing these things because you know, and so I realized there's you, I think that's like an initial thing a lot of leaders go through is that shift. It's when you get stuck in the one extreme or the other and you don't really find your good at equilibrium, that it's really hard to sustain. And I think it's really important to find your equilibrium of, like, "This drives us to hit quota. This drives us to get our metrics and to for success. And then it does it in a sustainable way that our team's gonna stay." Because to me, like, sustainable. I kind of was thinking about my values even this morning and I'm like, I think fun is really one of my values like, I want to really enjoy like not just my personal life, but my professional life, and I think your job, your company, all of those things is a lot more fun when it's sustainable, right, when you're like exhausted. So finding a way for it to be sustainable for your team, for, you know, and everyone likes to win. Like it's fun to hit quota. It's fun to like crush your metrics and celebrate. So it, how do you know, make that sustainable and fun? And I think that's like a long-term success or recipe for success with a company. [00:16:15] Lindsey Dinneen: Yeah. Yeah. Well, and you know, it's so interesting 'cause actually this has come up a couple of times recently on the podcast is the sort of core value of fun and how much that does actually transform people's experience with the company. And you know, because inevitably you're gonna have those days that are just really tough and hard. And so being able to though have a culture of fun and joy is, it does make a difference. Yeah. [00:16:42] Logan McKnight: No, for sure. I remember when I first started working in surgery and someone asked me, they're like, "Oh, is it like Grey's Anatomy?" And, you know, and I'm like, "It's not nearly as like sexy. Like there's no, you know, doctors in closets and whatever." The, I, it's actually more like the show Scrubs and the reality is, and people are like, "Oh, that seems like goofy and comedy." I'm like, "I know." But the, I think the reality is we view in like healthcare and medtech of like this, you know, taking care of patients, a serious job. We're talking to surgeons. But for anybody who's really good at their job, like, you know, you see, especially in surgery in these high stakes environments, like it's actually the best rooms to be in are a lot of fun because you rely on your team, you know everyone's gonna do well, or you know their job well. If shit hits the fan, the tone changes and you can trust that. But I think because you trust your team. It's fun, you know, in more moments than not because there's just so much trust that when things get serious, people will speak up and it's safe. I think you like when you're psychologically safe, it's enjoyable, it's fun, and you also feel like you can speak up when you say something wrong. And I feel like those are the healthiest like work dynamics, both in healthcare then, especially in medtech when you're putting a product out there, like you want somebody to say something if they see a problem with your product before it goes to market, right? [00:18:05] Lindsey Dinneen: Well, and I love that. I love that perspective too of, you're absolutely right, healthcare, medical devices, it is it is serious by nature and it should be like, we should take our jobs seriously. But at the same times, if we could not maybe take ourselves as seriously and, you know, and infuse the fun and it does help also I think dissipate some of that-- well, some of the really hard, you know, again, those days that are tough it helps to be able to say, you know, take a step back and go, you know what, "It's yes, and." [00:18:37] Logan McKnight: Right. A hundred percent. Yeah. It adds a little like, like brevity to those se really serious moments to be able to feel. You know, and I think that at the end of the day, like you being in whatever place whatever your place is in healthcare, in medtech, like whatever role you're playing, like you are helping advance the field, you're helping patient care. And I think always keeping that in mind, even on like the tough days, like you're advancing something in a good way keeps you centered on like your why and drives you forward in a really good way versus like, you know, and I'll be honest, like I, it got hard for me in my CEO role, like, I think I lost my why a little bit and my driver, because it's very hard to see, "Okay, well how am I impacting patient care positively. How am I impacting the world positively?" when you're chasing down insurance reimbursements and whatnot. And, you know, dealing with hospital shutdowns during COVID. So I think at the end of the day, I realize like I need to find a way for this to be enjoyable and fun because I also realize like I'm my best self and I'm more creative and I'm more in like a problem solving zone when I'm in that, that good mindset. And so I, I look at it as a huge positive to, to figure out what, what drives you and make you happy. [00:19:51] Lindsey Dinneen: Yeah. What drives you makes you happy. And I agree with you, if you can also take a step back sometimes and have that broader perspective and mix it with just a little bit of humor, even if just all you're doing is taking a quick break and watching, I don't know, a funny cat video or something. Yeah. [00:20:10] Logan McKnight: Sure. [00:20:11] Lindsey Dinneen: Reset moments make a difference. So difference, you're a board member of several organizations and I wondered if you could speak a little bit to those organizations and what led you to get involved with them. [00:20:24] Logan McKnight: Yeah. So the two I'm on the board of is one Nepal's Spine Foundation which I went to Nepal with a few surgeons I worked with. And then when I was in figuring out my why when I stepped away the surgeons who are started the foundation invited me to join the board. And actually I will be going to Nepal with them in April and we'll be doing another mission and then hiking to Everspace camp together. I'm looking forward to that, and it's been amazing 'cause I think that's also, I've gotten to go on a lot of mission trips in my career. I've gotten to go to Ghana and Barbados, Dominican Republic, Nepal, India. And so, like I also realized like impact being my driver, like I have so much impact to teach people about neuromonitoring, which isn't a well-known, you know, aspect of surgery always. And so the fact that I could leave a hospital, a community better for going there really was a driver. So the fact that I continued to do that work is really important. And then the second is STRIPES, which is how I met you, women in medtech. And you know, the nice thing is I was looking, I was a, I went back before I fully launched GoodKnight Consulting and became like a device rep just to kind of figure out, you know, do I wanna go back into sales? What do I really wanna do? And I was a little lost and I found my way, you know, I wanted community. And when I found this group, it was just transformative for me. Like I, my mentor was Lisa Jacobs, who is phenomenal and has been inspiring for a very long time. And she actually really pushed me to do my dream and start and really put all into my coaching and consulting. So I'm really grateful for that. And then she invited me to be on the board. So like to continue to give back to an organization that I feel like personally gave me, like it, it's why I am where I am today. It gave me that push I needed in that support. And there's tons of women in the organization like Claire Davis, Kat Hurd, like Courtney Turich. I just, they're all out there, they're all public on LinkedIn. And that was something that honestly, initially scared me. And so just, I was inspired by them, supported, and I think that's a really, you know, great thing when you are becoming an entrepreneur is finding your community and that support. [00:22:42] Lindsey Dinneen: Yeah. Yeah. Well, okay. So I just, I love the fact that you're doing both of those things. The mission work is really cool. It's amazing to hear how you've gotten to use-- well, because you're so driven by impact how you've gotten to do that and then make a big difference in, in the lives of people that, yeah, may otherwise never have had that opportunity or, you know, at least not for a while or whatever. So. [00:23:09] Logan McKnight: Right. [00:23:10] Lindsey Dinneen: Yeah, that, that's really incredible. So, you know, through that or throughout your career, are there any moments that really stand out to you as kind of affirming, "Wow, I am in the right industry at the right time." [00:23:23] Logan McKnight: You know, I think medtech, like always, even if it's not me and something I'm doing, like seeing people who I know in the industry and accomplishments they've made, and organizations that I've either been a part of or supported in some way in my career, like just seeing like the new tech coming out and the advancements they're making, just reaffirms like I'm part of a bigger picture in an ecosystem that's really great. And even, you know, like I, I came from the spine space when I was doing medical device and it spine is, you know, tough. Like ortho's tough, spines tough. That's a lot of competition. But you know, I think. Competition drives quality, and so it's really cool even if you see your competitor doing something, you know, you're like, "Oh man, I wish we would've," but it's getting done. It's, you know, it's pushing the envelope, it's making it better. And I think that's huge. And, you know, really exciting too when I found you and Project Medtech to see how you guys are helping support like startups and investors and people who are looking to get into this space. Because I think that's the other thing is getting fresh perspective and new innovative companies helps everybody like drive, drives the mission forward, drives the impact forward on patient care. [00:24:38] Lindsey Dinneen: Yeah. Yeah. I love that. Yeah. And okay, so another very random thing that I found on your LinkedIn, but I just really liked it 'cause I resonate with this aspect. So you started to paint, you learned how to paint. Tell us about that and does that play a role in your creativity overall, do you think? [00:25:01] Logan McKnight: You know, I think so. So I hosted like a happy hour for girlfriends and we did this thing where we painted like a thrift shop thrift store paintings and like Halloween things in them. And so, and I live in the Pacific Northwest, which is beautiful. We have a hundred year old cabin on three acres, and it's, it was October. It was just like, stunning. And I was looking out in our, my backyard and I was like, "I wanna paint this." And I just sat down. I mean, I'm not artistic. I've never and it looked like a 8-year-old painted it and my partner Joe was like, "Maybe watch a video." It's great. I love it. But, you know, and so I found, you know, like Bob, apparently all, every episode of Bob Ross was on Netflix at least last year. And so I just started watching some videos and some videos on YouTube, and I started getting better and better pretty quickly. Like I, you know, I started, you know, little tutorials here and there. And then I realized, like I was also reading books to help me kind of get in this entrepreneurial mindset like growth mindset or "Mindset" by Carol Dweck, which talks about growth mindset. And I realized like, you can teach yourself to do anything. Like I had told myself for the longest time, I mean, I started my I'm 40 and so I told myself for 40 years, like, "I'm not artistic." That was my box I painted around myself. And then all of a sudden I was like, "Well, let's give it a shot." And so, you know, there's, I realize like you set these boundaries in your parameters in your head and you blow them up a little bit. Like, you know what? Like, let's just see, let's try you know, and I see this with our teenagers too, it's sometimes like when they struggle in school, they'll be like, "I'm not smart, or I'm not this." And I'm like, "You just have to try." Like anything worth doing takes effort. And if everybody quit because they weren't good. The first time or even like the 10th time, like imagine how little progress we would make as a society. So I think if something you wanna do something recognizing, like you can learn to do it. And I think that also helped ignite, like me knowing I could be, do my consulting company and really launch it. And so I just started reaching out to people who had done it and I hired coaches and I started to learn more about what would make it work and what I would need to do. And you know what a novel idea, right? You find the person who's doing what you wanna do and you learn from them. You know, and it's just like that entire journey over the last year was really helpful to, I think, get me to the head place like I needed to be, to like leave the safety of a W2 job and launch a company. Just to like lie, you know, to myself every, and be like, "You can do it." Because, you know, if you start every day with the, "I don't know if this is gonna work," like I, there's no way I would've done this. I really had to tell myself I could do it, it was gonna work, and I realized now that I've gotten past that, it's very harder like to put a boundary around me now. Like now it's a challenge, right? Like if you tell me I can't do something, I'm like, "Oh, let's see." I bet you, you know, even if I'll fail, like the first few times, I want to try to see if I can do it because I now have this delusion that I can teach myself to do just about anything, so. [00:28:18] Lindsey Dinneen: That's awesome. [00:28:20] Logan McKnight: Or not. [00:28:20] Lindsey Dinneen: Yeah, no, that is incredible. And you're absolutely right. I think we can all relate to, at least in some element of our lives, painting boxes around ourselves and going, "I'm not this," or "I'm not that," or "I'll never get to be able to do this. I'll never be proficient." And those things aren't true. It's just what we tell ourselves. So I love the fact that painting opened up those doors for you. [00:28:43] Logan McKnight: Yeah. No it's so true. And I think it's like a. You know, a metaphor for life. And I think I hear that a lot of times from people will be like, "I wish I could do what you," and I'm like, " You can literally do anything." That's how crazy. And, you know, we're in peak New Year's resolution time, right? And I think a lot of people are like, "Oh, I wanna do this and do that." And that's like, you can, you just like, if you wanna be a person that exercises more. Just go start exercising. That's how wild the world, like our brains can make us do whatever we want. So anyway, I'm also a big psychology buff 'cause I, I'm a big believer in like the power of the human brain and what it can do over your decision making and your life and the impact it can have, you know, everything really. [00:29:27] Lindsey Dinneen: Yeah. No, absolutely. Yeah, I couldn't agree more. I love that perspective and yeah, growth mindset is a wonderful gift because, you know, you can explore, you can try, and as long as you're sticking with it and doing those things, then you're not failing. You're just, you're just exploring and then you can just keep exploring and find things that are right for you. And you know, not everything will stick, and that's okay too, so. [00:29:55] Logan McKnight: Yeah, a hundred percent. Yeah. I always tell people "I'm still figuring what I, or figuring out what I wanna do when I grow up." You know, and I think that's an ongoing thing, and I hope when I'm 80, I still am figuring out like what's next. [00:30:06] Lindsey Dinneen: Yeah. [00:30:07] Logan McKnight: It's exciting. So. [00:30:08] Lindsey Dinneen: Yeah. All right, well pivoting the conversation a little bit just for fun. Imagine that you were to be offered a million dollars to teach a masterclass on anything you want. It could be within your industry, but it doesn't have to be. What would you choose to teach? [00:30:24] Logan McKnight: You know, I think this, it ends up being the thing I talk about most. And it's the thing I think I wanted to do initially, but it was really a struggle to just target and talk to managers, especially like frontline managers. But I think that transition from being an independent contributor to becoming a first time leader-- like if I could teach a masterclass in that, I think that would be really fun. I see so many very empathetic and like capable independent contributors, whether they be like rockstar sales rep or even a great like technologist or engineer. And then they were like, "Okay, well I need to move up the ladder. I'm gonna be a people manager," and then their next step is people management. And they're like, "This sucks. Like I, nobody told me about like all the things I have to deal with and the people." And you're still in the mindset of like box checking, of like, in order to be successful, "I have to do all these things. I have to do X, Y, and Z." And I think that the second I stopped checking all the boxes and trying to do all the things was when I went from being like a manager to an actual leader of people and activating them. And if I could just get a few people who I believe, like I've even seen so many really great people leave the industry because they feel like they want to advance, but they don't see because they weren't a good manager, like, "Well, how would I ever be a good director or a good VP," or so on and so forth. The reality is like probably the hardest transition is going from independent contributor to a manager, and yet it's like the least supported space. So that's I think that's something I feel deeply passionate about and would love to like able to offer as a resource more for people. [00:32:10] Lindsey Dinneen: And that would be an incredible masterclass. Okay, and then how do you wish to be remembered after you leave this world? [00:32:18] Logan McKnight: I love that one. I mean, I think at the end of the day, that's the impact thing. You know, and I don't even think it has to be this, like, big, you know, like, "Oh, I, you know, solved healthcare in Ghana." Like, you know, it's not that. It's almost like I, I hope that like my company and my interaction with people leaves everyone feeling a little lighter, a little happier, like a little more capable to do like something, and they feel like talking with me, working with me has unlocked like the next level of something that they've been struggling with and makes them feel like, "Okay, I can do this now." 'Cause I almost feel like that's what, what coaching and consulting comes down to is I'm not doing the thing for anybody. I am only helping to remove the roadblock around them, that they stop limiting themselves and they really see what's possible just by making a few changes in the way they think, in the way they operate their business or run their team. And, you know, amazing things happen. So my hope is that I just continue to get to do that and have people that really feel positive impact from that. [00:33:26] Lindsey Dinneen: Yeah. Well that is a beautiful legacy, so, yeah. All right. And then final question. What is one thing that makes you smile every time you see or think about it? [00:33:38] Logan McKnight: Oh, gosh. Well, we just talked about this before our call, but my dog, I have, I'm an animal lover, and so I have the fortune that every day, most every day I'm in my home office and I get to go on a hike or walk with my dogs, either around our property or out somewhere in beautiful Washington. And I think just like seeing the mountains and being out with my dog, like that just makes me smile. And I think it's also what inspired me to paint and all the things. So I, I think just all the beauty like in the world just makes me smile and makes my heart very happy. [00:34:12] Lindsey Dinneen: I love that. Oh my goodness. That's beautiful. All right, well this has been an amazing conversation, Logan. I so appreciate you and your time today. And we're so honored to be making a donation on your behalf as a thank you for your time today to the American Society for the Prevention of Cruelty to Animals, which is dedicated to preventing animal cruelty in the United States. So thank you for choosing that organization to support and we just wish you continued success as you work to change lives for a better world. [00:34:43] Logan McKnight: Yeah, thanks for having me. We'll talk soon. [00:34:45] Lindsey Dinneen: Sounds good. Thank you and take care. [00:34:49] Dan Purvis: The Leading Difference is brought to you by Velentium Medical. Velentium Medical is a full service CDMO, serving medtech clients worldwide to securely design, manufacture, and test class two and class three medical devices. Velentium Medical's four units include research and development-- pairing electronic and mechanical design, embedded firmware, mobile app development, and cloud systems with the human factor studies and systems engineering necessary to streamline medical device regulatory approval; contract manufacturing-- building medical products at the prototype, clinical, and commercial levels in the US, as well as in low cost regions in 1345 certified and FDA registered Class VII clean rooms; cybersecurity-- generating the 12 cybersecurity design artifacts required for FDA submission; and automated test systems, assuring that every device produced is exactly the same as the device that was approved. Visit VelentiumMedical.com to explore how we can work together to change lives for a better world.

Quality isn't claimed — it's earned. If you want proven skill, look for ASE.Watch the full episode: https://youtu.be/_FWnkP4smlcGlobal Dealer Solutions offers a network of high-performance providers while remaining product agnostic. Knowing which tools to deploy makes a big difference. Having a trusted adviser; priceless. Schedule your complimentary consultation today. https://calendly.com/don-278. BE THE 1ST TO KNOW. LIKE and FOLLOW HERE www.linkedin.com/company/fixed-ops-marketinghttps://www.youtube.com/channel/@fixedopsmarketingGet watch and listen links, as well as full episodes and shorts: www.fixedopsmarketing.com/wtfJoin Managing Partner and Host, Russell B. Hill and Charity Dunning, Co-Host and Chief Marketing Officer of FixedOPS Marketing, as we discuss life, automotive, and the human journey in WTF?!#podcast #automotive #fixedoperations

You can find early and ad-free episodes, production scripts, commentary tracks, blooper reels, livestreams with the creators, and much more, at The Penumbra Podcast: SPECIAL EDITION.Can't Tear My Eyes From You, Chapter 17: We Both Shall Live.Here comes the....Cast:Marge Dunn as Raine RandolphAmanda Egbu as Georgia WhittakerJosephine Moshiri Elwood as Valentina RideJoshua Ilon as "Dennis Cruz"Tooky Kavanagh as The AlgorithmQuinn McKenzie as Capote WhittakerJamie McGonagill as Mrs. MurdockMelody Perera as Anouk KalharaStefano Perti as Dennis LangMarc Pierre as "Gaylord Murdock"Brandon M. Reeves as Caller 1Stewart Evan Smith as Taylor KelleyAlexander Stravinski as The Host(Trigger warnings can be found at the bottom of this episode description and at the end of the transcript.)-------You can find all of our transcripts here. Transcripts will come out along with the public release of the episode and include all required SFX attributions.On staff at the Penumbra:Ginny D'Angelo -- Head of OperationsMelissa DeJesus -- Script editing teamHarley Takagi Kaner -- Co-creator, Head of Episode Development, Director, Sound designerGrahame Turner -- Script editing teamKevin Vibert -- Co-creator, Head of Operations, Lead writerRyan Vibert -- Composer and performer of original musicJeff Wright -- Graphic designer--------TRIGGER WARNINGS:-Body horror-Parasites, disease, pests, etcetera-Violence and threats of violence-Nonconsensual romantic and sexual scenarios-Manipulation and “mind control”-Violence towards animals-Deep bodies of water-Sudden loud noises-Fire, explosives, weaponry-Blood and gore-Abuse of power/authority-Restraint against one's will-Pursuit/being hunted or chased-Vomiting-Sexism, transphobia, homophobia-Implications of domestic abuse-Suicide/self-harm-Dead bodies-Deception and gaslightingPlease consider supporting our ability to continue making this show! We're independent and rely on your funding to buy the time and talent to write, direct, compose, product, act, and so much more for this show. You can find us at:thepenumbrapodcast.supercast.comor patreon.com/thepenumbrapodcast Hosted on Acast. See acast.com/privacy for more information.

Check out host Bidemi Ologunde's new show: The Work Ethic Podcast, available on Spotify and Apple Podcasts.Email: bidemiologunde@gmail.comIn this episode, host Bidemi Ologunde sits down with JoJo Kalita, Vice President of Partnerships and ACTOverse at ACTO. JoJo is a tech leader with over a decade of experience across Operations, Customer Success, and now Partnerships, where she's helping shape the AI landscape through collaborations with global industry leaders, including work in life sciences and beyond. How do you build operational systems that drive efficiency without losing the human touch? What does "customer obsession" look like when your job is no longer customer-facing, but partnership-driven? And how can emotional intelligence turn mentorship into a ripple effect of real impact? JoJo shares the lessons behind her relationship-first leadership style, her approach to choosing the right partners, and how to leverage technology in ways that stay grounded in empathy, clarity, and outcomes.Sponsors and partners:Promeed: 100% mulberry silk pillowcases and bedding that feel incredibly soft, stay breathable, and are naturally gentle on hair and skin.SurviveX: professional-grade FSA/HSA eligible first aid and preparedness kits designed in Virginia, USA and produced in an FDA-registered facility.Alison US CA: Alison is the world's largest free online learning and skills-training platform, helping more than 50 million learners in 193+ countries build career-ready skills with 6,000+ free courses, certificates, and diplomas.eSign (iOS only): eSign is a clean, privacy-first document-signing app that works entirely on your device, letting you sign PDFs, DOCX files, images, and scans, edit and assemble pages, and export crisp 300 DPI PDFs in seconds, without accounts, cloud uploads, or compromising sensitive documents.Support the show

In this episode of the HVAC Know It All Business Edition Podcast, co-hosts Gary McCreadie and Furman Haynes from WorkHero talk with Jason Julian, Small Business Owner at Julian Heat & Air, President at J.G.Wholesale LLC and VP of Operations at Affordable Air McCallum LLC. Jason shares his incredible journey from a difficult personal period of recovery and incarceration to becoming a successful HVAC business owner. Through determination and a passion for the HVAC industry, Jason transformed his life and career. This episode dives deep into his story of overcoming challenges, growing his business, and providing valuable advice for aspiring HVAC entrepreneurs.   Expect to Learn - Jason's journey from recovery and incarceration to discovering his passion for HVAC - How thinking like a business owner, even before becoming one, led to success - The importance of taking ownership of your work and learning everything you can about the industry - The challenges Jason faced in starting his own business with limited resources - How the COVID-19 pandemic unexpectedly boosted business demand and growth - Advice on how to navigate competition in a saturated market   Episode Breakdown with Timestamps  00:00:00 - Introduction 00:01:21 - Jason's Journey into HVAC 00:07:14 - Thinking Like an Owner Before You Are One 00:13:16 - Challenges of Starting a Business 00:16:17 - First Year in Business and Surprising Growth 00:21:34 - Final Thoughts and Advice for Aspiring Business Owners   Follow Jason Julian:  LinkedIn: https://www.linkedin.com/in/jason-julian-03530b160/ Julian Heat & Air Website: https://julianheatandair.com/ Julian Heat & Air Facebook: https://www.facebook.com/julianheatandair/ Affordable Air McCallum LLC Website: https://www.hotorcoldair.com/hvac/heber-springs-ar/   Follow Gary McCreadie: LinkedIn: https://www.linkedin.com/in/gary-mccreadie-38217a77/  Website: https://www.hvacknowitall.com  Facebook: https://www.facebook.com/people/HVAC-Know-It-All-2/61569643061429/     Follow Furman Haynes:  LinkedIn: https://www.linkedin.com/in/furmanhaynes/  WorkHero: https://www.linkedin.com/company/workherohvac/  Instagram: https://www.instagram.com/hvacknowitall1/   

Is partner marketing the missing link in your growth strategy? This week, we sit down with Molly Shunney, Director of Partner Marketing & Operations at CNN, to explore how she navigated a career path from scrappy tech startups to some of the world's most iconic media brands. Molly breaks down the "startup instinct"—the ability to solve problems without a playbook—and how she uses that agility to drive digital subscriptions in a legacy corporate environment. We dive deep into the "Nucleus Effect" of partner marketing, the enduring power of owned media, and why your ability to build authentic internal relationships is a high-performance superpower. If you've ever felt "job-hop shame" or wondered how to pivot your skill set into a new niche, Molly's perspective on "collecting the dots before you connect them" is exactly what you need to hear.Key Takeaways:// How to maintain a "bias for action" and creative problem-solving skills when moving into a large-scale, structured organization.// Understanding the role of a partner marketer as the bridge between brands and internal cross-functional teams (Creative, CRM, Legal).// Why email and lifecycle marketing remain the "luxurious" testing grounds for revenue and retention compared to the surgical constraints of paid media.// The tactical value of becoming a "subject matter expert" on your partners to build deeper trust and more aligned co-marketing strategies.// Re-framing a non-linear career path not as "job hopping," but as an essential period of gathering diverse skills that make you a more versatile leader.// Why authenticity and genuine rapport are the only ways to get complex deals done and maintain internal support for new initiatives.Connect with Molly: Instagram____Join the MHH Collective! The MHH Collective is a community for marketers and business owners to connect, ask real questions, and grow their careers together. Join for access to live Q&As with industry experts, a private Slack community, and ongoing resources: https://www.marketinghappyhr.com/mhh-collectiveSay hi! DM us on Instagram and let us know what content you want to hear on the show - We can't wait to hear from you! Please also consider rating the show and leaving a review, as that helps us tremendously as we move forward in this Marketing Happy Hour journey and create more content for all of you. ⁠Join the MHH Collective: ⁠Join now⁠Get the latest marketing trends, open jobs and MHH updates, straight to your inbox: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Join our email list!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow MHH on Social: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TikTok⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

New York's 42 North Brewing has entered its second decade with a new mindset about what it means to be a craft brewer, founder John Cimperman said on the latest episode of the Brewbound Podcast.    42 North Brewing celebrated its 10th anniversary last September. Business at its taprooms in East Aurora and downtown Buffalo has returned to pre-COVID-19 levels with some changes. Food and events make up a larger portion of revenue, and 42 North has embraced both by enlisting a restaurant partner to manage service and booking standing live music performances.   Before the interview, Zoe and Jess break down Tilray Brands' acquisition of BrewDog's Scotland brewery, global brand and IP and 11 pubs in the U.K. and Ireland, plus the closing of BeatBox's sale to Anheuser-Busch InBev and the new leadership of the Brewers Association's board of directors.

What builds a recruiting firm that lasts? In this Industry Spotlight, Kortney Harmon sits down with Norm Volsky, Managing Partner at DRI and leader within the Pinnacle Society, to explore why long-term success comes down to relationships—not shortcuts.Norm shares how top firms balance technology with trust, invest in operations to protect the client experience, and why reputation and delegation matter more than any single placement.Tune in as Norm breaks down what it really takes to build a recruiting firm that lasts—from choosing the right clients to investing in operations and protecting trust with every placement.______________________Connect with Norm VolskyFollow Norm Volsky on LinkedIn: LinkedIn | NormCheck out Direct Recruiters Inc. (DRI) hereOrganizations Mentioned in This EpisodeCheck out Pinnacle Society's Website hereCheck out Sanford Rose Associates (SRA) hereCheck out Starfish Partners hereConnect with CrelateFollow Crelate on LinkedIn: CrelateWant to learn more about Crelate? Book a demo hereSubscribe to our newsletter: https://www.crelate.com/blog/full-desk-experience

In this episode, the guys sit down with insurance expert Chris Murray to break down what water sport operators actually need to know about commercial insurance from decoding complex policy language to avoiding fraudulent or inadequate coverage that can sink your business. Next they dive into why safety documentation, maintenance logs, and operational discipline directly impact your premiums, underwriting experience and how long term carrier relationships can stabilize rising costs. They also explore the realities of today's insurance market, the difference between part time rental operators and scalable legacy businesses, and the massive untapped opportunity in the peer to peer boat rental space.[SPONSORS] - This show is sponsored by Take My Boat Test and WaveRez.Show Links:Website: https://www.watersportpodcast.comFacebook Page: https://www.facebook.com/awgpodcastFacebook Group: https://www.facebook.com/groups/1155418904790489Instagram: https://www.instagram.com/awg_podcast/

AI for restaurants is no longer a futuristic concept reserved for large chains or experimental kitchens. It has become a necessary response to an industry weighed down by complexity, disconnected systems, and operational blind spots. Few people understand that reality better than Alex Hult, a founder whose path into restaurant technology was shaped not by theory, but by lived experience. Alex's journey into AI for restaurants began far from Silicon Valley. After a professional hockey career that took him around the world, he shifted into restaurant ownership, opening and operating multiple bars, nightclubs, and restaurant concepts across two states. That transition exposed him to the day-to-day realities of running hospitality businesses, from staffing and inventory to customer experience and profitability. It also revealed a fundamental problem: restaurant technology was fragmented, complicated, and often worked against operators rather than for them. As Alex scaled his restaurant group, he encountered a growing stack of tools that failed to communicate with one another. Point-of-sale systems, inventory platforms, labor tools, and reporting dashboards created more noise than clarity. Instead of empowering operators, technology added friction. That frustration became the catalyst for his next chapter and the foundation for AIO. AI for restaurants, as Alex envisions it, is not about replacing people or automating hospitality out of existence. It is about simplifying operations so leaders can make better decisions faster. AIO was built as an AI-first platform designed to unify restaurant data, eliminate silos, and give operators a single source of truth across their business. The goal is not complexity masked by intelligence, but clarity powered by it. This perspective resonates deeply within an industry that has been forced to adapt rapidly over the last several years. Rising labor costs, supply chain volatility, and shifting consumer expectations have made operational efficiency more critical than ever. AI for restaurants offers a way forward, but only if it is designed with operators in mind. Alex's background as a restaurant owner gives him credibility in a space crowded with tools built without firsthand understanding of hospitality. Rather than layering AI on top of broken systems, AIO was created to rethink how restaurant technology should function at its core. By consolidating data and surfacing insights that matter, the platform helps leaders focus on outcomes instead of dashboards. This approach reframes AI for restaurants as a practical business tool rather than a buzzword. Ford Saeks brings a complementary lens shaped by decades of helping organizations grow through alignment and execution. From his experience, technology only creates value when it simplifies decision-making and supports strategy. Businesses struggle when tools multiply faster than clarity. AI for restaurants becomes powerful when it reduces complexity, strengthens accountability, and supports leadership at every level. The restaurant industry is uniquely human. Success depends on people, process, and experience coming together seamlessly. Technology that disrupts that balance can do more harm than good. Alex's work emphasizes that AI should enhance hospitality, not interfere with it. By creating systems that serve operators, teams can spend less time managing tools and more time delivering great experiences. AI for restaurants also represents a shift in how founders and operators think about growth. Instead of adding layers of management or reactive reporting, intelligent systems provide foresight. That foresight allows leaders to address issues before they escalate, allocate resources more effectively, and maintain consistency across locations. In an industry defined by thin margins, those advantages compound quickly. Alex's transition from restaurant owner to tech founder highlights an important lesson for modern entrepreneurs. The most impactful solutions often come from those who have felt the pain themselves. By building AIO from the operator's perspective, he has positioned AI for restaurants as a bridge between technology and hospitality, not a barrier. As restaurants continue to evolve, the demand for smarter systems will only increase. Operators want tools that work together, insights that matter, and technology that respects the pace of real-world service. AI for restaurants, when executed thoughtfully, delivers on that promise. Alex Hult's work serves as a reminder that innovation does not always come from disruption alone. Sometimes it comes from simplification. By addressing the broken tech ecosystem head-on, he is helping restaurants reclaim clarity, efficiency, and confidence in an increasingly complex landscape. Watch the full episode on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central on your favorite social platforms and catch The Business Growth Show Podcast every Thursday for a weekly dose of business growth wisdom. About Alex Hult Alex Hult is the Founder and CEO of AIO, an AI-first platform designed to simplify restaurant operations and eliminate fragmented technology systems. A former professional hockey player turned restaurant owner, Alex built and operated multiple restaurant and nightlife concepts before launching AIO to solve the operational challenges he experienced firsthand. His work focuses on using AI for restaurants to create clarity, efficiency, and smarter decision-making across the hospitality industry. Learn more at AIOapp.com About Ford Saeks Ford Saeks is a Business Growth Accelerator with more than two decades of experience helping organizations drive scalable, profitable growth. He has generated over one billion dollars in sales worldwide for companies ranging from start-ups to Fortune 500 brands by helping leaders align strategy, systems, and execution. As President and CEO of Prime Concepts Group, Inc., Ford works with business owners and executives to attract loyal customers, strengthen brand positioning, and ignite innovation. He has founded more than ten companies, authored five books, earned three U.S. patents, and received numerous industry awards for marketing and business excellence. Ford is widely recognized for his expertise in modern growth strategies, including AI-driven marketing, customer engagement, and operational efficiency. He hosts Fordify LIVE and The Business Growth Show Podcast, where he shares insights and conversations designed to help leaders think differently, act strategically, and grow with intention. Learn more at ProfitRichResults.com and watch his show at Fordify.tv. .

In this episode, Kristina Munoz, Senior Vice President of Operations at Cogir Senior Living, shares lessons from an earlier chapter of her career working guest services in the airline industry. She explains how operating in a high-pressure airport environment shaped her mindset around speed, urgency, and decision-making in hospitality. The conversation explores what those lessons mean for hotel operations, hiring people who thrive in fast-changing environments, and building a career in service leadership. A few more resources: If you're new to Hospitality Daily, start here. You can send me a message here with questions, comments, or guest suggestions If you want to get my summary and actionable insights from each episode delivered to your inbox each day, subscribe here for free. Follow Hospitality Daily and join the conversation on YouTube, LinkedIn, and Instagram. If you want to advertise on Hospitality Daily, here are the ways we can work together. If you found this episode interesting or helpful, send it to someone on your team so you can turn the ideas into action and benefit your business and the people you serve! Music for this show is produced by Clay Bassford of Bespoke Sound: Music Identity Design for Hospitality Brands

In this special International Women's Day 2026 panel episode, Andryanna brings together five women who are building businesses, reshaping industries, and creating the systems they once wished existed.Across sectors—from trades and healthcare to hospitality, real estate, and digital marketing—these leaders are not just participating in existing systems. They are redesigning them.Together, the panel shares honest insight into what it really takes to create impact as women navigating leadership, entrepreneurship, family life, and evolving professional landscapes.In this episode, we discuss:• What it takes to build something that didn't previously exist• The invisible work behind visible leadership and entrepreneurship• How women carry both work and care responsibilities• The challenges of creating systems not originally designed for women• Why collaboration, mentorship, and community matter• How investing in women strengthens businesses, families, and communities.This conversation also reflects the spirit of International Women's Day 2026 and the theme “Give to Gain,” highlighting how generosity, collaboration, and shared progress expand opportunity for everyone.Whether you're building a business, navigating leadership, raising a family, or redefining what success looks like in your own life, this episode offers thoughtful perspective and inspiration.Learn About & Connect with the Panel Guests:Alicia Woods – Founder of Covergalls⁠, a Canadian workwear company designing personal protective equipment specifically for women in skilled trades and industrial industries. Sheri Tomchick – Founder of Plan A Long Term Care Staffing and StaffStat⁠, organizations addressing critical healthcare workforce shortages and supporting long-term care facilities across Canada. Sabrina Grossi (BSW, MA Counselling Psychology) – Sabrina is the clinical coordinator of mental health services for a local school board as well as the Director of Operations at 363 York Car & Social Club, leading hospitality experiences and community-driven programming in one of Sudbury Ontario's most distinctive social venues.Shannon Bubalo – Leader of The Bubalo Group with RE/MAX Crown, bringing luxury real estate expertise, design insight, and investment strategy to families and property owners across Northern Ontario.Hailey Hastie – Founder and CEO of The Social Soulpreneur, a creative marketing agency helping brands build authentic visibility, connection, and digital momentum online.CONNECT WITH ANDRYANNA:Get your copy of The Juggle is Real: Authentic Self-Care Planner Vol. 2 ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠HERE⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ On ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Email: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠hello@andryanna.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠And please visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Andryanna.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for blogs, giveaways, workshops, tools, resources and more.KeywordsInternational Women's Day 2026Women in leadershipWomen entrepreneursFemale foundersWomen building businessesWomen in tradesWomen in healthcare leadershipWomen in real estate leadershipWomen in marketing leadershipWomen supporting womenWomen reshaping industriesWomen leadership panelInternational Women's Day podcastWomen in business podcastFemale entrepreneurship storiesWomen creating changeWomen in community leadershipWomen empowerment podcastEmpowered women empower women

The data is clear: ASE-certified techs earn more, perform better, and stay longer.Watch the full episode: https://youtu.be/_FWnkP4smlcGlobal Dealer Solutions offers a network of high-performance providers while remaining product agnostic. Knowing which tools to deploy makes a big difference. Having a trusted adviser; priceless. Schedule your complimentary consultation today. https://calendly.com/don-278. BE THE 1ST TO KNOW. LIKE and FOLLOW HERE www.linkedin.com/company/fixed-ops-marketinghttps://www.youtube.com/channel/@fixedopsmarketingGet watch and listen links, as well as full episodes and shorts: www.fixedopsmarketing.com/wtfJoin Managing Partner and Host, Russell B. Hill and Charity Dunning, Co-Host and Chief Marketing Officer of FixedOPS Marketing, as we discuss life, automotive, and the human journey in WTF?!#podcast #automotive #fixedoperations

Defense Secretary Pete Hegseth and Joint Chiefs of Staff Chairman Dan Caine hold a briefing on “Operation Epic Fury” and ongoing U.S. combat operations in Iran. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Chapter 2 of this 6-part CoralTree Customer Journey series gets into the part a lot of companies talk about and then struggle to execute: team empowerment. Customer journey work sounds soft until you tie it to labor, service consistency, guest loyalty, and revenue. This chapter gets into the people side that makes the strategy work. I talk with Sean Beucler, SVP of Operations at CoralTree Hospitality, about trust, recognition, decision-making, and how leaders build a culture where teams can act with confidence. Here is what we cover: ·        Why Sean says the biggest focus now is the team, not just the process ·        What real empowerment looks like in hotel operations ·        Why recognition drives repeated behavior ·        How leaders handle mistakes without killing trust ·        How guest experience connects to occupancy, ADR, and owner results ·        Why the best ideas often come from line-level teams Missed Chapter 1? Start there first - it sets up the leadership strategy behind this week's operations conversation. Next week: we move into the standards/framework and the commercial impact. Want to follow the full series and catch any chapters you miss along the way? Subscribe to the #NoVacancyNews newsletter by texting HOTEL to 66866. Thanks to Unifocus for supporting this series. Unifocus, technology that drives value. Visit Unifocus.com.

#340: The smartest ops people are often the most likely to resist new technology -- and they're not wrong. If you don't change anything, nothing breaks, and nobody blames you. That's a completely rational choice. It's also the one that guarantees you fall behind. Bare metal to VMs, VMs to cloud, cloud to Kubernetes -- every time, the teams that played it safe ended up scrambling to catch up two years later. The safe bet isn't safe. It just feels that way. It gets worse when you look at where the tools come from. Kubernetes? Built by developers. Terraform? Developers. Containers? Developers. The tools ops teams depend on were made by a different tribe. So the pushback isn't really about whether the tech is ready or whether the risk is too high. It's about identity. 'Not my people' is a harder objection to overcome than 'not ready yet,' because no amount of documentation or proof-of-concepts answers it. And about proof -- everyone wants it before they'll move. But the proof already exists. It's the tool someone on your team has been running in shadow IT for a year without any official support. If it survived that long on its own, that's stronger evidence than any pilot program. That's your roadmap. And the way in is small chunks, not grand plans. Move one service. Learn something. Adjust. Repeat. AI in ops follows the exact same pattern. A tool that gets you 50% of the way there for free means you can focus your expertise on the other 50%. That's a win. But the people waiting for AI to be perfect before they'll touch it? They're making the same mistake as the teams that waited for perfect proof before migrating to the cloud. Different decade, same trap.   YouTube channel: https://youtube.com/devopsparadox   Review the podcast on Apple Podcasts: https://www.devopsparadox.com/review-podcast/   Slack: https://www.devopsparadox.com/slack/   Connect with us at: https://www.devopsparadox.com/contact/

00:00 Intro00:49 U.S. Allies in Asia Fear Iran War Diverts Resources02:56 U.S. Senior Official for APEC Visits Taiwan03:24 Strait of Hormuz Vital to Global Energy04:05 What Do U.S. Operations in Iran Signal to China?10:57 China Boosting Nuclear-Powered Subs13:17 Quit the Ccp' Volunteer Attacked by Asian Man in NYC14:25 Oil Prices Surge—What It Means for the U.S.17:09 How Vital Is the Strait of Hormuz Shipping Lane to Iran?18:45 How Can U.S. Restore Commercial Operations in the Strait?20:10 Is China Feeling the Impact of Iran's Oil Disruption?20:30 How Significant Is Iran's Oil Disruption for China?

Hosts: Renee Chiuchiarelli & Julie Parks Length: ~15 minutes Format: Simply Trade Tips Episode Summary Welcome to Series 6 of Simply Trade Tips. This series tackles a foundational — and often overlooked — issue in global trade: Where does Customs actually sit inside your organization? In this opening episode, Renee and Julie lay the groundwork by breaking down the three most common organizational structures and how each one impacts customs operations, compliance authority, budgeting, and risk management. Because here's the truth: Customs rarely fails because people don't care. It fails because it's structurally misaligned. This episode sets the foundation for understanding how org structure dictates decision-making, funding, escalation paths, and ultimately — compliance outcomes. Why Org Structure Matters for Customs Customs sits in the middle of everything: Procurement Finance Logistics Legal Tax Sales & contracts Export operations Yet it rarely “owns” all the decisions that affect it. That misalignment can create compliance gaps, conflicting priorities, and operational tension between speed and governance. Follow the money. Follow the reporting lines. That's where risk lives. The Three Core Organizational Structures 1️⃣ Centralized (Functional) Structure Definition: Departments operate in defined lanes (Supply Chain, Finance, Legal, Sales), each with its own leadership. Where Customs Usually Sits: Under Supply Chain Under Legal Occasionally under a dedicated Trade Compliance function Upside: Clear ownership Defined reporting line Often its own budget (if structured well) Downside: Under Supply Chain → can become overly execution-focused (velocity & cost driven) Under Legal → can become overly compliance-focused and disconnected from operations If no independent budget → strategy becomes fragmented Key theme: Budget authority drives strategic control. 2️⃣ Decentralized (Divisional) Structure Definition: Trade responsibilities are spread across business units, regions, or product lines. Each division may manage its own customs activity. Upside: Faster decision-making Direct access to business leaders Local agility Downside: Inconsistent processes across divisions Requires corporate oversight or council to maintain standards Heavy reliance on influence rather than authority This model works — but it requires strong coordination and governance discipline. 3️⃣ Matrix (Hybrid) Structure Definition: Dual reporting lines — often operationally to Supply Chain, dotted line to Legal, Tax, or Finance. This is where many global organizations land. Reality of the Matrix: Multiple “bosses” Consensus-driven decisions Speed vs. compliance tension Performance reviews may not align with dotted-line accountability Success in a matrix requires: Clear budget ownership Clear escalation paths Strong consensus-building skills Mature leadership alignment Without alignment, it becomes a tug-of-war between execution and governance. Customs Operations vs. Customs Compliance A critical distinction discussed in this episode: Customs Operations: Entry filings ACE submissions Broker management Day-to-day problem solving Customs Compliance: Classification governance Valuation methodology Origin policy Audit strategy Risk tolerance Julie and Renee strongly advocate for structural separation of these roles — even in small teams. Why? Operations finds errors. Compliance fixes root causes. Both must cross-communicate consistently. When they don't align, friction, inefficiency, and risk increase. Real-World Red Flags Renee and Julie call out four common structural warning signs:

Heart of a Man is a men's community based our Carmel, IN. We exist to deeply connect men with a brotherhood equally committed to learning, growing, walking through life together and deepening in faith. Our mission is to build men into character-driven, committed disciples of Jesus, equipped to forge healthy, life-giving relationships at home, at work, and in their communities. Today's lesson is from Director of Operations, Kyle Moore, taking us through Matthew 13 where we look at Jesus' parables. Kyle challenges us to consider Jesus' message and how it affects the way in which we live for Him right now. Please visit us at www.heartofaman.org to learn more, to contact us, to purchase merchandise, donate to our ministry (we are a 501c3 and all donations are tax-deductible) or to join us in-person for one of our many Bible studies and classes!

Elijah Elliott has worked in the cannabis industry for over 15 years, starting out as a grower in Oregon under the Oregon Medical Marijuana Program when he was 18 years old. From that point, Elijah fell in love with how the marijuana plant could help people, and his path was before him. He moved into retail, managed several dispensaries for Breeze Botanicals - was voted Rogue Valley Bud Tender of the Year - and transitioned into developing sales teams and running operations for companies like, Sun God Medicinals and A Better Cannabis Cooperative. During this time, he deepened his abilities with everything from inventory and logistics to procurement and fulfillment. Currently, Elijah is the VP of Operations at Jaxon Wellness, a national hemp brand focused on connecting farmers with the market they deserve. After suffering a life-changing vehicle accident, he is grateful to be a self proclaimed Hemp Ninja - for his love of martial arts.

AI has the power to transform government operations, but only if it's used wisely.  This week on Feds At the Edge, we dive into the high-stakes world of applied AI within public agencies, where the potential for massive efficiency gains sits right next to the risk of moving too fast without a map.   From Todd Sharkey of Lorain County, OH's look at the document "drowning" in many government organizations to Brandon Ragle at Illinois Department of Innovation and Technology's vital warnings on data privacy and strict procedural safeguards, we explore the thin line between innovation and liability. Brad Porter of Knowledge Lake joins us to bridge that gap, demonstrating how AI can classify and secure sensitive data at speeds once thought impossible.  Tune in on your favorite podcast platform for our experts' takeaways: start small, pilot carefully, and measure the impact. When implemented thoughtfully, AI can turn overwhelming archives into actionable insights.      

Have you heard of The Handbook: Breakfast Sessions?These are intimate breakfast roundtables where we dive into big operational topics with leaders from forward-thinking agencies and consultancies.The next one is coming up on 19 March in London, and the theme is:Run like you're looking to sell. Even if you're not.I'll be joined by Dom Hawes. Dom has led 11 acquisitions and scaled his marketing services group to £22m in just 30 months, so he's seen first-hand what makes a business attractive when someone starts looking under the hood.Whether an exit is on the horizon or not, the disciplines that increase valuation are the same ones that make a business more profitable, more resilient, and easier to run.The Breakfast Sessions are intentionally small to give everyone space to contribute, and they operate under Chatham House Rule to encourage open conversation.If you're leading a 25+ person agency or consultancy and want to see your firm through a sharper lens, this one's for you.Request a seat:bit.ly/handbookbreakfastmarch

Tara exposes the shocking inaction of Hennepin County Attorney Mary Moriarty in Minneapolis, the threats to public safety, and how politically motivated prosecutions create chaos. Plus, a deep dive into Donald Trump's first-term internal military battles, Venezuela operations, and the unprecedented weapons now in play against Iran.

Tara exposes Minneapolis' lawlessness under Hennepin County Attorney Mary Moriarty, the dangers of selective prosecution, and Donald Trump's top-secret military maneuvers. From chaos in American cities to advanced weapons in Venezuela and Iran, this episode unpacks power, safety, and global strategy.

Newly surfaced details suggest that **Jeffrey Epstein continued to fly women into the United Kingdom and maintain them in a luxury London flat right up until the day he died in August 2019 while awaiting trial on sex trafficking charges. Flight logs from Epstein's private jet — often called the **“Lolita Express” — indicate he made dozens of trips to the UK, transporting women who would stay at the rented apartment in Kensington. Payments linked to the flat, reportedly exceeding £160,000, were made through entities associated with Epstein, and communications indicate he was arranging rent and schooling for some of the women there, suggesting his network remained operational in Britain until his final months.The revelations have sparked renewed scrutiny from British authorities, with multiple police jurisdictions — including the Metropolitan Police and the National Crime Agency — examining potential sex trafficking activity and use of UK airports as entry points for Epstein's flights. Investigators are also probing whether these arrangements could tie into broader trafficking schemes similar to those documented in the U.S., and UK officials have sought unredacted files from American authorities to deepen their inquiry. The emerging picture suggests a significant European component to Epstein's activities, intensifying pressure on investigators to uncover the full extent of his operations outside American borders.to contact me:bobbycapucci@protonmail.comsource:Jeffrey Epstein flew in girls to stay at his London flat up until the day he died | Daily Mail Online

In this week's episode of China Insider, Miles Yu analyzes the wider impact of Operation Epic Fury in the context of US-China relations, and how the joint operation changes China's calculated approach to extending their influence in the Middle East. Second, Miles covers the Trump Administration's efforts to counter PRC influence via multilateral forums and hemispheric diplomacy in the upcoming Shields of the Americas summit. Finally, Miles weighs in on the “regime change” debate, and the role of such operations within the US national security strategy and key strategic deterrence initiatives as well. China Insider is a weekly podcast project from Hudson Institute's China Center, hosted by China Center Director and Senior Fellow, Dr. Miles Yu, who provides weekly news that mainstream American outlets often miss, as well as in-depth commentary and analysis on the China challenge and the free world's future.

Today's guest is Raghu Ahobilam, Global Director of Inventory and Assets at NOV. Raghu brings global leadership experience across inventory management, asset strategy, and operational transformation in the energy and industrial manufacturing sector. Raghu joins Daniel Faggella Emerj CEO and Head of Research to examine how enterprise data foundations and emerging AI capabilities are reshaping maintenance, asset utilization, and cross-functional decision-making in complex, legacy environments. Raghu also shares practical approaches to building KPI-driven dashboards, prioritizing predictive use cases, improving asset deployment across regions, and strengthening business cases for ROI across supply chain, manufacturing, and operations. Want to share your AI adoption story with executive peers? Click emerj.com/expert2 for more information and to be a potential future guest on the 'AI in Business' podcast! If you're interested in unlocking our AI best practice guides, frameworks for AI ROI, and specific resources for AI consultants, visit emerj.com/p1

How do you manage $4B+ in revenue while staying close to customers in 120 countries?At the Baker Hughes Annual Meeting in Florence, hosts David de Roode and Victoria Beard Queen sit down with Tayo Akinokun, SVP of Global Geozones, to explore his 34+ year journey from Nigeria to global leadership.He shares why the company shifted from eight regions to 16 geo zones to get closer to customers, how he manages global complexity, and how Baker Hughes is “rewriting the energy equation” through integrated energy solutions.00:00 Why Oil and Gas Matters00:37 Podcast Mission and Sponsors01:59 Live from Baker Hughes Italy04:18 Early Exposure and Youth Service06:04 Family Background and Career Choice08:13 Favorite Country UAE09:19 What Are Geo Zones11:12 Leading a Global Team13:06 Culture and Consistency Worldwide17:20 Rewriting the Energy Equation19:27 Supply Chain and Synergies21:03 Where Baker Hughes Focuses22:46 Entering New Regions24:00 Career Path and Taking Risks25:20 Field Life Inspiration26:54 Taking Career Risks27:40 Algeria Safety Reality29:27 Nomadic Family Moves31:09 Kids Global Advantage35:52 Leadership Development38:01 Mentors In Nigeria39:42 Purpose And Balance43:27 Dedication To Success44:10 Final Thanks And Wrap

Kerri Roberts, senior HR strategist and fractional CHRO, shares the strategic and psychological shifts she experienced leaving a Vice President of Operations role to build her consulting firm. After 20 years inside corporate systems — from 50 employees to 20,000 — she understood leadership, process, and performance. What she had to learn was entrepreneurial wiring.In this episode of Don't Waste the Chaos Podcast, Kerri outlines:The compensation identity shift from salary to revenue volatilityWhy negotiating a contractor bridge can stabilize your first yearThe mistake of recreating corporate overhead inside a consulting firmHiring before margin demands itThe difference between corporate competence and entrepreneurial tolerance for ambiguityThis is not a motivational “take the leap” conversation. It is a strategic breakdown of how to leave corporate wisely and build a consulting firm with clarity, margin, and restraint.Sponsor AcknowledgmentThis episode is supported by:Rho Nutrition — performance-based nutrition support designed for leaders who treat their energy as infrastructure. Executive output requires metabolic stability. Rho approaches nutrition the way we approach organizations: systemically. Save 15% on your order at this link: https://rhonutrition.com/kerrirobertsMagic Mind — a daily mental performance supplement supporting sustained focus without volatility. For founders and operators navigating high cognitive load, stability matters more than stimulation. Save $40 off your first order by using code KERRIROBERTS at checkout or by visiting https://magicmind.superfiliate.com/KERRIROBERTSLeadership requires energy discipline. These partners support that standard.Chapter Markers00:00 Senior Leaders: Why Leaving Corporate Is a Real Identity Shift 04:40 Compensation Identity and Revenue Volatility 10:15 Negotiating a Contractor Bridge Instead of Quitting 17:30 Overbuilding Your Consulting Firm with Corporate Tools 23:45 Hiring Too Soon and the Pressure It Creates 29:10 Corporate Competence vs. Entrepreneurial Wiring 34:20 Three Practical Starting Points for Year One 39:30 Building Margin, Leverage, and Clean GrowthPartnership & Executive EngagementKerri Roberts serves founders, CEOs, and executive teams as a fractional CHRO and senior HR strategist. Her advisory work focuses on leadership infrastructure, compensation design, executive decision support, and organizational risk management.She also convenes curated leadership retreats for high-capacity women navigating enterprise-building, ambition, and faith with strategic clarity.To explore fractional CHRO partnership, executive advisory work, speaking engagements, or the Self Trust Reset retreat:saltandlightadvisors.com/contactIf you are a senior leader, founder, COO, or high-capacity woman navigating the transition from corporate to consulting, this channel is built for you.Subscribe to Don't Waste the Chaos.Share this episode with an executive peer considering entrepreneurship.Build with margin. Don't waste the chaos.Support the show

Chris Schultz, CEO of Velvet Taco, joins Paul Barron and Cherryh Cansler on Fast Casual Nation to break down the operational blueprint behind one of the restaurant industry's most beloved cult brands. From the legendary Weekly Taco Feature (WTF) — a chef-driven rotating menu item that has launched every single week for nearly 15 years — to the in-house rotisserie Back Door Chicken sold every Monday for $20, Schultz reveals how operational discipline, supply chain rigor, and an unwavering commitment to clarity are what actually fuel creativity and brand loyalty at scale. He also shares his take on technology's rightful place in hospitality, what Starbucks can teach every operator about the dangers of losing focus, and where Velvet Taco is headed next.#FastCasualNation #VelvetTaco #RestaurantBusinessBecome a supporter of this podcast: https://www.spreaker.com/podcast/fast-casual-nation--3598490/support.Get Your Podcast Now! Are you a hospitality or restaurant industry leader looking to amplify your voice and establish yourself as a thought leader? Look no further than SavorFM, the premier podcast platform designed exclusively for hospitality visionaries like you. Take the next step in your industry leadership journey – visit https://www.savor.fm/Capital & Advisory: Are you a fast-casual restaurant startup or a technology innovator in the food service industry? Don't miss out on the opportunity to tap into decades of expertise. Reach out to Savor Capital & Advisory now to explore how their seasoned professionals can propel your business forward. Discover if you're eligible to leverage our unparalleled knowledge in food service branding and technology and take your venture to new heights.Don't wait – amplify your voice or supercharge your startup's growth today with Savor's ecosystem of industry-leading platforms and advisory services. Visit https://www.savor.fm/capital-advisory

The Archers: Rory's Secret, Helen's Big Offer & Home Farm ReturnsIn this week's episode of All About The Archers, Philippa and Katie discuss the drama in Ambridge from Sunday 1st to Tuesday 3rd March.There are secrets threatening to spill, tough love at Home Farm, and some very interesting shifting dynamics between parents and partners. Will Ruairi keep quiet for long? And what exactly is Brian's long-term plan?We also cover:Miranda's compassion — and what it might meanThe future of Home FarmAdam stirring the pot (and enjoying it)Helen's surprising career opportunityDirector of Operations… really?George's latest attempt at redemptionThe mystery of that recordingThe Ag report and what it could uncoverPlus our Star of the Week and Twit of the Week, and some bold predictions involving cinnamon buns, cricket, archery and possibly the ghost of Jenny.If you love The Archers and want weekly analysis, strong opinions and plenty of laughter, make sure you're subscribed.New episodes every week.Watch, follow & support All About The Archers▶️ Watch on YouTube: All About The Archers☕ Support the podcast: Buy us a coffee

Interview with Joseph Ovsenek, President & CEO of P2 Gold Inc.Our previous interview: https://www.cruxinvestor.com/posts/p2-gold-tsxvpgld-all-known-questions-answered-february-2026-9351Recording date: 1st March 2026P2 Gold Inc. is entering a milestone-driven phase as it advances its Gabbs Project in Nevada through drilling, feasibility work, and permitting. The company's stated objective is to complete a feasibility study by the end of 2026 and position the project for potential construction in 2027.Gabbs is located in Nevada, one of the most established gold-producing jurisdictions globally. The state offers regulatory predictability, developed infrastructure, and a long history of mine development. For investors, jurisdictional stability remains a central consideration, particularly at a time when permitting delays and regulatory changes have affected projects in other regions.Operationally, 2026 is expected to deliver several key catalysts. The company has expanded its drill program to approximately 25,000–30,000 metres, supporting both infill and step-out objectives. Results to date have been reported as consistent with expectations, and the data will feed into an updated mineral resource estimate anticipated by the end of summer 2026. This updated resource will underpin the feasibility study.The 2025 Preliminary Economic Assessment outlined a 9 million tonne per year operation producing roughly 110,000 ounces of gold and 33 million pounds of copper annually over a 14-year mine life. Management is currently evaluating increasing throughput to 12 million tonnes per year. If supported by resource growth and economic analysis, this could lift annual gold production toward 150,000 ounces, with copper output potentially rising to 45–50 million pounds per year.Permitting is recognized as the project's critical path. The company has filed its Mining Plan of Operations with the U.S. Bureau of Land Management and has initiated baseline environmental studies in advance of final requirements. This proactive approach is intended to reduce schedule risk and align permitting timelines with feasibility completion.From a valuation perspective, P2 Gold's market capitalization of approximately C$225–250 million reflects its status as a mid-stage developer. Successful delivery of a feasibility study, continued de-risking, and measurable permitting progress may support valuation reassessment, particularly given the limited number of advanced-stage development projects of comparable scale in Nevada.Investors evaluating P2 Gold should monitor the delivery of the updated resource estimate, feasibility cost assumptions relative to prevailing gold and copper prices, and permitting progress. As the project transitions from development toward construction readiness, execution against stated milestones will be central to investment performance.Overall, P2 Gold's investment case rests on advancing a scalable Nevada gold-copper project through defined technical and regulatory milestones within a supportive commodity environment.View P2 Gold's company profile: https://www.cruxinvestor.com/companies/p2-goldSign up for Crux Investor: https://cruxinvestor.com

Tamara Whilden is the founder of Behind the Screens, an operations partner for online CEOs ready to scale smarter with leaner systems, stronger teams, and more time to lead. Top 3 Value Bombs 1. AI is not the competitive advantage; your people and how you empower them are. 2. Efficiency without intention leads to burnout, churn, and loss of trust. 3. Human-first leadership creates higher retention, better performance, and real freedom for founders. Check out Tamara's website and take the 2-minute bottleneck assessment - Are you the bottleneck? Sponsors HighLevel - The ultimate all-in-one platform for entrepreneurs, marketers, coaches, and agencies. Learn more at HighLevelFire.com. Cape - A privacy-first mobile carrier, built from the ground up with security as the priority. If you care about protecting your digital life without giving up your smartphone, Cape makes that possible. Visit Cape.co/fire and use code FIRE for 33% off cape for 6 months today!    

President Donald Trump says the US continues to carry out "large-scale combat operations" in Iran to eliminate threats posed by the Iranian regime. As explosions thunder across the Iranian capital, we'll hear from a journalist in Tehran. Also on the programme: the conflict spreading into Lebanon and across the Gulf, and why one Trump-supporting American commentator believes this war of choice was a mistake. (Photo: President Donald Trump attends a Medal of Honor ceremony at the White House in Washington, DC. Credit: Reuters)

Watch the full episode on our YouTube channel: youtube.com/@mreapodcastWhat is the real value of a real estate team? It's not the number of agents. It's the systems.In this episode, we sit down with Savanna Campbell, Director of Operations for Signature Home Team, a three-person team that consistently closes more than $30 million a year in Northern Colorado. While many teams try to grow by adding agents, Savanna and her team grow by tightening their models.Her compass is simple: Every system must help the client feel safe, heard, and informed.We unpack how one-third of the team's business comes from agent referrals across the country, another third from a 72-touch past client system, and the final third from a Facebook group and YouTube strategy that position them as true local experts. Savanna walks us through their seven milestone emails, their Friday update cadence, and the operational audits they run after every deal.If you want to build a business that grows without chaos and delivers a client experience people rave about, this conversation will challenge the way you think about systems.Resources:Learn more: Quantum Leap  Connect with Savanna Campbell on FacebookJoin: Everything Estes Park Facebook GroupCheck out: Estes Park Living with Signature Home Team YouTube channelOrder the Millionaire Real Estate Agent Playbook | Volume 3Connect with Jason:LinkedinProduced by NOVA