Podcasts about operations

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

Henry Sokolski reports that the US navigates Saudi nuclear demands against Iranian restrictions, while the Pentagonpressures AI firms to allow autonomous systems for surveillance and weaponized combat operations. 15.1886 VERNE

In this episode, I'm joined by Ansel Stein, Vice President of Operations at Crisis24, and the leader behind AiiA powered by Palantir, an intelligence platform built to help executives cut through noise and make better calls in uncertain conditions.  Ansel's background spans more than two decades across analysis, diplomacy, and high-stakes advisory work, including supporting U.S. national security priorities. Today, he's applying that same discipline to the private sector, helping organizations turn overwhelming streams of information into judgment leaders can actually use. We talk about what "intelligence" really means in this context, and why it's different from collecting more data or running another monitoring program. Ansel breaks down the thinking behind the AiiA President's Brief, inspired by the kind of concise, high-rigor briefings senior government leaders rely on, and explains how that model translates into business decision-making without losing context or nuance. If you have ever felt buried by alerts, headlines, and competing narratives, this conversation puts language around that problem and offers a practical alternative. We also address the concerns many leaders have about AI, privacy, and the fear of being tracked. Ansel is clear on boundaries, what data AiiA uses, why open-source intelligence matters, and how governance needs to be designed upfront if trust is going to hold. From structured analytic techniques and scenario planning to the idea that risk and opportunity often sit side by side, this episode is a look at how organizations can move from reacting to anticipating, without handing accountability over to a machine. If your team is trying to shorten the time from signal to decision while still protecting trust, what would it look like to treat intelligence as a leadership habit rather than a crisis tool, and are you ready to build that muscle before the next disruption hits?

Ryan Ralston, Director of Operations at You Are The Power, joins Brian Nichols to reveal how Child Protective Services financially profits from seizing children — and why government overreach at the local level is happening to innocent families across all 50 states. With a 98-99% success rate, You Are The Power is exposing how CPS misdiagnosis, federal Title IV funding, and unelected juvenile court judges create a system that tears families apart — not to protect children, but to collect federal dollars. From eminent domain abuse targeting family farms to ordinances taxing wheelchair users, this episode breaks down the real mechanics of local government corruption and what you can do about it today. We expose the reality of a foster care system where reunification rates sit at just 15-20% — not because parents are guilty, but because there's no financial incentive to return your child. You need to hear this blueprint for fighting back: how You Are The Power's "people to policy to principle" approach has delivered over 1,000% growth in wins and reunited families that the system tried to destroy. If you believe government is supposed to protect the vulnerable, this episode will change what you think you know. CHAPTERS 0:00 - Intro: When Government Goes Wrong, You Are The Power 1:36 - Who Is Ryan Ralston? From Volunteer to Director of Operations 2:47 - What Is You Are The Power? Mission, Scope & All 50 States 5:15 - The 98-99% Win Rate: How They Win Against Local Government 6:52 - The Dark Truth: How Government Profits From Seizing Your Children 9:05 - The Weakest Targets: Medically Fragile Kids & The System Built Against Them 12:30 - Federal Funding's Dirty Secret: Why Reunification Rates Are Only 15-20% 15:10 - Medical Misdiagnosis: How Innocent Parents Get Labeled Abusers 18:48 - Epstein, Pam Bondi & America's Backwards Priorities on Child Trafficking 20:07 - The "People to Policy to Principle" Approach That's Changing Everything 23:21 - The Numbers Don't Lie: 333 Cases to 810 to 1,500 — The Growth Explosion 25:14 - Why New Media Is the Weapon Government Didn't See Coming 26:51 - Win Wire: Family Farms, Eminent Domain & Wheelchair Taxes 31:20 - Playing Offense: How You Can Help From Wherever You Are 32:23 - How to Get Involved With You Are The Power (It Takes 5 Minutes) 36:44 - Final Thoughts, Contact Info & How to Request Help LINKS SECTION

The US and Israel have launched what President Donald Trump has described as "major combat operations" to try to bring about the end of the Iranian regime.In this bonus episode, Roland and Venetia look at what we know so far - from Trump's speech to strikes across the Middle East - and what might happen next, while Henry Bodkin, The Telegraph's Jerusalem correspondent, reports from on the ground in Israel amid air raid sirens around the country.Plus, Roland speaks to Jonathan Hackett, a 20-year US Marine Corps veteran and special operations capabilities specialist, as well as the author of Iran's Shadow Weapons: Covert Action, Intelligence Operations and Unconventional Warfare. Their conversation - which was recorded shortly before the attack began - covers how Ayatollah Ali Khamenei was offered an escape route but refused to take it, the state of the IRGC and why regime change in Iran will be so difficult.Producer: Peter ShevlinExecutive Producer: Louisa Wells► Sign up to our most popular newsletter, From the Editor. Look forward to receiving free-thinking comment and the day's biggest stories, every morning. telegraph.co.uk/fromtheeditorContact us with feedback or ideas:@venetiarainey@RolandOliphant Hosted on Acast. See acast.com/privacy for more information.

Tether has quietly become the largest bitcoin miners in the world, and Elektron manages 50 EH/s of the stablecoin issuer's fleet. Get your tickets to OPNEXT 2026 before prices increase! Join us on April 16 in NYC for technical discussions, investor talks, and intimate conversation with the brightest minds in Bitcoin. Welcome back to The Blockspace Podcast! Today, Rapha Zagury, CEO of Elektron, joins us to talk about the company's management of Tether's massive 50 EH/s bitcoin mining portfolio. Rapha breaks down Elektron and Tether's partnership, the incipient market bifurcation between AI/HPC and Bitcoin mining, and why he believes progress is directly correlated with energy use. We dive into the legal origins of Elektron, the company's global footprint across 32 sites, and the future of mining as Tether and Elektron double down on hashrate while the rest of the industry eyes AI. Subscribe to the newsletter! https://newsletter.blockspacemedia.com Notes: * Tether runs 50 EH/s with Elektron * Greenfield sites trading at $1/MW amid AI boom * Elektron manages ~200,000 ASICs globally * Operations span 32 sites across 5 countries * AI and BTC Mining bifurcation expected in 6 to 12 months Timestamps: 00:00 Start 05:31 BTC market crash 07:59 Who is Rapha? 11:16 What is Elektron? 14:46 Swan & Tether legal struggle 18:00 Asset light build out plan 23:20 Business setup 25:05 Why mine? 33:18 Hashrate geographic distribution 38:54 Bad places to mine BTC? 40:50 AI & HPC 48:56 3.8% staff costs 52:11 Hashrate growth 57:28 There's ALWAYS stranded energy 59:44 Elektron IPO?

The 47-year-long war Iran has been waging against the United States. Kim Miller, Founder and President of Arizona Women of Action (AZWOA) and newly-formed America’s Women, calls in to the show to talk about an upcoming summit event with America’s Women on March 5th, “STRONG WOMEN. STRONG NATION.” Get tickets today at https://www.americaswomen.org/events. We're joined by Johnny Estes, Vice President of Operations of CMI Gold & Silver. Former Secretary of State Hillary Clinton testified today before House Oversight Committee members on her family’s ties to the late Jeffrey Epstein. See omnystudio.com/listener for privacy information.

In this episode of The New Warehouse Podcast, Kevin chats with John Wirthlin, Senior Product and Marketing Manager at Sonaria, about why RFID is finally practical for real-world warehouse operations. The conversation explores how Sonaria turns raw RFID data into operational visibility that warehouse teams can actually use. Rather than focusing solely on hardware, Wirthlin explains how clear business outcomes, operator-friendly workflows, and measurable ROI are driving wider RFID adoption across warehousing, manufacturing, and beyond.Learn more about Sonaria here. Follow us on LinkedIn and YouTube.Support the show

What happens when a radio program director pivots into commercial cleaning just months before a global pandemic?In this episode of The Business of Cleaning Podcast, we speak with Tom Riggs, Operations Manager at Interstate, about his unexpected transition from broadcasting to frontline operations leadership.After being laid off in 2019, Tom entered the cleaning industry with no prior experience. Within months, COVID-19 reshaped workforce expectations and operational demands, accelerating his learning curve and leadership growth.In this conversation, Tom shares insight on:Transitioning into cleaning from another industryManaging call-offs and workforce challengesImproving hiring and onboarding in today's labor marketUsing AI to support hiring and leadership communicationDrawing on his background in broadcasting, Tom emphasizes the critical role of communication, adaptability, and accountability in operational success.For cleaning company leaders navigating workforce challenges, this episode delivers practical strategies that can be applied immediately.

In this AI Agent & Copilot Minute, Mason Siefert outlines how Microsoft's latest enhancements to Copilot Studio — especially the new tools in the Power CAT Copilot Studio Kit — are designed to bring structure, governance, and measurable quality to enterprise-scale AI agents. Key Takeaways Rubrics refinement: The headline feature in the updated kit is the rubrics refinement tool, which addresses a growing challenge in agentic AI operations — how to consistently and accurately grade agent responses. The tool introduces a repeatable feedback loop where teams define evaluation rubrics, compare AI-generated grades with human evaluations, and then refine instructions when the two don't align. The result is a more systematic, scalable way to ensure automated assessments meet human-level standards. Governance & visibility: Beyond evaluation, the kit strengthens oversight across the AI estate. A new compliance hub automatically flags configuration risks to help teams stay ahead of governance concerns. Conversation KPIs allow organizations to track agent performance without manually reviewing transcripts, and an agent inventory provides a centralized view of custom agents and the capabilities they rely on. Together, these features bring operational clarity to expanding AI environments. Looking ahead: As agentic systems scale, structured coordination between humans and AI will be critical. Tools like the rubrics refinement workflow signal a shift from experimentation to disciplined operations, where evaluation, compliance, and performance tracking are embedded into the lifecycle of every agent. Organizations that formalize these processes now will be better positioned to manage complexity and deliver trustworthy AI outcomes at scale. Visit Cloud Wars for more.

Vermeer CEO and President Jason Andringa and Vice President of Operations at Vermeer Corporation Mindi Vanden Bosch discuss their expansion to Bondurant.

Charles Burton and Gordon Chang debate the dangers of Canada's "strategic partnership" with China, focusing on espionage operations, the potential expulsion from Five Eyes, and theft of aerospace technology. 4.

A semi-retired 6-time CEO accidentally went viral on YouTube, and turned it into a real business case study. Dynamite Circle member and DC BLACK facilitator, Richard “RJ” Jalichandra, joins us this week to talk about how a small channel can still transform your company. Plus, the hidden struggles of 7+ figure founders, defining your “enough number,” and why a little retirement planning today can actually improve your decisions right now. LINKS RJ's YouTube Channel Meet RJ and other lifestyle founders doing YouTube Hang out exclusively with 7+ figure founders in DC BLACK Bento will beat your current email bill — up to 70% off or $300 in credits CHAPTERS (00:04:18) How RJ Got Into YouTube (00:07:04) The Algorithm vs What You Want to Create (00:10:44) How to Build an Audience in 2026 (00:16:19) RJ's Creative Process for YouTube (00:19:16) Economic Opportunities for Mid-Cap Channels (00:23:17) The #1 Struggle of 7-8 Fig Founders (00:30:16) Scale for Wealth or Optimize For Lifestyle? (00:33:10) The Importance of Retirement Planning 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

Why is it so difficult for doctors to delegate, even when it so obviously impacts the team? Kiera and Dana discuss the art of delegation, and where it overlaps with clear expectations and accountability. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript:   The Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera and I love when I get the consultants to podcast with me. And today I got the one and only Dana,   I actually have a better nickname than Danie for you. I've like upgraded. I really do think you're Dynamite Dana. And so welcome to the show. Dynamite Dana. Like you just are dynamite in so many ways, so many areas. People love you. I know people are like donuts with Dana. That one was really catchy and clever, but I think like dynamite Dana is who I'm going to stick with. So how are you today there? Dynamite Dana.   The Dental A Team (00:27) Doing good. I'm glad you found one that felt right.   The Dental A Team (00:29) I mean, I still love Dainty   so much and that will probably always forever remain. ⁓ But Dana, truly you're a dynamite consultant and I've watched you evolve and it's like, ⁓ you were on the podcast with me last time where you took a practice from negative profitability to multi profitability in just a couple of months. And I think the dynamic and dynamite ability you have so like dynamic doesn't feel as cool as dynamite, but it's because you're this dynamic player and you're able to help teams, help doctors, help offices.   The Dental A Team (00:33) You   The Dental A Team (00:58) And really it's, think like role clarity, like really focusing on top priorities. And I think that that's like the clutch piece of consulting. If I like boil down what two consultants do differently is yes, we have this like Mary Poppins bag of tricks, but I think the piece is we know which Mary Poppins tool and prioritization and piece based on the numbers, based on the goals need to happen. And I think you're very, very dynamic and dynamite and being able to do that. So excited to have you on the show today.   The Dental A Team (01:26) Yeah, I'm really excited to be here. I haven't podcast in a while with you, so it's going to be fun.   The Dental A Team (01:31) great time girl.   think our last one was talking about your transformation practice. So today's gonna be fun because I think that this is a topic you and I see often is like   doctors struggle, teams struggle to delegate and they struggle to have like role clarity and I'm even guilty of this. Like I've watched myself like it's crazy when I have these podcast topics and I'm like hi it's me I know I'm the problem I know I'm hanging on to these issues I know I'm causing this chaos and so I kind of wanted to like talk about   why doctors struggle to delegate, why we get into this like bottleneck, and then what it can look like on the other side and how we've been able to help doctors. Like, I know you've got a couple in mind. I've got a couple in mind of what does it look like when we start to trust that process? So Dana, from your perspective, why do you feel like doctors don't delegate and we like bottleneck and we hold on or like owners and founders and office managers? Like, what is that? Like we know we're bottlenecking. Like it's annoying to me. I'm like, I know I'm having a temper tantrum and I don't know how to stop it. Like I know I'm not delegating. I know I'm holding on. know I'm freaking   like failing over here. What, like, why do think this is a rift? What are your thoughts?   The Dental A Team (02:32) I   I will say I feel like Dr. Personality is like a doer, right? They're so used to like to get to become a dentist, right? You have to have succeeded thus far in life. And I do feel like that in order to kind of get where they are, they've had to kind of always do right work really hard, hit the books really hard, hit the clinic really hard. And so I do feel like it's kind of ingrained in them just as humans is that they want to do all of the things. And I also think that there's a misconception of leadership. And being a good leader means doing all   things, making all the decisions, having everyone lean on you for everything.   The Dental A Team (03:07) Yeah, I love that you say that because ⁓ there's a book that, gosh, I should look up the name of it. mean, like, I really will actually, guys. Like, if you're watching, don't worry, I'm ⁓ looking this up right now. ⁓ But it's like the founder mindset. And I think so many of us, it's the founder's mentality, how to overcome the predictable crisis of growth. And I think about this book often because like you said, it's a...   what you have always done won't get you where you need to go. And like those habits and those patterns and the different pieces, it's this, like you said, like you had to work hard in dental school. You guys, watched you. Like I worked at a dental college. ⁓ We watched you be this person. And also there's a perfectionist piece of you literally are working in such small areas. Like the mouth is so small. You have to be perfect. You can't have that. Like, I mean,   shoot, you barely move that burr wrong and you're nicking the tooth next to it and you're like, dang, and now gotta like patch this thing up. Like you really do have such a small, finite controlling area. ⁓ But I think it's ⁓ a space of, we all know, Dana, it's like, logically, I know that if I delegate and I trust my team, my life gets better. So what do you feel like it is? Like, how do people actually let go of the vine? Maybe I'm asking for coaching for myself.   The Dental A Team (04:18) Yeah, and I think some of the hold back   is they might have tried to delegate something in the past and it didn't go very well, right? Because there's an art to actually delegating and delegating that is successful and setting real clear expectations. And so I find like, well, I've tried, right? But the person it fell through the cracks or there wasn't an accountability piece built in. And so I think it's like learning truly how to delegate correctly and delegate so that pieces come back to you and you're not chasing down the thing that you   thing that you gave because if you have to chase it down, if you have to check it, like it's still on your plate then, right? That, that it still hangs over your head if you, if those pieces aren't in place. And so sometimes I think too, it's like they have had a past history of trying to delegate and it's like not failing, but feeling like, I should have just done it anyway.   The Dental A Team (05:09) Totally. And I think as you said that like, I'm into now the how of like, okay, I hear that I agree. And I, it was funny, Jason, I, call it like tub talk, like think tank talk. Like we go out hot tubbing, we don't take our phones. It's like really beautiful and shoot, it just snowed. So I can't wait to get out there and like go hot tubbing in the snow. ⁓ it's a really magical world, but we were talking about it and I realized we're using a recruiter to help hire some team members for us that I'm really excited about that are like far out of my league that I don't even know how to hire. So   ⁓ brought in some executive recruiters for that. And I remember they were asking me, they're like, Kiera, what's going to break your trust the most? And I was like, I know actually, like for me, and so team members hearing this, the number one thing, and Dana, I'm saying this because you are not this person and I'm going to highlight you, I think there's also a space when doctors delegate to make sure the person we're delegating to is right person, right seat. ⁓ For me, I've learned that the way I lose trust the most is when people tell me they're going to follow through and they don't. Like I'm very, because I just feel like,   then don't do it. I get they have best intentions, but I'm more obsessed about outcomes and you delivering rather than you just taking a million things on to make me happy. ⁓ And so I thought about it, like, who are the people that I trust implicitly, like on our team and Jason, I'm not going to like do the role of X day. And I'm that's like unfair. You'll get to hear the like behind the scenes, Jason and Kiera talk. One doctor, he was like, Kiera, if I could just be a fly on the wall to hear the conversations you and Jason have. And I was like, I don't know if you want to know them all. ⁓   But I thought about it I was like, okay, my core crew that I really do trust, like what is it and how do I delegate to these people? Like Dana, I know, and this is why I called you Dynamite Dana and Dynamic Dana is Dana, I know with out of doubt, I can give you clients and you're gonna deliver and you're not gonna let me down and you're gonna follow up, you're gonna have scorecards, you're gonna show up to the coaching calls, you're going, like I never have to come and check in on you to make sure you're delivering to clients. Now, you may need help, that doesn't mean they're not gonna be like never asking, but I know you're gonna hit those deliverables. If I give you a project like, hey, you're gonna present,   Never in my mind have I been like, uh, Hope Dana is going to show up on that. Like I know I can count on Dana to be there. She's going to follow through. If she's got questions, you're going to proactively ask me. It like, I can give you tasks that they don't come back to me. Now there's other team members where I'm like, I feel like I'm playing whack-a-mole. I'm like, uh, did you check on that? Did you check on that? Did you check on that? Like, and I've noticed my anxiety is like lit to the next level. And I think as you were saying that and office managers and team members, I hope you hear this loud and clear.   This is the fastest way to break trust and not have a doctor trust you. And truth be told, like I'm going to just call out team members, not even just doctors. You're also being the bottleneck because your doctor doesn't trust you to give it to them. Now, doctors, there is a way for us to not take it back on. ⁓ But I was just, as you said that Dana, I think that there's a big space of doctors make sure that like, if you consistently have a person who's not following through and not delivering back to you, stop trying to make that person fit. Like just call it out of what it is and say, like, listen, this has to change. And if it doesn't, I recognize you're not right person.   Like Shelbi, ⁓ she's a kick-a personality for being that. She never lets anything slip through her. mean, Dana, she is on us like sticky. It's like, hey guys, where's this at? Where's that? But she's so nice about it. And there's just certain personalities that are that way. And then there's other personalities that are like more creative and you don't need them to be in. I don't need to delegate all that. Like they can have different projects. And so I think when you look at it, make sure that the person, and you can also look at people's personality profiles. There are some that are like detail centric.   They should be your operations. should be your office managers. They should be your billers. And then you're going to have people like myself. That's a little less on details, but I'm a dang good treatment coordinator. I don't need to have as many things. I just need to hit a goal. Like it's less confined versus an office manager. So I think also like picking people that are the right people for that. Dana, I talked a lot on that. What are your thoughts on that?   The Dental A Team (08:48) No, I completely agree. I do think it takes the right person in a seat and then once you have the right person clearly defining their role because sometimes too it's like who does it who has the capacity for me to delegate this to right and I think that sometimes things get lost because we ask the person that we always ask and yes they do but then we stretch them so thin things start to fall through the cracks because we haven't said hey is this something that you really feel like you can take on so it comes down to just like you said that trust that open communication and so I think   Role clarity helps delegation. It also helps like where does it make sense? Right? I'm probably not going to ask my biller to do treatment follow-up calls, right? I might probably ask the person that's working to my schedule or the treatment coordinator herself. So I think that all of these pieces, sometimes it's hard to like link when I'm like, okay, well, let's get clear job roles. Well, how does that help me delegate? Right? I think linking all these things together can really help a doctor see how   The Dental A Team (09:39) Mm-hmm.   The Dental A Team (09:45) easy it can become and not just for doctors like yes this is for the doctor that holds on to everything but for leads that hold on to everything for oms that hold on to everything this is just a really clear path for you to see do i have the right person in that seat is their role really really clear and who has the capacity to take on anything that comes up or something that you want to take off your plate   The Dental A Team (10:08) Totally. And Dana, as you said that something, our Dental A Team is in like such a fun transition or like we are, think Dana's feeling, our whole team's feeling it like we have gone from what Dental A Team was to what Dental A Team is becoming. And I'm super excited. We're going to roll out like a state of the company. Dana doesn't know it yet. Like it's coming. Like I can't wait. I know she's feeling the buzz around it, but I recognize as a leader that sometimes you've got to call out what was and where we're going. And   our team went through a, what I've called like a snow globe freaking shake. Like we decided like, let's just throw all the confetti, shake every person into different spots. And it's like, Britt's in a different role. I'm in a different role. Shelbi's in a different role. Thinking as like consultants, like Dana, you pretty much stayed the same, but like everywhere else around us, we just like ripped change tour and we built an accountability chart and we had to really say like, okay, what are the seats that the organization needs without names on it? What are the tasks that realistically should go under here?   And then like, let's look to see what open roles we have, who fits in what spots. And I remember we had a leadership meeting in September of last year. And who I remember, Britt was sitting at the table, Tip was at the table, I was at the table and Britt looks me across the eyes and she's like, Kiera, I just want to highlight and recognize that what you're about to go through and what I'm about to go through, Shelbi, Tiff, this whole leadership, like it is going to be a shake and it's weird. And we all actually like Dana hasn't seen it yet. You're about to get your PDF version come next week. ⁓   of our accountability chart, because right now it is that like, who does this make sense? Like I have normally gone to Shelbi because it's easy and Shelbi and I were working on like fees and different things. And I realized like, well, yes, I used to do that. Shelbi actually needs to be an EA and needs to fully be in that role. And Britt's over finance now and I need to go to Britt. So it's just like, we are constantly like pull out the legend. call it like, let's look at our big legend over here. Like who should this task be under? But I actually think that helps with delegation. And then the team actually is empowered to say like, Hey,   is this my role and not in a combative way, but like, let's make sure that instead of us just going for easy paths, we're going to the correct people. And then those roles actually have KPIs and then you got job accountability below it. So I think like, if you don't have something like that, and this is where like org chart and accountability chart, they get harped on. I recognize like operations people, they come in, they're like, marketers love to give me a growth plan. Like, cool, I hear it. It's like top to the funnel, down to the funnel. Operations people love to give me an org chart.   And what I've noticed though is if you have that clarity of who does what delegation becomes much easier and accountability holding to becomes easier because we can pull out the paper and I'll be like, Britt, it says right here online, like squint your eyes. It's right there. Or we're like, okay, here's a process. It's not on anyone's plate. Let's look to see under which seat going to your capacity thing, Dana, which seat does this make sense? And can they take the capacity today or what needs to shift so that way they can.   But also I remember Tiffanie, ⁓ she was like, you guys have never told me what my full job is. So for me to say I have capacity during hot, I don't even know what it all encompasses. And so ⁓ as I worked with offices, as I worked through our own company, I will say accountability charts and org charts need like an update like every six to 12 months. And we relook to see are there additional tasks because businesses innovate, they evolve. mean, Dana, what you were starting to do versus what you're doing today, it has evolved. Everyone evolves and   I also think like we noticed when we were going through it, we have a VA who's amazing. Everybody loves Joash on our team. Shout out to Joash. ⁓ And we happened to notice that like we needed somebody over in marketing and marketing. were going to go hire somebody and we're like, Whoa, Joash has like 75 % of his time available right now. We could actually deploy him over in marketing and make that tour. That gap can be filled. And so I think like even in consultant world Dana, like you probably are like, Hey, I actually have space. I could take on more projects if you guys need. And this is how it's a   right seat, right role delegate, but then look at all the other players and like, Dana, you got really great strengths and some areas. What if we deploy you in this? So that way your leaders are not, especially as organizations grow bigger, let's deploy and use our team players to the highest level of clear job and also capacity. I think like then accountability is not as hard because we're not inundating just two or three people, but gosh, like as I say, all this, is an evolution of practice. ⁓ Tiff, Britt, Shelbi, and I were all talking like,   It's been the core four for a long time. Like we've just done everything and we're like, we now have 17 team members having four people try to do like a one. I mean, we're not even using half of our team. And yet the co like the top leaders are drowning. It's just an evolution. And I think that this is where bottlenecks revisions having an outside person come in and see it helping you guys elevate really just paramount. And so I'd say like quick steps are get that org chart. Like Dana was saying in the accountability chart.   figure out where the gaps are and who should it go under, not name, but position, and then put names in and see where gaps are and who could we pull in to help out. Like you said, and then you get the job descriptions that are super clear. And then we start holding accountable to that job description. It's very easy when we all see it, got it, and getting the whole team bought in. I'm not going to lie. It's taken us like four months to get here to where whole team's going to see it. There's been a lot of shifting and shaking and making sure we have it right. And then letting the team know it's going to evolve.   But just giving clarity, but even for me, I now know who do I go to, who do I pass this task to? It becomes so much easier to delegate and get rid of those bottlenecks. Dana, that was so much knowledge. Like welcome to behind the scenes. You get to learn firsthand on the podcast, you're welcome. like thoughts about that as a team, as a consultant, like what do you see in that?   The Dental A Team (15:23) Thank   you   I love that and just like kudos to you here in the leadership team for just always trying to map out those pieces and I do feel like as a team member I think it's important for doctors leaders to understand like team members most team members if you have right people right seat like we talked about in the beginning most team members want to grow they want to do a really great job they don't want to let you down when you give them a task and so this is just a pathway that   Create success for everybody. You can get those things off. You can hold accountability You can do all of those things with success and your team members get to elevate themselves grow within their position grow within their skill set And so it's just like a win-win overall for everyone when it's done this way   The Dental A Team (16:15) Yeah, no. And Dana, thank you for saying that. And thank you for the reminding. I think sometimes ⁓ when you have like one bad apple or one bad experience, I think as a leader, even myself, I don't know, my brother-in-law, was a, he's like this really big wig and build like these most incredible homes and all that. And I remember when I got married to Jason 15 years ago, I was like, gosh, Jay, your brother's always so grumpy. And I'm like, I get it. Businesses can pick at you and almost like take away that naive   innocence of how much people are great and you might see the dark side of humanity in spite of the goodness that you see. And I think for me, Dana, like you saying that it's like, no, that's a good, that's a good remembering and reminder for myself of team members really do want to make your life awesome. Team members really do love you and they want to rally around you and they want to be great and they want to grow and they want to evolve. They just sometimes need to know like, what is it you want? And also empowering team members like, can't wait, Dana, we're going to show this and   I'm excited for team members to look at this and be like, Hey, like raise a hand. Like I got space. I can help in these areas. Like this is where you use collective brains to help out, but team members like falling through. ⁓ but I also think like owners don't lose faith in like the goodness of your team. And, sometimes they'll drops. It could be a wrong person, wrong seat. It also can be. There's a lot on that person and we need to like deploy or clarify to make it easier. So Dana, let's talk real life. I know you have some offices. I got some offices.   The Dental A Team (17:42) Yeah.   The Dental A Team (17:44) Let's talk about   like how, what does it look like when it's doing it well? ⁓ How does it feel for offices? Like, let's just kind of go through that.   The Dental A Team (17:52) Yeah, I think the biggest word that comes to mind when offices do this really, really well is just freeing, right? To have that trust in team, to know that you're going to give them something and that like you also have something in place that's going to show you that they are continuously doing it without having to track them down every day, without having to add it to your calendar. It just creates so much balance in a team and it just creates this freeing   sort of like innate trust amongst each other that like, yeah, we're gonna be able to keep a pulse on it. We're gonna check it for sure, right? We're going to trust and verify, but we've built in all of these pieces and getting to this point, right? It's not without a lot of work, right? And a lot of digging in together as a team and saying like, hey, we want more accountability. We want more responsibility. We want these pieces. We want the office to be successful. And I think once an office has it, it truly, truly is.   balancing, its alignment, and it's like freedom.   The Dental A Team (18:54) Mm-hmm. And I think for me, I feel often like I'll speak to the leader side. I sometimes like I'm the monkey who's got my hand in the trap holding on to the nuts so hard and trying to like get free and I can't and all I need to do is let go. And I think that there's a surrendering, there's a grace there's, ⁓ but I do also believe that teams rise to the level you believe they're capable of. And so if I'm sitting here like, they're going to let me down. We, we find what we focus on. And so.   Why don't I look to see how are they winning and what are the gaps and do we have a clear KPI where everybody knows like this is my number. I can't freaking wait Dana. I worked on it last night. I'm super jazzed. It's going to be a good time. But like even helping our consultants know like we've evolved. So what is it that like we expect our clients to be getting in the first 90 days, 180 days, 365 days like Dana, when you first started with me, I was like, good luck, go out there, do something fun.   But as we've gotten bigger and as we've evolved and we've evolved and we've attracted different clients, that needs to evolve. So what do your dental hygienists need to do? And what do your dental assistants need to do to win? And what does your front office, what does winning look like and making it so simple? So we have our top level of this is our number of accountability. This is what winning looks like. Then below that we have tasks of all the different tasks that are there. And what are the core processes? Do we have those documented and dialed in?   This is an evolution of business, but this really is like how you're able to delegate through role clarity. And like you said, Dana, there's freedom, there's alignment. Going through it, keep saying, at first I said, I feel like I'm an orange being squozed, Jason. I feel like we're trying to make oranges. And I was like, actually, I lied. feel like I'm an olive being pressed right now. We're not getting a whole squeeze out of this. It's like a drop by drop by drop. But I think if you can see the end result.   and you have a coach or a guide or someone who's been through it with you, I think it makes it so much easier. And Dana, I know you've got a client right now that you've been pushing on this. This client, I love so much. But just walk us through like a little bit of a glimpse in like, and of course, change of details so people can't figure out exactly what client it is. We'll peel back, we'll give you a couple, we'll mash them together. But like peel back how this doctor went from where they were to where they are today and what that looks like for this doctor.   The Dental A Team (21:07) Yeah, I think this is a doctor that just went through a practice transition where they took over a practice and you know, I think a lot of times when that happens, it's like you do want to be involved, you want to feel like you know every piece, you've got your hand in every piece, you're making all of the decisions. And then there comes a point in time where I usually say it's like the like six month year mark, where you realize like, crud, I can't continue to do this and not feel burnt out. So it's just been really fun to see them find the right people we   The Dental A Team (21:25) Thank you.   Yeah.   100 %   The Dental A Team (21:37) worked this entire last year on stabilizing team, finding the right people, finding good people, not rushing those decisions. And then when we realized they weren't the best people, right, making those decisions quickly too, because that can be stressful for everyone. And so it has been really fun that now that there are right people in right seats, like   being able to trust people to make decisions, being able to say, no, that's somebody like my office manager can answer that pushing team members to go to leads and something as simple as I use this as an example, they locks had to be changed at the office, right? A lock broke. And so all the locks had to be changed. And this doctor was just going through a lot personally and was out and the OM just made the decision called the locksmith, chose the locks, had them all replaced, like covered, like paid the bill all   The Dental A Team (22:12) Thank   The Dental A Team (22:26) of things. And I cannot even tell you just like how grateful how amazing it felt. ⁓ And just how it like opened the window of you know what? Yeah, when I let people make decisions when I let them do the things that I know I can trust them to do what a weight it takes off even something like that small.   The Dental A Team (22:47) That's.   The Dental A Team (22:48) And ⁓ I just remember on our call about that, it was just like a light bulb went off and it was like, the more and more I can do this, the better things are going to be. And everything worked out. Everything was fine. Was it maybe the exact lock like that he would have chosen? Maybe not. But at the end of the day, the building's secure, everything was handled and he didn't have to do it. He didn't have to come in on his day off, didn't have to do it. And it was just a really cool epiphany to see after the   last year that he's been through.   The Dental A Team (23:19) That's amazing, Dana. And I think like, as you say that it's crazy because I can coach this and then living in it. It's such a funny zone. Like I feel annoyed. Like I said before, it's like, can see that I'm throwing a temper tantrum and I don't know how to stop it, but I see it. And I think being aware of it is number one. And number two, I think it's really, ⁓ for me, at least, and again, my team listening will know I'm not perfect at this. So like, this is an evolution of Cure. And I'm not here to say like, I'm great at this today. It's an evolution. ⁓   And I think again, it's from founder, right? A founder or a new owner, like you got to do it all. You really do. And then it's like, my gosh, this got too big for me. Like I can't do it all. I'm up at two in the morning. I'm going to bed at 10 PM. Like this is not sustainable. And also for teams it's not, but I think it's this crazy piece. Like you said, what things do I really need to have an opinion on and what things can I be like, awesome, you did it. And like empower that team member and be so proud of them. And I think as we evolve, a lot of times we feel like   No, no, no, I need to be in control of everything. Like I really do. Like I need to pick the locks. Like that's out of budget versus I think if we can scale ourselves back and say like, that was actually awesome and kudos to them and train yourself to see how they did the right thing and how they did the best thing. And even if it's not your exact way, when you get a team that's running, they will actually be better than you will be on your own because you are evolving the whole, like the whole piece.   You as a leader need to set the vision. You need to say, here's where we're going. Here's the budgets, here's the parameters, and then truly trust your team. And I say that to myself, I say that to you, I say that to everybody listening, because I think it's a constant reminder until it becomes a habit and a personality. Like we're asking you to be like, okay, ⁓ I really love strawberries. And now I'm trying to get you to really love tomatoes. Like, they're both red. It's a different way of operating. It's a different method.   So we're gonna choose that. She's like, you have two wolves. You can feed the scarcity or the abundance. And which one am I feeding today? I'm gonna feed the one where I delegate, I trust, I empower. We have the pieces. But I also think Dana, like at the beginning, I do think some thought process behind like, let's get an accountability chart. Let's get job descriptions. Let's make sure everybody knows their KPI. And I think that sometimes that prep work is tricky. And then let's make sure we're really hiring the best people to do the job. Like...   I think there comes a space in business where at the beginning you hire and you gotta like grind it out. Like people don't know, we're trying to like make them into like, Hey Dana, welcome to being a consultant. Let's train it up versus like, Hey, we can hire consultants that have been consultants. Like there is an evolution. And I think at the beginning, yeah, rock on, you're going to be a lot more involved, but as you evolve, you're going to start to hire people that are just as good, if not better than you are and trust and let them run, ⁓ while still verifying and checking in.   You either choose to do that or you choose to hold and both are both are available, but it depends on what's your ultimate goal. And I think if you can focus on that, focus on the team you want and expect them to rise to that occasion. I watched it in organizations and I'm watching it in myself. Like truly it's amazing, right? People write C and clarity teams evolve and doctors feel a lot better. So any other thoughts, Dana? I know that was kind of a very fun, how you delegate, how you delegate it properly. And also like   how happy that doctor was like, shoot, I didn't even have to do that. That's incredible. What other things are they capable of as well? And kudos to that office manager for just like, I think like just taking the bull by the horns and be like, I'm going to do this and you're going to see that I'm awesome. And I'm going to win you over. think kudos to that office manager too.   The Dental A Team (26:47) Yeah, it was really fun to see.   The Dental A Team (26:49) Yeah. All right, Dana, as we wrap today, I think it's doctors teams like don't get stuck in the trap of not delegating. And just because it wasn't right before, let's look to see why wasn't it. Was it wrong person? Was it wrong path? Get your accountability charts in place. Get the map, get the rollout, get the KPIs, get the meeting cadences, like checking in with your leads every single week can really help get this cadence moving forward. You're not perfect. We're not looking for perfect, but we are looking for that evolvement. Not as much like sitting around your neck, but really empowering your team.   and rolling it out and continue to evolve that what you had before is not what you need today. And if you need a coach, mean, Dana does this, I do this, our team does this. This is what we live for is to make you and your practice like truly flourishing and thriving. So Dana, Dynamite Dana, thanks for being on the podcast today. I always appreciate it, you.   The Dental A Team (27:34) always a good time. Thanks for having me.   The Dental A Team (27:36) Of course, and for all of you listening, reach out if we can help. Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on The Dental A Team Podcast.  

When Curry Hagerty joined her sister's jewelry brand in 2020, it was generating about $100,000 a year. By clearly splitting the founder and CEO roles and stepping out of the day-to-day grind, they scaled Hart Jewelry to a projected $20 million business with more than 100 employees. Fore more on Hart and show notes click here Subscribe and watch Shopify Masters on YouTube!Sign up for your FREE Shopify Trial here.

Feb. 26, 2026- Miguel Velázquez, CEO of Regional Transit Service and president of New York Public Transit Association, makes the case for a recurring $25 charge on drivers to fund public transit systems outside of New York City, which are in need of dedicated operating funds to improve services.

Professional Builders Secrets brings you an exclusive episode with Varant Bomoushakian, Head of Operations at APB. In this episode, Varant breaks down what it really means to become an AI First building company in 2026 and beyond. He shares why most businesses are getting AI wrong, how leadership must drive adoption from the top down, and the practical steps builders can take to move from chasing shiny tools to embedding AI into daily habits, workflows, and team culture.This episode is sponsored by Apparatus Contractor Services, click the link below to learn more:hubs.ly/Q02mNSsG0INSIDE EPISODE 227 YOU WILL DISCOVER What “AI First” actually means (and what it definitely doesn't) The three biggest mistakes builders are making with AI right now Why leadership and culture determine whether AI adoption succeeds or fails How to move from shiny AI tools to real operational ROI Practical examples of how AI can increase output without increasing headcount and much, much more.ABOUT VARANT BOMOUSHAKIANVarant is an operations strategist with over 15 years of experience, specialising in driving operational innovation and excellence across various industries, from startup ventures to established companies. Oriented towards continuous improvement and not afraid to get ‘hands-on' to develop and achieve transformation, efficiency, and growth strategy targets.Connect with Varant: linkedin.com/in/varantb/TIMELINE 5:22 What AI First isn't (and the myths holding builders back) 7:30 The true definition of an AI First company 9:01 The three levels of AI integration in a building business 10:45 Why margins and rising costs make AI urgent in 2026 16:00 The 3 biggest mistakes builders are making with AI 36:05 Why AI must become a daily habit, not a one-off initiativeLINKS, RESOURCES & MOREAPB Website: associationofprofessionalbuilders.comAPB Rewards: associationofprofessionalbuilders.com/rewards/APB on Instagram: instagram.com/apbbuilders/APB on Facebook: facebook.com/associationofprofessionalbuildersAPB on YouTube: youtube.com/c/associationofprofessionalbuilders

Poverty can affect people in many ways, including hygiene poverty. When money is running low, hygiene items like soap, shampoo, deodorant and more can be skipped out on. The Hygiene Hub aims to help people in that situation.Sorcha Killian, Head of Operations and Finances and Co-Founder of The Hygiene Hub joins Seán to discuss.

Hi all, I'm Marty and welcome back to Warehouse and Operations as a Career.  Today we're talking about one of the more important roles on the shipping side of things, and oddly, it’s hardly ever brought up. I find myself discussing it today only because a listener wrote in that they had applied for the position and was told they would need at least 1 year of equipment experience for the position. We're talking about the Short Chaser.  If you've never worked in a high-volume grocery, retail, produce, or foodservice DC, this position may not even be on your radar. But if you have, well, you know why I mentioned it's a very important role. When a trailer is staged, sealed, and about to be dispatched or leave the yard, yet the paperwork says we're missing a case of product, there is only one person standing between our success and customer dissatisfaction. The Short Chaser.  Today we're going to break down why the position exists, how the WMS helps drive it, some of the different types of equipment used to accomplish the task, the pressure and safety considerations, and why it's actually one of the best career-building roles in outbound operations. But then, as we've learned, in my humble opinion anyway, is that every position in the light industrial fields are great career building opportunities.   So why is the short chaser needed or why is it such an important role? Well, in large distribution centers, outbound selection is built on speed and engineered productivity standards. The Order Selectors are measured by things like cases per hour (CPH), lines per hour, and maybe pallets per hour. And then you'll have their Direct vs. indirect time metrics and travel time efficiency. In these environments, we cannot afford for selectors to stop and wait when a pick slot is empty.  So here's what happens. A selector travels down the aisle. They scan the location. The slot is empty. The Replenishment hasn't been dropped yet or the inventory count is off for one reason or another. Instead of waiting, which would destroy productivity metrics and delay the batch, the selector marks the item short in their RF unit and continues moving. The Warehouse Management System (WMS) logs that short against the load. Multiply that by 40 to 60 selectors across a shift. It adds up quick! Now you have a short list or another batch created.  Once the replenishment has been made, the WMS recognizes that inventory is now available. It then creates what most operations call a short batch. This batch includes load number, trailer number, stop number, SKU or item number, quantity shorted, slot location, and required completion time or dispatch time. The Short Chaser logs into their RF device and sees a prioritized list, usually sorted by the dispatch time. So, this role is a little bit selection, and a little bit loading, but really 100% recovery. The order selectors are pulling throughout the shift, the short chaser is of course running behind the original batch, gathering any missed or shorted cases. That means the Short Chaser operates closest to dispatch time. And in distribution, the dispatch time is sacred. If a trailer misses its dispatch window drivers lose hours, customer delivery windows are affected, route sequencing breaks down, we're outside the WMS perimeters, think of it as manual mode, and of course overtime increases and service levels can drop. So the Short Chaser works under what I like to call controlled urgency. Not chaos or panic. But controlled urgency!  Now Depending on the facility, the Short Chaser may use several types of powered industrial equipment. In the produce or specialty world we may be using the single electric rider pallet jack. Ideal for quickly grabbing partial pallets or a few cases and delivering them directly to dock or staging area for the loaders or even running the product out to the yard and adding them to the trailer. Fast, agile, and highly maneuverable. When multiple shorts are tied to the same trailer or dispatch times, the double rider jack allows movement of two pallets at once, reducing travel time and improving efficiency. We may even use the sit-down forklift, it could be used when handling full pallets, or delivering larger quantities of freight directly to trailers staged in the yard. Of course, the short chaser role requires certification and strong equipment handling skills. There is no room for unsafe operation, especially with urgency involved.  I mentioned the yard, maybe I should explain what I meant. In many large operations, once trailers are loaded, they are pulled from dock doors and staged in the yard awaiting dispatch or the driver arriving. The Short Chaser's job can expand beyond the building. They may need to identify the correct trailer in the yard, verify trailer number and route number, confirm the stop sequence, properly load secure the product, ensure the load stability and communicate back to dispatch that the load is complete and ready to go.  Sounds simple right? Think about this though. Delivering a short to the wrong trailer is worse than not delivering it at all. Because now you've created two shortages. Again, in our environment, accuracy is critical. Let's paint a real-world scenario. It's 45 minutes before dispatch. Three trailers are staged. The short batch drops with 22 SKUs, across 3 routes, with 3 different dispatch times. What does a great Short Chaser do? They prioritize by dispatch time, our warehouse route complexity or the possible different pick path we'll be taking, the items difficulty, or things like stack ability and weight. We can't stack a 50 case on top of eggs, and then of course the yard location. They communicate early. They don't wait until 5 minutes before dispatch to say, “I can't find this item.” They involve replenishment or inventory control immediately.  Here's where, I feel, the role becomes powerful for career growth. A strong Short Chaser begins to recognize patterns. They see certain SKUs consistently being shorted, replenishments that seem to always take longer to be made, slotting inefficiencies, Mis-picks during selection and cycle count issues. They begin to understand the system says one thing, but the slot sometimes says another. This is how future inventory control specialists are born. This is how future supervisors learn to ask things like why are we shorting this item three times a week? I guess I'm saying the short chaser sees things and we should speak up and communicate. It'll only help us in our careers.     Ok, I've used the word urgency several times, but it cannot override our discipline. A few of the common risks in this role include speeding through the aisles, cutting through the cross aisles, yard traffic, blind corner visibility issues and fatigue late in shift when people are tired. The expectation must be clear. You cannot rush safety.   When Short Chasers perform well, our success shows with improved on-time dispatch, higher fill rates, reduced customer claims, and reduced driver wait time. Operations managers know a strong short chasing process protects revenue, because incomplete deliveries damage our customer relationships.  And our modern WMS platforms are becoming more advanced too. We now see real-time replenishment triggers, automated alerts for low slots, dynamic slotting has really helped the order selector, Voice-directed picking systems and even AI forecasting.  All these improvements reduce shorts, but they will never eliminate them entirely. Physical inventory and system inventory will never be perfect. There will always be human error, inventory discrepancies, slotting adjustments and late replenishments.   Here's why I believe this is one of the strongest development roles in outbound operations. The Short Chaser learns WMS navigation and logic, Dispatch prioritization, Yard operations and why trailers are staged where they are, Cross-department communication, Inventory issues, and how to balance productivity. This naturally transitions into dock Lead or outbound Lead roles. Dispatch Coordinator, Inventory Control assignments and even Supervisor positions.  The best ones share some of these common traits. We'll be calm under pressure, detail-oriented, and be a strong communicator, confident and skilled on the equipment, system literate and safety disciplined.   So if you're listening today and you're working in sanitation, selection, loading, or general warehouse operations and you want to understand the bigger picture, pay attention to the Short Chaser role.  When that trailer door closes and the seal goes on and the route leaves complete and accurate, that's not luck. That's execution. And the Short Chaser is often the last line of defense before that door shuts.  Well, there's a bit on another great light industrial position! I hope you all join us again next week, and that each of you sends over a topic you'd like to hear a bit about. We love getting mail each week! Until then, remember to put safety first in all that you do and to never get on or touch a machine or piece of powered industrial equipment you've not been trained on and certified to operate. Yall be safe out there.  

Today, we're joined by Rob Vogel, VP of Operations at Arbus Hospitality, whose journey spans every level of the hotel world—from housekeeping and front desk to revenue management, general manager, and now platform leadership. With experience at brands like Ace Hotels and Bunkhouse, Rob shares what it really takes to scale boutique hospitality without losing its soul. We explore kiosks and high-touch service, building playbooks without becoming robotic, hiring for curiosity and empathy, and how Arbus is creating a family of distinct, hyper-authentic properties connected by culture—not conformity. https://www.arbushospitality.group/ https://longitudedesign.com/

On today's episode, Andy sits down with Jonathan Pullen, Assistant Chief of Operations for the South Central Region of the DEA. They discuss the logistics of the modern drug trade, the international supply chain of fentanyl precursor chemicals, and cartel operations along both the northern and southern U.S. borders. Chapters: (00:00) Cold Open & Introduction  (01:16) What is the DEA's True Role? (03:05) China's Involvement in the Fentanyl Crisis (08:15) Smuggling Rings Beyond the Major Cartels  (11:31) The Northern Border Threat & Montana Pipelines  (17:02) How Drugs Move Across the U.S. (The Denver Hub)  (20:32) Cartel Smuggling Tactics & Forced Labor  (24:43) Money Laundering: Cash, Crypto, & MSBs  (29:07) The Epidemic on Native American Reservations  (34:59) Why Fentanyl is Deadlier Than Previous Drug Crises  (42:05)  Raiding an Underground TdA Nightclub in Denver  (50:49)  The DEA's Biggest Hurdle Right Now  (55:03)  A Final Warning to Parents Sponsors: Firecracker Farm Use code IRONCLAD to get 15% off your first order at https://firecracker.farm/ GHOSTBED: Go to https://www.GhostBed.com/IRONCLAD and use code IRONCLAD for an extra 15% off sitewide. Norwood Sawmills: Learn more about Norwood Sawmills and how you can start milling your own lumber at https://norwoodsawmills.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

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 Julian shares his personal and professional journey from a difficult period of addiction recovery to becoming a successful HVAC business owner. His story highlights the power of perseverance, hard work, and the ability to turn adversity into opportunity. Jason Julian also offers practical advice for technicians looking to transition into business ownership and shares insights on building a positive work culture, navigating local competition, and the lessons learned from his experiences in the HVAC industry. Whether you're an aspiring business owner or just interested in the HVAC world, Jason's story is a must-listen.   Expect to Learn Jason's journey into HVAC after a period of recovery from addiction How he transitioned from a helper to a business owner Why thinking like a business owner early on is key to success The challenges of starting a business with limited resources The importance of building a strong internal culture in your business How Jason Julian navigated competition and created growth despite a tough local market   Episode Breakdown with Timestamps  00:00:00 - Introduction 00:01:02 - Jason's Journey Into HVAC 00:04:39 - Thinking Like an Owner Before You Are One 00:05:11 - First Steps into Business Ownership 00:06:10 - Overcoming Challenges and Finding Opportunity 00:14:35 - Building Internal Culture at Julian Heating 00:19:51 - Navigating Local Competition   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/   

In today's FreightWaves Morning Minute, we cover President Trump's State of the Union address and his call for strict new regulations on commercial driver's licenses. This proposed legislation would prevent states from issuing CDLs to undocumented immigrants, which could significantly impact the industry's driver pool. Next, we dive into a major legal challenge as a South Carolina freight forwarder files a class-action lawsuit against FedEx. Following a recent Supreme Court ruling against emergency import fees, customers are now seeking massive refunds for tariffs collected on small parcels. Finally, we look at the future of logistics with a new partnership launching driverless autonomous freight operations in Texas. Bot Auto and Ryan Transportation are teaming up for overnight runs between Houston and Dallas, utilizing autonomous technology to bypass traditional challenges like driver fatigue and hours-of-service limits. Be sure to tune in later today on FreightWaves TV for a brand new episode of WHAT THE TRUCK?!? with Malcolm Harris and Michael Vincent. You can find more details on all of these developing stories by visiting freightwaves.com. Follow the FreightWaves NOW Podcast Other FreightWaves Shows Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of The New Warehouse Podcast, Kevin chats with Drake Meyer, VP of Operations at Atomix. Atomix is a fast-growing 3PL with locations in Milwaukee, Salt Lake City, and Baltimore, and it operates on its own in-house WMS. Drake shares his path from forklift driver to executive leadership and explains how warehouse continuous improvement drives performance. The conversation covers culture, WMS strategy, robotics, AI, and practical lessons from large-scale operational transformations. From reducing audit labor to building a data-first mindset, Drake offers grounded insights for warehouse leaders focused on sustainable growth.Learn more about Sonaria here. Follow us on LinkedIn and YouTube.Support the show

Today's guest is Hemant Banavar, Chief Product Officer at Motive. Hemant leads product strategy for AI-driven systems that bring real-time visibility and decision support to safety-critical physical operations. Hemant joins Emerj Editorial Director Matthew DeMello to unpack what changes when AI moves from after-the-fact reporting to edge-based, real-time detection and feedback — where accuracy and low latency determine whether insights actually prevent incidents. Hemant also shares practical takeaways on replacing lagging indicators with frontline feedback loops, combining video and operational telemetry to surface actionable risk signals, and building an ROI case through fewer incidents, lower insurance and fuel costs, and more consistent operational performance. This episode is sponsored by Motive. If you've enjoyed or benefited from some of the insights of this episode, consider leaving us a five-star review on Apple Podcasts, and let us know what you learned, found helpful, or liked most about this show. Episode Notes: 12:33 - 12:50: Since January 1, 2023, Motive estimate that the Motive AI Dashcam is estimated to have helped prevent over 170,000 accidents and saved 1,500 lives 12:46: Based on an internal study of customers with 150 or more active monthly vehicles and at least 90% AI Dashcam adoption for at least 12 months. Some of the AI Dashcam Plus features like hands-free communication aren't available until later in 2026. For more, visit: https://gomotive.com/blog/introducing-ai-dashcam-plus-uk/

In "An Insider's Guide to Small Parcel Shipping", Joe Lynch and Glenn Gooding, Founder of Gooding Supply Chain Advisors and host of the Chain of Command podcast, discuss strategies to navigate today's complex multi-carrier landscape and reduce costs through data-driven optimization. About Glenn Gooding Glenn Gooding is the Founder of Gooding Supply Chain Advisors and host of the Chain of Command podcast. With 40 years in supply chain and logistics, Glenn brings a rare combination of carrier-side and shipper-side expertise to every engagement. He spent 21 years at UPS in Operations, Industrial Engineering, and Enterprise Pricing before spending 19 years helping shippers optimize their transportation networks — delivering over $500 million in quantified savings across Fortune 50 companies, high-growth eCommerce brands, and third-party logistics providers. Glenn specializes in small parcel, LTL, and truckload optimization, and is known for his carrier-agnostic, data-driven approach to supply chain strategy. About Gooding Supply Chain Advisors Gooding Supply Chain Advisors helps shippers develop and maintain best-in-class supply chains. Founded in 2025 and built on four decades of industry experience, the firm provides comprehensive optimization services including carrier agreement analysis, rate benchmarking, accessorial cost mitigation, carrier mix optimization, and ongoing contract monitoring. GSCA operates as an extension of the client's team — performing deep analysis, developing negotiation strategy, and building carrier-facing business cases while the client maintains direct carrier relationships. The firm's performance-based fee structure aligns its success with its clients', and its carrier-agnostic approach ensures recommendations are always driven by data, not carrier affiliations. Key Takeaways: An Insider's Guide to Small Parcel Shipping In "An Insider's Guide to Small Parcel Shipping", Joe Lynch and Glenn Gooding, Founder of Gooding Supply Chain Advisors and host of the Chain of Command podcast, discuss strategies to navigate today's complex multi-carrier landscape and reduce costs through data-driven optimization. The "Cube-Out" Revolution: Small parcel shipping has shifted from "weighing out" (hitting weight limits) to "cubing out" (filling volume). Because ecommerce packages are often light and bulky, Dimensional (DIM) Weight pricing is now the primary driver of cost. If over 50% of your shipments are billed at DIM weight rather than actual weight, your packaging is unoptimized. The End of the UPS/FedEx Binary: The days of choosing only between UPS and FedEx are over. The 2026 market may require a multi-carrier strategy that includes super-regionals (like OnTrac), postal aggregators, and gig-economy delivery services. Technology now allows shippers to "agnostically" choose the best carrier for every individual package. Zone Skipping for High-Volume Shippers: For subscription boxes or high-density shippers, Zone Skipping is a game-changer. By consolidating orders and trucking them closer to the final destination before handing them off to a local carrier hub, you can bypass expensive long-haul zones and significantly reduce shipping costs. 3PLs Must Evolve Beyond "Rate Reselling": Third-party logistics (3PL) providers are often viewed skeptically by carriers who think they just "cannibalize" margins. To succeed, 3PLs must bring value back to the carrier by providing "efficient" freight—better packaging, lower average zones, and high-density induction—rather than just asking for deeper discounts. The "Opaque" Reality of Rate Increases: General Rate Increases (GRIs) are often marketing numbers. A "5.9% increase" might actually cost a specific shipper 8% or 10% depending on their specific profile (e.g., lightweight vs. heavy, residential vs. commercial). You must analyze activity-based costing to understand how surcharges and accessorials impact your specific bottom line. Shipping as a Branding Tool: Transportation can represent up to 20% of an ecommerce company's expenses. However, the delivery experience is the "final mile" of customer service. High-growth brands are using AI-curated buying experiences coupled with transparent delivery choices (speed vs. cost) to drive customer lifetime value. Mastering the Cold Chain: Shipping perishable or temperature-sensitive goods (like fresh meals or frozen treats) requires a "surgical" induction plan. Success depends on using refrigerated truckload moves to specific hubs on specific days to ensure products never sit in a warehouse over a weekend, which would otherwise destroy product integrity. Learn More About An Insider's Guide to Small Parcel Shipping Glenn Gooding | Linkedin Gooding Supply Chain Advisors The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube  

In this episode, we're pulling back the curtain on one of the biggest technology upgrades in our cooperative's history: the rollout of our new smart meters. What makes them smarter? How will they improve reliability, speed up outage response, and give members more insight into their energy use? And why does this upgrade matter now more than ever?To break it all down, we're joined by Clarence Wright, Executive VP of Engineering & Operations, and Hans Galm, Supervisor of Metering and AMI Infrastructure. Together, they explain how smart meters work, what's changing behind the scenes, and how this technology will shape the future of service for every member we serve.If you've ever wondered what really happens between your home and the grid—or how innovation is transforming the cooperative experience—this is the episode you don't want to miss!

Welcome back to the Multifamily Collective with Mike Brewer.Today's tip cuts to the core of every failed initiative:Most ideas don't fail because they're bad — they fail because nobody adopts them.Change management is the real work.Mike breaks down what too many leaders overlook:-Adoption fails when the why behind the what isn't clear-Teams resist what they don't understand or weren't part of shaping-Real change is emotional, messy, and built on trust-Technical setup is the easy part — human behavior is the hard part-Leaders must tolerate disruption and support new habits through the “messy middle”Want to implement a new tool, system, or strategy?Don't just “roll it out.”Manage the change. Lead the hearts and minds. Build the trust. And prepare for resistance.Because the path of least resistance — old habits — is always lurking.This isn't soft stuff. It's the real stuff.And it's what separates implementation from transformation.MultifamilyCollective Blog: https://www.multifamilycollective.comThe Daily Collective Book: https://amzn.to/3YI6BDaHosted by: https://www.multifamilymedianetwork.com

Welcome back to another episode of the Multifamily Collective with Mike Brewer.Today's tip challenges a common leadership misconception:Resistance doesn't mean stubbornness — it often signals experience.Mike unpacks the critical idea that pushback from your team is valuable intelligence, not a threat to authority.Here's what you'll take away:Resistance usually stems from poor past rollouts, not attitudeStrong leaders confront hesitation in the moment of truth, not two weeks laterAddressing resistance with curiosity reveals risks leadership may have missedThe goal isn't instant agreement — it's making people feel seen and heardRational resistance often shows you exactly where to refine your strategyYou don't overcome resistance by powering through it — you navigate it with empathy, curiosity, and presence.Because the smartest signal in change management?Is the one most leaders ignore: the pause before the pushback.

Welcome to the February 17th entry of the Multifamily Collective with Mike Brewer — where we talk shop, sharpen leadership, and tackle operations one practical insight at a time.Today's tip?Metrics without context are dangerous.Here's the truth:That “response time” report might look bad on paper — but was it pulled during a storm, a staffing crisis, or a tech outage?Numbers don't think. Leaders do.In this episode, Mike breaks down:Why good leaders interpret, not just reportHow context protects morale and guides better decision-makingWhy numbers should start conversations, not shut them downThe three tools you must pair with your metrics:Situational AwarenessEmotional IntelligenceProfessional JudgmentIt's not about dismissing data — it's about demanding clarity around it. Leading with curiosity (not judgment) creates space for truth, trust, and transformation.Because in a world where AI handles the hard skills, it's your soft skills that will drive the performance needle.Want to lead smarter? Start with curiosity.This is one page in a growing series of operations insights being compiled into a full Multifamily Collective book — coming Spring 2027.MultifamilyCollective Blog: https://www.multifamilycollective.comThe Daily Collective Book: https://amzn.to/3YI6BDaHosted by: https://www.multifamilymedianetwork.com

Welcome back to the Multifamily Collective with Mike Brewer.Today's operations tip delivers a clear message:Dashboards are tools — not operators.You can stare at data all day, but until a human takes action, your property won't move an inch.Mike explores:Why dashboards only highlight, not solveThe danger of outsourcing leadership judgment to softwareHow dashboards support prioritization, but not decision-makingWhy context, nuance, and empathy still belong to humansHow engaged leadership turns dashboards into leverage — not crutchesIt's tempting to say, “That's what the numbers said.”But smart operators stay curious, ask better questions, and take responsibility for the outcomes.Dashboards are only as powerful as the leaders interpreting them.This is one of many tips being compiled into a 2027 desk reference for multifamily professionals who are serious about leading with intention.MultifamilyCollective Blog: https://www.multifamilycollective.comThe Daily Collective Book: https://amzn.to/3YI6BDaHosted by: https://www.multifamilymedianetwork.com

Welcome to the February 19th entry of the Multifamily Collective with Mike Brewer.Today's tip tackles a critical tension in modern operations:Automation can scale your business — but it can't replace judgment.In a world full of smart systems, here's what still matters:Nuance: Automation handles rules. Humans handle gray areas.Discernment: Not every decision should be defaulted to a machine.Responsibility: You can't outsource accountability.Trust but verify: The same principle that applies to people also applies to technology.Ongoing refinement: Set-it-and-forget-it is a myth. The best leaders monitor and adjust.Strong operators understand this: technology should enhance human decision-making, not replace it.The future of multifamily doesn't belong to automation.It belongs to the leaders who know when to override it.And that's where your professional judgment still wins the day.MultifamilyCollective Blog: https://www.multifamilycollective.comThe Daily Collective Book: https://amzn.to/3YI6BDaHosted by: https://www.multifamilymedianetwork.com

Your team doesn't fail because they don't care. They fail because you broke the rhythm.Strong operations run on a rhythm.Cadence, not urgency.Regular meetings.Consistent reporting.Predictable check-ins.That's not bureaucracy.That's stability in a volatile environment.Cadence reduces cognitive load.People stop guessing.They know when decisions are made.They know when issues get reviewed.They know when priorities reset.When cadence breaks, chaos fills the gaps.And humans fill gaps with stories.Usually bad ones.Usually wrong ones.That's how culture erodes without anyone “doing” anything.When everything feels urgent, nothing is truly important.That's the whack-a-mole manager.Everything is a priority.So nothing gets finished.The team gets worn down.The operator gets reactive.The outcomes get mediocre.What does cadence look like in multifamily operations?It means your team can predict the week.Daily huddle for blockers.Weekly scorecard for KPIs like occupancy, delinquency, traffic, renewal pace, work order aging.Monthly priorities reset tied to NOI, resident experience, and asset plan.Here's the tip you can run today.Pick three outcomes for the day.Not ten tasks.Three outcomes.Do the three.Repeat tomorrow.If something carries over, it earns a slot the next day.That forces trade-offs.That forces focus.Your onsite team doesn't need more motivation.They need fewer competing signals.Cadence is how you give it to them.Build your cadence this week. Put it on the calendar. Protect it like rent roll, because your rhythm is what keeps your team out of chaos.MultifamilyCollective Blog: https://www.multifamilycollective.comThe Daily Collective Book: https://amzn.to/3YI6BDaHosted by: https://www.multifamilymedianetwork.com

Welcome to the Multifamily Collective with Mike Brewer.Today's tip is a powerful reminder that real momentum doesn't come from big, flashy rollouts — it comes from small wins and early involvement.Here's what Mike unpacks:Buy-in can't be demanded — it must be earned through inclusionInvolve your team from the start, not halfway throughLet people shape the change — especially your biggest resistorsShare results — the good, the bad, and the messyForced compliance leads to short-term movement and long-term resistanceOwnership, on the other hand, builds lasting adoptionBonus concept: Slow down to speed up — go slow now, implement fast laterIf you're launching anything new — tech, policy, process — bring your people to the table early.Especially the ones most likely to push back.People support what they help build.And small wins at the front end? They make the big wins possible on the back end.

When you get emotionally loaded, your team follows you straight into the ditch.Stress narrows thinking.Calm expands it.That's the whole tip.Teams living in constant urgency make poor decisions.They miss early warning signs.They lead with motion.They follow with logic.Flipped.Calm leadership is not complacency.It's measured actions.It's thoughtful decisions.It's intentional pacing.What does that look like in real operations?It looks like you slow the room down when the room wants to sprint.It looks like you ask one clean question before you issue one messy directive.It looks like you refuse to “perform urgency” to prove you care.Here's the rule.Your team mirrors you.Not your values statement.Not your training deck.You.If you unload on a resident, expect someone on your team to unload on the next resident.If you dismiss a prospect in a tense moment, expect a leasing pro to do the same.Then don't act surprised when they say, “I watched you do it yesterday.”This is leadership in the trenches.Your emotional tone becomes the operating system.So what do you do when emotions get hijacked?You create a pause.You step away.You take a lap.You come back and lead with presence.Stoic doesn't mean cold.It means controlled.It means your team can borrow your steadiness when their own is gone.Calm isn't soft.It's effective.Read the full daily series at the blog. Then practice calm on purpose, because your team will copy your worst moment faster than they'll follow your best advice.MultifamilyCollective Blog: https://www.multifamilycollective.comThe Daily Collective Book: https://amzn.to/3YI6BDaHosted by: https://www.multifamilymedianetwork.com

Welcome back to the Multifamily Collective with Mike Brewer!Today's tip cuts to the core of modern property operations: “Reputation Management is Asset Management.” Period. Full stop.This isn't marketing fluff.This is about protecting NOI, influencing investor confidence, and accelerating leasing velocity — all through how you handle online reviews.Here's what you'll take away:Why reviews directly impact leasing and renewalsHow owners and investors do read those Google reviews (yes, all of them)Why your response style must be stoic, empathetic, and intentionalHow to use reviews as operational intelligence — not just PR noiseAnd why reputation should live under operations, not marketingMike doesn't pull punches in this one. If you're still thinking of reputation as a side task or a “marketing thing,” it's time to reframe.Own it. Respond with poise. And fix what the feedback reveals.Because in this new world, your star rating is just as important as your occupancy rate.

If your team is cooked, your NOI is next.Burnout is not a “people problem.”It's a system failure.Exhausted teams make poor decisions.They communicate less effectively.They disengage quietly.Quiet disengagement is the most expensive kind because you don't see it until service breaks.Ignore burnout long enough, and you pay for it later.Turnover spikes.Resident experience slips.Errors show up in turns, work orders, and rent-ready quality.Reputational harm follows because bad news travels instantly.Burnout is expensive.Not just in payroll churn.In craftsmanship.In follow-through.In how the office treats people when the lobby gets hot.Here's the tip.Know the signs.Missed follow-ups.Low morale.Resident complaints that no one has the energy to solve.Team members who clock in but mentally check out.You can feel it.In the same way, you can smell a house when you walk in.Dirty socks or apple pie.Tension or steadiness.A property has a scent, too.Leaders don't get to pretend they don't smell it.You have to acknowledge it.Then you have to fix the system that created it.Bonus tip.Know the solutions.Clear roles.Workload pacing.Psychological recovery built into the cadence of the calendar.Ask this in your next ops review.Where is recovery tracked?Not “vacation policy.”Recovery as an operational KPI.Because preventive maintenance isn't just for boilers.It's for people.Put burnout on the agenda this week. If you can track delinquency and occupancy, you can track strain, recovery, and workload before your culture starts leaking residents.MultifamilyCollective Blog: https://www.multifamilycollective.comThe Daily Collective Book: https://amzn.to/3YI6BDaHosted by: https://www.multifamilymedianetwork.com

Welcome back to another episode of the Multifamily Collective with Mike Brewer!Today's tip takes a swing at one of the most crippling blind spots in property management leadership: confusing urgency with importance.Let's be honest — how many strategic initiatives did you plan at the start of the year… only to watch them vanish under a mountain of “urgent” distractions?Here's what Mike unpacks in this episode:-The hidden cost of always reacting-Why long-term priorities die in the face of short-term noise-How strong operators protect time for things like training, process improvement & team development-The irony of neglecting important work until it becomes an emergency-A simple daily system to keep you focused on what actually moves the needleRemember: Urgency feels productive, but importance builds systems that last. One keeps you spinning. The other makes you unstoppable.This series is building toward a full book release in Spring 2027 — packed with practical wisdom for every multifamily operator. Make sure you're subscribed so you don't miss an entry.

February 25, 2026 In this new podcast, host Pete Neubig sits down with Sarah Hatch, Owner/Broker of Hatch Property Management, to discuss how to use video to enhance your operations. It's not as hard as you think it is. Don't overthink it. Use video not just for marketing purposes, but to reduce resident work orders, including maintenance work orders. Use video to enhance your relationship with your owners.

Seth Bradley interviews Brittany Barchalk, Vice President of Operations at TribeVest, live from the Best Ever Conference 10 in Salt Lake City. They discuss how the fund-to-funds model has evolved from a niche concept requiring heavy education to a more widely understood and increasingly adopted capital-raising strategy. Brittany shares how market shifts and heightened compliance awareness have driven demand for infrastructure, professionalism, and scalable systems. The conversation also highlights the launch of Trident, TribeVest's new end-to-end platform designed to streamline SPV formation, investor onboarding, compliance, and distributions, making it easier for capital aggregators and lead sponsors to build sustainable businesses. Brittany BarchalkCurrent role: Vice President of Operations, TribeVestBased in: Columbus, OhioSay hi to them at: https://www.tribevest.com/ | https://www.linkedin.com/in/brittanybarchalk/ Book your free demo today at bill.com/bestever and get a $100 Amazon gift card. Visit ⁠www.tribevestisc.com⁠ for more info. Try QUO for free PLUS get 20% off your first 6 months when you go to quo.com/BESTEVER  Join the Best Ever Community  The Best Ever Community is live and growing - and we want serious commercial real estate investors like you inside. It's free to join, but you must apply and meet the criteria.  Connect with top operators, LPs, GPs, and more, get real insights, and be part of a curated network built to help you grow. Apply now at⁠ ⁠⁠⁠www.bestevercommunity.com⁠⁠ Podcast production done by⁠ ⁠Outlier Audio⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Most personal injury firms don't collapse because of bad marketing. They collapse under their own weight. As your team grows, every new initiative gets harder to launch. Communication slows down. Silos form. Bureaucracy creeps in. So how do you scale to nearly 300 employees without becoming impossible to steer? David Chamberlin, VP of Marketing and Operations at The Law Offices of James Scott Farrin, shares how he keeps a massive firm moving like a startup—by turning reviews into a growth engine, engineering intake like a sales floor, and applying Lean principles to eliminate waste before it spreads. You'll learn: Why David treats reviews as a critical growth lever—not an afterthought. What a 20-person intake team with dedicated attorneys does to convert higher-value cases. How the intake team aggressively pursues unresponsive leads across phone, text, and email. How Lean reviews every department annually to eliminate waste and silos. If you like what you hear, hit Subscribe. We do this every week. Buy tickets for PIMCON 2026: pimcon.org Subscribe to our newsletter: newsletter.rankings.io  Get Social! Personal Injury Mastermind (PIM) powered by Rankings.io is on Instagram | YouTube | TikTok

Michael Bull welcomes Max Sea, Senior Director of Strategy and Operations at VTS. They delve into the current state of the office market and discuss key insights from VTS's annual leasing prediction outlook.Discussions include valuable data on tenant demand trends in major markets like San Francisco and New York, highlighting expected growth rates and the influence of tech and finance sectors, and how the return to office (RTO) trends are shaping demand and the implications for landlords and tenants alike. Tune in for a comprehensive look at the evolving landscape of office leasing and what it means for the future.  TCN Worldwide Real Estate Services - A global network of over 1,500 leading commercial real estate professionals delivering integrated, expert sales, leasing, management and consulting services across 200 U.S. and global markets. https://www.tcnworldwide.com/ Buildout - Aconnected software platform built for commercial real estate brokerages—combining CRM, marketing, data, and back-office automation. https://www.buildout.com Bull Realty, TCN Worldwide - Commercial Real Estate Asset & Occupancy Solutions in Atlanta and throughout the Southeast U.S. https://www.bullrealty.com/ Commercial Agent Success Strategies - Twenty-one cloud accessed commercial broker training videos with slide deck action notes. Learn more at https://www.commercialagentsuccess.com/  

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Leading a team can feel like a roller coaster. From big climbs and sudden drops, there are moments where you wonder why you got on the ride in the first place. Matt Heller, Founder of Performance Optimist Consulting helps leaders and teams stay focused and performing at their best. Through engaging keynotes, hands-on workshops, and practical coaching, we turn fear into confidence and discomfort into momentum. This means fewer breakdowns and more breakthroughs. If your organization is ready to start building real forward motion, it's time to take action and make better performance and growth your main attraction. Visit performanceoptimist.com/attractionpros for an exclusive offer! Mark Rosenzweig is the Principal and Chief Business Officer of 3dxScenic. After getting his start in park operations and park services at Michigan's Adventure, Mark moved into sales and marketing roles at Zamperla and Ride Entertainment, including leading the SkyCoaster division. In 2020, he joined 3dxScenic in the Cincinnati area, and in December 2023 he became co-owner alongside longtime team member Matt Waldenmeyer. Today, 3dxScenic designs and fabricates themed environments, signage, facades, parade floats, and iconic photo-op pieces for parks and attractions. In this interview, Mark talks about integrity, transparency, and collaboration, stirring imagination, and being an operations nerd. Integrity, transparency, and collaboration “We have three pillars that we believe 150% in. Those are collaboration, integrity, and transparency.” Mark frames these as more than values on a wall. They shape how 3dxScenic sells, scopes, schedules, and delivers work. He explains that integrity and transparency mean being upfront about what's possible, what will be subcontracted, and what the realistic timeline and bandwidth look like, with a focus on avoiding surprises. Collaboration is the lever that makes the work better, whether it's aligning early on how a piece will live in the environment, or leaning on operators and mid-level leaders who will ultimately execute the day-to-day. He also emphasizes these pillars internally. From how ownership communicates with team members to how departments coordinate workflow, he sees consistency between culture and output as a requirement for sustainable growth and repeat partnerships. Stirring imagination “It's not always easy to sell abstract decor to someone that, say, is in finance.” Mark describes scenic work as an abstract product that often requires helping clients visualize ROI differently. A sculpture may not directly sell tickets, but it can become an iconic, repeatable photo moment that drives sharing, tradition, and brand memory. He points to examples like oversized entry pieces and themed elements that communicate what a park experience feels like before a guest ever rides anything. He also walks through how ideas become reality, using projects like Holiday World's Good Gravy as a case study in creative back-and-forth, story building, and delivering pieces that can even turn into merchandise. For Mark, the win is when theming supports the story, creates emotional connection, and provides both guest delight and practical marketing value. Being an operations nerd “I'm an operations nerd at heart.” Mark's early-career curiosity shows up in how he talks about labor, workflow, and execution. He credits his time in park services, ride ops, and other frontline roles with giving him empathy for how systems actually run, and why it matters to learn by doing. That mindset carries into fabrication, where one late step can cascade into multiple downstream delays. The “ops nerd” lens also shows up in the company's recent move into a new 30,000 square foot facility. Mark shares how they let departments help dictate the shop layout, aiming for smoother phase-to-phase movement, fewer bottlenecks, and better long-term scalability as they take on larger and more complex projects.   To learn more about 3dxScenic, visit 3dxscenic.com and find them on Facebook, Instagram, and LinkedIn. You can reach Mark directly at markr@3dxscenic.com.   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Colonel Derek “Kiwi” Williams joins NucleCast for a wide‑ranging discussion on the evolving nuclear landscape and what it means for global security. Together, they examine recent developments in nuclear testing, including China's reported testing activities and the use of decoupling techniques, and assess their implications for strategic stability.The conversation also explores the consequences of the expiration of the New START treaty, debating whether the future points toward renewed arms control frameworks or an emerging arms race. Host Adam Lowther and Williams dive into the role of hydro nuclear testing and stockpile stewardship in maintaining confidence in nuclear forces, as well as why a credible nuclear deterrent remains central to national security.Throughout the episode, they unpack the enduring importance of the nuclear triad, the challenges of nuclear proliferation, and how deterrence strategies must adapt in an increasingly competitive strategic environment.Colonel Derek “Kiwi” Williams is a strategic planner in the Plans and Policy Directorate at U.S. Strategic Command. A U.S. Air Force Weapons School graduate, he has extensive experience in bomber operations, nuclear planning, and deterrence strategy, including leadership roles at Air Force Global Strike Command, the Air Staff, and as Director of Operations for the 23d Bomb Squadron. He is the founder of the School of Advanced Nuclear Deterrence Studies, a former Air Force Fellow at Sandia National Laboratories, and a fellow at the National Institute for Deterrence Studies. Colonel Williams holds advanced degrees in defense and strategic studies and aerospace engineering, with additional certifications in nuclear weapons policy, effects, and operations.Episode Correction: NNSA does Hydrodynamic experiments (weapon representative geometries) LLNL's Contained Firing Facility (CFF).Socials:Follow on Twitter at @NucleCastFollow on LinkedIn: https://linkedin.com/company/nuclecastpodcastSubscribe RSS Feed: https://rss.com/podcasts/nuclecast-podcast/Rate: https://podcasts.apple.com/us/podcast/nuclecast/id1644921278Email comments and topic/guest suggestions to NucleCast@anwadeter.org

Ashlye Hernandez, Executive Director of Global Talent Acquisition and Operations at nCino, examines how her path from rural North Carolina to executive leadership shaped a people-first approach grounded in respect, resilience, and direct communication. She reflects on early missteps that strengthened her assertiveness, the feedback systems and personal board of directors that fueled her growth, and why work-life balance is really about intentional trade-offs. The conversation offers a practical lens on leading with clarity, discipline, and long-term impact.Connect with host James Mackey on LinkedIn!  Thank you to our sponsor, SecureVision, for making this show possible! Follow us:https://www.linkedin.com/company/82436841/SecureVision: #1 Rated Embedded Recruitment Firm on G2!https://www.g2.com/products/securevision/reviewsThanks for listening!

Josh Rogin reveals the Bingo Club, a secret group tracking Chinese influence in American society, and discusses allegations regarding elite corruption and the CCP's United Front operations. 3

What if your spa could follow up with lapsed clients, fill your slow Thursdays, onboard new providers, and analyze your booking gaps without you lifting a finger? In this special mashup episode of Spa Marketing Made Easy, Daniela brings together three conversations with Maeve Ferguson, Khairy Varre, and Ajit Nawalkha — experts at the forefront of AI and business automation. Together, they break down exactly how spa CEOs can start using AI agents right now to plug revenue leaks, strengthen client retention, and free up their team for the work that actually requires a human touch. This is not a conversation about replacing your providers or losing the warmth that makes your spa exceptional. It is about removing every unnecessary administrative task from your plate and your team's plate so you can focus on what matters most. What you will learn during this episode: What an AI sales agent is and how to build one without a tech background How re-engagement and upsell agents can increase revenue from your existing client base Why client retention should always come before lead generation when building your first agent How to use AI for staff onboarding, training consistency, and service philosophy documentation What to look for when hiring an AI developer and how to find one affordably How Spa CEOs can lead the vision without needing to learn the tech themselves   Resources Mentioned in Episode 472: Visit Maeve Ferguson's website to learn more.  Visit Khairy Varre's website to learn more.  Visit Ajit Nawalkha's website to learn more.   Tools mentioned:  Zero Bounce Audio Pen Granola Upwork Lovable Cursor Active Campaign Funnel Gorgeous   Want to break past $25K–$35K months without adding more treatment hours? Watch The Systems Shift and learn how 600+ spa owners are scaling into their Spa CEO role (without sacrificing family time or sanity). 

What began as a 14 year old fixing infected computers became Malwarebytes, an 800 person cybersecurity company trusted by millions of customers.On Grit, Marcin Kleczynski joins Joubin Mirzadegan to explore AI driven cyber threats, strategic reinvention, and the discipline of evolving before the market forces you to.“We've exceeded. Now, what do we do to protect individuals against the next wave of threats, which are plentiful?”Guest: Marcin Kleczynski, CEO at MalwarebytesConnect with Marcin KleczynskiX: https://x.com/mkleczynskiLinkedIn: https://www.linkedin.com/in/marcinkleczynski/Connect with JoubinX: https://x.com/JoubinmirLinkedIn: https://www.linkedin.com/in/joubin-mirzadegan-66186854/Email: grit@kleinerperkins.comFollow on LinkedIn:https://www.linkedin.com/company/kpgritFollow on X:https://x.com/KPGrit​Learn more about Kleiner Perkins: https://www.kleinerperkins.com/