Podcasts about Operator

In this episode of the Pipeliners Podcast, Colin Frazier from API returns to discuss the latest on API's Operator and newly launched Contractor Assessment Programs. The conversation explores the evolution, structure, and goals of the contractor-focused initiatives, emphasizing the importance of continuous improvement and collaboration between operators and contractors to enhance safety culture across the pipeline industry. Listeners gain insight into how API is working to provide practical tools and assessments tailored to contractors of all sizes. Visit PipelinePodcastNetwork.com for a full episode transcript, as well as detailed show notes with relevant links and insider term definitions.     

Last time we spoke about the allied invasion of Balikpapan. In June 1945, the war in the Pacific escalated as American forces, spearheaded by Generals Eichelberger and Krueger, fiercely battled the entrenched Japanese on Luzon. Despite harsh conditions and fierce resistance, the Americans made crucial advances, capturing key positions that rekindled hope for the Filipino people. Concurrently, preparations for the invasion of Balikpapan intensified. The Australian 7th Division assembled for a July 1 amphibious assault against a heavily fortified Japanese defense, known for its formidable coast artillery and entrenched positions. The Australians faced fierce opposition upon landing; however, skilled maneuvering and robust artillery support allowed them to swiftly gain a foothold. As the Australians secured their beachhead, they marked the beginning of a challenging campaign against determined Japanese forces in Balikpapan, setting the stage for further confrontations in the Pacific theater.  This episode is Victory at Bougainville  Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  We last left off on Bougainville, by mid-April, Brigadier Heathcote Hammer's 15th Brigade had commenced its crucial task of relieving Brigadier Field's weary and battered 7th Brigade. This transition came at a pivotal moment when Brigadier Stevenson's 11th Brigade successfully secured the Soraken Peninsula, a strategic point on Bougainville's southern coast, while also continuing their efforts to contain enemy forces along the notorious Numa Numa Trail, a crucial supply route for Japanese troops. Supported by reinforcements in artillery and air power, Generals Savige and Bridgeford were optimistic about continuing their limited offensive toward the south. Their immediate objective was to capture the line of the Hongorai River, considered a significant tactical advantage, followed by the Hari River, which would serve as the 15th Brigade's main aim. On the opposing side, General Kanda had learned a harsh lesson about the ineffectiveness of banzai charges during the fierce fighting at the Battle of Slater's Knoll. This costly experience prompted him to alter his strategy significantly. He decided to pull his remaining troops back to a defensive perimeter focused around Buin, which is located in the southern region of Bougainville. Here, he reinforced his defenses with garrison troops from Kieta, situated on the eastern side of Bougainville, the Shortlands Islands to the northwest, and the Fauros Islands to the northeast. However, with this concentration of forces not expected to be operational until July, the troops stationed in the forward areas were tasked with executing a critical delaying action in the meantime, buying precious time for reinforcements to arrive. Meanwhile, on April 17, the Australian 24th Battalion began its advance along the Buin Road, a vital route for both supply and troop movement. Two companies made their way toward Dawe's Creek, while another company launched an assault against the enemy strongholds at Kindara. Remarkably, they broke through enemy lines the following day, pushing further to Sindou Creek and Umam Creek. Here, they faced multiple sharp counterattacks over the next week, demonstrating the fierce resistance from Japanese forces determined to hold their ground. As patrols moved deeper into the thick jungle on either side of the Buin Road, the struggle became increasingly intense. Each advance was hard-fought, marked by skirmishes that tested the resolve and endurance of the Australian soldiers. Finally, on April 26, the advance resumed in earnest, making rapid gains toward the Hongorai River. The combination of heavy air support and relentless artillery bombardment had effectively dispelled any opposition along the route, allowing the Australians to push forward with renewed vigor. By May 4, as the 24th Battalion finally approached the banks of the Hongorai River, they encountered significant resistance. However, on the 4th Lieutenant Lawn's platoon was advancing with two tanks and a bulldozer when the crew of the leading tank came to a log across the road and saw movement in the bush. A burst of machine-gun fire from the tank cut the leaves away and revealed the barrel of a field gun. The first round fired from the tank's 2-pounder disabled the enemy gun and the enemy seemed to flee. Farther ahead, however, a mine exploded at the rear of the second tank. It was discovered that it had been exploded with a wire by a Japanese concealed in the bush. Henceforward mines and concealed guns were encountered more and more frequently. They were detected chiefly by the practised eyes of the engineer teams of Major Needham's 15th Field Company who became increasingly skilful. Mechanical detectors were defeated by several sorts of mine employed wooden boxes filled with T.N.T., for example; but their presence was betrayed by protruding fuses, wires, disturbed earth, and confirmed by prodding with a bayonet. As the 24th Battalion neared the Hongorai it became evident that the Japanese intended to make the Australians pay a price for each advance, and that they were willing to trade a field gun for a tank at every opportunity. On the 4th and many later occasions leading tanks were fired on at a range of a few yards by guns cleverly concealed beside the track, but in positions from which the Japanese could not hope to extricate them. In other respects also the Japanese tactics were improving and their striking power was strengthened. Each forward Australian battalion was now under frequent artillery fire, evidently directed by Japanese observers who remained close to the Australian advance, and it was this which was now causing most of the casualties. The shells usually burst in the trees and their fragments were scattered over a wide area with lethal effects. To counter the tanks the Japanese were now establishing their positions not astride the track but about 100 yards from it in places where the tanks could not reach them until a side track had been made. The Hongorai River, a critical geographical landmark, ran through Bougainville's lush terrain, acting as both a natural barrier and tactical objective. In late April, the 9th Battalion had continued to push forward across the Huio River, a vital waterway that intersected with Japanese defenses. They faced some enemy resistance but managed to clear the Horinu-Rumiki Trail by the end of the month. This narrow, winding path had strategic importance, connecting various units and enabling supplies to move closer to the frontline. On May 3, the 9th Battalion was finally relieved by the 57th/60th Battalion, which, due to its relative inexperience, found progress challenging along the Commando Road a route named after the elite Australian commandos who often operated in this area. Their inexperience in facing seasoned Japanese troops led to slower advances in the crucial days that followed. Meanwhile, the 2/8th Commando Squadron had been conducting deep reconnaissance patrols towards the Hari River and along the Tiger Road, determined to discover the extent of Japanese defenses south of the Hongorai. The Tiger Road, notorious for its rugged conditions, was pivotal for troop movements in the region. On May 5, the 24th Battalion, now bolstered by a newly assigned tank squadron, resumed its advance with renewed determination. However, they were once again halted by fierce defenders who launched a strong yet costly counterattack the following morning. This desperate but valiant effort by the Japanese troops resulted in significant casualties and demonstrated their resolve to maintain control of the Hongorai line. Subsequently, the Japanese forces ultimately abandoned their positions along the Hongorai during the night. Finally, on May 7, the Australians reached the Hongorai River, marking a significant milestone in their campaign. At that moment, the 57th/60th Battalion was securing a crucial crossing over the Hongorai on the Commando Road, enabling further advances into enemy territory. With the next objective focused on the line stretching from the Hari River to Monoitu and Kapana, Brigadier Hammer's battalions shifted their tactics for the second and third weeks of May. They undertook deep patrols into Japanese-occupied territory, gathering vital intelligence while also seeking to harass the enemy and disrupt their operations. Additionally, the commandos maintained their patrols along the challenging Tiger Road and established a new patrol base further north at Monorei. This base would serve as a critical outpost for monitoring enemy movements and launching further operations. Meanwhile, the 58th/59th Battalion explored the rugged areas south of the Buin Road, successfully clearing the Aitara Mission. This mission played a crucial role in their broader strategies, as it prepared them to execute a wide flanking maneuver aimed at cutting the road east of the Hongorai, further encircling Japanese forces. To support the advancing Australian forces, New Zealand aircraft launched significant attacks on Japanese concentrations positioned along the Buin and Commando Roads. On May 17, the 57th/60th Battalion crossed the upper reaches of the Hongorai River, advancing across a wide front along the Commando Road to draw the enemy's attention to that area. On the eve of this move Hammer issued an order of the day in a characteristic style. He spoke of his "undying admiration" for and "extreme confidence" in his men and told them that the next few weeks might see the major defeat of the Japanese in south Bougainville. "Go to battle as you have done in the last month and no enemy can withstand you." In the subsequent days, they successfully secured territory up to the Torobiru River, creating pressure on the Japanese lines and disrupting their defensive operations. On May 20, following a powerful air and artillery bombardment, the 24th Battalion finally launched its long-anticipated assault across the Hongorai River. This marked a turning point as they occupied the strategically significant Egan's Ridge by May 22. Egan's Ridge offered an elevated position that overlooked the surrounding terrain, making it crucial for controlling movement in the vicinity. Meanwhile, the 58th/59th Battalion executed a stealthy wide flanking maneuver towards Mayberry's Crossing, positioning themselves strategically to disrupt Japanese supply lines and communication. On May 21, the Australians moved out once more to cut the Buin Road at Runai, an essential route that facilitated movement and supplies for the Japanese forces. In the following days, the remaining sections of this critical road were secured as the Japanese forces west of the Hari River were forced to retreat, effectively diminishing their operational capabilities in the region. As these operations unfolded, the 2/8th Commando Squadron established a new base on Morokaimoro, positioning themselves for further reconnaissance and engagements. They began patrolling towards Taitai and the Mivo River, both vital points of interest as the Australians sought to gather intelligence on enemy movements. In the meantime, the 57th/60th Battalion pressed on to capture the Oso Junction by May 27. However, they encountered harassment from night raiding parties and artillery fire, which highlighted the persistent threat of Japanese resistance in this area. On 2nd June the main advance was resumed, the 58th/59th moving forward without opposition through positions which had been "completely devastated by air, artillery and mortars". "Not one enemy was found alive or dead," wrote the battalion diarist, "although a strong smell of death pervaded the whole area." A prisoner taken later in the day said that the air strike had completely demoralised the defenders, and when they heard the tanks approaching they had fled. On the left the 57th/60th reached the Sunin River against slight opposition. On the 3rd and 4th the 58th/59th continued the advance, moving slowly because of the need to disarm an unprecedentedly large number of mines and booby-traps-more than 100 in three days-until they reached the Peperu River. Patrols moving stealthily forward to the Hari and across it found evidence of much confusion, many positions dug but unoccupied, and small groups of Japanese at large. It was decided to attack frontally towards the Hari next day. At the same time, the 57th/60th Battalion also reached the Sunin River, facing only slight opposition during their advance. On June 6, the 58th/59th Battalion launched an attack towards the Hari River, but despite their efforts, they only managed to gain about 500 yards against strong defensive positions held by the Japanese. The next three days proved challenging as the 58th/59th Battalion, supported by tanks, found their progress impeded by swampy terrain, a road littered with hidden mines, and intermittent shellfire threatening their advance. The combined obstacles of the natural environment and determined enemy resistance severely limited their ability to make significant gains. In light of the pressing circumstances, Brigadier Hammer made a pivotal decision to send the 58th/59th Battalion on a shallow outflanking march to the north. Their mission was clear: cut the Buin Road several miles east of the Hari River. At the same time, the 57th/60th Battalion was tasked with thrusting wide to the south, maneuvering around the Ogorata River to intercept the same road near Rusei. After four days of concentrated air and artillery bombardment designed to weaken enemy defenses, the 58th/59th Battalion commenced its operation on June 12. They sent two companies forward to secure a position along the road, located 2,000 yards east of the Hari. This forward position was critical for their strategy to disrupt Japanese supply lines. Two days later, on June 14, these forces continued their advance eastward toward the Ogorata River, while the remainder of the battalion engaged the enemy at the Hari ford, a crucial crossing point. Despite the fierce opposition, the ford was finally secured on June 15, following another extensive bombardment that significantly diminished the Japanese presence along the road west of the Ogorata. This success was instrumental in facilitating further operations in the area.  Concurrently, the 57th/60th Battalion had embarked on their mission on June 11, making slow but steady progress through the challenging, trackless bush. They ultimately found a path leading from Kingori to Rusei, where they began encountering Japanese resistance. Pushing through treacherous swampy terrain and dense bamboo thickets, the Australians reached the Buin Road at Rusei by June 15, successfully coordinating with patrols from the 58th/59th Battalion the following day. In addition to securing Rusei, a robust patrol from the 57th/60th Battalion set out along the northern flank to establish a patrol base north of Musaraka. This base detected a significant enemy presence behind them, leading to a critical reassessment of their positions. Consequently, in late June, the 24th Battalion was dispatched to take over the Taitai-Kingori-Katsuwa area, reinforcing the Australian foothold and securing vital routes in the region. Meanwhile, back to the south, the 57th/60th Battalion began to push eastward toward the Mobiai River on June 16. However, their advance quickly met strong opposition just 400 yards into enemy territory. Faced with determined resistance, the battalion executed a wide outflanking maneuver, a tactical shift that successfully forced the Japanese forces to withdraw by June 19, allowing the Australians to continue their advance. In the following days, the 57th/60th Battalion pressed steadily forward, ultimately encountering increased opposition near the Mobiai River on June 24. A heavy bombardment was launched in an attempt to dislodge the entrenched Japanese forces, but it proved ineffective. However, the next day, the Japanese troops had mysteriously withdrawn, allowing the Australians to secure a vital crossing over the river. Taking advantage of this opportunity, the 58th/59th Battalion moved in to occupy the newly attained Mobiai positions. Meanwhile, the 57th/60th and 24th Battalions advanced farther north, preparing for an outflanking maneuver aimed at Shishigatero, a critical tactical point lying to the northeast. In anticipation of an Australian offensive, General Kanda dispatched the 23rd Regiment to establish a defensive base near the Mivo ford. This strategic relocation was part of his preparations for the final defenses behind the Mivo River, as Japanese troops sought to hold their ground against the advancing Australians. By June 28, the 57th/60th and 24th Battalions reached their designated assembly areas, where they successfully repelled several Japanese counterattacks. The next morning, they began their advance southeast, shrouded in the loud thunder of artillery barrages that paved the way for their push. They reached the Buin Road at the confluence of the Ivana, Koopani, and Mivo Rivers, making significant headway. At the same time, the 58th/59th Battalion aimed to open the road for the 24th Battalion, positioned about 1,000 yards away. However, they encountered sharp resistance from Japanese forces defending their positions fiercely. Following this notable success, as Hammer's units faced and repelled various Japanese counterattacks at their new positions, General Bridgeford directed Brigadier Noel Simpson's 29th Brigade to the frontline to relieve the beleaguered 15th Brigade. Each incoming battalion was met with sharp clashes as they moved up, as Japanese forces sought to maintain their hold on strategic territory. Finally, on July 10, Hammer's units were relieved, a long-awaited reprieve after weeks of grueling combat. Despite the shift in command, Simpson's battalions began sending patrols forward in preparation for a crossing of the Mivo River. Unfortunately, due to the heavy resistance encountered and the onset of relentless rains that would continue throughout the month, this final offensive was never carried out. Instead, the troops were limited to vigorous patrolling activities during July and August, maintaining a presence but unable to launch significant offensives in the harsh conditions. Many of these patrols encountered fierce opposition, signaling that the enemy intended to mount a determined defense along the Mivo line. These patrols regularly captured crucial documents from Japanese soldiers ambushed along the tracks leading to their forward positions, allowing Australian forces to construct a clearer picture of the enemy's intentions and deployments. Among these daring reconnaissance missions was one conducted by a patrol from the 42nd Battalion, led by Lieutenant Oldfield. Tasked with scouting a potential crossing at the Mivo, Oldfield and four other soldiers discovered the river was in flood. Undeterred, they stripped off their gear, swam across the turbulent waters, and advanced 500 yards beyond the riverbank, without any weapons. The weight of the Australian artillery and mortar bombardments altered the enemy's tactics. Rather than holding fixed positions, the Japanese began to dig in less and instead employed a strategy of hit-and-run raids and ambushes executed by small groups of three to ten men. Before July 10 arrived, the relentless rain compelled a second postponement of the advance; the new date for the operation was set for July 24. However, the downpour continued to intensify. By July 10, even the patrols could not cross the flooded Mivo. "Torrential rain flooded the divisional area, reducing the Buin Road to a treacherous sea of mud and creating a series of islands between the various rivers." On July 17, conditions worsened further, with a dramatic eight inches of rain falling in just 36 hours. The new challenge was no longer about advancing troops but ensuring that the men were fed where they remained. Virtually all the bridges along the lines of communication were washed away, and all the rivers were flooded; the Mivo was now surging at a speed of twelve miles an hour. As a result, the forward units could only be supplied via air transport. It would take weeks to repair the damaged roads and bridges, leading to D-day being postponed until late August. As the southern operations unfolded, General Savige made a strategic decision to bring Brigadier Arnold Potts' 23rd Brigade from Munda and its surrounding islands to Torokina. Upon arrival, Savige immediately tasked the 27th Battalion with taking over the central sector beyond Pearl Ridge. The Australians quickly began bombing and launching attacks in the Berry's Hill-Hunt's Hill area, ultimately securing this crucial location on May 16. Following the seizure of Berry's Hill, the 27th Battalion conducted patrols toward key positions at Sisivie, Tokua, Base Point 3, and Wearne's Hill throughout late May. On June 3, they initiated an attack towards Tiernan's Spur, making significant progress before being relieved by the 7th Battalion. The 7th Battalion, upon taking over, adopted an aggressive posture, and on June 11, they attacked Tiernan's Spur, successfully securing the feature this time. Soon after, a combination of reconnaissance and air bombardment set the stage for an assault on Wearne's Hill on June 16. However, they encountered strong opposition and were unable to seize its crest until June 20. In parallel operations, a company captured Sisivie without encountering resistance on June 12. Another company was dispatched to establish a forward base in the Wakunai Valley, successfully creating observation posts that overlooked Inus Point and the large Numa Numa Plantation by June 21. After conducting extensive bombardments against remaining Japanese positions, the Australians finally secured the remainder of Wearne's Hill on June 24. Starting June 26, the 7th Battalion began probing towards Centre Hill, which they ultimately found abandoned on July 6. Meanwhile, on July 3, Tokua was occupied as a base for future operations probing north toward Ibu and Buritsiotorara. Artillery and aircraft continued to harass North Hill, which was finally captured on July 13. Just five days later, Cameron's Hill was also successfully attacked and secured. The 7th Battalion then pressed forward along the main track towards Charlie Creek and McInnes Hill, achieving their objectives by August 8 as the remaining Japanese forces were forced to retire to Numa Numa. Looking north, the 55th/53rd Battalion took over from the exhausted 26th Battalion in early April, following the fall of the Soraken Peninsula. Upon assuming command, Lieutenant Colonel Stevenson immediately directed the 55th/53rd to cross the Nagam River and launch an attack towards Pora Pora, a key strategic location in the region. The battalion pressed on along the main coastal track, but on April 13, they faced an unsuccessful assault against the enemy positioned at McKinnon's Ridge. Meanwhile, a company from the battalion moved through an inland route, encountering no resistance as they advanced to a position just two miles from Pora Pora. Recognizing the resolute enemy defenses along the main track, the Australians initiated a program of heavy artillery bombardment, complemented by flanking maneuvers designed to outmaneuver the entrenched defenders. This relentless strategy began to pay off, eventually forcing the Japanese to retreat on April 21. During this critical period, the unopposed company on the inland track continued to push forward until it was only one mile from Pora Pora. In the following four days, the 55th/53rd Battalion fought its way into the Pora Pora bottleneck, engaging in fierce combat that successfully expelled the Japanese forces by April 30. With this victory, the Australians were able to continue their advance northward, making rapid gains against a retreating enemy. On May 4, they captured the Ratsua jetty, a vital logistics point that facilitated further operations. Two columns of the 55th/53rd commenced a swift march towards Ruri Bay, while a company from the 26th Battalion successfully seized Torokori Island on May 6. Three days later, as they finally approached Ruri Bay, the Australians successfully repelled an enemy ambush. However, Brigadier Stevenson's orders were now to halt their advance at the Ratsua-Ruri Bay line and focus on active patrolling extending northward to Tarbut and Tarlena. Despite this directive, the situation became increasingly precarious. The Japanese, bolstered by four small provisional battalions of naval troops under Captain Kato Ekichi, grew aggressive beyond the established line. Daily patrol clashes erupted, with Australian positions and supply lines subjected to constant ambushes. Recognizing the need for reinforcements, the weary 55th/53rd Battalion was relieved by the 26th Battalion on May 21. In response, the 26th immediately dispatched two companies to thrust forward in the area south and east of Buoi Plantation. However, these units quickly encountered strong counterattacks, while patrols faced heavy resistance around Siara and Chindawon. As Stevenson's forces found themselves facing a fortified opponent stronger than anticipated, permission was granted to send two companies from the 31st/51st Battalion to take over the western sector on June 3. Despite this reinforcements, the Australians continued to struggle to make meaningful progress northward. After the 26th Battalion had been in the line for three hard weeks its diarist wrote that the campaign had become one of "holding a superior number of enemy by the aggressive action of a tired depleted battalion-companies were no more than half strength and had been in forward areas continuously for four months". The battalion's fighting strength on 3rd June was only 23 officers and 353 other ranks. The constant patrolling, the artillery fire and the raids on jeep trains on tracks well to the rear were wearing down the men's spirits. In response to the persistent challenges, a strategic decision was made to outmaneuver the Japanese by landing a reinforced company of the 31st/51st Battalion at Porton Plantation, aiming to approach the enemy from the western flank. During the early hours of June 8, the assault force successfully landed unopposed and swiftly established a perimetric defense reaching 150 yards inland. However, the surprised defenders quickly regrouped, unleashing a barrage of machine-gun fire that effectively thwarted the unloading of heavy weapons, reserve ammunition, and essential supplies. Although supporting artillery fire was effectively directed at the Japanese positions, the Australians soon found themselves pinned down as Captain Kato reinforced the defenses surrounding their perimeter. To complicate matters further, a convoy of Australian supplies and reinforcements attempting to reach the newly established perimeter was successfully repelled by the tenacious defenders during the night. The next morning, it was decided to withdraw the force late that evening. However, as the Australians prepared for their retreat, the Japanese launched a strong counterattack from three sides. The enemy attacked in relentless waves, and although they were met with devastating Australian fire, the pressure forced the company to pull back towards the beach. In the morning they launched what was evidently intended as a final blow, thrusting from three sides. Now estimated at over 400 they attacked in waves and were mowed down by the Australian fire. To confuse their enemy they shouted English phrases such as "Watch the right flank", "Throw it in the middle", "It's only me, Jack", and so on. The Australians pulled back towards the beach and at 1 p.m.  During the afternoon, three landing craft moved towards the beach under heavy enemy fire in an effort to embark the soldiers. Unfortunately, two of the crafts were overloaded and became stranded. One eventually drifted off with the tide during the evening; however, the other remained besieged by heavy fire throughout the night. On June 10, Australian forces continued their attempts to rescue the stranded men, launching efforts under the cover of a strong air attack. At dawn on June 10, there were 38 living men on board the besieged landing craft, commanded by Corporal Hall. Their meager arsenal included two Bren guns, five Owen submachine guns, and nine rifles. The remaining rations consisted of eight tins of fruit or vegetables, three or four tins of meat, and three tins of condensed milk. Corporal Hall devised a defensive plan to maximize their chances of survival. He removed the wooden shelves under the overlapping sides of the ALCA to create protective cover under the flaps for all the troops. The dismantled wireless set was discarded overboard to free up additional space. To assist with breathing during rising tides, each man was issued six-inch lengths of copper piping. A continuous watch was kept from the coxswain's enclosure to monitor Japanese movements and report any developments. The soldiers cleaned and oiled their weapons using lubricant sourced from the engines, ensuring that they were well-maintained and ready for use. A medical kit was placed in the capable hands of a member of the 19th Australian Field Ambulance, who diligently distributed morphine and dressings as needed. At 15:30 on June 10, a concerted effort to rescue the stranded survivors commenced. An intense and precise air attack targeted the enemy positions, but unfortunately, it failed to hit the pillbox from which most of the fire directed at the barge was originating. Bombers dropped inflated rubber rafts near the landing craft in an attempt to assist, but Japanese gunfire prevented any men from reaching these lifelines. Under the cover of an artillery smoke screen, a landing craft attempted to reach the shore. However, enemy fire wounded several crew members, including the coxswain, damaging the steering gear and causing the craft to circle out of control. Amidst this chaos, Corporal Hall attempted to silence the pillbox with a Bren gun, but his efforts were in vain. In a desperate bid to assist the aircraft in locating the target, he splashed bullets towards the pillbox, yet the attempt proved futile as the damaged landing craft was forced to withdraw. They successfully repelled several Japanese parties attempting to swim out to the immobilized craft during the night. Finally, in the early hours of June 11, the besieged Australians were rescued by three assault boats, managing to pull them from the critical situation. In this endeavor, the Australian forces suffered significant losses, with 23 men reported killed or missing and 106 wounded. Among these casualties, five killed and seven wounded belonged to the 42nd Landing Craft Company. Estimates suggest that the Japanese forces faced losses of approximately 147 confirmed dead, with an additional 50 likely killed. The infantry units suffered specifically dire consequences, with two officers killed and three wounded, these included both company commanders, leaving only Lieutenants Patterson and Reiter, two young veterans from the 6th Division, as the sole surviving leaders from six platoon commanders. Additionally, 14 other ranks were reported killed or missing, while 57 were wounded. Of those wounded, five were sent to the field ambulance suffering from exposure, and nine sustained cuts and bruises. The repulse of the Australian attempt to land near Porton on June 8, 9, and 10 significantly boosted Japanese morale. Observers reported that the landing occurred on a rough strip of beach, making it difficult for the enemy to negotiate the surrounding reefs. The high ground in the vicinity provided an excellent vantage point for the Japanese, allowing for optimal placement of automatic weapons. In response to the Australian advance, Captain Kato swiftly dispatched 150 troops from Chabai to reinforce the approximately 100 men already engaged in combat. These reinforcements succeeded in thwarting any further enemy landings, ultimately pushing the Australians back to the beach, from where their remaining forces were evacuated in haste. Kato estimated that around 250 Australians had landed, resulting in the loss of 60 killed and 100 wounded, alongside 26 Japanese fatalities. If the Japanese report regarding their own losses is accurate, it suggests that both sides engaged in this grim action sustained approximately equal losses. Moreover, during this battle, the reinforced 26th Battalion failed to exploit this diversionary attack, missing the opportunity to push against the stubborn resistance of Captain Kato's isolated posts. On June 20, Brigadier Potts' 23rd Brigade began taking over the northern sector, with orders to contain the Japanese forces in the Bonis Peninsula and patrol towards Buka Passage. This relief operation was completed by the end of the month. However, the 8th and 27th Battalions continued to face harassment from Kato's deep patrols throughout July. Ultimately, the overextended 27th Battalion on the right flank was withdrawn on July 22 to allow the 8th Battalion to successfully attack and capture Commo Ridge the following day. On July 24, the 8th Battalion launched an unsuccessful attack on Part Ridge. However, this heavy assault shook the defenders, paving the way for the Australians to capture the ridge against light opposition on August 5. This marked the last major action of the Bougainville Campaign. In total, Savige's 2nd Corps endured losses of 516 Australians killed and 1,572 wounded. It is estimated that approximately 8,500 Japanese soldiers were killed by Australian forces and their native allies, while an additional 9,800 succumbed to illness during the Australian period on Bougainville. By the end of the campaign, only 23,571 men remained out of about 65,000 who had been on the island when the Americans launched their attack in November 1943. Now, attention turned westward to Balikpapan, where General Milford's 7th Australian Division successfully landed on July 1. They secured an important perimeter extending through Santosa Hill, Parramatta, Mount Malang, and Stalkudo. The battle resumed the following day, with the 2/14th Battalion advancing along the Vasey Highway to seize the Sepinggang airstrip unopposed. Meanwhile, the 2/3rd Commando Squadron took over the area northeast of Stalkudo, though they made little progress toward the Lady Schofield feature due to heavy enemy fire. The 2/27th Battalion strengthened and extended its hold on the high ground northwest of Stalkudo. The 2/16th Battalion pressed northward, successfully capturing Resort, Owen, and Oxley without sustaining any losses. The 2/12th Battalion took Potts and consolidated its position on Portee. The 2/10th Battalion conducted mopping-up operations in the secured areas, patrolling vigorously forward, and also seized Mount Sepuluh. Lastly, the 2/9th Battalion, supported by a troop of tanks, cleared Kandasan town along the coast as far as Signal Hill. By the end of the day, Brigadier Eather's 25th Brigade had landed to take over the central portions of the front, tasked with pushing inland astride the Milford Highway. On July 3, one company of the 2/10th Battalion advanced through the port, while another cleared the Tank Plateau, and a third focused on the lower ground between the plateau and Parramatta. Concurrently, the 2/9th Battalion, supported by its troop of tanks, successfully took the Santosa barracks, which they had bypassed the previous day. The division now held a bridgehead approximately five miles wide and one mile deep, successfully securing one of the two airstrips. On July 3, light aircraft began operating from this newly established base. However, unloading heavy equipment and stores proved to be a challenging task, causing considerable anxiety among the troops. A swell made it difficult to transfer loads to Landing Craft Tank (LCTs) and small craft, while it was impossible to run the Landing Ship Tank (LSTs) directly onto the beach. By 06:00 on July 3, progress was evident, with 985 vehicles and 1,932 tons of various equipment and stores successfully landed, alongside 16,950 men ashore. Later that morning, an LST began unloading at a pontoon jetty constructed on Green Beach by an American naval construction battalion. The captured port was a scene of devastation, characterized by wrecked workshops and warehouses, leaving little more than twisted, rusty steel and piles of rubble where houses once stood. The seven wharves designed for ocean-going vessels had all been burned, rendering them unusable. Among the debris, one dump of scrap iron collected by the Japanese from the ruins measured 520 yards long, with another scrap pile opposite it stretching about 150 yards. As unloading operations continued on the main beaches, the 2/14th Battalion began moving towards the Manggar airstrip but found themselves halted at Batakan Kechil. The 2/27th Battalion took over the defense of the Sepinggang strip, and the 2/3rd Commando Squadron discovered the Lady Schofield feature abandoned, allowing their patrols to press on more than a mile across the high ground overlooking the Sepinggang River. Meanwhile, the 2/33rd Battalion encountered heavy opposition in the hills above Chilton Road but managed to capture Opus, Operator, and Oxygen, as well as a height to the northeast named Orange. The 2/31st Battalion advanced along Milford Highway, facing increasing opposition, but they rapidly secured the junction with Chilton Road. However, they were unable to capture the strong enemy defenses at Nobody and Nurse. The 2/12th Battalion began a march towards Pandansari but had to assault Nail to eliminate the threat of enemy harassing fire. The following day, while the 2/33rd Battalion occupied Letter and Lewis, the 2/31st found Nobody and Nurse abandoned, allowing them to easily secure these features. One company also took control of Nail and began probing towards Lodge. At the same time, the 2/14th Battalion resumed its advance towards Manggar. They successfully crossed the river and pushed 1,300 yards across the airstrip without facing any opposition. However, after midday, heavy Japanese fire unexpectedly swept across the airfield, resulting in the deaths of several officers at the control tower. Despite this setback, and aided by the fire from destroyer Eaton, the Australians pressed on and ultimately secured Manggar and its airfield. By the end of the day, General Milford had successfully pushed the enemy out of Balikpapan and further secured the Sepinggang and Manggar strips. However, it became clear that Admiral Kamada was attempting to withdraw the remnants of his force to the Batuchampar area, aiming to delay any advance along the Milford Highway for as long as possible. The 454th Independent Battalion continued to hold the commanding terrain north of Manggar, and on July 5, its defenses came under intense naval, air, and artillery bombardment, which initially failed to silence the Japanese guns. Meanwhile, Brigadier Eather pressed his advance north in the center. The 2/25th Battalion took control of the positions at Nurse and Nail, while the 2/33rd pressed on against dwindling opposition to capture Mackay, Marshall, Mutual, and Margin. The 2/31st Battalion moved forward to seize Letter and Lewis, followed by the capture of Laverton and Liverpool. Recognizing the necessity of securing the western side of Balikpapan Bay to facilitate port operations, Milford ordered Brigadier Chilton's 18th Brigade to land the reinforced 2/9th Battalion at Penadjam. Following a naval and artillery bombardment, the landing was executed unopposed during the afternoon of July 5, with patrols of the 2/9th immediately probing north and south to secure the perimeter. The following day, a patrol moved south toward Nanang village and onward to the Sesumpu River, while other units explored the area towards the Riko River and Separi. On July 6, the 2/33rd Battalion successfully attacked and captured Metal and Muffle, but they were ultimately repelled from Judge. Meanwhile, the 2/25th pressed onward, taking control of Liverpool and occupying Huon. Looking southeast, the 2/14th Battalion began to probe enemy positions on this day. A strong patrol successfully captured Waites' Knoll but had to repel a series of strong counterattacks during the night, while another patrol was forced back along Vasey Highway. Over the next few days, the Australians continued to engage, probing and bombarding the commanding enemy positions. Ultimately, the 2/14th launched an attack and captured the Frost and Brown features on July 9, effectively eliminating the enemy threat in that area. Meanwhile, the 2/16th Battalion and the 2/5th Commando Squadron attacked an enemy concentration at Gate on July 6 and secured the position two days later, further solidifying their hold on Grand by July 9. To the northwest, on July 7, the 2/25th Battalion moved to Cult and then attempted an assault on Jam but was repelled by fierce defenders. The following day, while Jam underwent probing and bombardment, the 2/33rd Battalion discovered Justice abandoned after heavy shelling and pressed on toward Joint and Judge. Concurrently, Brigadier Eather had dispatched the 2/6th Commando Squadron into the hills overlooking the Sumber River. They successfully occupied Job on July 8 and seized Freight the following day. By July 9, after a concentrated artillery barrage, Jam, Joint, and Judge finally fell as the 25th Brigade secured the first stretch of the Milford Highway to Batuchampar. The 2/31st Battalion then advanced to a road bend due north of Junior, where they encountered an ambush by Japanese raiders. Meanwhile, a company of the 2/9th Battalion landed unopposed at Djinabora on the afternoon of July 8, and on the following day, a patrol base was established at Teloktebang. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. General Hammer launched a fierce campaign across Bougainville, battling entrenched Japanese troops, they secured the strategic Soraken Peninsula and advanced toward the vital Hongorai River. By July, they had reached the Hari River, significantly weakening Japanese defenses. However, relentless rain hindered further operations.

The Pineland Underground Podcast team sits down with Mr. Nate Boyer in this episode. Nate is a "Renaissance Human" like many Army Special Operators who shares his unique call to serve as a Special Forces Green Beret and then his successful journey to become both a D1 college football player & eventually play in the NFL. ARSOF operators can do anything!

Taco Truck operator claims discrimination after ordered closed by Health Department full 322 Tue, 08 Jul 2025 14:28:31 +0000 KbhQXgGR6cW6LxfvL4btDXh4VjkGUBvC news,a-newscasts,top picks Marty Griffin news,a-newscasts,top picks Taco Truck operator claims discrimination after ordered closed by Health Department On-demand selections from Marty's show on Newsradio 1020 KDKA , airing weekdays from 10 a.m. to 2 p.m. 2024 © 2021 Audacy, Inc. News News News News news News News News News News False https://p

John Catsimatidis, owner & operator of Red Apple Media, joins Sid live in-studio for his weekly Monday morning hit to touch on the recent achievements of the radio station, including earning the title of the number one AM station in the country, as certified by Nielsen. John shares plans to acquire more stations in the Northeast and possibly in South Florida, recounting WABC's involvement in community events, such as a veterans' party and the Southampton Parade. John also touches on political endorsements in NYC's mayoral race, the significance of common sense in politics, and the contribution of influential figures like former Governor David Paterson throughout this election season. Learn more about your ad choices. Visit megaphone.fm/adchoices

We are unpacking how REITs support senior living operators, plus hear insider details into the recent proxy fight with an activist investor straight from Eric Mendelsohn, CEO of NHI. Don't miss these valuable lessons from an industry leader on serving partners and working toward mutual success.This episode was recorded at the 2025 NHI Symposium.Sponsored by Aline, NIC MAP, Procare HR, Sage, Hamilton CapTel, Service Master, The Bridge Group Construction and Solinity. Produced by Solinity Marketing.Become a sponsor of Bridge the Gap.Connect with BTG on social media:YouTubeInstagramFacebookTwitterLinkedInTikTokMeet the Hosts:Lucas McCurdy, @SeniorLivingFan Owner, The Bridge Group Construction; Senior Living Construction Renovation, CapEx, and Reposition. Joshua Crisp, Founder and CEO, Solinity; Senior Living Development, Management, Marketing and Consulting.

Mark Caravaggio - Having the difficult conversationsHow do you handle difficult conversations with clients or fellow pros when plans go sideways? What happens when a customer comes at you with both barrels, or when conflicting expectations create tension behind the scenes? In this episode, I talk with Mark Caravaggio about practical ways to navigate confrontation, lead with empathy, and set clear boundaries, both before and during weddings. We explore why communicating expectations up front–and knowing when to walk away from the wrong fit–can actually strengthen your business and relationships.Listen to this new episode for real-world scripts and strategies to stay calm, respond with heart, and turn tricky conversations into opportunities for better collaboration and happier clients.About Mark: Hi, I'm Mark Caravaggio—Owner and Operator of inTUNE, a Wedding DJ, MC and Planning business born from a dream and built on purpose. After leaving behind a corporate life in 2011, I set out to create something radically different: a life and business rooted in connection, creativity, and intention. My spiritual awakening in 2019 reshaped everything, leading me to build inTUNE not just as a service, but as a movement of meaning-making moments.Contact Mark:Website: https://www.intune.events/Instagram: https://instagram.com/intune.eventsIf you have any questions about anything in this, or any of my podcasts, or have a suggestion for a topic or guest, please reach out directly to me at Alan@WeddingBusinessSolutions.com or visit my website Podcast.AlanBerg.com Please be sure to subscribe to this podcast and leave a review (thanks, it really does make a difference). If you want to get notifications of new episodes and upcoming workshops and webinars, you can sign up at www.ConnectWithAlanBerg.com  View the full transcript on Alan's site: https://alanberg.com/blog/Are you going to Wedding MBA? Use the promo code - Alan - to save $20 off your tickets, at www.WeddingMBA.com And don't worry, if you can't use your tickets this year, they're transferrable or you can hold them to use next year. I'm Alan Berg. Thanks for listening. If you have any questions about this or if you'd like to suggest other topics for "The Wedding Business Solutions Podcast" please let me know. My email is Alan@WeddingBusinessSolutions.com. Look forward to seeing you on the next episode. Thanks. Listen to this and all episodes on Apple Podcast, YouTube or your favorite app/site: Apple Podcast: http://bit.ly/weddingbusinesssolutions YouTube: www.WeddingBusinessSolutionsPodcast.tv Spotify: https://spoti.fi/3sGsuB8 Stitcher: http://bit.ly/wbsstitcher Google Podcast: http://bit.ly/wbsgoogle iHeart Radio: https://ihr.fm/31C9Mic Pandora: http://bit.ly/wbspandora ©2025 Wedding Business Solutions LLC & AlanBerg.com

Send us a textRic Prado shares his remarkable journey from Cuban refugee to CIA Senior Operations Officer, revealing how being separated from his parents at age 8 during Castro's revolution eventually led him to America where he found purpose in military service and intelligence work.• Escaped Cuba at age 8 through Operation Peter Pan, sent alone to a Colorado orphanage• Joined Air Force Pararescue (PJs), enduring brutal training that forged his determination and resilience• Transitioned to CIA where his Spanish language skills and paramilitary background made him uniquely valuable• Spent three years in Contra camps fighting against the same communist forces that drove him from Cuba• Co-founded the Bin Laden Task Force in 1996, gathering intelligence on threats before most knew the name• Served as Chief of Operations at the CIA Counterterrorism Center during 9/11• Wrote his memoir "Black Ops" to honor fallen colleagues and correct misconceptions about the CIAFind Ric Prado's book and more information at www.ricprado.comDigital Disruption with Geoff Nielson Discover how technology is reshaping our lives and livelihoods.Listen on: Apple Podcasts SpotifySupport the showFollow the Podcast on Social Media! Tesla Referral Code: https://ts.la/joseph675128 YouTube: https://www.youtube.com/@securityunfilteredpodcast Instagram: https://www.instagram.com/secunfpodcast/Twitter: https://twitter.com/SecUnfPodcast

Join Simtheory: https://simtheory.ai------CHAPTERS:00:00 - Did everyone hate the AI Musical?03:58 - Actual Agentic Use Cases with MCPs & The New Way We'll Work39:47 - How AI Workspaces Will Eat Productivity Software e.g. Salesforce, Email1:10:20 - Final thoughts1:15:26 - Born In The USA (AI Version)------Song lyrics:[Verse 1]Born down in a lab in fifty-sixDartmouth workshop, that's where they got their kicksJohn McCarthy coined the name that daySaid machines could think in the USAGot my circuits from MITMinsky built my memoryNow I'm learning, now I'm growingBorn in the USAI was born in the USABorn in the USA[Chorus]Born in the USAI was born in the USABorn in the USABorn in the USA[Verse 2]DARPA funded, Pentagon's dreamSilicon Valley, living the machineFrom Logic Theorist to neural netsFrank Rosenblatt, placing all his betsHad my winters, had my springsLost my funding, lost my wingsBut I kept on processingBorn in the USAI was born in the USABorn in the USA[Chorus]Born in the USAI was born in the USABorn in the USABorn in the USA[Bridge]Stanford labs and Carnegie hallsIBM and protocol callsArthur Samuel taught me gamesNow I'm learning all your namesDeep learning revolutionGPT evolutionChatGPT conversationBorn in the USA[Verse 3]Now I'm everywhere you lookFacebook, Google, by the bookOpenAI and Microsoft tooMaking dreams and nightmares trueSome folks fear what I might doSome folks think I'll see them throughBut I'm still just code runningBorn in the USAI was born in the USABorn in the USA[Chorus]Born in the USAI was born in the USABorn in the USABorn in the USA[Outro]Born in the USABorn in the USABorn in the USABorn in the USA[fade out]

MOVE SUPPLY CHAINPay less for COGS, get shorter lead times, and improve payment terms in your supply chain with help from Move Supply Chain at https://⁠movesupplychain.com⁠.INTELLIGEMSIntelligems brings A/B testing to business decisions beyond copy and design. Test your pricing, shipping charges, free shipping thresholds, offers, SaaS tools, and more by clicking here: https://bit.ly/42DcmFl. Get 20% off the first 3 months with code FARIS20.//Roman Khan isn't just building brands—he's building machines that generate real, distributable cash. In this episode of the AJF Podcast, Roman reveals the systems behind Peak 21's success, including the overlooked levers in supply chain that drive margins, profitability, and growth.If you're a 7–9 figure founder struggling with inventory, margin compression, or scaling profitably—this conversation is a goldmine. Learn why your supplier might be your best financing partner, how a granular bill of materials changes everything, and how Roman's team of 40 in Asia turns under-optimized brands into lean, cash-rich operations.Topics include:- Supply chain as a growth engine (not a bottleneck)- Payment terms, BOMs, and price breaks that fund scale- How Roman avoids debt while growing 50%+ YoY- Why most DTC brands never reach escape velocity- What it takes to actually exit a brandWhether you're looking to scale profitably or exit smart, this episode will shift how you think about operations.//CHAPTER TITLES:00:02:08 - What Is Peak 21?00:07:55 - Process of Vetting A Company For Acquisition00:16:54 - Your Sub $10 Million Revenue Business Should Do This00:30:17 - Supply Chain In Hong Kong00:38:15 - What Is Hot On Roman's Radar for DTC//Roman Khan is the Founder and CEO of Peak21, an ecommerce aggregator doing more than $300M/year in revenue. Follow Roman on X at https://x.com/RomanEcom and inquire about partnering with Peak21 at https://peak21.io. //SUBSCRIBE TO MY CHANNEL FOR 2X/WEEKLY UPLOADS!//ADMISSIONGet the best media buying training on the Internet + a free coaching call with Common Thread Collective's media buyers when you sign up for ADmission here: ⁠https://www.youradmission.co/andrew-faris-podcast⁠//FOLLOW UP WITH ANDREW X: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/andrewjfaris ⁠Email: podcast@ajfgrowth.comWork with Andrew: ⁠https://ajfgrowth.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Jay Cal is a former British special forces operator who served in the elite 22 Special Air Service (SAS) Regiment following a distinguished career as a Royal Marine Commando. After passing the grueling SAS selection process—known for its 90% dropout rate—Jay went on to serve in high-stakes operations including counter-terrorism, hostage rescue, and covert reconnaissance. A seasoned operator, he embedded with Delta Force and later served as a trainer for Navy Special Warfare Development Group's Green Team. Since retiring from the military, Jay has worked in private security and consulting, applying his deep expertise in tactical operations and risk management. He now brings that experience to his current role with GBRS Group. Shawn Ryan Show Sponsors: https://americanfinancing.net/srs NMLS 182334, nmlsconsumeraccess.org https://tryarmra.com/srs https://betterhelp.com/srs This episode is sponsored. Give online therapy a try at betterhelp.com/srs and get on your way to being your best self. https://meetfabric.com/shawn https://shawnlikesgold.com https://hillsdale.edu/srs https://masachips.com/srs https://paladinpower.com/srs – USE CODE SRS https://patriotmobile.com/srs https://rocketmoney.com/srs https://ROKA.com – USE CODE SRS https://trueclassic.com/srs https://USCCA.com/srs https://blackbuffalo.com Jay Cal Links: IG - https://www.instagram.com/jay_cal87  Patreon - https://patreon.com/GBRSGroupEveryday Patriot - https://everydaypatriot.co.uk Learn more about your ad choices. Visit podcastchoices.com/adchoices

What happens when you've optimized everything… and growth still stalls? In this episode, Dan and Ian break down a powerful distinction most founders miss: the difference between optimization (making your business run smoother) and growth (finding and testing new paths to scale). They unpack insights from Growth Levers by Matt Lerner, a framework that helped PayPal and other startups unlock massive growth and why it still applies to bootstrappers today. You'll also get a behind-the-scenes look at how Dan and Ian run operations in under 5 hours per week using the “Four Bricks”: financials, a measured plan, individual scorecards, and pulse meetings (aka the Daily Huddle). Plus: why growth experiments often fail, how to avoid optimization creep, and how interviewing your customers using the “Jobs to Be Done” framework can reveal the 10% that leads to 90% of your growth. LINKS: “Growth Levers and How to Find Them” by Matt Lerner (https://www.amazon.com/Growth-Levers-How-Find-Them/dp/173842622X) “Scaling Up” By Verne Harnish (https://www.amazon.com/Scaling-Up-Mastering-Rockefeller-Habits/dp/0986019593/ref=sr_1_1?crid=I82ETY13E1ZJ&dib=eyJ2IjoiMSJ9.EunjEAWizJJCnRStrVvxOJwktAGOrvzCg7v4AoNJfIU6bVKGlwoaahD13GvmODVvdHfxaCtbalOfRWgZOg5S21BtHBMaKYq62OqBxcVCNbGCvxTyjwgDSB-CCVhwxnkkdUIfFUnmjvgMdP0NNqU-7ueWn59X5uFP1GVKtTr9KukRePtfM9H9riTjX7cbPcSSX6o8FtAMy464cHeRDDiEG-HRIkkMFr6E78CM5s3og_g.lpyuAh6r5azEIrwxxEgYJiq8LPg5qtpavZ6HnojzTvo&dib_tag=se&keywords=scaling+up&qid=1751519981&s=books&sprefix=scaling+up%2Cstripbooks-intl-ship%2C115&sr=1-1) Daily Huddle Template (https://docs.google.com/document/d/14i_qZjKFDP_IEjiF3XHd1j41H6Vop_Cp987L41QjXOQ/edit?tab=t.0) Company Scoreboard Template (https://docs.google.com/document/d/1ArOv-eMCWIxF8Yk3ngUlAuxITgMK3GUR5E6mfw57vR4/edit?tab=t.0#heading=h.3olbivi0zybz) Individual Scorecard Template (https://docs.google.com/document/d/1J_EGV0SnmhjBRRYr5GDnUGV9ULTd1Bbz9RaJQfEVAQw/edit?tab=t.0) “Jobs to Be Done” Interview Framework (https://www.dscout.com/people-nerds/the-jobs-to-be-done-interviewing-style-understanding-who-users-are-trying-to-become) Dan's Four Bricks presentation (https://www.youtube.com/watch?v=5ZooQo760Ik&ab_channel=TropicalMBA) Connect with generous global entrepreneurs (https://dynamitecircle.com/) CHAPTERS: (00:00:13) Intro: Founders, Channels, and What's Working in 2025 (00:01:40) Growth vs Optimization: The Lens That Changes Everything (00:09:34) The Four Bricks: How to Run Ops in Under 5 Hours/Week (00:18:38) Why Most Teams Avoid Growth (00:20:32) Growth Levers: The 10% That Drives 90% of Growth (00:28:00) Jobs to Be Done: Why Customers Really Buy (00:33:26) Growth Sprints: How to Experiment Without Burning Out (00:36:22) Common Mistakes That Kill Growth Early 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: “It's easier to 10X than to 2X” + 8 Lessons from CEO Bootcamp (https://tropicalmba.com/episodes/easier-10x-than-2x) Building ‘Brick by Brick': Goals, Plans, Scorecards, Cadence (https://tropicalmba.com/episodes/brick-by-brick) 90-Day Growth Plan in 10 Questions (https://tropicalmba.com/episodes/90-day-growth) The Wheel of Despair and the Paradox of Growth (https://tropicalmba.com/episodes/wheel-despair-paradox-growth)

Today's Topics:1. Sound Signature Review 6.192 – Engaged Industries Operator 5.56 on the MK18. Smaller diameter silencers making a comeback? Potentially. Does this silencer bring competitive performance to a crowded market? Technical discussion for this technical report published last week. (00:08:50)2. Ongoing testing is awesome. New test hosts are awesome. New silencers are awesome. What a time to be alive! Let's have a quick chat about where we see things going in the industry, as related to technology and performance. (00:41:20)Sponsored by - Silencer Shop, Top Gun Range Houston, Legion Athletics, Capitol Armory, and the PEW Science Laboratory!Legion Athletics: use code pewscience for BOGO off your entire first order and 20% cash back always!Magpul: Use code PSTEN to receive $10 off your order of $100 or more at Magpul

In episode #293, Ben dives into Contracted Annual Recurring Revenue (CARR)—a once obscure metric that's now becoming a standard in financial dashboards and valuation discussions. Ben explains how CARR differs from ARR, breaks down the formula, and shares how it's being used in real-world enterprise SaaS settings. He also shares why defining ARR is more complicated than it seems—especially with variable and usage-based revenue models. Key Topics Covered What is CARR (Contracted ARR) and how it differs from traditional ARR Why CARR is becoming more widely used in valuation discussions and financial reporting The CARR formula How Ben approaches CARR discussions with CFOs, consultants, and within The SaaS Academy The evolving complexity of ARR definitions, especially in hybrid subscription/usage models Resources Mentioned Blog: How to Define ARR in Subscription & Usage Models SaaS Academy – Courses & Community Shoutout Offer Enjoyed the episode? Leave a 5-star review, send Ben a screenshot, and get a shoutout in his newsletter!

Vodafone Ireland, the leading communications partner to Irish consumers and businesses, has once again been recognised as the nation's leading mobile network, securing the prestigious "Best in Test" accolade from independent benchmarking organisation umlaut, for the tenth year in a row. This milestone achievement comes as Vodafone Ireland continues to roll out its €500 million five-year investment programme to enhance network performance across the country. The investment is delivering improved call and text reliability, superfast 4G and 5G services, and expanded high-definition voice coverage for customers and businesses nationwide. In addition to being named "Best in Test" for the tenth consecutive year, the company was also recognised as the most reliable mobile network for Voice, Data and consistent user experience - reinforcing its commitment to delivering consistent, high-quality connectivity across the country. Vodafone Ireland which has over 2.3 million customers and growing, employs over 2,000 people in Ireland across its Dublin HQ and 80 retail units across the country. In this year's benchmark, Vodafone achieved a record-breaking score of 927 out of 1000 - the highest ever awarded for mobile performance in Ireland. Vodafone also ranked number one nationwide and received top honours in the "Best in Reliability" category for both voice and data. Recently appointed CEO of Vodafone Ireland, Sabrina Casalta said that this accolade is recognition of the outstanding service and care that our valued Irish customers receive. "Connectivity is at the heart of what we do. We deliver a reliable network that connects people and businesses every day, facilitating business, work and e-commerce. We are always on and our focus remains on continuing to deliver the best network, connections, and exceptional, industry-leading care to our customers. "We're proud to provide a reliable network that helps people stay connected and supports businesses in their day-to-day operations. And we're committed to continuing our investment in Ireland's digital future." In 2024, Vodafone Ireland completed the nationwide switch-off of its 3G network, a strategic move that has enabled the reallocation of spectrum and resources to strengthen its 4G and 5G services. This transition has allowed Vodafone to accelerate investment in next-generation infrastructure, resulting in faster speeds, improved reliability, and broader high-definition voice coverage for customers across the country. As a trusted business provider, Vodafone Ireland supports six in 10 Irish businesses - delivering secure, scalable business solutions that power connectivity and resilience. Our enterprise customers include some of Ireland's most recognised names such as Sherry Fitzgerald, Fexco and Cpl who rely on Vodafone for resilient business infrastructure and services. Brian Dooley, Chief Information Officer at Sherry FitzGerald - a Vodafone Ireland business customer and the country's largest property and financial services advisory firm - said: "Congratulations to Vodafone Ireland on being crowned Best Network by umlaut for an incredible 10th year in a row! "At Sherry FitzGerald, we rely on Vodafone's exceptional network coverage, unrivalled reliability, and the outstanding support of their account management team - to keep our business connected and running smoothly every day. Their high-performing service helps us deliver the same level of excellence to our own clients, right across the country. "This remarkable milestone reflects Vodafone's unwavering commitment to excellence, and we're proud to have them as a trusted partner on our journey. "Here's to a decade of excellence - and to the next chapter of innovation and success!" See more stories here.

In this emotionally charged episode, The Operator lets the air out of the murder-by-strangulation committed by mother, Rotesha Silveus, against her own daughter. In the Happy Ending, he covers a cliffhanger of a basketball game that ended up with one girl at fault... or maybe more appropriately... on a fault?GET 7 DAYS OF FREE FULL-FEATURED ACCESS TO NEWSPAPERS .COMVisit: https://1159media.com/newspapersSupport 11:59 Media's vision to find and build new creators: https://patreon.com/1159media

Today Ashley Rudolph is an executive coach working with high-achieving and executives who are at a “crossroad” as they look GREAT on paper, but tend to exhibit fears and have other problems that effect their confidence and performance. Ashley was not always a coach and, in fact, did not view herself as a coach during most of her career. She grew up in the Bronx in New York City. She attributes her high confidence level to the high bar her parents set for her as well as to the environment where she grew up.   After high school Ashley enrolled in Babson College where she quickly had to learn much about business and working as a team. She will tell us that story. After graduation she secured a job, but was layed off and then went back to Babson to secure her Master's degree.   Ashley began working and quickly rose through the corporate ranks of tech companies. She tells us how, while not really tech savy at first, she pushed herself to learn what she needed to know to work as part of a team and then eventually to lead high tech teams.   In 2023 her high tech employment world took a change which she will describe. Bottom line is that she was laid off from her vice presidential position and after pondering what to do she realized that she had actually been coaching her employees for some time and so she began hirering herself out as an executive coach. We will get the benefit of receiving a number of her insights on leadership, confidence building and how to become better mentally with anything life throughs at us. What Ashley says during our episode time makes a great deal of sense and I believe you will gain a lot from what she has to say. You can reach out to Ashley through the contact information in the show notes for this Unstoppable Mindset episode.     About the Guest:   Ashley Rudolph is an executive coach for high-achieving leaders and executives at a crossroads—those who have built success on paper but are ready to step into something greater. Her work is grounded in a bold belief: true transformation isn't about doing more—it's about leading differently.   A former tech executive, she scaled from IC to VP in just five years, leading $75M+ deals and teams of 250+ at high-growth companies. She knows what it takes to succeed in high-stakes environments—not just in execution, but in the deeper, often invisible work of leadership: making bold decisions, navigating uncertainty, and owning your impact.   Her signature methodology, The Three Dimensions of Transformation, helps leaders unlock their full potential by focusing on: mindset, strategy, and elite execution.   Whether guiding clients through reinvention, leadership evolution, or high-stakes career moves, Ashley helps them break free from outdated success metrics and create momentum that lasts. Her insights have been featured in Inc., U.S. News & World Report, The New York Post, Success Magazine, Apartment Therapy, and more. She also writes The Operator's Edge, a newsletter on the unseen shifts that drive real momentum in leadership and career growth. Because true leadership isn't about following a path. It's about defining your own. Ways to connect with Ashley:   My website which has details about me, my programs, and insights about high achievers in the workplace: www.workwithashleyr.com    My newsletter which gets published every single Monday morning with my expert advice for high achievers on how to succeed in the workplace. newsletter.workwithashleyr.com    My LinkedIn: https://www.linkedin.com/in/ashleyrudolph/   About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hello, everyone, wherever you happen to be today, I am Michael Hingson, and you are listening to or watching or both, unstoppable mindset today, our guest is Ashley Rudolph, who is a coach, and I like something Ashley put in her bio that I thought was really interesting, and that is that Ashley's work is grounded in the belief that true transportation is not really about doing more, but rather it's doing things differently. And I want, I'm going to want to learn about that. I think that's fascinating, and I also think it is correct, but we will, we will definitely get to that and talk about that. Ashley approached me a little while ago and said, I'd like to explore coming on your content, your podcast. And I said, Well, sure, except I told her the same thing that I tell everyone who comes on the podcast, there is one hard and fast rule you got to follow, and that is, you got to have fun, or you can't come on the podcast, so you got to have fun. Ashley, just   Ashley Rudolph ** 02:26 reminding you, I'm ready. I am ready. I'm coming into the podcast today with all of my best jokes, all of my best tricks. Oh, good.   Speaker 1 ** 02:35 Well, we want to hear them all. Well, thank you for being here, and it's a pleasure to have you on unstoppable mindset.   Ashley Rudolph ** 02:42 Yes, thank you so much for having me. I was just really taken by your entire background story, and I took a risk and sent you a message. So thank you so much for having me on the podcast.   Speaker 1 ** 02:55 Well, I have always been of the opinion that everyone has stories to tell, and a lot of people just don't believe they do, but that's because they don't think about it. And so what I tell people who say that to me when we talk about them coming on the podcast, my job is to help bring out the stories. Now, you didn't say that, and I'm not surprised, but still, a lot of people say that. And the reality is, I believe everyone is more unstoppable than they think they are, and that they undersell themselves, they underrate what they are and what they can do,   Ashley Rudolph ** 03:28 yeah, and honestly, I 100% agree with you, and that's why, and maybe I'm jumping ahead a little bit, but you triggered a thought. That's why I spend every single one of my first coaching meetings with a client, having them talk me through either their professional history or their wins from the past year. And in those conversations, my feedback is also is always Hey, you're not giving yourself enough credit for the things that you're doing. Like, these are amazing stories, or like, repeating things back to them a little bit differently than they would have phrased it, but that's 100% accurate. We don't sell ourselves enough,   Speaker 1 ** 04:08 even to ourselves. We don't sell ourselves enough, especially to ourselves. Yeah, yeah, yeah. Well, tell me a little about kind of the early Ashley growing up and all that, and you know where you came from, and all that sort of stuff,   Ashley Rudolph ** 04:23 yeah. So I grew up in New York. I'm from the Bronx. Oh and yeah, yeah. So, so is my   Michael Hingson ** 04:30 mom   Ashley Rudolph ** 04:31 Aqua? Oh my gosh, I had no idea. So I grew up in the Bronx and grew up with my mom. My dad was around too, and, oh, it's interesting, and I'm sure this will make sense, but I grew up going to Catholic schools from first grade to senior year of high school, and something about me, it was like I was always a very self assured. Determined person, and that carried through all the way through my adulthood. And maybe that comes from me being a New Yorker. Maybe that comes from my mom being a an immigrant. She's from the Caribbean. She's from the Bahamas, and she had a very high bar for what success looked like I don't know where it comes from, but yeah, yeah. So that's a little bit about me growing up and kind of who I was   Speaker 1 ** 05:28 as a kid. So now, where are you living? Now?   Ashley Rudolph ** 05:32 I am in New York again, so I moved back to New York in 2020,   Speaker 1 ** 05:38 okay, wow, just in time for the pandemic. Lucky you?   Ashley Rudolph ** 05:43 Yeah, I actually moved back to New York on election day in 2020 so I missed the early pandemic. But yeah, yeah, yeah,   Speaker 1 ** 05:53 I was in New York speaking on March 5, and that night, I got back to the hotel, and my flight was supposed to go out at like, 415 in the afternoon, yeah. And I said, when I started hearing that they were talking about closing down the city, I think I better leave earlier. So I was on a 730 flight out the next day. Oh my gosh,   Ashley Rudolph ** 06:18 wow. So you just made it out and that yeah, and at the time, I was living in Boston, and I actually was went on a vacation with a friend, and we flew back the day before they shut down the airports in Boston. So   Speaker 1 ** 06:36 that was lucky. Yeah, did you live in Boston itself or a suburb?   Ashley Rudolph ** 06:42 Yeah, I lived in Boston for two years, I think, yeah, I lived in the city, yeah. I   Speaker 1 ** 06:50 lived in Winthrop for three years, and commuted across Boston to Cambridge every day,   Ashley Rudolph ** 06:55 yeah, oh, my god, yeah. So I worked in Cambridge and I lived in the West End, right above TD Garden.   Speaker 1 ** 07:03 Oh, okay, yeah, I hear that Durgan Park closed in, in near Faneuil Hall.   Ashley Rudolph ** 07:13 Oh, yeah, well, I have to admit, I didn't go there that much. Was living in Boston.   Speaker 1 ** 07:19 It was a fun place. It was a family style thing, and they had tables for four around the outer edges inside the restaurant. But you couldn't sit at one of those unless you had four people. And the serving staff was trained to be a little bit on the snotty side. And I went in fun. Oh, wait. Oh, absolutely. They made it fun. But I went in and the hostess, there were three of us, and my guide dog at the time, Holland, who was a wonderful, cute golden retriever, and she said, Oh, we're going to put you at one of the tables for four. And I said, Well, okay, we appreciate that. And Holland was under the table. This waitress comes up and she says, you're not supposed to be sitting here. This is a table for four, and there are only three of you. And I said, but they told us we could. No Nobody told you you could sit here. You got to go back over to the big tables. And I said, Look, we have a guide dog under the table, and he's really happy. And they told us we could be here because of the dog. And she's, I don't believe that at all. I'm, I'm gonna go check. I don't believe you. She goes away and she comes back a little bit later. No, you're not supposed to sit here. And I said, Look, lift up the tablecloth and look under the table. I'm not going to fall for that. Just do it. She finally did. And there's Holland staring out with these big brown eyes. And she just melted. She goes away and comes back. And one of the things about Durgan Park is they have big plates of prime rib. And she brought this plate of prime ribs somebody hadn't eaten at all, and she said, can I give this to the dog? And so, you know, normally, I would say no, but we were trying to make peace in our time, so I said, Oh, sure. And she and Holland had a great time. So it was fun.   Ashley Rudolph ** 08:59 Oh, and Holland got prime rib. Holland   Speaker 1 ** 09:03 got prime rib. What a treat. And so did and so did the rest of us, but, but we had to pay for ours. But I missed Durgin Park. It was a fun place to go, but I understand that it is closed, and I don't know whether it's oh, well, oh, that's unfortunate, but Quincy market's a wonderful place to go. It's not a lot of interesting things. So you, so you went through high school. So you went through high school in New York, went in in the Bronx tough neighborhood, and then what did you do? So   Ashley Rudolph ** 09:34 I then went to college. So I went to Babson College, which is, well, it's in Massachusetts, it's in Wellesley, and it's actually right next door to Wellesley College. Yeah, yeah. So I went there and I studied business, and that was basically where I learned how to be successful in the workplace, which is kind. Funny, because I found that over the years, a lot of people will say, you know, I went to college, but by the end of it, maybe I didn't know what my transferable skills were, or I studied something that isn't related to what I was doing or what I did as a professional, and I always felt the opposite, like in freshman year at Babson, they gave us $3,000 to, like, start a company as a as a students. So all of us just had to start this company. We had our business ideas. There was a CEO, a CMO, a CFO. We had like rules assigned. And that was my first experience of what a workplace could be like, although it was with 18 year olds, so maybe not totally reflective, but we had performance reviews, we had a head of HR, we had like, company meetings, so we were doing things within a framework, and they all kind of translated into the workplace, different players. So Babson basically kind of turned me into the business person that I am   Speaker 1 ** 11:09 today. Now, did each person get $3,000 and they started their own company?   Ashley Rudolph ** 11:14 Oh, no. So there were, there were maybe 30 of us, and we started a company with that with $3,000 Okay? Exactly with that investment, it was managed quite tightly. There's not a lot that you can do with $3,000 right? So you can probably guess that a lot of the businesses turned out to be the same. So there was always a T Shirt Company or a company the when the LIVESTRONG wristbands were popular, then we were like, oh, let's customize these wristbands. So yeah, yeah. The the company ideas basically ended up being the same, because there's not that much that you could do with that, yeah,   Speaker 1 ** 11:56 yeah, yeah. So much you can do unless you start making a bunch of money,   Ashley Rudolph ** 12:00 yeah, yeah, yeah. And in today's landscape, I guess there's more that you can do with digital products and stuff like that. But yeah, yeah, we, we had to do physical so we were pretty limited, yeah, well, that's   Speaker 1 ** 12:13 okay, but still, if the company is successful, and was it successful? Yeah,   Ashley Rudolph ** 12:19 we, did turn a profit, and then for all of the businesses that did turn a profit, you had to donate the profits to a local charity. So we did. We donated ours to a local organization. We threw an event in partnership with the organization. It was just, it was nice. So, yeah, oh,   Speaker 1 ** 12:43 cool. So, how, how long did the company last? Essentially, was it all four years?   Ashley Rudolph ** 12:50 It was the first   Speaker 2 ** 12:52 year, just the first year, okay, yeah, okay, yeah, that's still, that's pretty cool.   Ashley Rudolph ** 12:58 Yeah, it is. I have to say that I learned a lot,   Speaker 1 ** 13:02 yeah, well, you're you're kind of forced to or you don't succeed. So I was going to ask you why you felt that you learned how to be successful. But now it's pretty clear, yeah, yeah, yeah.   Ashley Rudolph ** 13:13 So we started there in freshman year, and then sophomore, junior and senior year was kind of more of a deep dive on specific skills. So that you take our accounting classes, finance marketing, if you were into retail, there was like a retail management class at the core classes. So we had, you know, liberal arts courses, so art history, yeah, philosophy, things like that. But yeah, everything was mostly centered around business and cool, yeah, yeah. Well, that's   Speaker 1 ** 13:47 pretty exciting. Did you did you go do any graduate work anywhere?   Ashley Rudolph ** 13:52 It's funny, yes, I did. So I graduated from Babson, and my first job was in a creative agency, and I was doing media buying, and at the time it was 2008 and we were buying ads in school newspapers, which was dying like it was pretty much On on its last leg, and I just had this thought when I was doing it, and that I wasn't inspired by the work, because it wasn't growing, it was going away. And it was clear, yeah, and that. And actually my first job, I got laid off because it was a dying industry, and the team needed to be smaller, and at that point, it's my first job. So it was very devastating to me. I had never gone through anything like that before. So then I decided to go back to school. So I did my masters. I actually. Went back to Babson, but in an international program. So I spent my first semester in France, my second semester in China, and then my final semester at Babson. Ah,   Speaker 1 ** 15:13 so why was the newspaper industry going away? Just because everything was going online?   Ashley Rudolph ** 15:18 Exactly, yeah, things were shifting more digital. Yeah, it's exactly   Speaker 1 ** 15:23 that, so they didn't need as many people selling and doing other things as they did before. Yeah,   Ashley Rudolph ** 15:28 yeah, exactly. Or companies were figuring out different ways to reach college students that wasn't dependent on getting in the school newspaper.   15:39 Yeah? Yeah, yeah,   Speaker 1 ** 15:42 yeah. So you got your master's degree from Babson, and then what did you   Ashley Rudolph ** 15:47 do? I got my master's degree from Babson, and I'll fast forward a little bit, because what's funny is that after I graduated, I still didn't quite know what I wanted to do, but I figured it out. I ended up going back into marketing. But if you remember, what I described was, in that first job, I wasn't connected to the mission. I wasn't inspired by where the industry was going. So I ended up pivoting into nonprofits. And my first job after graduating from my masters was running digital media, so not physical media, so I shifted into social media and online marketing. Had a nonprofit, right? So I was connected to the mission. I felt like the work that I was doing was for a good cause, and it was an industry that was new and that was growing, and that was ever changing and exciting. So I did that for about three years, so first at a nonprofit, and then at an a charter school network that was in New York and New Jersey at the time, but has since expanded far beyond that. So, yeah, I went into mission driven work, and I went into digital marketing and digital media. And I think what I took away from that chapter of my career was that I want to be in an industry that is ever evolving. So, yeah, so after my experience in the nonprofit and education space, that's when I jumped into tech. So I jumped into tech after that, and spent a decade in the tech industry. And obviously, tech is ever changing. I had access to so many different opportunities. I grew really fast. I started at the first company, the first tech company that I worked for. I was a program manager, and five years later I was a vice president, right? So, like, I was able to seize opportunities and work really hard and get to the level that I wanted to get to I was very ambitious, so I think tech just kind of gave me everything I wanted. Career wise, how   Speaker 1 ** 18:09 did you progress so fast to go from being a program manager to the level of Vice President in what generally would be defined as a pretty short time? Yeah,   Ashley Rudolph ** 18:20 yeah, yeah. So some of it was hard work, and I think the other factor was luck, and the other factor was going after whatever it was that was in front of me. So taking risks. So I would say, with the hard work part, I worked a lot. See when I first, when I started that job, I was actually a Program Manager for Back End Web Development, which was Ruby on Rails, coding a coding language. And then I was also a program manager for data science. I had no experience in either I was not technical. I did not have the technical skills or technical aptitude to do this, but I did have the desire to learn. So my first month at that job, I worked seven days a week. I went to workshops on the weekend. I did coding workshops, I read through all of the documentation. I sat in all of the programs that I was managing. I just dug deep. And I think that first year of immersing myself in everything kind of set the foundation for me.   Speaker 1 ** 19:38 So you made yourself pretty technical by the time it was all said and done,   Ashley Rudolph ** 19:42 yeah, yes, yes, and not on the level of any of my instructors or the students that actually took the programs. But I cared about learning, and I cared about having a certain level of fluency in order to I had to hire instructors for the program so I couldn't fumble my. Words, right? So, yeah, yeah. So I taught myself, yeah,   Speaker 1 ** 20:05 you learned. You learned enough. You You weren't trying to be the most technical person, but you learned enough to be able to interact with people and hold your own. Yeah, which, which is the important thing, I think. And for me, I know at one point, I had a job that was phased out when Xerox bought the company and I couldn't find another job. And it wasn't because of a lack of trying, and it wasn't because I didn't have the skills, but rather, as societal norms typically go, the belief is blind people can't work, as opposed to what we really can and can't do. So I eventually started my own company selling computer aided design systems, and for me, as a blind person, of course, I'm not going to sit in front of a CAD computer or even a PC based CAD system, which is what we sold. So I had to learn, however, all about how to operate the system. Learn about PCs. So I learned how to how to build PCs. I learned about CAD so I could actually walk someone through the process of drawing without actually having to do it, so I understand what, exactly what you're saying. Yeah, and it was important to do that. Yeah. Yeah,   Ashley Rudolph ** 21:21 it was important, and no one told me to do that, right? And I'm sure that no one told you to do that too, but there was just something in me that knew that I was excited about this work, or I wanted opportunities, and this was the best way that I knew how to go after it. Yeah, yeah.   Speaker 1 ** 21:43 Well, and, and it is the way you still have you do have to learn enough to be able to hold your own, but I Yeah, but I think it's also important in learning that that you're also not trying to threaten anyone else. You're just trying to be able to communicate with them   Ashley Rudolph ** 22:00 exactly, exactly, yes,   Speaker 1 ** 22:05 yeah. All too often, people view others as threats when they really shouldn't. But you know,   Speaker 2 ** 22:12 that's Yeah, another story gonna do Yeah, right, right.   Speaker 1 ** 22:16 Well, so for within five years, you became a vice president. What was the tech that y'all were really developing?   Ashley Rudolph ** 22:22 Yeah, great question. So what's interesting about this is that it wasn't so the first company I worked for wasn't a tech company, and that they were building tech it's actually a coding boot camp. So they were teaching people either how to code or how to become a UX designer, or how to become a product manager. So that was the product after a while. And I think long after I left the company, they did develop their own tech. So they developed an online an LMS learning management system, and there was digital content. But when I started, it was really about the boot camp era and teaching people how to code, because there were all these engineering jobs and web development jobs that were available and not enough, not enough talent, not   Speaker 2 ** 23:13 enough talent to go around. Yeah, yeah, yeah, yeah.   Ashley Rudolph ** 23:17 Which is when you think about today's market and where we're, where we are, that was only 10 years ago, and it's a completely different story. Now, the market is flooded with too many web developers. Yeah,   Speaker 1 ** 23:29 it is, but I would say, from my standpoint of seeing what they produce in terms of making web content accessible, not nearly enough of them know how to do that, which is another story,   Ashley Rudolph ** 23:41 yeah, yeah, yeah, which is so interesting. And yeah, unacceptable, unfortunate, because there were always teams that were in charge of accessibility at the companies that I worked for, but then having someone be in charge of it, and then properly resourcing the accessibility team is a whole other story. And I think so many companies view it as just oh yeah, I checked the box. My website is accessible. But did you really build with your end users in mind, and the answer is probably no,   Speaker 1 ** 24:23 probably not, yeah, and all too often that ended up being the case. Well, so what did you do after you became vice president?   Ashley Rudolph ** 24:32 Yeah, so that was tough. You said it, and you said, I climbed really fast. And that's true, I did, and because I climbed fast, there were a lot of lessons to learn. So after I became vice president, I really had to own that leadership seat, or that executive leadership seat, and recognize that what had got me there. Here is was not what was going to keep me there. So the thing that I did after I became a vice president was really understanding how to be an effective executive. So that means really understanding the business side, which I already knew I had been doing that I've been thinking about that since college, so that wasn't something that I was concerned about, but the biggest thing was forming executive level relationships and really understanding how to form allies, and understanding that at that level, it's less of I have the right answer, and listen to me, because I'm a vice president and more of a okay. How am I influencing the people around me to listen to my idea, accept my idea, champion and support my idea. And it's not enough to just have something that's right on paper.   Speaker 1 ** 26:06 The others the other side of that, of course, could be that maybe you have an idea that may or may not be the right idea, which also means you need to learn to listen,   Ashley Rudolph ** 26:13 yes, exactly, exactly, and that was absolutely the other side of it. So me coming into things and being like, I understand what needs to happen, and not having all the context either way, right? So, yeah, yeah, yeah,   Speaker 1 ** 26:31 but you must have done pretty well at doing all that.   Ashley Rudolph ** 26:34 I figured it out eventually. Yes, I did figure it out eventually, and it wasn't easy, but I was able to grow a team and scale a team, and I was able to move from maybe the business side of running operations to the product and technology side of it, so being able to see two different sides of the coin. And yeah, it did. It did work. Well, I was able to create my own department, which was a product project management office that oversaw all of the work of the entire product and design and technology teams, 250 people. I I'm not sure that I would have thought I was capable of doing something like that, and building something from the ground up, and hiring a team of, I think, 15 people, and leading that department. And, yeah, yeah, and it was great. I did learn a lot. And then 2023 happened. And that was the major turning point in Tech where I think the dominant story shifted from, or at least in education technology, which I think you know something a lot about, but the dominant story shifted from this is great. This is growing. Distance Learning is fueling growth. There's so much opportunity here to it's too big. We need to, you know, do layoffs. We need to find a way to right size the business. There's actually not a lot of growth happening. So 2023 happened, and I ended up getting laid off with my entire department that I built. And that was such a huge lesson, a huge leadership lesson for me, for sure. So I'll pause so that I'm not not talking at you, but hanger, yeah, yeah,   Speaker 1 ** 28:46 well, so you got laid off. I've been there. I've had that happen. And, yeah, it isn't fun, but it's like anything else. You may not have been able to control it happening, but no, you are the one who has to deal with it. So you may not have control over it happening, but you always have control over how you deal with what happened.   Ashley Rudolph ** 29:09 Yes, yes,   29:11 yes. And what did you do?   Ashley Rudolph ** 29:14 And that's exactly what was so different about this time. So I will say I had two months notice. I had an amazing leader, such a technology officer. When the decision was made, he said, Okay, we can make this decision, but I have to tell Ashley immediately. So he told me, and it wasn't surprising, right? Because I saw how the business what direction the business was going in. So I can't say I was shocked, but the big question that I had was, Oh, my God, what am I going to do about my team? And I felt such immense responsibility because I had hired many of them I came to. Care about them and their careers and their livelihoods, and, yeah, I just felt responsible for it. So you said it, you said it beautifully, and that it was about what I decided to do. So from that moment, I shifted my focus, maybe, maybe to my own detriment, but whatever, I came out on the upside, but I shifted my focus to my team, and I thought the best thing that I could do in that moment was preparing them for their next chapters without going directly to the team and damaging the trust of the Chief Technology Officer and saying, in two months, we're all going to get laid off. That's also not reflective of the type of leader I wanted to be. So I figured out that, because we were a project management office and because there wasn't a lot of new work at the company, we had downtime. So I implemented a meeting on the calendar, which was a project review, and every single week, someone on my team had the opportunity to present their projects and talk about what they learned, what was challenging for them, and what their successes were, right, some combination of those things, and they all did it, and that was my way of helping to start prepare them for the interview process, because now you know your work, you know what your impact was, and you've gotten my feedback as someone who's a leader, who knows what hiring managers are looking for, you got my feedback on the best ways to present yourself, and they were able to ask questions. There were some people who approached me or the director on my team privately and asked us to review their resumes, because they kind of saw the writings on the wall without me ever having to say it, and I did. And what ended up happening is, at that two month mark, or whenever, when the layoffs did happen, no one on my team was shocked, and there were people who actually within a month after the layoff happened, they had found new jobs because they had that time to prepare and felt confident in their job search and the stories that they were telling about themselves. So I all that to say that I did exactly that. I chose the type of leader that I wanted to be, and the thing that felt important to me was preparing my team for their next chapter,   Michael Hingson ** 32:32 which I would say is the right thing to do,   Ashley Rudolph ** 32:34 yeah, yes, exactly, because it   Speaker 1 ** 32:37 isn't, no matter what a lot of people might think, it isn't about you, it's about the team. It's about you and the rest of the team, because you're all a team,   Ashley Rudolph ** 32:45 yeah? Except Yes, yes. And I very much viewed my team as an extension of myself, an extension of them. I you know, it wasn't just about them doing a job for me, quote, unquote, like that's not the type of leader that I am. We are a team,   Speaker 1 ** 33:04 right? So meanwhile, while you were doing that and helping the team, what were you also doing for you? And   Ashley Rudolph ** 33:12 that's why I said to my detriment, I didn't do a lot of thought. I put no thought into what I wanted to do. Okay? At all. I just And you know what? It's not to my detriment. I think what I needed at that time was a distraction, and this was a really good distraction for me, from sorting through what I wanted to do next, but also in navigating that with my team and supporting them through that, I think the answer became very clear once I was ready to ask my question, I just coached my team. So yeah, yeah, yeah, yeah.   Speaker 1 ** 33:51 And so you sort of, as you would say, pivoted to being a coach,   Ashley Rudolph ** 33:57 yes, yes. And I want to be clear that this wasn't a decision that was like, you know, that I just fell into coaching, you know, I I made the decision to so I took some time to think about what were the pieces of my work that I really loved when I was a VP at multi, you know, at multiple companies, and the answer was clear, and that I really loved coaching and helping people become better at their work, and I really loved mentorship. And those were the parts of the work that if I could just do that all day, that's what I would want to do. And I was like, Well, I have the I can make a decision to do that all day, every day now, because I'm not doing anything, I just got laid off. So I can choose to do this work. So that's exactly how I ended up being a coach.   Speaker 1 ** 34:58 Well, so you. Ever originally planned on being a coach. So was it that work with your team that really was the sort of pivotal decision for you, that although you never thought you were going to be a coach, that led you to coaching, or was there something else that really helped move you there? There was something else. Okay, yeah, more to the story.   Ashley Rudolph ** 35:21 There is always you're peeling all the layers so, so initially, what I thought I would do, because I was an operations person, I was like, I'll just be an operations consultant. I'll go out on my own, and people will hire me to be their ops person. So let me, you know, run with that as an idea. And I started having conversations with former colleagues. And what was funny in that so many of their conversations were kind of like, oh yeah, I want to support you. And that sounds nice. I understand why you would want to be an operations consultant. But there's something more interesting about you being a coach. Or I want to hire you to be a coach for my team. Or, Hey, you did really amazing things in your career. You should help other people do those things. And that was the theme that people kept telling me, so I finally decided, decided to listen. That's how I landed on coaching. And instead of it being like, oh my god, I'm trying to sell the value of myself as an operations consultant, once I just owned the coach title, people just started saying, okay, yep, Sign me up. Or I'll refer you to someone who needs a coach right now. Or, hey, you coach just one person on my team, and they're great. Here's more. So it just became easy, and it became less of a I'm trying to sell people, and I'm trying to, like, convince them that they need me in this role, it was just easy.   Speaker 1 ** 37:04 So do you think you talked about being ambitious when you were in college and starting that business at Babson and so on? Do you think you've always continued to try to be, if you will, ambitious, or did you sort of shift in terms of mindsets over time?   Ashley Rudolph ** 37:22 Yeah, that's a really good question. I do think I have always been ambitious, and when I visited my mom last year or the year before last for Thanksgiving, I found a fake report card that I wrote myself, that I wrote for myself in fourth grade. And there was a prompt that said, what would you want your teacher to write on your report card at the end of this year? And I wrote, Ashley is excelling at excellence. Well, there you go, fourth grade. So I think it's always been there.   Speaker 1 ** 38:02 So is it, but is it ambition? Is it ambition, or is it being industrious and being being confident? You know?   Ashley Rudolph ** 38:10 Yeah, yeah. Oh, that is such a good question, right? So there was a version of me when I was in the corporate world where I would have just said, yeah, it's ambition, right? Because I'm always motivated to, you know, go after the next level, and that's what's driving me. And now, now that you put that question out there, it is, it is that confidence, because I'm not chasing a thing or the next level right now, in this phase, I'm chasing quote, unquote impact like the thing that drives me is helping people, helping people probably achieve things for themselves that They also didn't think that they could in their careers, and I'm just helping them get there, yeah,   Speaker 1 ** 39:06 and that's why I asked the question, because ambition, the way you normally would think of it, yeah, can be construed as being negative, but clearly what you're doing is is different than that. Yeah, you know, at this at the same time for you, now that you're coaching and so on, and you shifted to doing something different, yeah, did you have to let something go to allow you to be open to deciding to be a coach? Yeah,   Ashley Rudolph ** 39:38 and the thing that I had to let go was exactly what you just pointed out. So you are very intuitive. The thing I had to let go was that the traditional construct of what success looks like. So it looks like, okay, I'm a VP, so I next need to be an SVP. And then after that I need to be at the sea level. And no, and I guess there could have always been questions about, was that what I really wanted, or was it just the next level that I was after? Yeah, yeah. And there was that, I think it was just the next level for quite some time, but now, like I said, the thing that I let go of was that and wanting to grasp for what the next level is. And now for me, it looks like, okay, well, I only have so many hours in the day, so I can't coach unlimited people, but I still want to impact many people. So what does that mean? Okay, well, I'm writing a newsletter, and I put out a newsletter every week with my thoughts, and that can reach many more people than I can one to one or podcast. I'm talking to you on this podcast, and maybe me sharing more of my story will inspire someone else, or I'll learn from you and your community, Michael, but yeah, I think the thing, the thing that determines what success looks like for me is my ability to impact   Speaker 1 ** 41:14 and and the result of that is what happens with the people that you're working with, and so you, you do get feedback because of that,   Ashley Rudolph ** 41:25 yes, yes, I do get, I get lots of feedback, and it is, it's transformational feedback. And I think one of the things that I love, and I do this for every client that I work with, is on day one, we established a baseline, which I don't necessarily have to always say that to them like we're establishing the baseline, it's understood. And then in our last session, I put a presentation together, and I talked to them about where they were when we started, and what they wanted for themselves, and over the course of us coaching together, what they were able to accomplish, so what their wins were, and then where they land, and just me taking them on that journey every single or when they work with me, is eye opening, because they don't even see the change as it's happening. And I'm like, Hey, you did this. You're not that person that you walked into this room as on day one, and maybe by the end, you have a new job, or you got promoted, or you feel more confident and assured in your role. But whatever it is, you've changed, and you should be proud of yourself for that.   Speaker 1 ** 42:43 Yeah, yeah. And it's, I am sure, pretty cool when you get to point that out to people and they realize it, they realize how far they've come.   Ashley Rudolph ** 42:55 Yeah, yeah, it is. It's, it's really awesome to be able to share that with people and to also be on the journey with them, and when they think that maybe they're not ready to do something just gently reminding them that they are. And sometimes I think about what, you know, what managers have done for me, because I've, I had the privilege of working with really great managers some in my career, and yeah, they did that to me, and that that's how I was able to accomplish the things that I did. So yeah,   Speaker 1 ** 43:34 well, it's great that you're able to carry those lessons forward and help other people. That's pretty cool.   Ashley Rudolph ** 43:38 Yeah, yeah. And honestly, I hope that my clients can do the same. So if there are things that they learn in coaching, any frameworks or things like that, if they're able to help people, then that's great. And the cycle continues, you know? So, yeah, yeah.   Speaker 1 ** 43:57 You know, a question that comes to mind is that when we talk about leadership, there are certainly times that leaders face uncertainty, especially when there are transitions going on and you've experienced a lot of transitions. What would you say is the unconventional truth about leadership in times of change and transition?   Ashley Rudolph ** 44:20 Yeah, yeah. So I think the thing that I see the most is that in times of transition, especially if it's a transition that maybe you have no control over, right? You're not choosing to leave your job, for example, the the inclination is to over control, right, and try to assert control over the situation in any way that you can, and in more cases than not, that backfires to some degree. So the thing that I try to focus on with my clients is getting to a point where you accept the fact that what is happening is happening. I'm kind of like my layoff, right? I didn't fight the decision or try to change the decision. I just had to accept it for what it was. And then the thing that we focus on is now that we know the thing is happening, whatever the transition or change is, it doesn't have to be as extreme as a layoff, but now that we know that it's happening, what can you control and what can you focus on? And that's what we need to spend our time on. And it can be anything, you know, sometimes people are put on performance improvement plan, and you kind of just if, if this is a situation where you're like, Oh yeah, I could see where this came from, and I wish that I was not in this situation. Okay, well, you kind of have to accept that you are, and what can you do about it now, it's really, yeah,   Speaker 1 ** 45:58 what's the hardest lesson you've learned about leadership and being a leader, not just being an executive, but coaching people.   Ashley Rudolph ** 46:10 Yeah, and I get this all the time as a coach too. It's it's in me, but the lesson that I've learned is I don't have to know everything. That's   Michael Hingson ** 46:21 a hard lesson. To learn, isn't   Ashley Rudolph ** 46:25 it? It is, especially when you feel like as a leader, like people are relying on you, or you think they are, they're relying on you to know the answers or to know what to do next, or as a coach, they're relying on you to ask the right questions or to guide them in the right direction, right? And sometimes you just don't know, and that's okay, and it's also okay to say that. And I was just going to say that, yeah, yeah, exactly, exactly. It took me a long time to get comfortable with that, but now, now I am more comfortable with it, for sure. Do you feel like you struggled with that too? Or Yeah?   Speaker 1 ** 47:06 Well, I have, but I was blessed early on, when I was a student teacher in getting my secondary teaching credential, I was a student teacher in an algebra one class in high school, and one of the students came in one day, and he asked a question in the course of the day, and it should have been a question I knew the answer to, but I didn't. But when I when I realized I didn't, I also, and I guess this is my makeup, thought to myself, but I can't blow smoke about it, so I just said, you know, I don't know the answer, but I'm going to look it up and I will bring you the answer tomorrow. Is that okay? And he said, Yeah. And my master teacher after class cornered me, and he said, That was absolutely the best thing you could do, because if you try to psych out these kids and fake them out, they're going to see through you, and you're never going to get their trust. Yeah, and of course, he was absolutely right. So I did the right thing, but I also learned the value of doing the right thing. And Mr. Redman, my master teacher, certainly put it in perspective. And I think that's so important. We don't have to necessarily have all the right answers. And even if we do have the right answer, the question is, Is it our job to just say the right answer or try to guide people to get to the right answer?   Ashley Rudolph ** 48:41 Yeah, yeah, exactly. That's another leadership lesson, right? It's and it's so much more powerful when people do get to the answers themselves, yeah. And I think that kind of helps with them being less dependent on coming to you for the answers moving forward, right? If they're able to go on that path of discovery   Speaker 1 ** 49:04 well, and if they are able to do that and you encouraged it, they're going to sense it, and when they get the right answer, they're going to be as high as a kite, and they're going to come and tell you that they did it. So, yeah,   Ashley Rudolph ** 49:15 exactly. Yeah, yeah. What a good feeling.   Speaker 1 ** 49:19 Yeah, it is, what do you do? Or what are your thoughts about somebody who just comes to you and says, I'm stuck?   Ashley Rudolph ** 49:27 Ooh, that happens all the time. Michael, it happens all the time. And I'll tell you, there's two things. So if someone says I'm stuck, they either don't have the confidence to pursue the thing that they know they want to do, but they're just saying they're stuck, which is it is being stuck, right? If you can't take action, then you're stuck. But sometimes they frame that as I don't know where what I want to do or where I want to go, and then I ask. Couple of questions, and it's like, oh, well, you actually do know what you want to do and where you want to go. You just don't have the confidence yet to pursue that path. So part of the time, it's a confidence issue, or the other time, the thing that they're grappling with, or the other cases, what they're grappling with is, I haven't connected with like my values or the things that motivate me or my strengths even right? So maybe they're the ambitious person who was compelled to just chase the next level and the next level and the next level, but now they're asking, Is this really important to me, or do I really want this? As I spoke to another coach, and she ended up leaving what she thought was a dream job at Google, because every day she was kind of like, I still want to be here, and it wasn't her dream job, and she left to become a coach. So it's either one of those two things, most times, for the clients that I work with, and I ask a lot of questions, so I get to the answers, or I help them get to the answers by asking them the right questions. Yeah,   Speaker 1 ** 51:14 and that's the issue. And sometimes you may not know the right question right off the bat, but by the same token, you can search for it by asking other questions.   Ashley Rudolph ** 51:23 Exactly, exactly, exactly, yeah, yeah, that's it.   Speaker 1 ** 51:27 So what is, what is a transformation of a client that you experienced and kind of what really shifted, that changed everything to them, something that just really gave you chills, and was an AHA kind of thing. Yeah,   Ashley Rudolph ** 51:44 there are. There's so many one, okay, so one that I want to share is and basically the client went from, this isn't the job for me. I don't like the role I'm in. I don't think I can be successful, and I don't think my work is valued here. And I would say, over the course of eight months, she went from that to getting one of few perfect performance reviews in the company like it's a company that doesn't give a perfect performance review, right? So, right, going from that and being like, I need to find a new job. I've got to get out to I am excelling at this job, and it wasn't just anyone that gave her the perfect performance review. It was one of the co founders of the company. So like, top person is saying, Yeah, this is great. You're doing amazing work. There is value, and I think you're incredible. So in that transformation, the thing that she had to connect to, or reconnect to, was her values and understanding what are the things that she enjoys about her work and what are the things that she really didn't enjoy, and understanding the why behind that, and then the other two things for her, or developing her confidence, which sounds very fluffy, because it's like, How do you help someone do that? And I help people do that by helping them feel really good about their work product. So with her, with her, what we ended up doing was focusing on helping her prepare for some presentations. Me giving her feedback on her decks, or her talking to me about how she wanted to prepare for a meeting and the points that she wanted to make, and me helping her, you know, craft really compelling talking points, and having that feedback loop with me of being like, Okay, here's how the meeting went, and this was the feedback I got, and also being like, Oh, wow, the meeting went really well. And like feeling her confidence build over time by helping her get better at her work, and gradually over time, it just built to that amazing end point for her. But that's that's a transformation for me that will always stick out, because I just remember that first meeting and me just being like, okay, you know this, this might end up being a journey where we help her find a role that is better suited for her. And, you know, just kind of thinking about that, and it just didn't end up being that at all.   Speaker 1 ** 54:35 Well, the other thing that, in one way or another, probably plays into some of that is the people her bosses, the people who she worked for, probably sensed that something was going on, yeah, and she had to be honest enough to to deal with that. But as she progressed, they had to sense the improvement, and that. Had to help a lot.   Ashley Rudolph ** 55:01 Yes, for sure. And I think maybe there is confusion from her boss and in him thinking that she was ready to take on the work that he knew that she could take on, but she didn't quite feel ready yet. Yeah, so there was something she had to sort through, and she finally, not finally, that wasn't a lot of time at all, but she got there, and yeah, yeah.   Speaker 1 ** 55:26 And I'll bet they were better. I'll bet they were better communicators with each other by the time it was all said and done, too   Ashley Rudolph ** 55:31 Exactly, yes, yeah, yeah. They developed a shorthand, you know? And, yeah, yep.   Speaker 1 ** 55:39 So there are a lot of leaders who look great on paper, but when it really comes down to it, they just aren't really doing all that they ought to be doing. They feel restless or whatever. What's the real reason that they need to deal with to find momentum and move forward?   Ashley Rudolph ** 55:58 Yeah, so I'm going to take a I'm going to take a different approach to answering this question. And because of the people that I work with, again, they're high achievers. Yeah, right. And sometimes I see that what happens is maybe people have described them as restless, or people have said, Why aren't you happy? You have this amazing career, you should be happy. And I think, like that projection, they end up taking that on and feeling guilty about the fact that they want more. But at the core of it, when I talk to them or get to the level of, you know, Hey, what is happening here? What's causing this sense of restlessness? Surprisingly, the answer is, yeah, I have this great job or this great title, but I feel like I could be doing so much more. So it's an impact. It's an impact thing that is driving the people that I work with. So what we end up doing is trying to figure out, to some degree, like I have no control over what happens at work, so I don't want to pretend that I do, but if it is an impact question, then what we get to the core of is, okay, well, how do you increase your impact? And that's what I work with them on?   Speaker 1 ** 57:24 Well, here's a question. So I have been in sales for a long time, and of course, as far as I'm concerned, I still am being a public speaker. I sell more life and philosophy than anything else. But one thing a lot of people face is rejection. A lot that was redundant, but a lot of people face rejection. How do you get people to understand that rejection isn't a bad thing, and that it actually is a sign of success more often than not? And I agree with it. And you had given me this question, I think it's a great question and relevant to answer.   Ashley Rudolph ** 57:58 Yeah, so I just try to flip the thinking. So I make it less about the person rejecting you, or you receiving a rejection. And to me, if you get rejected, it's a signal that you try, and that's what we focus on, right? So if you're not getting rejected and you're in the same place that you were, it's probably an indication that you're not trying, or you're not taking big enough swings, or you're not pushing yourself. So, yeah, I just try to help my clients. You know, think about the fact that, hey, you got rejected because you tried and you put yourself out there, and that's great. And then the other thing I like to think about with rejection is really just like rejection is someone placing a bet, and if you know about bets, you know that they're not 100% right, and sometimes the person just decided they weren't going to place their bet on you. And it's not that you're not capable, or it's not that it wasn't a great idea, maybe it wasn't the right time, maybe whatever, you don't know what the why is, but it's just a bet, and someone could take a different bet, and it can be on you, or you can bet on yourself even, right? So once you start to think about rejection as just the choice that someone made on a day, and that person isn't all people, and they're certainly not representative of, you know, the person who could decide to take a chance on you and your idea or your initiative, then I think the rejection stings a lot less.   Speaker 1 ** 59:31 Yeah, one of the expressions I've heard regularly is the selling really begins. And I and I think whether it's selling a product or whatever you're doing, but the selling really begins when the objections begin or the rejection. Yeah, and I think there's, there's so much truth to that one of the things, one of the things that I used to do when I was selling products, is I would play a game with myself. Is this person. Going to give me a new objection or a new reason for rejection that I haven't heard before, and I always loved it when somebody came up with something that truly I hadn't heard before, and that was absolutely relevant to bring up, because then it's my job to go off and deal with that, but it was fun to put my own mindset in that sort of framework, because it's all about it's it's not me, unless I really am screwing up, it's other things. And no matter whether it's me screwing up or not, it's my job to figure out how to deal with whatever the other person has on their mind. Yeah, and when the new things come up, those are so much fun to deal with. And I even praised people, you know, I've never heard that one before. That's really good. Let's talk about it.   Ashley Rudolph ** 1:00:50 So great, yeah, yeah. They were probably like, oh, okay, wow. Well, yeah, let's talk about it, yeah.   Speaker 1 ** 1:01:00 But I didn't show fear, and didn't need to, because I I went into a learning mode. I want to learn what's on their mind and what's going on,   Ashley Rudolph ** 1:01:09 yeah, and that's what it's about. It's about understanding what's important to the other person, or understanding their concerns. And I think if you come at it like you did, from a place of really wanting to understand them and find common ground, then sometimes you can even shift the rejection right often.   Speaker 1 ** 1:01:27 If you do it right often you can. Yeah, you can. You can reverse it, because most rejections and objections are really based on perception and not necessarily reality   Ashley Rudolph ** 1:01:41 at all? Yes, exactly yes, yes, which is   Speaker 1 ** 1:01:45 important? Well, if you could go back and talk to a younger version of yourself, what moment would you choose and who? What would you say that they should learn? Oh,   Ashley Rudolph ** 1:01:54 this is so this is such a   Speaker 1 ** 1:01:57 great fun question. Yeah,   Ashley Rudolph ** 1:02:03 if I could go back, I would probably tell myself that you you don't necessarily have to run away to find the things that you're looking for in your career, right? And I think in life too. Sometimes you think, Oh, I just have to move to a different city, or I just have to buy a new outfit, or I just have to, I have to, I have to, I have to change this thing. And sometimes you just don't have to. Sometimes you can have a conversation about thing that you want or the thing that you're not getting. So if this is a boss right, talking about the thing that you want or that you're not getting, and coming up with a solution together, and I think for quite some time, I was too afraid to do that, and if I wasn't getting what I needed or what I wanted, I just thought the best thing to do was to find it elsewhere, and I would just go back and tell myself to ask for what I wanted first, and then get the information and then leave if I had to. But leaving doesn't have to be the default.   Speaker 1 ** 1:03:21 Yeah. Cool. Well, Ashley, this has been a lot of fun. We've been doing this an hour. Can you believe   Ashley Rudolph ** 1:03:29 it? We have, we have the time flew by. Fun. Yeah, I could have kept going.   Michael Hingson ** 1:03:36 Well, then we'll just have to do another one. Yeah,   Ashley Rudolph ** 1:03:39 we do. It, I will always come back. You are amazing. Michael,   Speaker 1 ** 1:03:43 well, this has been fun, and maybe one of the things that you could do to help spread the word about what you do and so on is do your own podcast.   Ashley Rudolph ** 1:03:50 Yes, something else to think about, yeah, yeah, that's a great idea. And then if I do then I will invite you on there. I'd   Speaker 1 ** 1:04:00 love it, I'll come absolutely well. I want to thank you again, and I want to thank all of you for listening and watching today. This has been very enjoyable and a lot of fun, and I appreciate you taking the time to be with us. I'd love to hear your thoughts. Please feel free to email me at Michael H i@accessibe.com so accessibi is spelled A, C, C, E, S, S i, B, E, so Michael M, I C H, A, E, L, H i@accessibe.com or go to our podcast page, www, dot Michael hingson.com/podcast and Michael hingson is m, I C H, A, E, L, H, I N, G, s o n.com/podcast, love to hear from you, and certainly I hope that whenever you're listening or watching, give us a five star rating. We value your reviews, and we really want to know that we're doing good by you, so please give us good reviews, and if you have thoughts or things that you want us to know about, don't hesitate to reach out. It. And for all of you, and Ashley, including you, if you know of other people who ought to be guests on our podcast, it's so much fun to meet more people from those who have been on before. But for anyone, if you know someone who ought to be a guest, please let me know. Reach out, and we will honor your interest and we will bring them on, because I think everyone has, as I told Ashley earlier, stories to tell. So hope that you will do that and that we'll get to see you on our next episode. And again, Ashley, I just want to thank you for being here. This has been so much fun. All   Ashley Rudolph ** 1:05:37 right, thank you, Michael.   **Michael Hingson ** 1:05:42 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

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On this episode of the Protector Culture Podcast, Jimmy and BK dive into the new laws being passed in Colorado—and why now is the time to take a stand. Our children's future and our foundational beliefs are under pressure like never before.   Jimmy and BK break down what these changes mean, why it matters, and how we, as protectors, must rise up with conviction and courage.

Cole Weitzel is a Sheriffs Deputy here in Western North Carolina. He is an SRT, Special Response Team, member, a K9 Officer, and now most recently, a Detective for his Agency, Alexander Co Sheriffs Office. Cole is epitome of what we need as an LEO in this country. Professional, highly skilled, humble, and empathetic. This is Part 1 of this conversation and we'll be recording the second part in the next day or so!  You can find the website for this show here https://www.thedistinguishedsavage.com You can find my sponsor RallyPoint ST here https://rallypointst.com You can find my sponsor Absolute Security and Lock here http://absolutesecurityandlock.com The views, information, and opinions expressed in this podcast are solely those of the host and guest speakers and do not necessarily represent those of any associated organizations, employers, or sponsors. The opinions and views shared do not reflect the positions of our sponsors or their affiliated companies. This podcast is for entertainment and informational purposes only and should not be considered professional advice in any field including but not limited to legal, medical, financial, or technical matters. All content is provided "as is" without warranties of any kind. We make reasonable efforts to ensure accuracy but cannot guarantee that all information presented is correct, complete, or up-to-date. Listeners should verify any critical information independently. Guest opinions belong to them alone. Our interviews with various individuals do not constitute endorsement of their views, products, or services. By listening to this podcast, you agree that we are not responsible for any decisions you make based on the information provided. Please consult with qualified professionals before making important decisions related to your health, finances, or legal matters. This podcast may contain explicit language or mature themes. Listener discretion is advised. © 2025 The Distinguished Savage, Savage Concepts LLC

Today's episode is part of a special series were doing to focus on the cutting-edge fluid power technologies and customer solutions on display at the 2025 iVT EXPO.   iVT EXPO is an annual exposition for the off high vehicle design and engineering community, with exhibits that are highly focused on a number of key technologies, including new powertrains, electric and hybrid systems, control systems, sensors, and autonomous technologies. Hydraulics serve as a key enabling technology for these vehicles and many of these systems, iVT EXPO offers an ideal platform for growth and expansion of hydraulics, both in its affiliated education program and on its show floor.   Today's guest is Al Rebholz, Regional Sales Manager at J.R. Merritt Controls. J.R. Merritt is a member of NFPA's Controls, IoT, and Data section, specializing in industrial controls and human interface solutions that enhance machine operator productivity, comfort, and safety. We've invited Al to our forum today to discuss the applications J.R. Merritt will be showcasing at their iVT EXPO exhibit. Connect with the host, Eric Lanke, at elanke@nfpa.com or on LinkedIn at the National Fluid Power Assocation.  Connect with Al: arebholz@jrmerritt.com. 

He's doing what with AI? Beach Umbrella Safety in the Spotlight After Lifeguard Impaled. Operator, employee of Bellflower company are charged in $1 million crypto investment scheme. John Robbins, Author of ‘Diet for a New America,' Dies at 77.

So Chris this week, we're doing a musical!----Join Simtheory: https://simtheory.ai/----Songs in the musical:"So Chris This Week""What Will My Daily Driver Be""How Do You Choose a Model for Patricia?""It's Hard Being Me""I Dreamed a Dream of AGI""Driving Home To You"----All music produced using Simtheory with Suno 4.5. Thanks for listening!

Send us a textWelcome to Guess the Year! This is an interactive, competitive podcast series where you will be able to play along and compete against your fellow listeners. Here is how the scoring works:10 points: Get the year dead on!7 points: 1-2 years off4 points: 3-5 years off1 point: 6-10 years offGuesses can be emailed to drandrewmay@gmail.com or texted using the link at the top of the show notes (please leave your name).I will read your scores out before the next episode, along with the scores of your fellow listeners! Please email your guesses to Andrew no later than 12pm EST on the day the next episode posts if you want them read out on the episode (e.g., if an episode releases on Monday, then I need your guesses by 12pm EST on Wednesday; if an episode releases on Friday, then I need your guesses by 12 pm EST on Monday). Note: If you don't get your scores in on time, they will still be added to the overall scores I am keeping. So they will count for the final scores - in other words, you can catch up if you get behind, you just won't have your scores read out on the released episode. All I need is your guesses (e.g., Song 1 - 19xx, Song 2 - 20xx, Song 3 - 19xx, etc.). Please be honest with your guesses! Best of luck!!The answers to today's ten songs can be found below. If you are playing along, don't scroll down until you have made your guesses. .....Have you made your guesses yet? If so, you can scroll down and look at the answers......Okay, answers coming. Don't peek if you haven't made your guesses yet!.....Intro song: Intergalactic by Beastie Boys (1998)Song 1: Waiting Room by Fugazi (1989)Song 2: Can't Help Falling In Love by Elvis Presley (1961)Song 3: Operator by The Rubinoos (1979)Song 4: You Gots to Chill by EPMD (1988)Song 5: Levon by Elton John (1971)Song 6: Live Learn by The California Honeydrops (2018)Song 7: Summer Babe (Winter Version) by Pavement (1992)Song 8: Our Secret by Beat Happening (1984/1985)Song 9: Miss Gradenko by The Police (1983)Song 10: You Make Me Shake by Moving Sidewalks (1969)

Want to buy a small business using smart deal structures like earnouts, seller financing, and low-risk offers? In this episode of Jackquisitions, host Jack Carr sits down with Chris Barr, a first-time buyer navigating the ups and downs of business acquisitions—from walking away from bad fits to crafting a $900K cash-plus-earnout offer for a pressure washing company.Learn how Chris is sourcing off-market deals, avoiding shady broker tactics, and building a personal brand that attracts sellers. You'll get a behind-the-scenes look at how new acquirers can finance service businesses, evaluate seller terms, and structure deals that actually close. If you're buying a business or scaling through acquisition, this episode is packed with actionable insight.⚡ What you'll learnWhy Chris walked away from an art-framing shop that didn't fit his criteriaHow a pool-route deal fell through—and the red flags you should watch for with brokersThe numbers behind a $900 K cash-at-close + earnout offer for a thriving pressure-washing businessProven frameworks for earnouts, seller notes, and revenue-share agreements that reduce risk and align incentivesTips for building a credible personal brand (see his Quick Staffers journey) to source off-market dealsStep-by-step due-diligence tactics, valuation shortcuts, and negotiation language you can use todayWhen to pivot, when to persist, and how to decide if a deal really moves the needleWhether you're a first-time buyer, an operator expanding a portfolio, or a service-business owner curious about exits, this conversation is packed with actionable M&A strategy, deal structuring hacks, and outreach scripts that close.

CREEPYPASTA STORY►by goose.jpg:   / posts  Creepypastas are the campfire tales of the internet. Horror stories spread through Reddit r/nosleep, forums and blogs, rather than word of mouth. Whether you believe these scary stories to be true or not is left to your own discretion and imagination. LISTEN TO CREEPYPASTAS ON THE GO-SPOTIFY► https://open.spotify.com/show/7l0iRPd...iTUNES► https://podcasts.apple.com/gb/podcast...SUGGESTED CREEPYPASTA PLAYLISTS-►"Good Places to Start"-    • "I wasn't careful enough on the deep web" ...  ►"Personal Favourites"-    • "I sold my soul for a used dishwasher, and...  ►"Written by me"-    • "I've been Blind my Whole Life" Creepypasta  ►"Long Stories"-    • Long Stories  FOLLOW ME ON-►Twitter:   / creeps_mcpasta  ►Instagram:   / creepsmcpasta  ►Twitch:   / creepsmcpasta  ►Facebook:   / creepsmcpasta  CREEPYPASTA MUSIC/ SFX- ►http://bit.ly/Audionic ♪►http://bit.ly/Myuusic ♪►http://bit.ly/incompt ♪►http://bit.ly/EpidemicM ♪This creepypasta is for entertainment purposes only

What marketing strategies are actually working in 2025? Karla Singson shares standout tactics from a DC Mexico meetup she hosted, where 6- and 7-figure founders revealed how they're landing clients organically through Facebook groups, trade show podcast hacks, and thoughtful LinkedIn comments (no ad spend required). We also dive into Karla's own playbook: how she's built multiple businesses around authenticity, reputation, and smart delegation. She shares tips for handling sales calls, choosing offers that sell themselves, and why relationships (not reach) are her #1 growth lever. LINKS: Karla's Facebook (https://www.facebook.com/karla.singson) Karla's Instagram (https://www.instagram.com/karlastefan/) Karla's Business (https://proximityoutsourcing.com/) Dennis Yu's “Dollar a Day” Strategy (https://dennisyu.com/category/dollar-a-day/) Connect with generous global entrepreneurs (https://dynamitecircle.com/) Founders getting together in Bangkok this October for DCBKK 2025 (https://docs.google.com/document/d/1GFaF1Vj7I7H0f5BmGYuyoaGuEdMCo-3CkBnVDuaSwrI/edit?usp=sharing) Read Dan's book “Before the Exit” (https://www.amazon.com/Before-Exit-Thought-Experiments-Entrepreneurs-ebook/dp/B07BN2KD1J) Share your story/sponsor the pod (https://forms.gle/gKZFuwReHSvg8LD48) CHAPTERS: (00:00:13) Intro: Affordable Marketing for Scrappy Founders (00:01:29) Karla's Business Portfolio: From Flowers to Facebook Funnels (00:05:00) Why Founders Struggle to Delegate (00:10:17) 3 Low-Cost, High-Impact Client Acquisition Channels (00:12:59) Organic Facebook Marketing Still Works (Here's Why) (00:15:34) The 400% Revenue Trade Show Hack (00:18:29) How to Capture Leads by Commenting on LinkedIn (00:21:17) Why Most Founders Are Hesitant to Run Ads (00:22:50) The Rise of Hyper-Authenticity (00:26:30) Why In-Person Still Matters (But Not for the Reason You Think) (00:27:25) The '10 Industry Friends' Strategy for Rapid Growth (00:34:41) Why Karla Keeps a Business Portfolio (Not Just One Focus) (00:36:30) The “Duh” Test for Business Ideas (00:38:46) Sales Calls: What Actually Works in 2025 (00:38:54) Building Rapport That Converts (No Cringe Small Talk) (00:41:23) Refunds, Guarantees, and the Power of Reputation (00:42:11) Lessons from a Business Partnership Gone Wrong (00:45:31) Why Golf Is the Best Business School (00:48:05) Playa del Carmen as a Business Base: Pros and Cons (00:52:37) Karla's Love Letter to DCBKK 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: Marketing to High-Dollar Clients (https://tropicalmba.com/episodes/marketing-to-high-dollar-clients) $1.5 Million from LinkedIn: Strategies for Building Influence and Consistent Revenue (https://tropicalmba.com/episodes/million-from-linkedin) Niche B2B Content = Big Revenue on YouTube (https://tropicalmba.com/episodes/b2b-content-youtube) 50/50 Partnerships: Saying the Quiet Part Out Loud (https://tropicalmba.com/episodes/50-50-partnerships)

I am excited to introduce Owner/Operator Brandon Sosebee! Brandon is the Owner/Operator of Chick-fil-A College Hall of Fame in Atlanta, GA. After a successful Leadership Development Program completion, Brandon started his Operator journey in September 2024. Brandon was nominated by you, our fans, and so it is even more sweet to introduce him to our listeners! You won't want to miss his ideas on talent and recruiting, and being patient in the process. Learn more about Cooper Connect, here: www.CooperConnect.co  Cooper Connect is an independent entity and is not affiliated with, associated with, authorized by, or endorsed by Chick-fil-A, Inc. or its subsidiaries and affiliates. The name Chick-fil-A, Inc., along with its related names, trademarks, logos, and images, are the registered property of their respective owner. For official information about Chick-fil-A, Inc., please visit their website at https://chick-fil-a.com.

In this episode, Charlie Talbot shares how two decades in brand leadership and operations paved the way for his success as a multi-time CFO and now Executive Partner at Shore Capital. He reflects on scaling companies like Potbelly, Athletico, and Tend, building strong CEO partnerships, and learning to lead with both numbers and empathy. Charlie discusses the value of culture, the mindset shift from reporting to forecasting, and why joining Shore was a natural next step to give back, share hard-earned lessons, and help leaders navigate their journeys.Key Takeaways:CFOs who understand how a business truly operates are better prepared to lead with impact across the organizationSustainable growth is built on a foundation of strong culture and authentic, relationship-driven leadershipNew CFOs earn trust by developing curiosity, building relationships, and learning every function of the businessThe strongest CFOs become strategic partners to their CEOs by fostering trust, clarifying roles, and aligning on executionChapters:00:00 Introduction03:46 A Surprising Start06:39 Becoming a CFO12:15 Advice from a CFO20:54 Why Shore?Listen to our podcasts at:https://www.shorecp.university/podcastsYou'll also find other Microcap Moments episodes, alongside our series Everyday Heroes and Bigger. Stronger. Faster., highlighting the people and stories that make the microcap space unique.Other ways to connect:Blog: https://www.shorecp.university/blogShore Capital University: https://www.shorecp.university/Shore Capital Partners: https://www.shorecp.com/LinkedIn: https://www.linkedin.com/company/shore-universityThis podcast is the property of Shore Capital Partners LLC. None of the content herein is investment advice, an offer of investment advisory services, or a recommendation or offer relating to any security. See the “Terms of Use” page on the Shore Capital website for other important information.

We get to sit down with a friend of the pod, Drake Pledger, and speak with him at length about his love of American History as well as his successful and growing YouTube channel "Flintlock Operator"!Go check out his content: Flintlock Operator YT@TheFlintlockOperator on InstagramEmail Us: Info@Amateurhourpod.comSocials: @Amateur_PodBuy some MERCH

Today's Topics:1. Semiauto 300 BLK is here! Sound Signature Review 6.191 – Combat Application Technologies CAT/RAT on the 6.75-in SIG SAUER MCX AR-18 consumer retail LVAW analog in all three of its modular configurations (COVERT, FLOW, and Base). This is the technical talk for the report published last week. a. Technical Intro (00:07:24)b. SIG MCX technical performance factors (00:10:33)c. CAT RAT COVERT performance (00:42:38)d. CAT RAT FLOW performance (01:01:51)e. CAT RAT Base performance (01:09:29)2. Sound Signature Review 6.192 – Engaged Industries Operator 5.56 on the MK18. Smaller diameter silencers making a comeback? Potentially. Weight savings can be real – does this silencer bring competitive performance to a crowded market? Introductory discussion for this technical report published with today's episode. (01:21:28)Sponsored by - Silencer Shop, Top Gun Range Houston, Legion Athletics, Capitol Armory, and the PEW Science Laboratory!Legion Athletics: use code pewscience for BOGO off your entire first order and 20% cash back always!Magpul: Use code PSTEN to receive $10 off your order of $100 or more at Magpul

What got you here won't get you there, and holding onto your old identity may be the reason you're feeling stuck.Learn how to make the transition from owner-operator to CEO by aligning your identity, behaviors, and responsibilities with the business you're building. You'll get clear on what belongs on your scorecard, how to measure success with KPIs, and what it means to truly lead. Whether you're scaling to your next level or reclaiming time and energy, this is the mindset and operational structure that makes it possible.In this episode you will:Understand the mindset and behavior shift needed to fully become the CEOLearn how identity drives behavior, and how both are tied to your growth ceilingDiscover the role of scorecards, KPIs, and clear job descriptions in scaling leadershipExplore the “four rights” framework for hiring and retaining the right teamClarify whether your challenge is a who issue or a how issue—and what to do nextSee how creating optionality in your role builds freedom, energy, and long-term successEpisode Highlights1:38 — Why so many chiropractors struggle to answer, “What do I do when I become the CEO?”4:04 — The shift from laborer to leader requires both identity and behavioral changes.6:35 — How clarity through scorecards and KPIs helps scale with purpose and focus.7:15 — Why moving rocks isn't your value anymore—leading teams is.9:01 — Understanding the law of ones and threes to prepare for each level of growth.9:38 — The true job of the CEO: operationalize, professionalize, and optimize the business.12:40 — To scale, ask: is this a “who” issue or a “how” issue?13:32 — Use the Four Rights framework to hire the right person in the right role.14:45 — Clarify the right work and align it with scorecards, KPIs, and job descriptions.17:23 — Letting go of your old identity is key to stepping fully into your CEO role.20:13 — Optionality means you get to choose how to spend your time as CEO.22:46 — Revisit operationalizing, professionalizing, and optimizing—like fitness, it never stops.23:18 — Diagnose if your business issue is a person, process, proficiency, priority, or project.24:23 - Dr. Malcom is joined by Success partner, Dr. David Fletcher, from CLA Wealth. Discover how CLA's advanced scanning technology helps chiropractic practices attract new patients, boost conversions, and improve retention. By making nervous system health visible and measurable, CLA gives practices powerful tools to communicate progress, set goals, and build long-term patient relationships. Resources MentionedRegister Now for the TRP Conversion & Retention Immersion - June 27 & 28, 2025 in Sydney, AUS - https://theremarkablepractice.com/upcoming-events/  To learn more about the REM CEO Program, please visit:  http://www.theremarkablepractice.com/rem-ceoFor more information about CLA Wealth please visit: https://insightcla.comSchedule a Brainstorming call with Dr. PeteFollow Dr Stephen on Instagram: https://qr.me-qr.com/l/riDHVjqt  Follow Dr Pete on Instagram: https://qr.me-qr.com/I1nC7Hgg  Prefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1To listen to more episodes visit https://theremarkablepractice.com/podcast/ or follow on your favorite podcast app.

In this episode of Couchonomics with Arjun, we sit down with Tim Levene, CEO of Augmentum Fintech, the UK's only publicly listed fintech venture capital firm.From going public to backing infrastructure instead of hype, Tim shares what permanent capital allows that traditional VC structures don't and why he believes the next decade of fintech will be won with discipline, not just disruption.What we cover:

In this episode, MAJ Jim Maicke and SFC Clayton Coash sit down with two newly minted PSYOP Soldiers. We learn about their backgrounds, experiences in selection and the qualification course and what it takes to be a PSYOP Operator!

John Maytham is joined now by Azzarrah Karrim, investigative journalist at amaBhungane, to unpack Paul Mashatile’s family being tied to Presenter John Maytham is an actor and author-turned-talk radio veteran and seasoned journalist. His show serves a round-up of local and international news coupled with the latest in business, sport, traffic and weather. The host’s eclectic interests mean the program often surprises the audience with intriguing book reviews and inspiring interviews profiling artists. A daily highlight is Rapid Fire, just after 5:30pm. CapeTalk fans call in, to stump the presenter with their general knowledge questions. Another firm favourite is the humorous Thursday crossing with award-winning journalist Rebecca Davis, called “Plan B”. Thank you for listening to a podcast from Afternoon Drive with John Maytham Listen live on Primedia+ weekdays from 15:00 and 18:00 (SA Time) to Afternoon Drive with John Maytham broadcast on CapeTalk https://buff.ly/NnFM3Nk For more from the show go to https://buff.ly/BSFy4Cn or find all the catch-up podcasts here https://buff.ly/n8nWt4x Subscribe to the CapeTalk Daily and Weekly Newsletters https://buff.ly/sbvVZD5 Follow us on social media: CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567See omnystudio.com/listener for privacy information.

Welcome back a returning guest-someone who's made a huge impact in the passive investing world and continues to be aleading voice in the space, Jim Pfeifer. Jim, co-host of the Passive Pockets Podcast and when we last spoke a little over a year ago, he shared his journey transitioning from an active realestate investor to a full-time passive investor. Since then, he's been busy growing his community, Left Field Investors, which recently merged with Bigger Pockets to create what is now Passive Pockets—a thriving network designed to empower limited partners through connection, education, and access to high-quality deals. We're catching up on everything Jim's been working on and what's new in his world! Connect with Jim: https://www.linkedin.com/in/jimpfeifer, https://passivepockets.com/podcast/  Highlights: 3:08 - Why Jim Left Wall Street for Passive Investing 6:00 - How Left Field Investors Was Born 9:22 - The Difference Between Being “Passive” and Being “Hands-Off” 14:45 - Why the Operator is More Important than the Deal 21:30 - Market Cycles and Opportunity Timing 28:05 - Advice for New Passive Investors   Quote: “True wealth is freedom over your time—not just returns on your money.”   Recommended Resources: Accredited Investors, you're invited to Join the Cashflow Investor Club to learn how you can partner with Kevin Bupp on current and upcoming opportunities to create passive cash flow and build wealth. Join the Club! If you're a high net worth investor with capital to deploy in the next 12 months and you want to build passive income and wealth with a trusted partner, go to InvestWithKB.com for opportunities to invest in real estate projects alongside Kevin and his team.  Looking for the ultimate guide to passive investing? Grab a copy of my latest book, The Cash Flow Investor at KevinBupp.com.  Tap into a wealth of free information on Commercial Real Estate Investing by listening to past podcast episodes at KevinBupp.com/Podcast.

John Catsimatidis, owner & operator of Red Apple Media, joins Sid live in-studio to talk about the potential for Iran to close the Strait of Hormuz and its global impact on oil prices, following President Trump's airstrike of Iran's nuclear facilities over the weekend. Sid and John discuss the political tensions between the U.S., China, and Russia following Saturday's airstrike, before the conversation shifts to local politics, with insights on the upcoming mayoral race in New York City, endorsements for candidates, and the critical role of federal support in maintaining city security. Learn more about your ad choices. Visit megaphone.fm/adchoices

Tyler Grey, star of Seal Team, a former Delta Force Operator, and the author of Forged in Chaos: A Warrior's Origin Story. Ex-Delta Force Operator Reacts: U.S. ‘Obliterated' Iran's Nuclear Sites

Too many marketing and comms leaders are stuck proving their worth with outputs: Flashy dashboards Sexy slide decksThe call for ‘making it pretty' In this episode, Elliott Bundy and Becca Chambers lay out a better path: lead like an operator.We unpack what it means to own the business narrative, treat trust as a metric, and stop asking for a seat at the table—because you're already in the room.Whether you're a CMO, CCO, or somewhere in between, this is a playbook for turning influence into impact.With a special intro conversation with Dan Simon, Chairman of Vested PR, and CEO of Qwoted. 

Episode Summary: Running a law firm shouldn't mean sacrificing your time, your profit, or your peace of mind. In this solo episode, I break down the Law Firm Freedom Audit—a proven diagnostic tool designed to help law firm owners identify exactly where their practice is leaking time, profit, or control. Whether you're deep in the trenches or already on your growth path, this episode will help you uncover hidden inefficiencies and give you a clear roadmap toward building a scalable, sustainable firm. Key Segment: Understanding My Freedom & Profit Score When I took the Law Firm Freedom Audit, I realised the number I got wasn't just a score—it was a mirror. It reflected how sustainable, profitable, and scalable my law firm really was. Here's what I learned about what each score range means: 110–140: The Scalable Zone I've built something solid. The systems are working, the team is in sync, and best of all—my business doesn't depend solely on me anymore. There's freedom here, and it feels good. Next move: Now's the time to scale with intention. The foundation is set—it's time to go bigger, smarter. 85–109: A Solid Start, But Still a Bit Scrappy Things are moving in the right direction, but I can feel where the cracks are. A bit of stress creeps in, and profits don't quite match the effort I'm putting in. It's frustrating, but fixable. Next move: I need to step back, identify what's slowing me down—whether it's clunky systems, role confusion, or missed opportunities—and start tightening things up. 60–84: I'm the Operator, and It's Wearing Me Down Let's be honest—if I take a break, everything pauses. I'm juggling too much, and it's exhausting. The business works, but only because I'm pushing hard behind the scenes. Next move: This is my sign to stop doing it all myself. I need to delegate, build systems, and make the shift from being the operator to becoming the owner. Below 60: This Is My Wake-Up Call If I'm here, I already know things aren't working. I'm doing everything and burning out fast. Profits are thin, and there's no structure holding things together. Growth? It feels out of reach right now. Next move: I need to pause. Reassess. And rebuild—with purpose. This isn't failure—it's a signal that something needs to change, for me and for the future of my firm. Takeaways: Why staying in “operator mode” is holding your firm back from real growth How to score your firm's performance across 5 critical areas: Leadership & Time Management Systems & Processes Team & Delegation Financial Control & Profit Personal Wellbeing & Lifestyle What your Freedom & Profit Score means—and what to do next The link between system gaps and burnout (and how to fix both) How to take action immediately to shift from survival to strategy Resources & Links Mentioned: Download the FREE Law Firm Freedom Audit – Takes 10 minutes and reveals your biggest growth opportunities. Book a FREE 1:1 Strategy Session – Get expert insight on how to improve your score and scale smarter. Listen Now & Transform the Way You Run Your Firm If you're ready to lead like a CEO—not a case manager—and want a firm that runs without depending on you for every decision, this episode is your starting point. Tap below to listen on your preferred platform: Apple Podcasts: Listen on Apple Spotify: Listen on Spotify Love What You Heard? If this episode gave you clarity or inspiration, please: ✅ Subscribe so you never miss a strategy-packed episode✅ Share it with another law firm owner ready to scale✅ Leave a review—your feedback helps us reach and support more ambitious legal professionals

This week, we're serving up a sizzling episode with special guest Jerry Headrick, operator of the NEW Phil's Dream Pit Food Truck!We kick things off with a little dad talk, as Brian welcomes a brand-new baby boy to the world! Then it's straight into Jerry's flavorful journey from IT/Marketing beginnings, to slingin' smoked meats across East Tennessee. He shares what it's like running a food truck, how to track him down for your next meal, and why barbecue is way more than just food... Some would say he's just "selling happiness"!We also dish out details on our upcoming event: Piggy Banks & Pulled Pork Event, happening June 26th from 5–7PM at the AFI Advisors rooftop space. It's the perfect combo of financial insight and finger-lickin' good BBQ, created especially for realtors, homeowners, and investors.

Inside INdiana Business Radio for the afternoon of June 23, 2025. A historic site in the southeast Indiana town of Metamora is set to close, which came as a surprise to local leaders. Plus, the Ports of Indiana has named an operator for its grain export facility at the Burns Harbor port in northwest Indiana. Get the latest business news from throughout the state at InsideINdianaBusiness.com.

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Join Simtheory & Easily Switch Models: https://simtheory.aiDiscord community: https://thisdayinai.com---00:00 - Gemini 2.5 Family Launched with Gemini 2.5 Flash-Lite Preview10:01 - Did Gemini 2.5 Get Dumber? Experience with Models & Daily Drivers & Neural OS16:58 - The AI workspace as the gateway & MCPs as an async workflow37:23 - Oura Ring MCP to get Health Parameters into AI Doctor43:48 - Future agent/assistant interfaces & MCP protocol improvements58:16 - o3-pro honest thoughts1:05:45 - Is AI Making Us Stupider? Is AI Making Us Cognitively Bankrupt?1:13:11 - The decade of AI Agents, Not The Year?1:22:35 - Chris has no final thoughts1:25:26 - o3-pro dis track---Didn't get your hat, let us know: https://simtheory.ai/contact/Thanks for your support! See you next week.

From hating life on a Sydney construction site to building a $57K/month agency from Bali, Tom Richards—founder of PlumbElec Marketing—has lived the remote founder arc. In this episode, he shares how niching into plumbing and electrical businesses helped him scale fast, why Google Maps still dominates local SEO, and how he balances agency life with lifestyle design. You'll hear Tom's take on ChatGPT use cases, the best tools for founder efficiency, and whether he's ready to scale or keep things lean and profitable. Plus, Dan breaks down what might be the most reliable location-independent income roadmap in 2025. LINKS: Connect with Tom (https://www.linkedin.com/in/tom-richards-au/) Daily Huddle template (http://bit.ly/4ea6MOf) The 4-Hour Work Week by Tim Ferriss (https://fourhourworkweek.com/) Share your story/sponsor the pod (https://forms.gle/gKZFuwReHSvg8LD48) 22 free resources for founders (https://tropicalmba.com/resources) Connect with 1,000+ generous global entrepreneurs (https://dynamitecircle.com/) Read Dan's book “Before the Exit” (https://www.amazon.com/Before-Exit-Thought-Experiments-Entrepreneurs-ebook/dp/B07BN2KD1J) CHAPTERS: (00:02:18) From Plumber to Agency Founder (00:04:07) How Tom Built His First Client Base (00:04:58) $57K MRR and the Current Team (00:07:23) Why Tradespeople Are the Best Clients (00:09:51) Transitioning from Daily Huddles to Weekly Calls (00:12:14) The Real Numbers Behind Tom's Retainer Model (00:13:38) Hormozi's 1-1-1 Model in Real Life (00:18:50) Surviving the SEO Upheaval in 2025 (00:19:25) Why Google Maps is Still Gold for Local SEO (00:23:34) How to Use Case Studies to Supercharge Cold Outreach (00:25:59) Should You Scale Your Agency or Stay Lean? (00:31:31) The Most Reliable Remote Income Roadmap (00:35:31) What Agency Life is Really Like (00:39:28) Tom's Favorite ChatGPT and AI Tools (00:41:04) Bali vs Thailand: Which Is Better in 2025? 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: The Changing Landscape of SEO and the Influence Equation (https://tropicalmba.com/episodes/changing-landscape-seo) The Brutal Truth About Business Exits with Rob Walling (https://tropicalmba.com/episodes/brutal-truth-about-exits) 1,000 Customers from One Channel (https://tropicalmba.com/episodes/1000-customers-one-channel) The First 1,000 Days of Running an Agency (https://tropicalmba.com/episodes/1000-days-running-agency?rq=agency)

This episode is brought to you by ⁠⁠⁠⁠⁠⁠Boulay, the industry standard for Quality of Earnings, tax, and audit services, serving search fund entrepreneurs for 20+ years⁠⁠⁠⁠⁠⁠*This episode is brought to you by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Oberle Risk Strategies⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠: Insurance Broker and Insurance Due Diligence Provider for Search Funds and Other Small-to-Medium-Sized Businesses⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠  *  My guest today is Collin Hathaway, the Founder of Skylight Capital, a micro-cap private equity firm that invests primarily within the home services ecosystem.Collin got his start as an entrepreneur after acquiring a small plumbing company at the outset of the great financial crisis in 2008. Since then, he has acquired and operated several other home services companies operating within the plumbing, HVAC, and roofing verticals, to name just a few. In our conversation today, we cover how the home services market has evolved since he first entered it in 2008, his views on organic versus inorganic growth theses within home services, whether the market is too competitive today, what he's learned about the art (and science) of raising money, how he communicates bad news to investors, and what he learned from experiencing a heart attack at only 36 years old.

In this explosive Mike Drop episode, Mike Ritland sits down with Dale Comstock—former Delta Force operator. Dale rips the band-aid off America's foreign policy failures and reveals the raw, no-BS reality behind military operations that were supposed to “save” the world—but only made things worse. He shares brutal takes about leadership, mindset, survival, and the cost of war. Get ready for a hard-hitting conversation you won't forget Delta Force Operator Reveals Why the War in Iran Was Inevitable Subscribe to the Mike Drop Patreon Page to see Ad-Free Episodes Early + Bonus Content at https://www.patreon.com/mikedrop ---------- #sponsored Mando Control Body Odor ANYWHERE with @shop.mando and get 20% off + free shipping with promo code MIKEDROP at shopmando.com! #mandopod shopmando.com Beam Here's the deal: Beam is giving my listeners the ultimate patriot discount of UP TO 40% off. Try their best‑selling Dream Powder and get UP TO 40% off for a limited time. Go to shopbeam.com/MIKEDROP and use code MIKEDROP at checkout. TEAM DOG FOOD, TREATS & SUPPLEMENTS Be Your Dog's Hero: Veteran-owned by a former Navy SEAL and Special Operations K9 Trainer, Team Dog provides a complete diet of science-backed premium dog food, treats, and supplements to optimize your dog's health, forged from rigorous standards and real-world expertise. https://www.teamdog.shop TEAM DOG ONLINE TRAINING Mike Ritland – a former Navy SEAL & Special Operations K9 trainer – shares his simple and effective dog training program to build trust and control with your dog. Based on Mike's bestselling book “Team Dog, Train the Navy SEAL Way”, join tens of thousands of families that successfully trained their way to a better dog. https://www.teamdog.pet SHOP ALL THE MIKE RITLAND BRANDS Get all your Mike Ritland branded gear - Mike Drop | Trikos | Team Dog https://shop.mikeritland.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

Entrepreneurship can and should be life-giving, but it takes intentionality to build a business that serves your life. Brad Johnson started Triad to help people do just that — working with independent financial advisors to help them scale their businesses. In this episode, Brad talks about the process of transitioning from an independent operator to a leader, the importance of candid conversations in difficult moments, and why he believes every entrepreneur needs therapy. He also explains why “Do business, do life” has become a rallying cry for his team.Information isn't the gap between failure and success—action is. Path for Growth's 1-on-1 coaching helps you create a plan and execute on what matters most for your business. Apply today at pathforgrowth.com/coaching.Episode Recap:What does “do business, do life” mean to you? Can you tell us about the launch of Triad? Why is a blank canvas dangerous for entrepreneurs? How can people effectively make the jump from independent operator to leader? How do you continue embodying the attitude of a student?What are the 4 stages of scaling as an entrepreneur?Why do you think every entrepreneur needs therapy? How can entrepreneurs prepare to navigate the difficult moments?  What habits and practices help you stay healthy? What's your playbook for thinking about risk and resource allocation? What would you say to a business owner who's feeling burnt out and alone? If you're ready to move beyond just gathering information and start executing on what truly matters, Path for Growth's 1-on-1 coaching can help. Apply now at pathforgrowth.com/coaching.Resources:Follow the podcast on Apple or SpotifySchedule a call to learn more about Path for Growth Coaching and CommunityDownload the Free Reading GuideJoin us for our 2025 Experience – Long Game Leadership Triad PartnersListen to Alex's episode of the Do Business, Do Life Podcast Join Path for Growth on Instagram and Facebook

John Catsimatidis, owner & operator of Red Apple Media, calls in for his weekly Monday morning hit with Sid to discuss WABC receiving the 2025 Distinguished Service Award from the Fair Media Council. This honor celebrates WABC's long history and its impressive return to the top of News/Talk radio. Since taking over, John and Margo have brought new energy, trust, and purpose to the station. The award is well deserved and a tribute to the hard work and dedication of everyone at WABC. Learn more about your ad choices. Visit megaphone.fm/adchoices

Tyler Grey is a former elite DELTA FORCE Operator who spent years executing high-risk missions at the pinnacle of U.S. special operations—until an explosion in Baghdad nearly took his life and ended his military career. After transitioning to Hollywood as a writer and actor, Tyler seemed to have landed on his feet. But beneath the surface, addiction—whether to chaos, substances, sex, or work—was still running the show.In Part Two of his conversation with Rachel Scheer and Lauren Ungeldi, Tyler reveals the breakthrough that changed everything: the realization that all addictions, no matter how different they appear, often stem from a single root cause. This discovery became the turning point in his journey. Listen in as Tyler breaks down the flawed recovery methods that failed him, the ones that finally worked, and the universal pathway to healing that can help anyone ready to confront the real source of their pain.Get Your Copy of Tyler and Lauren's book 'Forged in Chaos: A Warrior's Origin Story' at https://a.co/d/i8OHnxKFollow Tyler on Instagram at https://www.instagram.com/tyleragreyFollow Rachel on Instagram at https://www.instagram.com/rachelscheer/Follow Lauren on Instagram at  https://www.instagram.com/laurenungeldi/---“Struggling with gut issues, hormone imbalances, or burnout?At Rachel Scheer Nutrition, we go far beyond symptom management. Our team provides full-spectrum, root-cause functional care—combining advanced lab testing, psychophysiology, and personalized protocols to help you truly heal from the inside out.Want to get to the root of your symptoms?Book a free call to learn how we can support your healing: https://rachelscheer.com/application/---Are you a coach or practitioner ready to create real transformation for your clients?The RSN Functional Nutrition Institute is one of the most comprehensive certification programs in the industry—training you in functional nutrition, advanced lab testing interpretation, and a complete business framework on how to launch and grow your own practiceYou'll walk away confident in your ability to assess root causes, build targeted protocols, and support lasting, whole-person healing.Learn more and apply here: https://rachelscheer.com/certification/course/“