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Eric Herzog, CMO of Infinidat, joins The Gumbo to break down the modern enterprise storage landscape—from ransomware resilience and AI integration to CapEx vs. OpEx tradeoffs. From why CIOs still undervalue storage in cybersecurity strategies to the real-world consequences of ignoring performance and ransomware recovery, this conversation dives deep into the business and technical drivers reshaping modern infrastructure. With 1,600+ cyberattacks hitting enterprises weekly, Herzog explains why secure, performant, and hybrid-ready storage is essential—not optional.
Tariffs on Monday, none on Tuesday? Welcome to the new reality for Mexican manufacturers navigating the unpredictable trade landscape after recent political changes. In this conversation with Jorge Quijano, Head of Sales for Repstronics at APEX 2025, we dive into the real challenges facing companies operating south of the border—and the innovative strategies they're employing to stay competitive despite the chaos.Jorge paints a vivid picture of manufacturers literally rushing to build products over weekends and ship on Mondays, only to halt operations when tariffs suddenly shift again. Despite this turbulence, forward-thinking companies are positioning themselves for long-term success. "The companies that are really preparing for that moment are the ones that are going to be stronger," Jorge explains.The conversation expands beyond tariffs to explore how uncertainty is reshaping investment strategies. Rather than traditional equipment purchases, Repstronics now offers creative alternatives like leasing and rental options that convert CapEx to OpEx. Meanwhile, manufacturers are turning inward, focusing on automation to address persistent workforce challenges and exploring AI implementation—though often without fully understanding what they're asking for. As Jorge notes, "Sometimes we get a request that hey, we need to implement AI, but they don't have an idea of what it is." This mirrors the Industry 4.0 hype cycle that preceded it, though AI may finally help companies properly leverage the data they've been collecting for years.EMS@C-Level Live at APEX is sponsored by global inspection leaders Koh Young (https://www.kohyoung.com) and Creative Electron (https://creativeelectron.com)EMS@C-Level is sponsored by global inspection leaders Koh Young (https://www.kohyoung.com) and Creative Electron (https://creativeelectron.com) You can see video versions of all of the EMS@C-Level pods on our YouTube playlist.
Pour ouvrir la saison 2 de “Raconte-moi une OPEX”, la lieutenant Laura, officier communication au 17e régiment du génie parachutiste, partage son parcours hors norme. D'un stage civil à ses premières opérations extérieures au Tchad, au Mali et au Liban, elle raconte son engagement, la réalité du terrain, l'importance de la transmission et le sens profond du service. Un témoignage vivant, entre action, communication et fidélité aux valeurs militaires.Pour tout savoir sur le 17e RGPLe compte Instagram du 17e RGPHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.
W 994 odcinku podcastu "BSS bez tajemnic" przyglądamy się tematowi, który w świecie biznesu nabiera coraz większego znaczenia, czyli inwestycjom w odnawialne źródła energii (OZE). To jednak nie jest zwykła rozmowa o zielonej energii! Wspólnie z trzema ekspertami: Rafałem Małeckim z MDDP-Outsourcing, Konradem Medolińskim z MDDP oraz Ernestem Łuczakiem z Osborne Clarke, zagłębiamy się w księgowe, podatkowe i prawne aspekty całego procesu inwestycyjnego.Od planowania i finansowania, przez proces budowy instalacji, aż po eksploatację i rozwój – analizujemy krok po kroku, co należy wiedzieć, by bezpiecznie i efektywnie poruszać się w branży OZE. Rozmawiamy o:Kluczowych elementach planowania inwestycji,Wyzwaniach związanych z budową instalacji i oddaniem ich do użytkowania,Skutecznym wykorzystaniu ulg podatkowych, takich jak ulga B+R,Nowych możliwościach - klastrach energii i spółdzielniach energetycznych,Realnych zagrożeniach podatkowych, prawnych i księgowych oraz jak ich unikać,Praktycznych doświadczeniach naszych ekspertów — od biogazowni po farmy fotowoltaiczne.To odcinek obowiązkowy dla wszystkich, którzy planują inwestycje w sektorze energii odnawialnej lub po prostu chcą lepiej zrozumieć złożoność projektów OZE. Wiedza, praktyka i konkretne przykłady!Zapraszam do słuchania! Kluczowe punkty rozmowy:· Rozliczanie inwestycji w odnawialne źródła energii (OZE) wymaga zróżnicowanej wiedzy z obszarów księgowych, podatkowych i prawnych.· Ważne jest prawidłowe alokowanie wydatków związanych z inwestycją w OZE, aby odróżnić koszty operacyjne (OPEX) od kapitałowych (CAPEX) oraz odpowiednie rozliczanie odsetek od finansowania.· Klastry energii i spółdzielnie energetyczne stanowią lokalne inicjatywy wspierające elastyczność systemu energetycznego oraz samowystarczalność energetyczną, co może przynieść korzyści zarówno społecznościom lokalnym, jak i całemu systemowi energetycznemu. Linki:Rafał Małecki na Linkedin – https://www.linkedin.com/in/rafa%C5%82-ma%C5%82ecki-78b1ba15b/Ernest Łuczak na Linkedin – https://www.linkedin.com/in/ernest-luczak/Konrad Medoliński na Linkedin – https://www.linkedin.com/in/konrad-medolinski/MDDP Outsourcing – https://www.mddp-outsourcing.pl/MDDP – https://www.mddp.pl/Osborne Clarke - https://www.osborneclarke.com/pl/locations/polandPorozmawiaj o tym odcinku ze sztuczną inteligencją - https://bbs-bez-tajemnic.onpodcastai.com/episodes/V6rXfiIblhK/chat **************************** Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Zapraszam do odwiedzin moich kanałów na:YouTube - https://www.youtube.com/@wiktordoktorFacebook - https://www.facebook.com/wiktor.doktorLinkedIn - https://www.linkedin.com/in/wiktordoktor/Moja strona internetowa - https://wiktordoktor.pl/Możesz też do mnie napisać. Mój adres email to - kontakt(@)wiktordoktor.pl **************************** Patronami Podcastu “BSS bez tajemnic” są:Marzena Sawicka https://www.linkedin.com/in/marzena-sawicka-a9644a23/Przemysław Sławiński https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/Damian Ruciński - https://www.linkedin.com/in/damian-rucinski/Szymon Kryczka https://www.linkedin.com/in/szymonkryczka/Grzegorz Ludwin https://www.linkedin.com/in/gludwin/Adam Furmańczuk https://www.linkedin.com/in/adam-agilino/Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Ty też możesz wesprzeć rozwój podcastu na:Patronite - https://patronite.pl/wiktordoktorPatreon - https://www.patreon.com/wiktordoktorBuy me a coffee - https://www.buymeacoffee.com/wiktordoktorZrzutka.pl - https://zrzutka.pl/j8kvarBecome a supporter of this podcast: https://www.spreaker.com/podcast/bss-bez-tajemnic--4069078/support.
Guest post by Brian O' Toole, Consumption and Software Sales Leader at Dell Technologies AI is rapidly reshaping the business landscape, making digital transformation not just a priority but a necessity for Irish organisations. Yet as companies look to harness its potential, they often find themselves navigating increasingly complex IT environments - a challenge that can feel overwhelming for businesses of all sizes. Whether it's navigating cloud migration or staying secure and scaling AI projects or even just managing day-to-day IT workloads with limited resources, there's one thing we keep hearing from businesses and organisations alike is that 'we need to simplify'. At Dell Technologies, we've seen these challenges firsthand - and that's why we're helping organisations embrace technology as-a-Service. Adopting this approach can help simplify operations, modernise IT infrastructure, and give businesses the agility they need to innovate at speed in the AI era. A Fresh Approach to IT Management Today, IT teams face a perfect storm of priorities from business leaders responding to external challenges. These priorities pressure IT leaders to do more with less as they get operations teams to innovate while addressing expanding regulatory frameworks around data. All these pressures and potentially competing priorities increase the risk of IT decision sprawl that could solve problems in one area while adding complexity in others. To help IT and business leaders navigate this environment and shift IT costs from capital expenditure (CapEx) to operational expenditure (OpEx), Dell APEX Cloud Platforms provide integrated infrastructure management that reduces multicloud complexity while strengthening security and governance. APEX is a portfolio of fully integrated, turnkey systems that integrate Dell infrastructure, software and cloud operating stacks to deliver consistent multicloud operations. By extending cloud operating models to on-premises and edge environments, Dell APEX Cloud Platforms bridge the cloud divide by delivering consistent cloud operations everywhere. With Dell APEX Cloud Platforms, you can: Minimize multicloud costs and complexity in the cloud ecosystem of your choice. Increase application value by accelerating productivity with familiar experiences that enable you to develop anywhere and deploy everywhere. Improve security and governance by enforcing consistent cloud ecosystem management from cloud to edge and enhancing control with layered security. The shift to an As-a-Service approach gives businesses control without the chaos. Whether a scaling startup or an established large business planning to advance their Multicloud solutions or leverage AI-driven applications, they can get access to latest technology such as storage, servers, devices and cloud services - on demand with only the cost for what they use. Enabling organisations to innovate in an AI and Multicloud era For organisations, the shift to an as-a-service model is not just about simplifying IT systems, it's about ensuring they can unlock innovation and growth. Businesses can pay for what they use which aligns technology investment to actual value and usage. This approach is especially critical for costly infrastructure such as GPUs, servers, and storage which all require substantial investment. By spreading costs over time, organisations in Ireland can forge a cost-effective pathway to leveraging cutting-edge AI capabilities without being locked into long-term technology commitments. In Ireland, we're seeing a growing appetite for more agile, scalable IT models, especially among businesses embracing AI, hybrid work, and Multicloud strategies. As the debate between public and private clouds are fading, Multicloud ecosystems are the future, and Dell APEX is leading the charge. With partnerships spanning hyper scalers like Microsoft, Red Hat, VMware, and Google Cloud, Dell APEX delivers simplified IT management across environments. Dell APEX innovatio...
Saturn Metals (ASX: STN) is developing a big heap leach gold project in WA's eastern goldfields. The project has very low CapEx and OpEx forecasts giving it very strong cash margins and fast payback times. It will use well known technology and mining approaches to produce more than 120,000 ounces of gold a year. ---- Produced by Resource Media ---- The Hole Truth is a product of Read Corporate. Please note that Read Corporate does not provide investment advice and investors should seek personalised advice before making any investment decisions.
Dans ce nouvel épisode de "Raconte-moi une OPEX", Patrick, ancien militaire de l'armée de Terre et aujourd'hui directeur de l'ONaCVG en Haute-Savoie, revient sur son impressionnante carrière de 42 années entre armée active, réserve opérationnelle et vie civile engagée.De la guerre du Golfe à Sarajevo, en passant par le Mali ou le Kosovo, il partage des expériences marquantes, des moments de camaraderie, de tension, mais aussi de fierté. Il évoque l'importance du rôle de chef, le lien avec les familles, la réalité des retours de mission, et son passage naturel vers la réserve puis vers l'ONaCVG.Un témoignage fort, sincère, où l'engagement ne s'arrête jamais — simplement, il se transforme.À écouter pour comprendre ce que veut dire servir, toute une vie durant.Pour tout savoir rendez-vous directement sur le site de l'ONaCVGLa chaîne YouTube de l'OnacVGLa page FacebookHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.
Robots are becoming cheaper to make and more powerful because of AI. In the climate tech space, they're already laying transmission lines, inspecting wind turbines, and installing solar panels.. And with labor productivity stagnating, immigration restrictions tightening, and the cost of labor rising, they're looking even more appealing. So where might robotics have the biggest impact on climate tech? In this episode, Shayle talks to Andy Lubershane, a partner and head of research at Energy Impact Partners (where he's a colleague of Shayle). Andy also recently wrote a blog post on the effects of autonomy across climate tech. They cover topics like: How more affordable parts and better foundation models are making robotics cheaper The high CapEx and low OpEx that make automation expensive to start, but valuable with high utilization Robotics-as-a-service companies that help to overcome these initial CapEx challenges The most promising applications, like manufacturing, construction, and maintenance The hopes for more humanoid general-purpose robots — and the challenges in making them Recommended resources Steel for Fuel: Autonomy is real now SemiAnalysis: America Is Missing The New Labor Economy – Robotics Part 1 Steel for Fuel: From SaaS to Robots F-Prime Capital: State of Robotics Credits: Hosted by Shayle Kann. Produced and edited by Daniel Woldorff. Original music and engineering by Sean Marquand. Stephen Lacey is executive editor. Catalyst is brought to you by EnergyHub. EnergyHub helps utilities build next-generation virtual power plants that unlock reliable flexibility at every level of the grid. See how EnergyHub helps unlock the power of flexibility at scale, and deliver more value through cross-DER dispatch with their leading Edge DERMS platform, by visiting energyhub.com. Catalyst is brought to you by Antenna Group, the public relations and strategic marketing agency of choice for climate and energy leaders. If you're a startup, investor, or global corporation that's looking to tell your climate story, demonstrate your impact, or accelerate your growth, Antenna Group's team of industry insiders is ready to help. Learn more at antennagroup.com.
Operational excellence has transformed industries like manufacturing and healthcare, but what about education? Can schools apply these same principles to streamline operations, maximize resources, and improve student outcomes?In this follow-up conversation, I reconnect with Stephen Morales, Chief Executive of the Institute of School Business Leadership (ISBL) in the UK, to revisit our discussion on Operational Excellence (OPEX) in schools and explore how the movement has evolved over the past year.We dive into the progress that's been made since our last conversation, how schools and districts are responding to OPEX, and the biggest challenges in implementing these strategies. Stephen also shares insights into how early adopters are embedding OPEX into their strategic plans, what measurable impacts are emerging, and what's next for expanding this approach internationally.If you're looking for ways to improve efficiency, eliminate wasted effort, and foster a more strategic, data-driven approach to school business operations, this episode is a must-listen.Contact School Business Insider: Check us out on social media: LinkedIn Twitter (X) Website: https://asbointl.org/SBI Email: podcast@asbointl.org Make sure to like, subscribe and share for more great insider episodes!Disclaimer:The views, thoughts, and opinions expressed are the speaker's own and do not represent the views, thoughts, and opinions of the Association of School Business Officials International. The material and information presented here is for general information purposes only. The "ASBO International" name and all forms and abbreviations are the property of its owner and its use does not imply endorsement of or opposition to any specific organization, product, or service. The presence of any advertising does not endorse, or imply endorsement of, any products or services by ASBO International.ASBO International is a 501(c)3 nonprofit, nonpartisan organization and does not participate or intervene in any political campaign on behalf of, or in opposition to, any candidate for elective public office. The sharing of news or information concerning public policy issues or political campaigns and candidates are not, and should not be construed as, endorsements by ASBO Internatio...
Kevin Green says bulls need to defend $5600 this week in order to hold ground against weeks of bearish action. One potential disruptor: OPEX expiration. Meanwhile, Nvidia (NVDA) is expected to be the stock of the week with the company's GTC conference in focus. Kevin highlights breakdown and breakout potential from its current bull flag pattern.======== Schwab Network ========Empowering every investor and trader, every market day.Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about
Discover the secrets to early retirement and financial independence from a tech industry veteran!In this episode, we dive deep into the inspiring journey of Kristine Howard, who transitioned from a dynamic career in tech to a life of early retirement, reaching financial independence and personal fulfillment along the way.Key topics discussed:Learn why tracking your expenses is the key to financial freedomMaster the balanced money formula for budgeting successUncover smart investing strategies, including the power of index funds and diversificationUnderstand how aligning your career with personal values can lead to greater satisfactionLearn the “4% rule” and how it can help determine your retirement readinessGain insights into the emotional journey of transitioning to early retirementHear the unexpected benefits of early retirement, including more time for personal growthDiscover the three keys to staying healthy in retirement: staying active, engaged, and contributingWhether you're just starting your career or dreaming of early retirement, don't miss out on these valuable lessons for achieving financial independence and living life on your own terms! Timestamps:(02:07) Career Turning Points(07:01) Getting into Early Retirement(09:16) Financial Independence vs Early Retirement(10:13) Can We Reach Financial Independence?(11:56) The Shares/Equity Lever(15:43) Working in Startups vs Corporates vs Big Tech(18:34) The Importance of Financial Tracking(23:36) Building Automation & Doing Periodic Reviews(29:17) Focus on the Spending Rather than Income(30:43) Budgeting(33:12) Trade CapEx for OpEx(35:36) Saving & Investing(38:53) On Diversification(41:17) The Importance of Emergency Fund(43:12) How Did it Feel Getting Closer to Retirement?(48:19) The Feeling of Significant Income Drop(51:01) Things Anyone Can Do Even Before Retirement(56:00) 3 Tech Lead Wisdom_____Kristine Howard's BioKristine Howard is an American-Australian residing in Sydney, Australia. Her extensive career features significant roles within technical teams at prominent companies such as Channel 9, Canva, and AWS. She is married to the Snook, and together they share a passion for global travel and culinary exploration. Kristine also expresses her creativity through knitting and sewing, finding joy in crafting handmade items. Notably, she has shared her expertise and insights at over 100 tech meetups, conferences, and events worldwide.Follow Kristine:LinkedIn – linkedin.com/in/kristinehowardBlog – web-goddess.org_____Our SponsorsEnjoy an exceptional developer experience with JetBrains. Whatever programming language and technology you use, JetBrains IDEs provide the tools you need to go beyond simple code editing and excel as a developer.Check out FREE coding software options and special offers on jetbrains.com/store/#discounts.Make it happen. With code.Manning Publications is a premier publisher of technical books on computer and software development topics for both experienced developers and new learners alike. Manning prides itself on being independently owned and operated, and for paving the way for innovative initiatives, such as early access book content and protection-free PDF formats that are now industry standard.Get a 40% discount for Tech Lead Journal listeners by using the code techlead24 for all products in all formats.Like this episode?Show notes & transcript:techleadjournal.dev/episodes/209.Follow @techleadjournal onLinkedIn,Twitter, andInstagram.Buy me acoffee or become apatron.
www.iotusecase.com #IoT-PLATTFORM #MASCHINEN-UND-ANLAGENBAU #DIGITAL-BUSINESSIn der 159. Episode des IoT Use Case Podcast spricht Ing. Madeleine Mickeleit mit Andreas Rauch, Head of Digital Business bei GF Machining Solutions und Andreas Thal, CEO von symmedia, über die Digitalisierung im Maschinenbau. GF Machining Solutions setzt auf die IoT-Plattform My rConnect, basierend auf dem symmediaHub, um Predictive Maintenance, Remote Support und Echtzeit-Datenanalysen zu ermöglichen. Wir beleuchten, wie Maschinenvernetzung Effizienz steigert, Wartung optimiert und Unternehmen beim Wandel von CapEx zu OpEx unterstützt.Folge 159 auf einen Blick (und Klick):(12:12) Herausforderungen, Potenziale und Status quo – So sieht der Use Case in der Praxis aus(18:32) Lösungen, Angebote und Services – Ein Blick auf die eingesetzten Technologien(28:14) Übertragbarkeit, Skalierung und nächste Schritte – So könnt ihr diesen Use Case nutzenZusammenfassung der PodcastfolgeGF Machining Solutions vernetzt Fräs-, Erodier- und Lasermaschinen, um Remote Support, Predictive Maintenance und Echtzeit-Datenanalysen zu ermöglichen. Dabei spielen Vibrations-, Geräusch- und Temperaturdaten eine zentrale Rolle, um Wartungsaufwände zu minimieren und Produktionsprozesse zu optimieren. Während Maschinenhersteller früher eigene Portale betrieben, ermöglicht der symmedia Hub nun eine flexible IoT-Integration, bei der die Datenhoheit vollständig beim Kunden bleibt – ein entscheidender Vorteil angesichts regulatorischer Vorgaben wie dem EU Data Act. Neben der technischen Umsetzung geht es auch um einen strategischen Wandel: Die Industrie bewegt sich weg von einmaligen Investitionen (CapEx) hin zu kontinuierlichen digitalen Services (OpEx). Künstliche Intelligenz und digitale Zwillinge werden dabei eine immer größere Rolle spielen, um Maschinen vorausschauend zu warten und Stillstände zu vermeiden.Für Unternehmen, die ihre IoT-Strategie vorantreiben wollen, bietet diese Entwicklung enorme Chancen – vorausgesetzt, die Netzwerkinfrastruktur ist frühzeitig darauf ausgelegt.-----Relevante Folgenlinks:Madeleine (https://www.linkedin.com/in/madeleine-mickeleit/)Andreas (https://www.linkedin.com/in/andreas-thal-b9201226/)Andi (https://www.linkedin.com/in/andreas-rauch-099554b8/)symmedia Hub (https://symmedia.de/de/symmedia-hub-overview-efficiency-and-cost-savings-through-centralized-machine-management/)My rConnect (https://www.gfms.com/com/en/machines/digitalization/myrconnect.html)GF auf der EMO Hannover 2025 (https://visitors.emo-hannover.de/aussteller/gf-machining-solutions/068969#detailExhibitorId4)Jetzt IoT Use Case auf LinkedIn folgen
Stärkta av helgen kommer ytterligare ett nytt avsnitt där vi kikar till BPC, Codemill, Compodium och även HomeMaid. Börspadeln haussas inte då avsnittet är inspelat före padel-eventet. Först ut blir löst snack följt av Cheffelos enterprise value. Efter många om och men, påtryckningar och funderingar, så gör vi en ansats för att försöka komma underfund med detta. Vi hoppas det lyckas. (00:15:56). Först ut av casen blir Codemill (00:07:10). Geddas förberedelser pajades dock, då ett uppköp kom på bolaget. Det blir därför en kortare take än planerat. Lite trist att bli av med Codemill från börsen, men en fin resa den senaste tiden.Efter det så tar vi oss över till BPC (00:26:36). Bolaget växer på fint, men lönsamheten dämpas något av OPEX-satsningar i kvartalet. Fin tillväxt, skyhög bruttomarginal och starka vindar i ryggen gör att framtiden ser väldigt intressant ut.Sedan hoppar vi över till lilla Compodium (00:49:24). Bolaget växer på både organiskt och förvärvsdrivet. Det intressanta framåt är hur vd Jon Gretar kan få till lönsamheten. Sist men inte minst blir det HomeMaid (01:08:35). Städbolaget som gör en roll-up i städbranschen. Konjunkturen har inte spelat dem i händerna, men bolaget levererar ändå stabilt. Finns det ett intressant case här kanske?Stort tack till PinPoint Estimates för sponsringen och ett smidigare rapportsvep: pinpointestimates.comÄven stort tack till SAVR. Vill du bli kund så gör det via länken nedan och passa på att även stötta oss (affiliatelänk)!https://track.adtraction.com/t/t?a=1315701143&as=1958246592&t=2&tk=1Kolla in vår SAVR-portfölj på Twitter/X: @GottTjotAktierMaila in till: gotttjotomaktier@gmail.comFölj oss på Twitter/X: @GottTjotAktier, @MarkusGedda & @aktiehesten-(00:07:10) - Codemill(00:15:56) - Cheffelo(00:26:36) - BPC(00:49:24) - Compodium(01:08:35) - HomeMaid(01:21:44) - Veckans VolleySupport this show http://supporter.acast.com/nantingomaktier. Hosted on Acast. See acast.com/privacy for more information.
bound4blue has completed the installation of its breakthrough eSAIL suction sails on tanker vessel Pacific Sentinel with a streamlined single-stop process for Eastern Pacific Shipping (EPS) at Besiktas Shipyard in Turkey during a planned drydocking. Three 22-metre, DNV Type Approved eSAILs were installed on the 50,000dwt Pacific Sentinel in under a day per unit, as planned. The installation took place during a scheduled vessel drydock, with preparatory work completed in advance. The fully autonomous wind-assisted propulsion system (WAPS) will help the vessel reduce overall energy consumption with forecasted energy consumption savings of around 10% depending on vessel routing, slashing OPEX and emissions to air, while also enhancing regulatory compliance. eSails wind-assisted propulsion for sea tankers Fast-track, single-stop benefits The installation heralds a landmark in numerous regards, signifying EPS' first step into wind-assisted propulsion - as a continuation of its ambitious decarbonisation programme - while also marking bound4blue's first tanker installation. The Spanish-based wind pioneer has undertaken a fast-track "single-stop" process, ensuring minimal vessel downtime with all work undertaken during planned vessel maintenance at the shipyard. The fast-track, single-stop installation combined vessel groundwork, such as fitting pedestals for the eSAILs and welding, with the simultaneous preparation and programming of the sails. This efficient approach helped minimize installation time. David Ferrer, Co-founder and CTO, bound4blue explains: "We're committed to helping shipping companies, such as EPS, embrace clean, proven, wind power in the simplest, most cost efficient and effective manner. Thanks to our collaboration with shipowners, operators, shipyards, and other key partners in all installations carried out by bound4blue, we have achieved a quick, robust, and high-quality deployment procedure. In this case the vessel and sails were fully prepared in advance, ensuring they could be lifted and bolted into place without extending the planned time at the yard." Easy advantages Ferrer adds that the nature of the eSAIL unlocks further advantages for cost, weight savings and efficiency on what could otherwise have been a demanding task: "The fact that this is an MR Tanker creates unique challenges in terms of ATEX zones and air draft limitations, but the eSAILs simplicity is the ideal solution. "It allows for non-EX-proof units, which streamlines the process, and reduces CAPEX, while their high performance achieves substantial savings without requiring excessively large sails, eliminating the need for tilting mechanisms and allowing for compatibility with the vessel's existing air draft. It is, we believe, an 'easy' way for such vessels, and many other demanding shipping segments, to access the compelling commercial, regulatory and environmental advantages of wind power." Ensuring regulatory compliance The installation was also completed in collaboration with the American Bureau of Shipping (ABS), ensuring compliance with the highest classification and safety standards. Achieving a 'wind-assisted' notation played a key role in verifying the structural integration of the eSAILs with the vessel while aligning with regulatory frameworks such as the EU ETS, CII, and FuelEU Maritime. Sustainable partnerships bound4blue has installed its solution on five vessels, with many more in its growing order book. EPS, which signed the agreement for the Pacific Sentinel in February 2024 and has now successfully completed this installation, further extended its collaboration with bound4blue in December 2024 through a new agreement for the installation of three eSAILs on an MR tanker under construction at New Times Shipbuilding in Jiangsu Province, China. This installation is scheduled for late 2025. Speaking of the collaboration with bound4blue, Mirtcho Spassov, Decarbonisation Manager at?EPS, comments: "We are committed to reducing ...
This week, we discuss why markets lead the economy and a drawdown will trigger a recession, the possibility of stagflation & repercussions of low interest rates, and the impact of Trump's political agenda on markets and the economy. We also delve into the outlook for oil and gold, market skew, OpEx-driven drawdowns, and more. Enjoy! — Follow Supply Shock: https://twitter.com/SupplyShockBW Supply Shock YouTube: https://www.youtube.com/@SupplyShockBW Follow Cem: https://x.com/jam_croissant Follow Quinn: https://x.com/qthomp Follow Felix: https://twitter.com/fejau_inc Follow Forward Guidance: https://twitter.com/ForwardGuidance Follow Blockworks: https://twitter.com/Blockworks_ Forward Guidance Newsletter: https://blockworks.co/newsletter/forwardguidance Forward Guidance Telegram: https://t.me/+nSVVTQITWSdiYTIx — Weekly Roundup Charts: https://drive.google.com/file/d/1F8U5kLU2L_bITYG3CM6dn8e7X897-CDT/view?usp=sharing — Forward Guidance Audience Survey: https://forward-guidance.beehiiv.com/forms/109bcbf7-0948-43b8-be8d-5390a5198125 — Join us at Digital Asset Summit 2025 March 18th - 20th. USE CODE FG10 FOR 10% OFF general admission! https://blockworks.co/event/digital-asset-summit-2025-new-york — SKALE is the next evolution in Layer 1 blockchains with a gas-free invisible user experience, instant finality, high speed, and robust security. SKALE is built different as it allows for limitless scalability and has already saved its 46 Million users over $9 Billion in gas fees. SKALE is high-performance and cost-effective, making it ideal for compute-intensive applications like AI, gaming, and consumer-facing dApps. Learn more at skale.space and stay up to date with the gas-free invisible blockchain on X at @skalenetwork — Timestamps: (00:00) Introduction (01:44) Macro Overview (05:21) Recession Predictions (07:28) Interest Rates, Inflation, & Market Reaction (10:42) Skale Ad (11:04) Interest Rates, Inflation, & Market Reaction (Con't) (14:21) Trump, Populism, & Economic Policy Outlook (24:35) Historical Comparisons (31:50) Market Reflexivity & Inflation Expectations (33:32) Skale Ad (34:03) Market Reflexivity & Inflation Expectations (Con't) (39:10) Skew Dynamics and Volatility (46:01) Portfolio Allocation Strategies (49:51) Oil and Gold Market Insights (54:23) Final Thoughts OpEx Crumbs — Disclaimer: Nothing discussed on Forward Guidance should be considered as investment advice. Please always do your own research & speak to a financial advisor before thinking about, thinking about putting your money into these crazy markets.
Podcast: Industrial Cybersecurity InsiderEpisode: Gartner, DOGE, and the Future of OT Cybersecurity PolicyPub date: 2025-02-25Get Podcast Transcript →powered by Listen411 - fast audio-to-text and summarizationIn this episode, we dive into the latest Gartner Magic Quadrant report for OT cybersecurity and analyze key players, market trends, and strategies for selecting the right security partners.We also discuss insights from the recent S4 conference, the growing importance of cyber-informed engineering, and how organizations can effectively align IT and OT security strategies. We discuss CapEx versus OpEx and potential implications of the DOGE initiative around industrial cybersecurity investments.Whether you're planning your next cybersecurity investment or tackling legacy system challenges, this episode provides practical guidance to help you navigate the OT security landscape.Chapters:00:00:00 -Think Globally, Secure Locally: Crafting an Effective OT Cyber Strategy00:00:31 -Meet Dino & Craig: Cybersecurity Pros with Real-World OT Experience00:01:03 -Cybersecurity Headlines That Matter: What's Shaping OT Security Today00:02:20 -Gartner's Magic Quadrant Revealed: Who's Leading OT Cybersecurity?00:03:08 -Why OT Teams Hold the Key to Cybersecurity Success00:04:24 -Your OT Ecosystem is Bigger Than You Think—Here's Why That Matters00:05:08 -S4 Conference Takeaways: The Future of Secure-By-Design Machines00:11:39 -CapEx vs. OpEx: Smart Budgeting for OT Cybersecurity Investments00:19:08 -AI, Onshoring, and the Next Big Shifts in Industrial Cybersecurity00:20:50 -IT vs. OT? No—IT & OT: How to Bridge the Divide for Better Security00:23:02 -Final Insights: The Must-Know Takeaways for Securing Your OT EnvironmentLinks And Resources:Cybersecurity Group Page on LinkedInDino Busalachi on LinkedInCraig Duckworth on LinkedInThanks so much for joining us this week. Want to subscribe to Industrial Cybersecurity Insider? Have some feedback you'd like to share? Connect with us on Spotify, Apple Podcasts, and YouTube to leave us a review!The podcast and artwork embedded on this page are from Velta Technology, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.
Dans cet épisode de "Raconte-moi une OPEX", le lieutenant de vaisseau Rozen, chef d'escouade de mer au commando Ponchardier, revient sur son parcours au sein des forces spéciales françaises.Il évoque la sélection impitoyable des commandos marines, l'intensité de l'entraînement et les exigences du métier. À travers ses missions en OPEX, il partage son expérience de la libération des otages du Ponant en 2008, la gestion du stress en opération et le rôle fondamental de la cohésion du groupe.Il souligne également l'importance du devoir de mémoire, perpétué au sein des commandos marines pour honorer les anciens et transmettre les valeurs du métier.Un témoignage rare et immersif sur l'engagement et la rigueur des commandos marines.
The exponential growth of data center energy demand, particularly driven by advancements in Artificial Intelligence (AI), has emerged as one of the most pressing challenges for energy infrastructure globally. However, existing grid infrastructure is increasingly constrained, particularly in regions with concentrated data center activity. Transmission bottlenecks, aging infrastructure, and long timelines for grid upgrades present significant challenges for meeting this explosive demand. Podcast takeaways: How Microgrids, powered by Distributed Energy Resources (DERs) offer a promising solution by reducing dependency on centralized grids, integrating generation from multiple fuels and storage, and providing load flexibility. The benefits of a strategy that includes and prepares for Small Modular Reactors (SMRs) when they become commercially available. The immediate and long-term benefits of this multi-year approach through real-world data center examples in Santa Clara, California and Ashburn, Virginia, USA How to optimize your energy investments, reduce OPEX costs by 60-80%, and significantly reduce CO₂ emissions by using Xendee's advanced Microgrid Modeling platform to design the right site-specific multi-year strategy.
In this episode, Haydn and Nigel discuss Power Metal's (TSXV: PWM | OTCQB: PWRMF) rare high-grade cesium discoveries, specifically the Case Lake project. They delve into the cost, timelines, and permitting processes compared to other critical minerals like lithium. The conversation includes updates on cesium carbonate market size (2,200 tons per year) and OPEX costs, exploration updates like cesium oxide intercepts greater than 20% in phase three drilling, and test work progress at SGS and Nagrom. The discussion also covers structural mapping exercises, upcoming exploration plans starting in March, and engagement with Canaccord for strategic guidance. They aim to fast-track mining operations and place Power Metals among the top four producers of high-grade cesium, with milestones such as the mineral resource estimate due by the end of Q1 and the PEA by the end of Q2. CHAPTERS
Liquid-liquid extraction technology, when implemented innovatively, can transform lithium extraction by dramatically reducing costs and environmental impact! Wanna understand how? Listen to this!More #water insights? Connect with me on Linkedin: https://www.linkedin.com/in/antoinewalter1/Thanks to my sponsor, SimpleLab! Check them out ➡️ https://gosimplelab.com/#️⃣ All the Links Mentioned in this Video #️⃣Altillion's website: https://www.altillion.com/Connect with Jay Keener on LinkedIn: https://www.linkedin.com/in/jay-keener/My conversation with Chris Wyres from Evove: https://smartlink.ausha.co/dont-waste-water/s9e7-how-to-eradicate-dead-zones-cut-energy-needs-by-80-and-double-lithium-selectivity
In this episode of the Aftermarket Champions podcast, host Vivek Joshi interviews Christian Kowalkowski, a professor at Linköping University and director of the Center for Business Model Innovation. They discuss the significance of business model innovation, particularly in the context of servitization within the manufacturing sector. Kowalkowski shares insights on the challenges faced by manufacturers, the importance of cultural shifts, and the evolving expectations of customers. The conversation also touches on the marketing strategies necessary for successful subscription models and the future of business model innovation in various industries.Takeaways1. Business model innovation is crucial for sustained competitive advantage.2. Servitization allows manufacturers to create new revenue streams.3. Cultural shifts within organizations are essential for successful transformation.4. Customer expectations are evolving towards performance-based outcomes.5. The transition from CapEx to OpEx is reshaping business models.6. HR challenges can hinder the progress of servitization initiatives.7. Effective risk management is vital in subscription-based models.8. Different industries have varying receptiveness to subscription models.9. Marketing strategies must adapt to new business models and customer engagement.10. The future of business model innovation is promising, with many opportunities for growth.
Fort Collins Real Estate Investing & Real Estate Financial Planning™ Podcast
Learn the secrets to analyzing deals in Fort Collins. This class is Module 20 of 46 in a series called Real Estate Investing Secrets. Topics covered in this module include: Where can you get a free deal analysis spreadsheet to analyze your own deals? Which fields should I fill in when analyzing a deal, and which should be left for the spreadsheet to calculate? What is the difference between ARV (After Repair Value) and purchase price, and when should I use each? Why does Warren Buffett say, ‘It's far better to buy a wonderful company at a fair price, than a fair company at a wonderful price,' and how does this apply to rental properties? What are seller concessions, and how should I account for them when analyzing deals? How should I determine the down payment when analyzing deals? How should I calculate closing costs when analyzing deals, and what should I include or exclude? What is the danger in the relationship between seller concessions and closing costs when analyzing rental properties? What are rent ready costs and what should I include in them on my rental property? How do I deal with buying a rental property with a below market lease in place? How do I deal with having to wait until I own a property to start marketing the property for rent and having a higher initial vacancy and maybe lower rent than expected in the first year? What do you mean by: if you put enough down, most properties will cash flow so by choosing to put small amounts down you are choosing to “finance your down payment” in the form of negative cash flow? And, how do you account for this when analyzing deals? What is included in total invested (for the Return on Investment calculation)? How do you input your mortgage when analyzing deals? How do you enter rents and other income on rental properties when analyzing deals? How do you deal with the vacancy rate when analyzing deals and what do you recommend using for vacancy rate? What impacts vacancy rate? How do you deal with property taxes when analyzing deals and why can't you just look up what taxes are and use that number? How do you enter property insurance when analyzing deals without calling your insurance agent with each new possible deal? How do you analyze properties with an HOA? What's something you should consider if you find yourself buying a property with an HOA? How do you deal with legal and accounting fees in your deal analysis? How do you deal with landlord expenses unique to certain properties? How do you estimate and deal with maintenance on the property? How do you estimate and deal with capital expenses on the property? How do you estimate property management costs and why you can't just use the percent of rents collected they tell you? How do you estimate the depreciation benefit on a rental property? How do you estimate the Cash Flow from Depreciation™ on a rental property? How do you use The World's Greatest Real Estate Deal Analysis Spreadsheet™ Dashboard to analyze your deal once you've entered in the basic assumptions? How can you determine the cash flow, Cash Flow from Depreciation™, and True Cash Flow™ your rental property is generating? How do you see what the total return you're earning in dollars is on the rental property? How can you determine the total dollar return you're earning on your rental property? How do you see what the annualized ROI, compounding ROI and IRR are for your rental property (depending on when you sell it)? How do you easily see and compare the cash on cash ROI and cap rate on the property? How do you easily see what the various returns are on the True Net Equity™ you have in the property? How do you see what the key metrics for the property are like Gross Potential Income, Gross Operating Income, OpEx and NOI? How do you see the annual non-loan expenses for the property? How do you see how much True Net Equity™ and cash out refinance equity—and the cost to access each—for your rental property? Plus much more... Check out the video and additional resources related to Secrets of Analyzing Deals. Free Real Estate Deal Analysis Spreadsheet: Download a copy of the newest version of The World's Greatest Real Estate Deal Analysis Spreadsheet™ by going to:https://RealEstateFinancialPlanner.com/spreadsheetImprove Cash Flow: Book a consultation to improve cash flow using our proprietary 88 cash flow improving strategies.Real Estate Agent & Lender Collaborators: Interested in collaborating with us on the Fort Collins real estate investor podcast? Book a free consultation to discuss.
Écrivain français, Guillaume Ancel est un ancien officier formé à l'École spéciale militaire de Saint-Cyr. À travers ses livres, il questionne à la fois son expérience du commandement et le rôle de la France en Opex, notamment au Rwanda. Alors que revient la guerre en Europe, il fait le récit de son apprentissage, depuis le bahutage jusqu'aux stages de survie, au sein d'une institution conservatrice déconnectée des questions de société. Au micro de Valérie Nivelon, Guillaume Ancel interroge la culture militaire du silence. Saint-Cyr, à l'école de la Grande Muette est son dernier livre. Livres de Guillaume Ancel préfacés par l'historien Stéphane Audouin-Rouzeau :- Saint-Cyr, à l'école de la Grande Muette, aux éditions Flammarion- Un casque bleu chez les Khmers rouges, Rwanda, la fin du silence, Vent glacial sur Sarajevo aux éditions Les Belles Lettres.⇒ Blog Pour ne pas subirÀ écouter aussiGuillaume Ancel, écrire pour ne pas subir
This week, we're diving into the key market themes of 2025—what's shaping up to be a monumental year for self-directed investors. We'll unpack the trends driving infrastructure investment, tariffs with a twist, deregulation fueling innovation, and the evolution of retail trading. This episode is packed with actionable insights to help you navigate 2025's most important stock market predictions. From infrastructure to innovation, you'll learn how these themes could shape your portfolio—and discover the questions you should ask as you plan your next investment moves. Jessica Inskip breaks it all down with her 15 years of expertise, while Jessie DeNuit asks the questions you might be wondering yourself. We also drop hints about what's ahead this season on Market MakeHer! So, if you're ready to start the year informed and empowered, hit play now. Jessie's Questions: What does “modernizing infrastructure” really mean? If you already have S&P 500 index funds in your portfolio, are you investing in this trend? What other stocks or sectors should you research to diversify? Didn't tariffs tank the market in 2018? How is 2025 different, and what's a “dovish Fed”? Can tariffs actually work in the market's favor this time? Does deregulation mean rolling back rules for companies? Could that hurt consumers? How does deregulation tie into the AI boom? What's the difference between capital expenditures (CapEx) and operating expenses (OpEx)? How might deregulation benefit businesses while balancing innovation and oversight? What exactly is retail trading? Does 24-hour stock trading mean you can trade anything, anytime? Why would anyone trade options at 3 a.m.? Is 24-hour trading really a game-changer for investors like you? ------------------------------------------------------------- Looking for unbiased, curated financial insights delivered straight to your inbox? Subscribe to the 1440 Business & Finance Newsletter, our trusted sponsor, and elevate your financial literacy—it's free and bi-weekly!This ad is sponsored by 1440 Business and Finance. --------------------------------------------------------------
In episode #262, I address 2025 planning and R&D investments. - Calculate your OpEx profile. - Factors influencing your R&D budget - Where to get your benchmark data Check out Ray's data at benchmarkit.ai
New titles, technologies and routes to market. The partner space that serves small and medium businesses is rapidly evolving. From shifting investments to OpEx, adopting AI and incorporating managed services there is a lot to learn, let alone master. For a look into what the future holds for both partners and customers, Ian is joined by Chris Caprio, CEO of Focus Technologies, a top SMB partner of Cisco. Learn more about Cisco's solutions for SMBs: https://www.cisco.com/c/en_uk/solutions/small-business.html View Focus Technologies' solutions here: https://www.focustsi.com/services-solutions/
The world of IT Finance is shifting, driven by the transition from traditional capital expenditure (CapEx) models to operational expenditure (OpEx) in cloud-based environments. This evolution not only enables businesses to scale their resources dynamically while optimizing costs, but also introduces new complexities in forecasting, budgeting, and resource allocation. As organizations adopt cloud technologies, the ability to manage financial resources with precision becomes a cornerstone of competitive advantage. Augmented FinOps, a groundbreaking approach that merges traditional financial operations with AI-driven insights, transforms how companies navigate these challenges, empowering decision-makers with unparalleled visibility and control. The applicationof AI in FinOps promises to amplify its potential by automating routine tasks, uncovering patterns in vast data sets, and providing predictive analytics to enhance strategic planning. In this episode, Jon Arnold, Principal of J Arnold Associates, speaks with Kyle Campos, CTPO at CloudBolt, about Augmented FinOps and the role of AI and ML in automating cost management processes. Key Takeaways: FinOps is a community-driven approach to managing cloud spend.The shift from CapEx to OpEx has transformed financial operations.Augmented FinOps combines AI with traditional FinOps practices.Organizations must measure the “insight to action” gap in their processes. Machine learning can automate and optimize cloud spending decisions.C-suite expectations often misalign with operational realities.Tracking metrics is vital for improving FinOps maturity.Investing in FinOps is about optimizing resources, not just cutting costs.Chapters: 00:00 - Introduction to FinOps and Cloud Management02:52 - The Shift from CapEx to OpEx in Cloud Spending06:13 - The Role of AI in Financial Operations08:56 - Understanding Augmented FinOps12:13 - Best Practices for FinOps in the Age of AI15:00 - Leveraging Machine Learning for Cost Optimization18:13 - Insight to Action: Measuring FinOps Effectiveness21:04 - Conclusion and Key TakeawaysCloudBolt is The Cloud ROI Company™. It is singularly focused on solving the most pressing problem with cloud today: increasing return on investment (ROI). With the introduction of Augmented FinOps capabilities, CloudBolt is leveraging AI/ML-informed insights and applying intelligent automation and orchestration proactively and retrospectively to make complete cloud lifecycle optimization a reality. CloudBolt enables organizations to realize the full potential of any cloud fabric by closing the “insight to action” gap. By streamlining, clarifying, and optimizing spend and control, CloudBolt helps organizations place value at the center of every cloud decision. For more information, visit www.cloudbolt.io.
In episode #255, I address sales and marketing investments, ROI, and how to call BS on bookings and GTM investments. - Calculate your OpEx profile. - Use these GTM efficiency metrics - How to call BS on your forecast or budget Want to stay innovative in SaaS? Join my SaaS community: https://www.thesaasacademy.com/offers/ivNjwYDx/checkout
After a 15 year corporate executive career, including being a plant manager at 25, Jason Kanigan has run his own businesses for the past decade. Since 2016 he has run Cold Star Technologies, a company that installs and improves processes and systems for other organizations, especially in the space and defense industries. He is the host of the Cold Star Project. Jason is also a member of the Board of Advisors for the Operational Excellence Society, which designs and installs Lean Six Sigma and OpEx programs for organizations of 1000+ staff. What You'll Hear In This Episode: - Why building a strong company culture is so essential - A surprising story of how one company lost its whole senior management team - How business owners should handle today's hyper-political environment - Lessons for entrepreneurs from Ross Perot, the most successful US Presidential candidate of all time - Why firing bad clients doesn't guarantee a turnaround - The biggest mistake that Jason sees coaches making
https://youtu.be/bwd1bPIT3KA Ron Crabtree, CEO of MetaExperts, is driven by a mission to stop waste in organizations by addressing digital transformation, labor shortages, and operational excellence. We learn about Ron's journey in supporting businesses, especially in manufacturing, to navigate these critical issues. He explains his framework for transformation, focusing on three pillars: digital transformation with practical applications of AI and automation, workforce development to address labor shortages, and Lean Six Sigma practices to eliminate waste and optimize processes. He highlights the importance of value stream mapping and applying the Pareto principle to target key areas for improvement, helping organizations become more efficient and resilient. --- Stop the Crazy Waste with Ron Crabtree Good day, dear listeners, Steve Preda here with the Management Blueprint Podcast, and my guest today is Ron Crabtree, the CEO of MetaExperts that provides Interim Top Talent from a global network of OpEx deployment experts and resources for flexible, on-demand, short-term contract or contract-to-higher needs. Welcome to the show, Ron. Awesome. Thank you for inviting me, Steve. Yeah. It's great to have you and you have a great company and a great topic area that we have not covered so far. Let's start with the question that I like to ask all our guests these days. What is your personal “Why,” your personal mission, and what are you doing to manifest it in your business? Well, I've been spending a lot of time giving a lot of thought to the common challenges that organizations face, right? And this is particularly, I've kind of leaned toward manufacturing and organizations involved with making, moving product, using lots of product. And here in North America, in particular, practically every Western country, we have three things that keep executives awake at night and it gives me a lot of pause. And the first is digital transformation and digitization of work. The big buzz is artificial intelligence, AI, is supposed to be the big solution, and incredible pressure and a lot of angst around, well, what do we do with all that? And you see statistics from some of the big consulting firms out there, about 80 to 90% failure rates of organizations spending time and money to try to digitize and digitally transform and just not getting anywhere fast. The second one that I think everybody kind of recognizes, but maybe doesn't name it real well, is this phenomenon called the forever labor shortage. And I'm just holding up a little picture here of something I found on the web late last year. It was based on data that came out of the Congressional Budget Office, and they're describing the percentage of growth in the workforce in North America. And if we take a look at the last decade of the 2000s, it was almost 12%. In that decade, 12% of the workforce entered the workforce in that decade. But the following decade, it dropped below 8%. The most recent decade, it dropped below 6%, and that number is going down. So there's incredible angst out there around the war on talent, the war for talent, and where are we going to come up with people, particularly in North America and most Western countries, where is that workforce of the future coming from and how are we going to cope with it? And then the third thing is, is just flat got to do more with less, less logistics, less transportation, less material, fewer mistakes, smaller facilities. We have to get leaner and meaner every day because that's, frankly, one of the things you have to do if you're going to cope with this forever labor shortage phenomenon. Okay, so the three areas that we will be discussing, and I think it's kind of your framework, maybe it's the three pillars of meta experts, I don't know what to call it, but digitization, digital transformation, a lot of people talk about that, and then how do you get the labor, how do you cover your labor shortage and then how do you dr...
This special “Power Play” episode recaps insights on the transformative impact of Network-as-a-Service, emphasizing flexibility, automation, and cloud-inspired models. Expert analysts from Frost & Sullivan, AvidThink, and Dell'Oro Group weigh in on the dynamic, scalable nature of NaaS, and its alignment with enterprises' growing preference for consumption-based, OpEx-oriented approaches. In this Executives at the Edge... Read More The post Power Play: Analysts Sound Off on NaaS appeared first on MEF.
My guest for Episode #518 of the Lean Blog Interviews Podcast is Jerry Wright, author of the new book The Insanity Trap: What Your MRP Consultant Won't Tell You. Jerry M. Wright, PE, MBA, is an accomplished operations executive and teaching professional with over 39 years of experience in the manufacturing and service sectors. His extensive career spans various industries, including aerospace, consumer goods, healthcare, medical devices, diagnostics, and industrial sectors, where he has held leadership roles in engineering, operations, quality assurance, and operational excellence (OpEx). He is an expert on taking businesses from MRP "insanity" to Pull Systems (Kanban) and driving operational excellence through the implementation of Toyota Production Systems (TPS/Lean) tools and methods. He's a Master Black Belt and only the 7th person in the world to receive the Lean Gold Certification (LGC) from the joint alliance of ASQ, AME, SME, and the Shingo Institute. In this episode, Jerry shares his insights and hard-earned lessons about the pitfalls and inefficiencies of Material Requirements Planning (MRP). Jerry reflects on his career, starting with his early Lean experiences at Kimberly Clark, where he encountered the challenges of forecasting, production scheduling, and the recurring "insanity trap" of MRP. He discusses the implementation of Kanban systems, the impact on inventory management, and how turning off MRP systems helped teams dramatically reduce shortages and excess inventory. Through real-life examples, Jerry illustrates how companies can shift from traditional MRP-driven processes to more effective demand-driven and Kanban-based systems, leading to operational improvements, better employee engagement, and more reliable supply chains. The episode also touches on the psychology of change management, navigating the resistance from those invested in outdated systems, and how leadership can foster a more adaptive, efficient environment by embracing simplicity over complexity. Questions, Notes, and Highlights: What is your Lean origin story? Were your parents open to Kaizen opportunities or suggestions from you as a child? Was your first introduction to the "insanity trap" of MRP at Kimberly Clark? Can you describe the challenges of dealing with MRP at Kimberly Clark? What was Bill Holbrook's role when he suggested unplugging the MRP? How did your team transition from MRP to Kanban, and what were the results? Can you explain the issues with relying on forecasts and lead times in MRP systems? What do you think about demand-driven MRP as an alternative? Why do you think demand-driven MRP isn't more widely adopted? How do you balance the risk of excess inventory versus lost sales? How did Dell handle material constraints and lead time reduction when you were there? How does Toyota manage its supply chain and production planning without relying heavily on MRP? Can you talk about how Toyota's system recovers quickly from supply chain disruptions? What was the origin of your book The Insanity Trap? How can leaders and companies overcome the psychological barriers to changing their supply chain systems? How do you help employees transition from roles like expediting to managing Kanban systems? What are your thoughts on the promise of AI in demand forecasting and supply chain management? Who is the target audience for your book? What are your thoughts on supply chain planning versus execution in lean environments? The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more. This podcast is part of the #LeanCommunicators network.
James Fitzgerald was the first man ever to win the CrossFit Games. He went on to build the fitness empire: OPEX. Today James is sharing some very interesting and possibly polarizing opinions and suggestions around what fitness and the fitness industry are doing and what is actually necessary. We encourage you to give this a listen and let your thoughts be challenged. www.conquerathlete.com
Welcome to the Mills Knows Bills Podcast! Host Mills Bender, founder and CEO of Mills Knows Bills, discusses strategies for business owners and variable income earners to manage their finances effectively. Let's get to those burning financial questions! In this season finale episode of the Mills Knows Bills podcast, Mills provides a comprehensive guide to understanding and analyzing your profit and loss (P&L) statement. The episode covers key components such as revenue, cost of goods sold (COGS), operating expenses (OPEX), and net income. Mills offers practical tips on diversifying revenue, managing seasonal business fluctuations, negotiating with vendors, and maintaining a healthy profit margin. Whether you're a product-based or service-based business owner, this P&L analysis 101 class will help you make smarter financial decisions and avoid common pitfalls. Tune in to learn how to better handle your fluctuating income and stay on track with your financial goals! Do you have your own burning financial question for Mills? Contact her here: Email: info@MillsKnowsBills.com Website: https://MillsKnowsBills.com Instagram: https://instagram.com/@millsknowsbills LinkedIn: https://www.linkedin.com/company/mills-knows-bills Subscribe for the latest on YouTube: https://youtube.com/@MillsKnowsBills Link to video podcast episode: https://youtu.be/5MUYVnkmG-I 00:00 Introduction to Mills Knows Bills 00:53 Podcast Overview and Goals 01:26 Understanding Profit and Loss (P&L) 02:01 Revenue Analysis 03:52 Cost of Goods Sold (COGS) 04:49 Operating Expenses (OPEX) 06:39 Net Income and Profit Margin 09:22 Conclusion and Next Steps #financialpodcast #millsknowsbills #entrepreneurialfinance #variableincome #businessfinances
Dell Technologies has announced Dell AI for Telecom, a program designed to simplify and accelerate AI deployments for communications service providers (CSPs). A recent MeriTalk study, commissioned by Dell Technologies, found that 48% of telecom executives see AI as the industry's most transformative technology in the next five years, yet 68% feel their organization is struggling to keep pace with rapidly evolving technologies and customer needs. The Dell AI for Telecom program, part of the Dell AI Factory, addresses these challenges by bringing together Dell's AI expertise, infrastructure and services with software and silicon from across the AI ecosystem. The program will develop and deploy on-premises AI solutions that CSPs can use to enhance network performance, improve customer service and provide greater value at the enterprise edge. "Capitalizing on the multiple opportunities presented by AI has become the most compelling driver of network cloud transformation," said Dennis Hoffman, senior vice president and general manager of Telecom Systems Business, Dell Technologies. "Dell AI for Telecom brings together Dell's AI expertise and infrastructure, with partners across the ecosystem, to help network operators implement AI solutions in and on the network that reduce OPEX, improve performance and create new edge revenue opportunities." Dell Collaborates with NVIDIA to Transform Telecom Networks with AI Solutions Dell extends its collaboration with NVIDIA to: Co-create and validate telecom AI solutions for CSPs, built upon and validated with the Dell AI Factory with NVIDIA. Using Dell PowerEdge servers, NVIDIA GPUs and enterprise-grade AI software, the solutions help CSPs use AI to: Enhance customer care and improve network maintenance with the Amdocs amAIz platform. Automate call center scripts and customer care operations with Iternal. Conduct network troubleshooting and analysis with Kinetica SQL-GPT. Develop digital twins for networks and perform predictive network maintenance with Synthefy. Facilitate AI deployments at the edge of the telecom network with the PowerEdge XR8000 server, now available with NVIDIA L4 Tensor Core GPUs. Designed for telecom and edge use cases, the PowerEdge XR8000 servers are available in compact form factors with a scalable, modular design that simplify deployment and maintenance. Help CSPs design and deploy GPU-as-a-Service (GPUaaS) offerings, so they can provide on-demand NVIDIA GPU capacity for enterprise customers. With infrastructure solutions optimized for enterprise AI workloads, CSPs can unlock new revenue opportunities and use their networks to deliver carrier-grade, low latency AI inference and training closer to data. Enterprises can scale AI deployments and resources as needed, while maintaining data ownership and governance. Dell Professional Services help CSPs with their strategy, implementation and operation of AI solutions for telecom use cases. Collaborating with Network Operators to Speed AI Adoption and Innovation Dell is already partnering with CSPs in the Dell Telecom Open Ecosystem Labs to develop AI solutions with Dell AI Factory infrastructure and ecosystem partners to enhance customer experiences and improve network performance. Lintasarta, an Indonesian information and communication technology solutions company, is offering GPU Merdeka, a GPUaaS, to provide AI infrastructure, including NVIDIA GPUs with Dell PowerEdge XE9680 servers, for national businesses. SK Telecom, Dell, and other partners are collaborating to develop an AI chat agent for communications service providers. By creating the Mobile Network Operator (MNO) AI Platform, the team aims to integrate AI into existing business support systems (BSS) to enhance telecom business operations, drive revenue growth and quickly address and solve customer problems. "As part of our collaboration with Dell Technologies and NVIDIA, Lintasarta will provide GPU-as-a-Service (Deka GPU) with Dell AI infrastructure and NVI...
Keynote Address and “2024 Maritime Sustainability Award” Presented to: Mr. Emanuele Grimaldi, Chairman - INTERNATIONAL CHAMBER OF SHIPPING, President & MD – Grimaldi Euromed Spa, Managing Director - Grimaldi Group Introductory Remarks by: Ms. Melina Travlos, President - Union of Greek Shipowners, Chair of the Board - Neptune Group of Companies 14th Annual Capital Link Operational Excellence in Shipping Forum - Tuesday, September 24, 2024, Athenaeum Intercontinental Athens, in Athens, Greece In partnership with ABS. For more information, please visit the following link: https://shorturl.at/Lf5dT
While telco opex dropped in 2023, the biggest contributor were divestments, which isn't ideal because service providers are selling business segments, explains Omdia's Adam Mackenzie. Hosted on Acast. See acast.com/privacy for more information.
A wide-ranging conversation with Frederik Lean Hansen, a regenerative farm business consultant who spent a year traveling and working on 12 farms alongside regenerative farmers across Europe. He is currently active as a Farm Finance genitor and is now starting his own silvopastured poultry enterprise on his parents' farm in Denmark. We discuss topics such as finance, CapEx, OpEx, income statements, and cash flow, as well as the myth of small-scale farming and whether economies of scale truly matter. Fred shares insights on how farmers can organize together to access better markets, run more financially successful businesses, and improve their quality of life. We also delve into the importance of inner work, which is often neglected in our sector—or any sector, for that matter.---------------------------------------------------Join our Gumroad community, discover the tiers and benefits on www.gumroad.com/investinginregenag. Support our work:Share itGive a 5-star ratingBuy us a coffee… or a meal! www.Ko-fi.com/regenerativeagriculture----------------------------------------------------More about this episode on https://investinginregenerativeagriculture.com/frederik-lean-hansen.Find our video course on https://investinginregenerativeagriculture.com/course.----------------------------------------------------The above references an opinion and is for information and educational purposes only. It is not intended to be investment advice. Seek a duly licensed professional for investment advice.Thoughts? Ideas? Questions? Send us a message!https://foodhub.nl/en/opleidingen/your-path-forward-in-regenerative-food-and-agriculture/ Use KOEN10 for 10% offhttps://rfsi-forum.com/2024-rfsi-forum/ Find out more about our Generation-Re investment syndicate:https://gen-re.land/ https://www.freshventures.eu/https://investinginregenerativeagriculture.com/2023/02/21/bart-van-der-zande-2/https://investinginregenerativeagriculture.com/2024/03/22/chris-bloomfield-daniel-reisman/Support the showFeedback, ideas, suggestions? - Twitter @KoenvanSeijen - Get in touch www.investinginregenerativeagriculture.comJoin our newsletter on www.eepurl.com/cxU33P! Support the showThanks for listening and sharing!
Commercial Airlines in the United States have achieved an amazing accomplishment– 10 years without a major mishap. This is an enviable safety record that is a direct result of professionalism and industry improvements made through the years. Resting on our laurels, however, is not an option. How do we maintain this stellar record despite massive industry changes? In this episode, I'm joined by former VP of Flight Ops for Southwest Airlines, Bob Waltz shares what's behind the improvement of safety and how to keep it that way going forward. How we're training pilots is better than it was even a couple of years ago. -Bob Waltz Three Things You'll Learn In This Episode How to set pilots up for safety: With rampant pilot hiring what training gaps needed to be closed? Solving the pilot shortfall: Would it be wise to reduce the 1500 hour rule? Why the human-machine interface is still needed: As aircraft become more complicated, how do we make sure pilots are familiar with the basics? Guest Bio Bob is the former VP of Flight Ops for Southwest Airlines. At the core of his experience is leadership in the operational and training arenas of aviation, both in the military and the civilian sectors--but his interests are wider than commercial aviation alone. He enjoys helping others see the value of Safety Management Systems and continuous improvement and bringing these concepts to life in their enterprise. Bob's skill set translates well across other industries and areas of focus, from unmanned systems to space to formal education and educational administration to venture capital start-ups. His background was forged while attending the U.S. Air Force Academy, leading crews flying combat/combat support sorties in the Middle East and the Balkans, serving at the national level as the head of a recruiting team delivering educational opportunities to the widest audience, and guiding a multi-billion dollar OPEX and multi-million dollar CAPEX team of 10,500 folks through the pandemic while completing his Ph.D. in Aerospace Science / Safety Management Systems. For more information, head to https://www.linkedin.com/in/bob-waltz-1829a51b/. Learn More About Your Host: Co-founder and Managing Partner for Northstar Group, Craig is focused on recruiting senior level leadership, sales and operations executives for some of the most prominent companies in the aviation and aerospace industry. Clients include well known aircraft OEM's, aircraft operators, leasing / financial organizations, and Maintenance / Repair / Overhaul (MRO) providers. Since 2009 Craig has personally concluded more than 150 executive searches in a variety of disciplines. As the only executive recruiter who has flown airplanes, sold airplanes AND run a business, Craig is uniquely positioned to build deep, lasting relationships with both executives and the boards and stakeholders they serve. This allows him to use a detailed, disciplined process that does more than pair the ideal candidate with the perfect opportunity, and hit the business goals of the companies he serves. For more aerospace industry news & commentary: https://goo.gl/3piJkw. To learn more about Craig Picken and the NorthStar Group, visit http://northstaresg.com/. Check out this episode on our Apple Podcasts, or Spotify and don't forget to download the Apple Podcasts app and leave a review if you like what you heard. Your review feeds the algorithm so our show reaches more people. Thank you!
Laura Bloom started as as a contracts manager for an air cargo company. In a dramatic switch she moved to accounting, then finance and FP&A at top companies including Dotmatics, Salesforce Comcast, and is now senior finance manager at Icertis, a SaaS platform for AI-powered contract intelligence. In 2023 she founded Impact FP&A specializing in Go-To-Market (GTM) finance strategy for companies. In this episode she reveals the importance of flexibility in her career and joining the dots in your story: “For example, with contracts management, you wouldn't think that would translate into finance and accounting. However, as part of that role I was working with sales to build the sales bids for new business. I was also working very closely with accounting to give them revenue expectations for commercial contracts and OPEX expenses for our commercial properties.” In this episode: My passion for bringing order from chaos in finance Examples from my FP&A including calculating the obsolescence reserve for almost a billion dollars worth of inventory on a biannual basis Building a new model and updating assumptions (transforming the process from 6 months to 60 days and releasing $5m back to the balance sheet) The importance of data minimalism Monte Carlo analysis giving you a wider range of possible outcomes Tableau as a data visualization tool and digging into commissions Importance of flexibility in a finance and FP&A Most important FP&A Skill? The ladder of abstraction The most vital go-to-market finance metrics Connect with Laura on LinkedIn or email her at contact@impactfpna.com
Are you aware of the hidden expenses affecting your multifamily investments? In this video, we'll explore the three critical types of expenses: operating expenses (OPEX), capital expenses (CAPEX), and those tricky non-recurring expenses that aren't on your P&L but still impact your NOI. Plus, learn how these expenses influence your DSCR and why it's essential to see the full financial picture.Learn more about Lone Star Capital at www.lscre.com To apply to attend LSC Summit 2024: www.lscsummit.comGet a FREE copy of the Passive Investor Guide:https://www.lscre.com/content/passive-investor-guide Subscribe to our newsletter and receive our FREE underwriting model package:https://www.lscre.com/resource/underwriting-modelFollow Rob Beardsley:https://www.linkedin.com/in/rob-beardsley/https://www.facebook.com/RobBeardsleyLSC/Read Rob's articles:https://www.lscre.com/blog
In this episode of The Orange Chair Podcast, we join Tim Osman, Business Alliance Manager at OPEX and Jake Wanner, Solution Analyst and Sales Executive for the Public Sector here at KeyMark as they discuss Opex automated solutions, the importance of document scanning, and much more. This episode is the final part of our three-part series that brings you exclusive insights live from our premier event that navigates the future of automation for businesses: Insights
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The importance of keeping operational expenses in check - a critical piece of advice for any e-commerce entrepreneur striving to build sustainable, long-term success. The lessons are hard-learned, but the potential for growth, resilience, and smart decision-making shines through every word.In this episode, Jordan West gets into some of the biggest mistakes he has made as an e-commerce entrepreneur. With a focus on sharing his lessons to help you avoid similar pitfalls, Jordan gets vulnerable about the costly errors he's encountered, including the impact of high operational expenses (OpEx). Drawing from personal experiences and industry insights, Jordan shares cautionary tales and practical advice to help you navigate the challenges of growing your e-commerce business. Listen and learn in this episode!Key takeaways from this episode:The importance of keeping OpEx down and being as lean as possible in e-commerce to avoid financial strain and difficulties during tough times.The cautionary tale of making high OpEx-related decisions, such as leases, space acquisitions, or hiring, and the potential negative impact on business growth and scalability.The recommendation to carefully assess expenses before making big purchases, leases, or hires, and to consider scaling down before committing to large financial obligations.Consideration of outsourcing certain functions, like customer service, to ensure flexibility in scaling up or scaling down based on business needs.The importance of negotiating with software companies and agencies to manage costs and carefully evaluating the financial impact of scaling up expenses.The emphasis on being prepared for economic downturns, potential Facebook ad issues, and the necessity of evaluating OpEx before marketing spend.Recommended Book:The Wealthy Barber: https://www.goodreads.com/book/show/2674.The_Wealthy_Barber Growth Plan: www.upgrowthcommerce.com/growMillion Dollar Offers: www.upgrowthcommerce.com/growIn this episode's sponsor is Tapcart - Integrates seamlessly with Shopify, making it easy for store owners to manage their mobile apps alongside their online stores. It aims to leverage the growing trend of mobile shopping by providing a dedicated app experience that can lead to higher customer retention and increased sales. Learn more here: Tapcart
Dakota holds a Masters in Counseling and utilizes this education in a unique coaching approach. As he likes to say, "My coaching is where psychology meets physiology." He has been educated in the fitness space by the very best in coaching education: Opex. Dakota has 10+ years of coaching practice from his gyms in Texas and TN. These days Dakota's home base is in Johnson City, TN where he gets to coach remotely and with some in person clients helping people bridge the gap of what they want and how to get there. Learn more about working with me Shop my masterclasses (learn more in 60-90 minutes than years of dr appointments for just $19.99) Follow me on IG Learn more about working with Dakota Follow Dakota on IG
In this episode, Carl Hardwick, CEO of OPEX Fitness, shares his journey from an athlete and soldier to leading a fitness education and technology company. Carl highlights the importance of foundational fitness principles, the evolution of the coaching industry, and the critical role of relationships with clients. He discusses the creation and impact of CoachRx, a platform designed to streamline program design and enhance coach-client interactions. Carl also introduces RX Bot, an AI-driven coaching assistant that saves time and improves client outcomes, while emphasizing the need for simple, intentional fitness practices. https://podcastcollective.io/ https://www.opexfit.com/
UK is at the nexus of the subsea interconnector's new economy. Great Britain is connected to Continental Europe by 8 interconnectors representing up to 15% of its power consumption.Subsea cables are now a growing industry because of the benefits they bring to the grids, such as resiliency, capacity, lower prices, and renewable energy balancing. Alongside batteries and pumped Hydro, interconnectors are the best flexible green infrastructure currently available on our road to net-zero.How has the technology evolved over the recent years? What are the economics in terms of CAPEX and OPEX? What are the revenue models? Is there a role for infrastructure investor? What are the technological challenges? How are the permitting and regulatory frameworks? How far and how deep will we go in the development of interconnectors, as we start hearing about transcontinental projects. To answer all those questions, we have invited Rebecca Sedler, aka “The Mother of Interconnectors” (reference to Games of Throne). After a long career at E.ON and EDF, Rebecca is Managing Director of the Interconnectors business for UK National Grid. We will start by the Viking Link, her more recent achievement, linking GB to Denmark with a 750km cable and only 3.7% loss. Finally, we will talk about the bright future of subsea interconnectors.“We are going to America” www.nato-l.org We thank Amundi for supporting our show. EU Largest Asset Manager and leader in Green investing.
In this episode of Building Texas Business, I chat with Mike Snavely, CEO of Phunware. Mike details Phunware's evolution from a mobile development agency into a thriving SaaS company delivering high-ROI apps to hotels and healthcare providers. Hear how shifting culture from rigid control to empowering autonomous teams with accountability revived success. Key strategic maneuvers included trimming the workforce judiciously and securing capital patiently. Timely decisions breathe new life into businesses' surfaces repeatedly. We delve into crafting a trusting, candid culture. Difficult conversations are promptly addressed and failures learned foster innovation and resilience. I share that I founded such an environment at a former startup. Mike's unique hobby of creatively mapping dream destinations blends work wisdom with life's pleasures, crafting an episode uplifting attendees' strategies and spirits. SHOW HIGHLIGHTS Mike Snavely explains the evolution of Phunware from a mobile solution development agency to a SaaS company that specializes in customized mobile apps for hotels and healthcare institutions. We discuss the strategic decisions and cultural shifts necessary during the transition to new leadership at Phunware, including capital injection and reshaping the balance sheet for growth. Mike highlights the move from a command-and-control culture to one that champions autonomy and accountability, emphasizing the importance of empowering team leaders. We explore the significance of building a leadership team grounded in trust, accountability, autonomy, and candor, and how these principles contribute to a positive organizational culture. Mike shares his personal career journey, detailing his long-standing experience in mobile technology and his eventual rise to the CEO position at Phunware. We examine how Phunware fosters a culture of appreciation and collaboration through a Slack channel called Momentum, which recognizes and celebrates employee contributions. Mike talks about balancing professional obligations with personal passions, including the importance of prioritizing family and maintaining a positive trajectory in both areas. We discuss the importance of in-person engagement for building and maintaining key relationships with stakeholders, despite the trend toward virtual interactions. Mike reflects on past experiences and learnings, including the value of having prompt and honest conversations to avoid delays in decision-making and mitigate potential failures. We delve into Mike's hobby of pinning dream travel destinations on Google Maps and how this practice turns travel planning into an immersive and memorable adventure. LINKSShow Notes Previous Episodes About BoyarMiller About Phunware GUESTS Mike SnavelyAbout Mike TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Chris: In today's episode, you will meet Mike Snavely, ceo of Funware. In building and maintaining key relationships with your stakeholders, mike shares his opinions on why there is no substitute for being in person to engage on a human level. Mike, I want to welcome you to Building Texas Business and thank you for taking time to come on the show with me. Glad to be here. Thanks for the invitation. So, as the CEO of Funware, let's start by just orienting the listeners to what is Funware and tell us what the company's known for. Mike: Sure so. Funware is a 15-year-old publicly traded company based in Austin, Texas. We build mobile experiences that help hotels and healthcare institutions engage their guests and patients while they're on premises in ways that drive satisfaction and monetization. Chris: Very interesting. So you said the company started I guess in the early 2000s. Mike: Then it would have been in 2009. The company started. It was private for the first 11 or so years of its existence and then we went public via SPAC transaction in 2000. I believe it was 20. Chris: Okay, and it sounds like a fairly niched focus for the company. How did it come to be that the company, I guess, was so focused on kind of those two industries and providing that type of, I guess, service to those customers? Mike: Well, originally it wasn't. So over 15 years, you might imagine, there's been an evolution in the focus of the company, and so the company in 2009 was really more of a mobile solution development agency. So some of the biggest brands you know in the world really selected Funware back in the timeframe to build some of their first mobile apps in the app store. So companies like Fox, the NFL, the Sochi Olympics, wwe, a number of airports and so on were spending a lot of money to build their first mobile application and then to develop their first mobile audience. For lots of reasons and that was two years after the iPhone was introduced. It was actually before the iPad was introduced and so obviously there's a lot of evolution of consumer expectations when it comes to engaging on mobile, and those brands were spending a lot of money in the early comes to engaging on mobile, and those brands were spending a lot of money in the early days to build their first mobile presences. That's evolved over time, and so agencies are really not, they really don't drive the valuation that a SaaS company does, and so we've, over time, evolved into becoming a SaaS company. So we license our technologies. We'll essentially build an app, configuring it for the customer, launch it into the app store and then generate license fees off that app for as long as it exists and is available for download. That's a much better valuation model because typically when our customers get involved with us they stick around. Our retention rate is very high because we drive a positive ROI. So we've kind of followed the evolution of mobile from really high investment work for hire, boutique agency-like development all the way through today where we charge between 50 and $150,000 a year for a given property, whether it's a hotel or a hospital, to have their own mobile app in the app store, to have their own brand in front of their users or guests and then ultimately to develop that one-on-one relationship with that guest or patient in a way that drives repeat business and satisfaction and additional monetization. Chris: That's fascinating. Now you mentioned retention rate. What do you which obviously is very important for success of a company, especially like yours what do you attribute that successful retention rate to? Mike: Well, we do good work and I can make available to you a list and you could even put it in the podcast if you'd like of the apps that we build, or some of the apps that we build. They're beautiful apps. So, number one, we do really high-quality work that all of our customers are proud to have their name on. And then, number two, we drive ROI, plain and simple. For a dollar they put into our solutions, they get between $5 and $50 back, depending on who they are and the specifics of their business. And you know, if I could give you a machine that would, you put a dollar bill in, you get a five or a 50 back out. You would say how many dollar bills can I put in there? Chris: Yeah, no, no, kidding, right Well. I mean, but fundamentally, you mentioned at least you know two fundamental things that is key to customer retention. That's one provide good service. If you're in the service industry, it starts with providing good service and I think an outcome of that is your customer sees a valuable return on the investment for your service. Those are not unique to software but for any kind of service type business right, exactly, that's right. Let's talk a little bit about your. So you're the CEO. The company was founded by others than yourself. How did you come, I guess, to work at Funware and I know just a little bit that you've had this is like your second stint there but give us a little background on your connection to the company and how it was you became the CEO. Mike: Yeah, sure enough. So I've really made a career of pursuing technology trends. So I'm kind of an old guy so I've been in business for a long time. But I started off in offline marketing technologies, sending out snail mail and running telephone centers. Then I evolved into social marketing with a startup in Austin, texas. I then got into mobile and I've been in mobile really kind of on and off ever since. Mobile's a big deal because you've got a device that knows who you are and knows where you are, you tell it all your secrets. It really is an indispensable. It's become an indispensable tool. And so I've really made kind of a career over the last shoot 15 years at this point in mobile. And so I was originally with my first stint in mobile was with a little mobile application development boutique in Austin called Mutual Mobile. That was 2008, 9, 10, 11 timeframe Did something else and then I was recruited to come to Funware by somebody who had worked for me at Mutual Mobile and I said look, we're building out this platform company. We're very interested in having somebody who can really help to drive revenues. Would you be interested in joining? So that in 14, I joined Funware for the first time and I came to run the software business. So I was responsible for all revenues for the software business of Funware from 14 through 16 or so, got to know the company, got to really understand the technologies Actually, a number of the people who were there then are still with the company. Then I went off, worked at a Silicon Valley startup and did a couple of other things, couple of other things. And then, when the founding CEO left in 23, they hired a guy that I had worked with at Mutual Mobile back in the day as the new CEO and he said look, mike, I know that you're great at building businesses on the revenue side. Would you like to come and be my CRO, as I'm CEO of Funware? And he said I'll make it worth your while. So I said no a couple of times and then eventually I said yes. Well, this was September of last year that I rejoined the company and 30 days in the board said look, you know, what we really need is somebody with sales DNA at CEO. Let's try that again. Easy for me to say CEO role. So, mike, would you like to step in as CEO? So I actually I had a buddy who brought me back to be a CRO and then wound up taking this job. We're still friends, we still talk all the time and he was very supportive of that move. But a long story short, I think that the company for a time kind of lost its way in the simple fact of selling, servicing accounts and driving revenues, and that's something I've had the good fortune to develop pretty good skill at, and so now I'm the CEO and I'm going to tell you I think the E in CEO stands for extra. Everything about it is extra, but it really is the best job I've ever had and I'm really enjoying it. I still spend a lot of time working with customers, selling, identifying strategic partnerships and that kind of thing, because I enjoy it, I feel like I'm good at it and it's absolutely critical to positioning the company for growth and valuation, which is exactly my job. Chris: There you go, so let's talk a little bit about that. What are some of the things that you do to build and maintain relationships with those partners, customers, strategic relationships that you think someone listening might learn? Mike: from. Well, it's funny, there's been a real trend away from in-person, and so you and I are meeting today on Zoom. Our business, funware, is essentially 100% virtual at this point, and what I find is there's no substitute for hopping on a plane and going to see somebody, breaking bread with them, getting to know them as a person, understanding what it is they're trying to accomplish, what their hopes and dreams are, what their fears are. Once you get to that point and really just kind of understanding them as a person, and then exposing yourself as a person and say, look, you know, this is what I'm trying to accomplish, mr and Ms, partner or prospect, and really kind of, you know, engaging on a human level, which you know is a whole lot easier for sitting across the desk from somebody, and that's that to me, is is where I spend a lot of my time. I do invest a lot of time in in person, you know, spending time with customers, prospects, partners and the rest of it, and I really just don't think there's much of a substitute for that. Chris: Couldn't agree more. I think that's how, really, until the pandemic, it's how business got done in person. I don't think anything's changed here. I think, especially these days, I think it says so much more that you take the time to do that when you could otherwise, yeah, do a Teams or Zoom call or whatever, and just the human interaction I mean. As humans, I think we're meant to be together, right and interact, and I think that just fosters the relationship. So great advice there. Keeping on that kind of theme you've come back in not in an easy economic time, so let's talk a little bit about managing through kind of some economic uncertain, rising interest rates and all the stuff that's out there in the news. Let's talk about kind of what are some of the things you've done to stay focused and keep your people focused on driving the business forward? Mike: Sure enough. Well, there are some benefits and some drawbacks to being a public and trading company. Of course One is access to the capital markets. That's a benefit, and we certainly have the ability to draw capital out of the markets in ways that don't require us to be as susceptible to excuse me, the interest rate environment, but that doesn't mean that our customers aren't susceptible to that environment. And so we've had to do some things. Selling into hospitality and healthcare, I mean, we're typically selling into pretty big organizations and they have a little bit of a buffer, I suppose, from the ebbs and flows of the economy, particularly when you look at luxury hospitality. I mean, COVID aside, luxury hospitality has really been on a growth tear because of the generation of a lot of wealth on the part of a lot of people and they're wanting to spend it on high-quality experiences. But that doesn't mean that we don't have to be creative from time to time when it comes to pricing a deal or generating terms that are acceptable to the customer. They can digest, they can maybe capitalize the expense as opposed to turning into an OPEX expense and that kind of thing, and certainly we've had to be creative there. When I first took on the CEO role. The company was having a little bit of financial trouble and you could read in our public filings all about it. But, long story short, we were having problems with access to capital and I had to work with my CFO and others you know capital partners to really inject some capital into the company from the market in ways that allowed us, you know, the ability to move forward without paying a lot of interest, frankly. So we were able to kind of reshape the balance sheet in a way that puts us in a great spot for growth today Smaller companies I can only imagine what it must be like if you're dealing with debt financing, distinct from capital financing, and what some of the challenges there must be. We had to make some hard decisions in connection with the recapitalization of the company that had to do with people, in large part because that's our number one expense and those are hard things to do, and I spent many a sleepless night, you know, because I had to do some of those things. But the fact of the matter is that most companies don't cut fast enough and they don't cut deep enough because of those reasons, and it feels terrible, but preserving the company and giving ourselves the ability to go forward and thrive is really kind of the job for the shareholders. Chris: Yeah, and yeah, I agree. I think, regardless of the size of the company, making those people decisions are extremely difficult because, again, we went back to in person and it's human and these people have been with you typically and but it's what they say, right, it is when you have to make the hard cuts, you have to cut muscle and those can be challenging decisions. On the flip side of that, sure, as you come into the CEO role, you are either have or still in the process of building your team. What are some of the things that you do? Processes maybe you've created to help you identify the right people to surround yourself with to further the mission and strategies of the company. Mike: Well, there are two non-delegable duties that the CEO has, in my belief. Number one it's setting the strategy of the company. So we're going to be a SaaS company serving these markets, we're going to drive toward these margins, we're going to deliver in this way, and these are the things that are important for the strategy of the business. Number two is the culture of the business, and so I can't hire somebody to give me a culture. I've got to work with the company to create the culture that we want, and so I'll give you a little bit of a story there. So I have a lot of respect for the fellows who founded the company, a lot of respect for them, because they built something that I now have the good fortune to run and take to the next level. But there was a lot of. They were literally army guys, and there was a lot of army DNA in the company. Now that there's nothing wrong with that, there's nothing at all wrong with that, and the company was successful for a number of years, but and the culture that was built was one of command and control, because that's what the army is Right. Chris: Well, it's not. I'll just interrupt it. That's also not atypical of kind of startup mentality. Right, it's dominant kind of leadership. Got to get it done, got to get this off the ground. Mike: Yep, dominant leadership plus the military background equaled very much a command and control structure, a bit of a cult of personality around the founding CEO, and all of that, you know, paid great dividends. For a long time, I could not be any more different from the founding CEO. I'm not an army guy, you know. And so one of the first things I did when I took on the job is I said look, you know, you know if you're the vice president of sales or you're the vice president of, you know of product or delivery or deployments or whatever it is. You're the CEO of your own business and I'm not going to tell you what to do. I'm going to give you an objective and I'm going to give you the flexibility and the support to go and achieve that objective. You need people. You get people. You need investment. You get investment. But your accountability is to go and run your portion of the business as if you were the CEO. I'm not going to micromanage the decisions at all. I'm going to empower you to do the right thing number one for the customer, because then that ultimately becomes the right thing for the company over many observations and so that was a transition that some people are still working through. Frankly, in leadership roles within the company. It's sometimes people get comfortable being told what to do and we just we don't do that anymore. And you know a couple of people have left as a result of that. They did not have that comfort and that's okay because it's not the right job for them anymore. But most people have really embraced the opportunity of agency and empowerment and the ability to kind of run their own part of the business. ADVERT Hello friends, this is Chris Hanslick, your Building Texas business host. Did you know that Boyer Miller, the producer of this podcast, is a business law firm that works with entrepreneurs, corporations and business leaders? Our team of attorneys serve as strategic partners to businesses by providing legal guidance to organizations of all sizes. Get to know the firm at boyermillercom. And thanks for listening to the show. Chris: Yeah, I mean, there's a lot to unpack there, but clearly what you're talking about in my terms are giving people autonomy, but with accountability, which I think is the right way to go. However, organizations evolve over time, just like people. So I think we talk about command and control in the early days. That, for most companies, may make sense, but where this company is now and size and scale, you couldn't do that because there's too much going on and you have to then hire the right people, and the people that work for the company in the first few years may not work, you know, 10 years, 15 years later, because different skill sets needed, right, so it sounds like you've got your hands around that pretty well. Mike: Well, you know, it's always a work in progress, and so one of the one of the accelerants to adopting a new cultural tone is bringing in people, you know right. So I brought in a couple of guys and they are both guys, I'm afraid, who I had worked with a number of times in the past, who I knew kind of got the way that we wanted to run the railroad and who are are the kind of guys who just roll up their sleeves every day and make the most of the day. And, you know, those guys are not only in leadership roles within the company but they're also, you know, setting a tone for the others they work with most closely day to day, and I absolutely think it's working. Chris: That's great. So kind of sum that conversation up for us how would you define the culture of Funware today? Mike: I'd say that we're kind of a restart up, but with all the good elements of a startup, and what I mean by that is that we had a revenue profile that grew, grew and then it kind of dropped off. For some reason I wasn't here, and we're in the process of growing back up and we're getting in the right people who are interested in not only doing great work and serving the customers really well and building a terrific product, but also ones who are embracing the autonomy and the accountability that we're providing to them, and I couldn't be any more pleased with the reception that I'm getting. Chris: Anything special that you've kind of put in place to kind of help foster that type of culture so that you can perpetuate it and see it grow. Mike: Well, we tend to recognize the behaviors that we're looking for, and here's what I mean by that. So you know, somebody will just do a thing right and they'll do it. They'll achieve an accomplishment, whatever that accomplishment may be, and we'll talk. We've got a Slack channel. Slack is a tool we use all day long, every day, and we have a Slack channel called Momentum, and the Momentum channel is really about recognizing the contributions that a person makes, and the deal is that if you put something in Momentum, you've got to recognize somebody else. So you say, hey, a great thing happened, you got to recognize somebody else. So you say, hey, a great thing happened. And I want to thank Bob over here for his contribution to the thing, because Bob, you know, contributed in a way that if he hadn't done that, you know we might not have gotten the outcome that we're looking for. You know that that's something that you see traffic in every single day, that's great. Chris: We obviously I can relate to that we do something similar here at the firm Every single day. That's great, I can relate to that. We do something similar here at the firm, not necessarily on a specific channel, but it's kind of become part of our culture to. We call them core value kudos and it's about recognizing other people not yourself, obviously in efforts that they made and tying them to our mission and values, so that the behaviors and the values marry up right. And then people. It makes it tangible that I want to thank or, you know, congratulate someone for doing X, Y and Z which demonstrated this value in action. Mike: That's terrific. Yeah, I've been in companies that have done that. I think that's something that I may need to reincorporate into my bag of tricks there, for sure that have done that. I think that's something that I may need to reincorporate into my bag of tricks there for sure. Chris: So you know along those lines your software company. I always am interested to know what are you doing to kind of promote or foster creativity and innovation within the company? Mike: Well, some of the things that you know it's interesting, I'm going to I'll give you maybe a little bit longer answer you might be looking for, but there is, and it's really important to kind of separate the day-to-day from the long-term vision. And what I mean by that is that I'm, let's say, a developer and today I have to fix a bug, and I just have to fix the bug because the bug exists and it's in the way of something happening and it's not my favorite part of the job, I'm quite confident of that. Not my favorite part of the job, I'm quite confident of that. Not my favorite part of the job to fix a bug. But there is some long range stuff that I'm really excited about. A big part of what we do is indoor wayfinding and hyperlocal marketing offers, and there are lots and lots of innovations that we're looking at right now, and so we identify people who are interested in innovation. We put together both formal processes for them to say, okay, you're on the R&D team and you're going to be doing this work, but we also give them informal opportunities. Hey, look, I want you to go to Denver to our customer with Gaylord Rockies and I want you to actually go into the physical space that we're trying to map, and I want you to help me figure out a better way to do it. And so that's two things. It's number one, solving a strategic problem for the business, but it's also kind of getting them out of their, since we're all virtual, it's getting them out of their own office, sending them to Denver, take an extra day, engage the customer, do great work, but also enjoy yourself a little bit. So we try to give people an opportunity to get out of the context within which they're working sitting in my home office squashing bugs and get out into the real world where our solutions are deployed in ways that are not only sort of fun but also problem solving. Chris: So you've been in some leadership roles throughout your career, obviously CEO now. How would you describe your leadership style and how do you think it's evolved over the last few years? Mike: Well, I try to work with people. I try to work as best I can. You can't always do that right, but you can absolutely make the investment of time to get to know them, and so I walk into this job. I've got a CFO that I just met very recently, and I had a chief legal officer that I met just recently, and I had a chief operating officer that I had known actually for some time and one of those guys wound up leaving that I had known actually for some time and you know, one of those guys wound up leaving. But you know the other two guys that I had just met. I made it a real point of going to where they were, sitting down with them breaking bread, understanding who they are, what they were trying to accomplish, why they were at the company in the first place and all the rest of it, because it was important for me to understand whether I could trust and whether it was appropriate to invest in these guys. Right and absolutely it was. By the way, I had a couple of gaps in my leadership team and what I did was find people that I'd worked with in the past and I said, look, are you willing to come and work for me again, and the answer in every case was absolutely so, and that's not because I'm the greatest guy in the world or because I gave him a zillion dollars or anything like that. It's because we have, over the years, established a working cadence that's founded on this idea of trust and accountability, autonomy of action and really candor of discussion. There's nothing that the leadership team and I don't discuss in detail and with candor. We're not afraid to tell our truths to each other. We've created what I think is a safe space for us to really talk about what's on our mind and what concerns or challenges we have, or if somebody is all wet, you know, and and that kind of. That kind of culture. The executive table, I think, filters down to the rest of the business in ways that help support the culture we're trying to build. Chris: Yeah, and I was gonna say it sounds like it's a culture of safety to have the hard conversations, but that those conversations are done in a respectful way. Mike: Yeah. Chris: I don't know if there's no better way to do it Right, and it's okay to fail. Mike: And I got to tell you, I used to race, I used to race cars a long time ago and you know, if you don't crash, you're not driving fast enough and so it's okay. It's okay to crash every once in a while because that means you're pushing the envelope, You're trying to get, you know, you're trying to get to the edge of the performance envelope and that's positive. Chris: Yeah, no, let's talk about that, cause I I there. There's always learning, and so I think there's. You know, when you have setbacks or failures, you can learn from them and it can make you better. Don't let it define you. So can you give us an example of more than not the car racing, because crashing is easy to understand as a failure, but in the business world, as a leader something that you felt a failure of yours, a bad decision, a setback that you absolutely grew from, and it's made you better today. Mike: Yeah, sure enough, I think that my greatest learnings are not being decisive enough and not acting quickly enough. And so you know, let's say, for example, I'll give you the example of last company I worked for before. Well, yes, I'll give you that example. So I was working at an AI video startup in Madison, Wisconsin. It was essentially a unit of a publicly traded company that I won't name, but your viewers can certainly look it up. And, long story short, that company is now bankrupt and I don't fault any of the. I don't fault the CEO of that company, which was not me, by the way, in that, but I fault myself. Yeah, exactly, it wasn't me. I didn't bankrupt the company. This was a guy I had worked with before were pretty small, and so what I said was I need this much to make this happen. I was given about half that much and I didn't adequately reset the expectations on how long it was going to take to get that thing done, slash. I should have had probably more pointed discussion about is this worth doing at all, and I didn't do that. And the long story short is that company is now bankrupt for lots of reasons, but the thing that I that my not being as aggressive as I felt like I should have been was a contributor to that. I think it was a small contributor, but you know all that to say that it didn't help. Chris: And so I kind of trace it. I would say the learning for you is kind of having the hard conversations faster right and that's the kind of culture that's terrifically important for me. Mike: So that informs the culture I'm building at Funware, which is like, if this ain't going to work, I just need you to tell me, and I might disagree and I might argue with you, but I will absolutely hear you. I might argue with you, but I will absolutely hear you. It's going to be super important for us to just trust each other enough to be able to have the discussion about you know, without fear. I guess is where I'm coming from. Chris: I understand that, so let's talk a little bit about you know these are important jobs that you've held over the last few years, and as is the current one. I don't like using the term work-life balance, but how do you? Manage work and personal life to try to keep them both going in a positive direction. Mike: Well, I spend a lot of time with my kids. I really, yeah, my daughter. So I'm here in Ohio, I'm spending time with my father and mother, but my daughter came along, my older daughter came along, she's out of school already. I'm going to go next week pick up my younger daughter in boarding school in Colorado, drive her down to Big Bend, where she has never been, and then, you know, spend time with her over the summer. So I mean, it's really about being deliberate about that and working from anywhere, candidly, in my opinion, helps. There's no expectation. I'm going to the office, I'm going to be there during the business day on Monday through Friday, and what I kind of joke is that I mean, I work a lot, no question about it, but I work around my life as opposed to work, as opposed to planning my life around my work, to planning my life around my work. So I might work, you know, 60 hours a week, but that's not going to be five times 12. That's going to be, you know, kind of eight-ish times seven. I'll work every day a little bit, but I'm certainly going to put my kids first and that's just the way it is. Chris: Well, I can identify with that. I think everyone has to find their own way and each job and role requires different things. In different stages of life require different things. So I think that's what people you know should stay focused on, individually as well as the companies to try to make sure you have good people. You don't want to lose them for those types of reasons. People you don't want to lose them for those types of reasons. Yeah, so, mike, this has been a great conversation. Before we wrap up, I just want to kind of get a little bit more less or a little less serious about things. Tell us what was your first job as a kid? Mike: It'd be funny, you should ask. So I'm back in rural Ohio where I grew up. Right now, at my parents' house, as I mentioned earlier, my first job was was am I allowed to say shit on your podcast? Of course, the texas my first, my first job was shoveling hog shit. Chris: Shoveling hog shit for minimum wage and I was nothing that wants to make you go to college and get a degree than that right. Mike: well, the funny thing is that I wound up raising hogs to pay for college. So it was fine to shovel the hog shit, but I was like, if I was fine to shovel the hog shit, but I was like, if I'm going to shovel the hog shit, I'm going to do it for more than $3.35 an hour. I'm going to do it in exchange for a college education. So that's not exactly that way, but that's a big part of how I kind of got off the farm and moving ahead. Chris: I love that, okay, well, yeah, obviously, as we now know, you're from Ohio, but you spent enough time in Texas for me to ask you this question Do you prefer Tex-Mex or barbecue? Mike: I love Tex-Mex. I would eat Tex-Mex every day of the week All right. And sometimes I do. I do love barbecue, but the thing is that the best barbecue is something I don't want to wait in line for and I don't want to drive a long ways. If I happen to be by La Barbecue or Franklin's a little bit over their great barbecue a little bit overhyped, or if I want a great barbecue, I'll just treat it as a destination thing. I'll go down to Lockhart or something like that, but I can get absolutely terrific Tex-Mex around the corner from my house every day of the week. Chris: Yes, it was one good thing. You know, I think we living in Texas both are abundant right. Mike: But you're right. Chris: The marquee barbecue, you know, is tucked away in some places. All right, so my last thing is if you could do a 30 day sabbatical, where would you go? What would you do? Mike: Well, I got a bunch of customers who have really beautiful beach resorts so I might go to one of those. Chris: You might go break bread with them there. Mike: Break bread with the customers at the most beautiful resorts in the world. That would be one thing I might do. There are a lot of places around the world that I'd love to see, so I've got a Google Maps layer that has little flags. There are probably 800 flags on that map and I add some every week. Places that I like to go around the world. Sometimes they're restaurants that I read about. Sometimes they're beautiful. You know natural features, like you know mountain ranges, the Painted Mountains in the Andes, or you know beautiful lake I've never been to Crater Lake, things like that so what I'd probably do is find 30 days worth of those pins in an area that I can consume within that 30-day period and I'd just go knock it out. Chris: I love that. I like the concept of keeping track of the pins. Yep. Mike: And there's too many on the map that you know I'll be dead and gone before I get to see all of them. But you know, it is kind of a it's a memory bank for things that have caught my interest and that I do want to experience at some point, if I can pull it off. Chris: Love it. Love it Well, mike, thanks so much for taking the time to be a guest on the show. Really enjoyed hearing your story, and the things y'all are doing at Funware sound really fun, exciting and innovative. Mike: Thanks a lot. Special Guest: Mike Snavely.
In this episode of Tech Sales Insights, Randy Seidl is joined by Jim Delia, SVP of Global Revenue Operations at Workday, to discuss the critical components of successful Revenue Operations. The conversation covers core topics such as the three-legged stool of people, scale, and innovation. They delve into the importance of effective outbound sales strategies, leveraging AI, and optimizing tech stacks. Jim also shares insights from his career path, the importance of mentorship, and his passion for diversity, equity, and inclusion (DEI). An engaging conversation filled with practical advice for sales and RevOps professionals.KEY TAKEAWAYSPeople as the Core of RevOps: The importance of having the right people in place, fostering a culture of innovation, and ensuring continuous growth and development within the team.Scaling Efficiently: Strategies for scaling operations, including global site strategies and balancing OPEX versus headcount.Innovation in RevOps: The role of AI and machine learning in transforming sales processes, particularly in B2B markets.Tech Stack Optimization: The need for simplifying and optimizing the tech stack to improve efficiency and productivity.The Future of B2B Sales: Insights into the evolving nature of B2B sales, the impact of digital transformation, and the increasing importance of data-driven decision-making.QUOTES"When you wake up every morning, think about how you can make the sellers more productive.""RevOps is about orchestrating an infrastructure around the seller to make them successful.""AI is definitely a disruptor, especially in the down-market SMB and B2B segments.""The future of B2B sales will heavily rely on AI, machine learning, and innovative strategies to stay ahead."Find out more about Jim Delia through the links below: https://www.linkedin.com/in/jimdelia/This episode is sponsored by Phone Ready Leads, the Audience Activation sponsor of the Sales Community. Sales teams using Phone Ready Leads® average a 21.3% dial to connect rate with key decision makers (A live conversation every ~5 dials), and average ~10 conversations with key decision makers for every 50 outbound dials they make.
We catch up with our friend Amy Hosking who is back at Semifinals for a second year in a row taking her shot at a CrossFit Games Spot.
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