Podcasts about outcomes

Thanks to our partners Promotive and Wicked FilePROTECTING OUTCOMES: Why Thinking Like an Owner Changes Everything by Brian RooneyRooney's Auto and Tire CenterThanks to our partner PromotiveIt's time to hire a superstar for your business; what a grind you have in front of you. Introducing Promotive, a full-service staffing solution for your shop. Promotive has over 40 years of recruiting and automotive experience. If you need qualified technicians and service advisors and want to offload the heavy lifting, visit https://gopromotive.com/Thanks to our Partner WickedFileTurn chaos into clarity with WickedFile, the AI for auto repair shops. Transform invoices into insights, protect cash flow, and stop losing parts, cores, or credits to maximize your bottom line. visit https://info.wickedfile.com/Paar Melis and Associates – Accountants Specializing in Automotive RepairVisit us Online: www.paarmelis.comEmail Hunt: podcast@paarmelis.comText Paar Melis @ 301-307-5413Download a Copy of My Books Here:Wrenches to Write-OffsYour Perfect Shop The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/Remarkable Results Radio Podcast with Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story Telling and Open DiscussionDiagnosing the Aftermarket A to Z with Matt Fanslow: From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life.The Weekly Blitz with Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching.Speak Up! Effective Communication with Craig O'Neill: Develop Interpersonal and Professional Communication Skills when Speaking to Audiences of Any Size.Business by the Numbers with Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest.The Auto Repair Marketing Podcast with Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level.

You can start multisite for all the right reasons: healthy momentum, strong mission and a genuine desire to reach more people. But then a few years in, you find yourself looking around thinking, "Wait… is this actually producing what we hoped it would?" Alignment feels harder. Decision-making feels heavier. Outcomes aren't quite matching the vision you had in mind when you started. And that's where a lot of churches begin asking a really honest question: Did we choose a model that's leading us to different results than we were hoping for? In this episode, Sean and Amy shift from problems to solutions—they share multisite model best practices you can actually benchmark against as you're evaluating where your multisite church might feel stuck.   This Episode is Sponsored by The Church Lawyers Every church needs trusted legal counsel, but finding attorneys who truly understand ministry can be challenging. The Church Lawyers specialize in church and nonprofit law, serving thousands of organizations nationwide. From by-laws and governance, to IRS compliance and employment matters, The Church Lawyers provide the expertise you need with sound legal advice giving you peace of mind. Discover practical free resources and affordable membership options at thechurchlawyers.com.   Join the Conversation on Social Media We use hashtag #unstuckchurch on X and on Instagram. 

Running a dental practice—or any service-based business—can be both rewarding and overwhelming. In this episode of The Story Engine Podcast, Kyle Gray sits down with serial entrepreneur and marketing expert Ridgely Goldsborough to explore how dentists can attract better patients, grow their practices efficiently, and create lives with more freedom and less stress. Ridgely shares his personal journey from running 45 companies to helping elite dental practices scale with smart marketing, AI, and systems that actually work. They dive into the unique challenges dentists face: balancing full schedules with financial growth, handling moral dilemmas around patient care and pricing, and navigating the competitive, fast-changing world of marketing. Ridgely also shares lessons from his own experiences with pandemic disruptions, business setbacks, and the transformative power of putting the right systems and team in place. Whether you're a dentist, a health practitioner, or an entrepreneur wanting higher-paying, higher-quality clients, this episode provides practical insights and actionable strategies to thrive in your practice and your life. In This Episode 00:54  Ridgely's background: 45 companies, serial entrepreneurship, and lessons from failure 02:27  Why Ridgely focuses on dentistry and the unique dynamics of marketing to dentists 04:15  The delicate balance of patient volume, marketing, and ethical dilemmas in dental practices 07:25  Managing complex cases and patient financial realities while maintaining profitability 09:54  How elite practices handle selling and treatment plans with treatment specialists 12:31  The importance of AI, specialized marketing experts, and having a "geeky" team for success 15:03  VIP concierge-style service: making marketing personal while allowing dentists to focus on what they love 17:09  Outcomes of optimized marketing: more high-value cases, happier clients, and competitive advantage 19:12  Handling tough conversations and building strong, trust-based client relationships 21:08  Ridgely reflects on challenges during the pandemic and other major business disruptions 24:25  Transitioning from player to coach: building systems and a team that runs the business 26:25  Achieving more freedom, better client results, and personal fulfillment through systems and guidance

The episode reveals a structural shift in the managed services market, where the value proposition for MSPs and IT service providers is moving away from “running the tools” to delivering governance, risk management, and outcome-driven services. This shift is catalyzed by the increasing commoditization of tool-centric operations, as platforms and vendors such as Microsoft (Autopatch), Atera (autonomous agents), Summit Holdings (MSP as a service), and Ruest (RoboRoosty AI Workflow Builder) push standardized automation, workflow tools, and backend service packaging into the market. Cisco's Global State of Security report underscores this trend, identifying tool maintenance and fragmentation as primary sources of inefficiency. Evidence from Cisco shows 59% of security leaders pointing to tool maintenance as the chief inefficiency, with 78% citing tool dispersion and lack of integration. For MSPs, this results in growing unbillable labor spent on connecting systems, onboarding, retraining, and managing exceptions. The report indicates that the cost to deliver services is escalating faster than the value captured in contracts, exposing a margin squeeze and highlighting the risk that unmanaged operational complexity poses to profitability. Secondary developments reinforce the structural shift. Atera's no-ticket operational model and Microsoft's implementation of security updates through Intune and Autopatch transfer control and cadence of IT operations upstream, leaving MSPs responsible for policy exceptions and business risk translation rather than day-to-day execution. Summit Holdings' “MSP as a service” and D&H's expansion into enablement and training further commoditize backend functions, reducing differentiation for providers who fail to retain independent client intelligence and risk management. Operationally, the implications for MSPs and IT leaders are clear: dependency on vendor platforms and wholesale backend solutions increases, making risk ownership and client-specific intelligence the remaining sources of defensible value. Providers unable to price or document governance and exception management risk seeing margins erode as they absorb unbillable labor and liability. Future operational strategy will require clear mapping of tools to billable outcomes, explicit governance layers, and careful evaluation of which client insights remain uniquely held versus replicated across standardized platforms. Three things to know today 00:00 Tools vs Outcomes 02:50 Delivery Gets Packaged 05:17 Defaults Have Costs 07:42 Why Do We Care?  Supported by:  TimeZest Small Biz Thoughts Community

What if pediatric care were designed around families first — not systems, incentives, or billing complexity?   In this episode, Chris Johnson, Founder & CEO of Bluebird Kids Health, joins Mavericks in Healthcare to unpack how value‑based care can transform pediatric outcomes while making care more affordable, accessible, and sustainable — even for the most complex populations.   Chris shares why pediatrics has historically lagged behind adult care in value‑based models, what it truly takes to serve Medicaid populations at scale, and how Bluebird is rethinking everything from clinic design to care teams to better support children, families, and clinicians alike. Drawing on lessons from scaling prior value‑based care organizations, he breaks down what healthcare leaders often underestimate when building for equity, trust, and long‑term impact.   The conversation also explores the role of technology and AI in simplifying care delivery — not adding burden — and how thoughtful, human‑centered design can improve experience while driving measurable outcomes and cost savings.   This episode offers a practical, real‑world blueprint for health system leaders, payers, and innovators focused on improving pediatric care delivery without compromising quality, access, or clinician well‑being. If you're interested in the future of value‑based care, pediatric innovation, or building healthcare models that truly work for families, this is a must‑listen.

Marijuana may be legal, but it turns out it's also deadly. Studies show adolescent cannabis use is linked to permanent IQ loss and altered brain development, psychotic episodes, heart disease and heart attacks, higher suicide rates, and much more. Adults are not off the hook either. Tune in for some tough truth!

The controversy never seems to end for Leeds United. In this week's Inside Elland Road Podcast, Graham Smyth and Chris O'Connor react to Leeds' 0-0 draw with 10 men at Crystal Palace, discuss the officiating, Daniel Farke's reaction and football's big problem with 'moving on.'The pair also talk about a 'must-win' game against Brentford, and the best outcome from Spurs v Nottingham Forest.

It's the second week of the so-called Iran war, and we're told that it's dragging on, we're losing, and the Trump administration has no real success plan, or clear end in sight.    How is it then that Iran has no military, navy or leaders left, asks Victor Davis Hanson on today's episode of “Victor Davis Hanson: In a Few Words.”   “When you look at Iran… it has no military left… All of these special contingents are under enormous assault: The command and control is destroyed, the missile defense is destroyed. And yet people say that it's unconquerable. It doesn't make any sense... So what's going on?” (00:00) Surreal Iran War Setup (02:17) Why Coverage Feels Missing (03:52) War Unity Then vs Now (05:06) Partisan Narratives and Protests (07:24) Outcomes and Alternate Reality

In this episode, I explain why cheap decisions signal cheap positioning. When a decision carries little cost, people treat it as reversible and not very serious. The cost you are willing to pay, financially, reputationally, or through opportunity, shows how committed you really are. I talk about how people naturally respect what requires real investment and effort. When you understand this, you start making decisions that carry weight, and that changes how both you and others view your position. Show Notes: [05:35]#1 Low cost decisions signal low consequence outcomes. [08:45]#2 Expensive decisions create gravity without explanation. [16:57]#3 People follow consequence, not confidence. [19:58]Recap Next Steps: --- Power Presence is not taught. It is enforced. If you are operating in environments where hesitation costs money, authority, or leverage, the Power Presence Mastermind exists as a controlled setting for discipline, execution, and consequence-based decision-making. Details live here: http://PowerPresenceProtocol.com/Mastermind  This Masterclass is the public record of standards. Private enforcement happens elsewhere. All episodes and the complete archive: → WorkOnYourGamePodcast.com 

Have you ever looked back and been thankful God said "no"? In a world that measures life by outcomes, achievements, and results, Scripture points us toward something deeper: obedience to God and trust in His plan. In this teaching, we explore why faithfulness matters more than visible results — and how true peace comes from walking in obedience, even when life doesn't unfold the way we expected. If you've ever wondered: • Why following God doesn't always lead to immediate success • How to trust God when life feels uncertain • What Biblical contentment really looks like • How ambition and faith can work together (not against each other) …this message is for you. Through passages like Proverbs 16:9, Philippians 4, and Romans 5, we unpack how God uses every season — even difficult ones — to shape our character, build perseverance, and strengthen our hope in Him. Nothing in the Christian life is purposeless. Even seasons of pressure, waiting, or testing can become part of God's process of preparing us for what's ahead. At TRADEway, we believe stewardship begins with the right foundation — spiritually, mentally, and financially. Our mission has always been about more than trading education. It's about helping families walk in wisdom, faith, and long-term legacy thinking. If this message encouraged you to view your life and finances through the lens of Biblical stewardship, please consider liking this video and subscribing so you don't miss what's ahead. We're grateful to walk alongside you as we seek God's wisdom and steward well what He has entrusted to us. Learn More About TRADEway:

Nick and Jonathan are joined by John Fanta of NBC Sports, and they get into all the possibilities for the Browns quarterback room next season.

In his weekly clinical update, Dr. Griffin and Vincent Racaniello discuss the global spread of the 'eradicated' poliovirus, the suggestion of RFK's autocratic ability to change vaccine policy and the 'resignation' for the second time of CBER director Vinjay Prasad, and zoonotic spillover of viruses without adaptation, before Dr. Griffin deep dives into economic costs of not vaccinating against measles, the measles outbreak in South Carolina, Utah and ICE detention centers, recent statistics RSV, influenza and SARS-CoV-2 infections, the Wasterwater Scan dashboard, Johns Hopkins measles tracker, where to find PEMGARDA, VRPBEC meeting for 'flu' vaccine strain selection, how to access and pay for Paxlovid, closing of long COVID treatment centers globally, and contacting your federal government representative to stop the assault on science and biomedical research. Subscribe (free): Apple Podcasts, RSS, email Become a patron of TWiV! Links for this episode Polio: Practice enhanced precautions…..but isn't it eradicated? (CDC: Travelers' Health) RFK Jr has 'unreviewable' authority to reshape vaccine policy, DOJ lawyer tells judge….'unreviewable' is not even a word! (Reuters) Stark Divide: Americans More Confident in Career Scientists at U.S. Health Agencies Than Leaders (Annenberg: Public Policy Center, University of Pennsylvania) Divisive F.D.A. Vaccine Regulator Is Resigning…..for the second time in 6 months (NY Times) Characteristics and Outcomes of Patients With Hematologic Malignancies Hospitalized With Respiratory Viral Infections (OFID) Dynamics of natural selection preceding human viral epidemics and pandemics (Cell) Recent pandemic viruses, including SAR-CoV-2, spread directly to people without adaptation, researchers say (CIDRAP) Wastewater for measles (WasterWater Scan) US CDC deploys staff to curb South Carolina's measles outbreak (Reuters) Measles cases and outbreaks (CDC Rubeola) Measles Dashboard (South Carolina Department of Public Health) Utah measles outbreak response (Utah Department of Health and Human Services) UtahMeasles Dashboard (Utah Department of Health and Human Services) Tracking Measles Cases in the U.S. (Johns Hopkins) Measles vaccine recommendations from NYP (jpg) Weekly measles and rubella monitoring (Government of Canada) Measles (WHO) Get the FACTS about measles (NY State Department of Health) Measles (CDC Measles (Rubeola)) Measles vaccine (CDC Measles (Rubeola)) Presumptive evidence of measles immunity (CDC) Contraindications and precautions to measles vaccination (CDC) Adverse events associated with childhood vaccines: evidence bearing on causality (NLM) Measles Vaccination: Know the Facts (ISDA: Infectious Diseases Society of America) Deaths following vaccination: what does the evidence show (Vaccine) Influenza: Waste water scan for 11 pathogens (WastewaterSCan) US respiratory virus activity (CDC Respiratory Illnesses) Respiratory virus activity levels (CDC Respiratory Illnesses) Flu vaccine recommendations: Vaccines and Related Biological Products Advisory Committee March 12, 2026 Meeting Announcement (FDA) WHO updates all 3 viral strains to be included in fall flu shots (CIDRAP) Weekly surveillance report: cliff notes (CDC FluView) OPTION 2: XOFLUZA $50 Cash Pay Option (xofluza) RSV: Waste water scan for 11 pathogens (WastewaterSCan) Respiratory Diseases (Yale School of Public Health) USrespiratory virus activity (CDC Respiratory Illnesses) RSV-Network (CDC Respiratory Syncytial virus Infection) Vaccines for Adults (CDC: Respiratory Syncytial Virus Infection (RSV)) Economic Analysis of Protein Subunit and mRNA RSV Vaccination in Adults aged 50-59 Years (CDC: ACIP) Respiratory Diseases (Yale School of Public Health) Effectiveness of RSV Vaccines against RSV-Associated Thromboembolic Events (CDC: Emerging Infectious Diseases) Waste water scan for 11 pathogens (WastewaterSCan) COVID-19 deaths (CDC) Respiratory Illnesses Data Channel (CDC: Respiratory Illnesses) COVID-19 national and regional trends (CDC) COVID-19 variant tracker (CDC) SARS-CoV-2 genomes galore (Nextstrain) Characteristics of Young Children Hospitalized With Acute Respiratory Failure From Infection With Respiratory Syncytial Virus, SARS-CoV-2, or Both, November 2023–March 2024 (OFID) Where to get pemgarda (Pemgarda) EUAfor the pre-exposure prophylaxis of COVID-19 (INVIYD) Infusion center (Prime Fusions) CDC Quarantine guidelines (CDC) NIH COVID-19 treatment guidelines (NIH) Drug interaction checker (University of Liverpool) Help your eligible patients access PAXLOVID with the PAXCESS Patient Support Program (Pfizer Pro) UnderstandingCoverageOptions (PAXCESS) Infectious Disease Society guidelines for treatment and management (ID Society) Molnupiravir safety and efficacy (JMV) Convalescent plasma recommendation for immunocompromised (ID Society) What to do when sick with a respiratory virus (CDC) Managing healthcare staffing shortages (CDC) Anticoagulationguidelines (hematology.org) Daniel Griffin's evidence based medical practices for long COVID (OFID) Long COVID hotline (Columbia : Columbia University Irving Medical Center) The answers: Long COVID Where are the long COVID clinics? (ScienceNews) Left without care: Many Long COVID clinics are closing down in the U.K. (The Sick Times) Where have all the Long COVID clinics gone? (The Sick Times) Reaching out to US house representative Letters read on TWiV 1304 Dr. Griffin's COVID treatment summary (pdf) Timestamps by Jolene Ramsey. Thanks! Intro music is by Ronald Jenkees Send your questions for Dr. Griffin to daniel@microbe.tv Content in this podcast should not be construed as medical advice.

This week we speak with Professor James Cnota of Cincinnati Children's Hospital about a recent report he co-authored from the SVR trial regarding the impact of tricuspid regurgitation (TR) on outcomes in hypoplastic left heart syndrome (HLHS). How common is TR seen in the HLHS patient and how does this change over time after surgical palliations? Is there an optimal time to intervene on the tricuspid valve in this patient group? What does the future hold for tricuspid surgical interventions? Dr. Cnota has the answers this week. doi: 10.1007/s00246-025-04122-x

Carbon footprints tell you where a fund has been. But do they tell you how it's positioned for the road ahead?In this episode, we unpack new research from Positioning Portfolios for the Energy Transition (link to paper) analyzing more than 37,000 funds representing USD 50 trillion in assets. The research finds that funds with stronger energy transition positioning were associated with higher historical returns — and stronger links to decarbonization outcomes.We explore the distinction between transition pressure (risk exposure) and transition readiness (strategic preparedness), why managing transition risk is different from achieving temperature alignment, and how investors can balance financial performance with climate objectives.If you think climate analysis begins and ends with carbon intensity, this conversation may change your perspective.Host: Mike Disabato, MSCI Sustainability & ClimateGuest: Kishan Gangadia, MSCI Sustainability & Climate

On this week's This Week in Pharmacy (TWIRx), we explore how innovation, technology, and emerging therapies are reshaping pharmacy practice. From the growing influence of AI in medical information research, to the next generation of pharmacy management systems, and the expanding role of cell and gene therapies, this episode brings together industry leaders to discuss what's next for pharmacy. Special thanks to this week's sponsors Cardinal Health, Independent Pharmacy Cooperative (IPC), and Nested Knowledge for supporting the podcast. Segment 1 – AI & the Future of Medical Information with Nested Knowledge Nested Knowledge returns to TWIRx as we welcome back Keith Kallmes, Co-Founder of Nested Knowledge, for an update on how artificial intelligence is transforming the way healthcare professionals access and interpret medical information. Keith explains how AI-powered tools are improving evidence synthesis, systematic literature reviews, and clinical decision support, helping researchers and clinicians navigate the growing volume of medical literature while enabling faster, more reliable insights. Segment 2 – The Evolution of Pharmacy Management Systems with Outcomes Next, we're joined by Lou Ann Myers from Outcomes to discuss how pharmacy management systems are evolving beyond traditional dispensing. Modern pharmacies require integrated technology connecting billing, treatment planning, clinical tracking, inventory management, and revenue-generating services. Lou Ann shares why these systems must support both clinical services and business sustainability as pharmacies expand into value-based care and new service models. Segment 3 – Emerging Therapies with Cardinal Health In our final segment, we welcome Dr. Fran Gregory, PharmD, Vice President of Emerging Therapies (Cell & Gene, Biosimilars) at Cardinal Health, to discuss one of the most transformative areas in healthcare. Dr. Gregory explores the growing impact of cell and gene therapies and biosimilars, and what these innovations mean for pharmacists, health systems, and specialty pharmacy providers as the industry prepares for new challenges in distribution, access, and reimbursement. About TWIRx (This Week in Pharmacy) TWIRx is the flagship news and commentary podcast from the Pharmacy Podcast Network, delivering weekly insights on the business, technology, and policy shaping the pharmacy profession.

In this episode, Dr. Grace Yum sits down with Dr. Nekky Jamal to discuss practical clinical strategies for extractions, including how to improve healing, reduce post-operative pain, and minimize complications. From the role of platelet-rich fibrin (PRF) to surgical technique and pain management protocols, Dr. Jamal shares actionable insights to help dentists deliver smoother procedures and better patient outcomes. Episode highlights: Using PRF to improve healing and reduce dry socket risk Pain management strategies that minimize opioid use Surgical techniques that reduce trauma and swelling Clinical tools and techniques that support more efficient extractions How communication and case selection help prevent complications Ready to thrive as a dentist and a mom? Join a supportive community of like-minded professionals at Mommy Dentists in Business. Whether you're looking to grow your practice, find balance, or connect with others who understand your journey, MDIB is here to help. Visit mommydibs.com to learn more and become a part of this empowering network today!

In this solo episode, I share six powerful lessons on excellence inspired by the Olympics, emphasizing the importance of showing up, mental toughness, embracing process, caring deeply, having fun, and accepting failure as part of growth. - 00:00 The Power of Showing Up 03:48 Mental Toughness and Embracing Emotions 08:02 The Importance of Outcomes and Process 11:44 Caring Deeply and Vulnerability 14:45 The Competitive Advantage of Fun 18:13 Accepting Failure as Part of Growth - Habits 101 episode: https://youtu.be/w-SyHV_yGJw -

When living with Ehlers-Danlos Syndrome and hypermobility disorders, medications alone rarely resolve all the symptoms. In this episode of Bendy Bodies, Dr. Linda Bluestein is joined by Dr. Ina Stephens, integrative medicine specialist and Associate Medical Director of the UVA Health EDS and Hypermobility Disorders Center, for a wide-ranging conversation about how lifestyle medicine, nervous system regulation, and whole-body care can dramatically influence outcomes for people with connective tissue disorders.Dr. Stephens explains how her background in infectious disease, vaccinology, and complex care led her to recognize patterns across seemingly unrelated symptoms and why listening deeply to patients often reveals the underlying problem. The discussion explores how nutrition, gut health, vagal nerve tone, sleep quality, and gradual strength building all influence inflammation, fatigue, and autonomic dysfunction in EDS.The episode also dives into the science of the microbiome, why small lifestyle shifts can produce meaningful physiologic change, and how integrative medicine expands the treatment toolbox beyond traditional Western approaches. For patients navigating complex symptoms, and clinicians caring for them, this conversation offers a thoughtful reminder that healing often happens through steady, strategic steps rather than quick fixes. Takeaways: There is rarely a single “magic” treatment for EDS, POTS, or MCAS.  Progress usually comes from strategic sequencing. Overtreating symptoms without addressing underlying patterns can create long-term setbacks. Physical therapy must be individualized in hypermobility, with an emphasis on pacing and trust. Shared decision-making improves outcomes, especially when treatment goals align with what brings the patient meaning and quality of life. Minimally disruptive medicine matters, reducing cognitive, financial, and physical treatment burden is part of effective care. Want to learn more about the UVA EDS Center? For Appointments and Questions: RUVAEDSCenter@uvahealth.org UVA EDS: https://www.uvahealth.com/healthy-practice/advancing-care-through-ehlers-danlos-clinic UVA EDS FAQ: https://www.uvahealth.com/support/eds/faq UVA Pediatric Integrative Medicine: https://childrens.uvahealth.com/specialties/integrative-health Want more Dr. Linda Bluestein, MD? Website: https://www.hypermobilitymd.com/ YouTube: https://www.youtube.com/@bendybodiespodcast Instagram: ⁠⁠⁠⁠https://www.instagram.com/hypermobilitymd/⁠⁠⁠⁠ Facebook: ⁠⁠⁠⁠https://www.facebook.com/BendyBodiesPodcast⁠⁠⁠⁠ X: ⁠⁠⁠⁠https://twitter.com/BluesteinLinda⁠⁠⁠⁠ LinkedIn: ⁠⁠⁠⁠https://www.linkedin.com/in/hypermobilitymd/⁠⁠⁠⁠ Newsletter: ⁠⁠⁠⁠https://hypermobilitymd.substack.com/ Shop my Amazon store ⁠⁠⁠ https://www.amazon.com/shop/hypermobilitymd Dr. Bluestein's Recommended Herbs, Supplements and Care Necessities: https://us.fullscript.com/welcome/hypermobilitymd/store-start Thank YOU so much for tuning in. We hope you found this episode informative, inspiring, useful, validating, and enjoyable. Join us on the next episode for YOUR time to level up your knowledge about hypermobility disorders and the people who have them. Join YOUR Bendy Bodies community at ⁠⁠https://www.bendybodiespodcast.com/⁠⁠. YOUR bendy body is our highest priority!⁠⁠ Learn more about Human Content at ⁠⁠⁠http://www.human-content.com⁠⁠⁠ Podcast Advertising/Business Inquiries: ⁠⁠⁠sales@human-content.com⁠⁠⁠ Part of the Human Content Podcast Network FTC: This video is not sponsored. Links are commissionable, meaning I may earn commission from purchases made through links Learn more about your ad choices. Visit megaphone.fm/adchoices

Prayer Doesn't Always Change Outcomes, But It Always Changes Us Living Compass Spirituality and Wellness Podcast Lent 2026 Series: Cultivating Healing and Wholeness in Heart, Soul, Strength, and Mind Episode Summary What happens when the healing we pray for doesn't come? In this episode, Scott Stoner — pastor, therapist, and founder of Living Compass — explores one of the most honest and tender questions in the spiritual life. Drawing on decades of walking with people through serious illness, disability, and dying, Scott reflects on the crucial distinction between cure, healing, and wholeness, and why prayer remains transformative even when outcomes don't change. Key Themes The difference between physical cure and deeper spiritual and emotional healing Why prayer changes us even when it doesn't change our circumstances Holding grief and anger honestly as part of authentic faith The "container" metaphor: how the spiritual life expands our capacity to hold suffering Walking with others through illness as its own form of healing ministry Quote of the Episode "Prayer doesn't always change outcomes, but it always changes us." Featured Prayer Scott reads the Prayer from the Book of Common Prayer (p. 461), from the Ministry to the Sick: "This is another day, O Lord. I know not what it will bring forth, but make me ready, Lord, for whatever it may be. If I am to stand up, help me to stand bravely. If I am to sit still, help me to sit quietly. If I am to lie low, help me to do it patiently. And if I am to do nothing, let me do it gallantly. Make these words more than words, and give me the Spirit of Jesus. Amen" (BCP, p. 461).   Resources Mentioned

Join Digital Education Committee member and podcast host Melissa E. Middeldorp, MPH, PhD, along with this week's guest contributors, Joshua Silverstein MD, FHRS from Allegheny Health Network and Jonathan Ariyaratnam, BChir, MA, MB, CCDS, CEPS-A from the University of Adelaidefor this week's episode. This study by Vad and colleagues examined markers of atrial cardiomyopathy (AtCM) in 26,467 UK Biobank participants without prior atrial fibrillation (AF), heart failure (HF), or stroke, integrating cardiac MRI, ECG, clinical risk factors, and genetic data. AtCM was defined using four markers: left atrial dilation, reduced left atrial emptying fraction (120 ms), and abnormal P-wave terminal force and 15.7% of individuals had at least one marker, while 2.3% had two or more. Over a median follow-up of nearly five years, the presence of AtCM markers showed a dose–response relationship with incident AF, with a HR: 4.59 in those with ≥2 markers and was also strongly associated with HF and ischemic stroke. Adding AtCM markers to clinical and genetic risk models improved AF risk prediction, supporting the concept that atrial cardiomyopathy may represent a common substrate linking AF, HF, and stroke and may help refine future risk stratification strategies. Article for Discussion Learning Objectives Understand how imaging- and ECG-based markers of atrial cardiomyopathy are defined and how they relate to the risk of incident AF, heart failure, and stroke. Evaluate how integrating atrial cardiomyopathy markers with clinical and genetic risk scores may improve risk stratification for AF and related cardiovascular outcomes. Article Authors Oliver B Vad, Nick van Vreeswijk, Ahmed S Yassin, Yuri Blaauw, Christian Paludan-Müller, Jørgen K Kanters, Claus Graff, Ulrich Schotten, Emelia J Benjamin, Jesper H Svendsen, Michiel Rienstra Podcast Contributors Melissa E. Middeldorp, MPH, PhD Joshua R. Silverstein, MD, FHRS Jonathan Ariyaratnam, BChir, MA, MB, CCDS, CEPS-A Host and Contributor Disclosure(s): M. Middeldorp Nothing to disclose. J. Ariyaratnam  Nothing to disclose.   J. Silverstein Honoraria/Speaking/Consulting: Medical Device Business Services, Biosense Webster, Inc., Medtronic Stocks, Privately Held: Heart Rhythm Clinical Solutions/3PH Alliance Staff Disclosure(s) (note: HRS staff are NOT in control of educational content. Disclosures are provided solely for full transparency to the learner): S. Sailor: No relevant financial relationships with ineligible companies to disclose.

How to Achieve Outsized Outcomes with a Small B2B Marketing Team With the rapid advancement of AI, machine learning, shifting market dynamics, and more competition entering the ecosystem all the time, B2B marketers are confronted with more challenges than ever before. Teams are constantly facing the challenges of tightened budgets and even tighter deadlines. With this in mind, how can small B2B marketing teams achieve more with less and still deliver exceptional outcomes? That's why we're talking to Jordan Buning (Principal and Senior Account Executive, ddm marketing + communications), who shares insights and practical strategies on how to achieve outsized outcomes with a small B2B marketing team. During our conversation, Jordan discussed how teams can navigate market uncertainty and how AI has impacted efficiency. He emphasized the importance of revenue and pipeline metrics to demonstrate the financial contribution that marketing makes to the bottom line. Jordan also stressed the need for small B2B marketing teams to optimize campaigns, avoiding pitfalls like chasing immediate results at the expense of long-term success, and maintain continuous alignment with sales. He advocated for a platform approach over fragmented campaigns, regular metrics evaluation, and a focus on precision over volume. https://youtu.be/31Qts7vadLI Topics discussed in episode: [03:15] Why leadership often views marketing as an expendable variable rather than a core driver of the bottom line. [14:36] Jordan explains how to avoid “strategy whiplash” and over-reliance on performance tactics. [21:20] Discover why right-place, right-time messaging is non-negotiable, especially when it comes to appealing to the buying committee. [28:08] Instead of quarterly campaigns, build a core messaging “soundboard” that provides consistency and longevity. [33:36] Jordan walks through a 3-phase (90-day roadmap) approach consisting of diagnosing, activating, and doubling down to show ROI within one business quarter. [37:14] Why you must lead with pipeline contribution and opportunity creation rate when presenting to the board. [41:32] Why marketing belongs in every part of the organization, from customer experience and billing to employee engagement, not just lead generation. Companies and links mentioned: Jordan Buning on LinkedIn  ddm marketing + communications  Transcript Christian Klepp, Jordan Buning Jordan Buning  00:00 I think you know, the things that probably made this conversation happen in the first place are probably the first metrics you got to have. So it’s probably has something to do with revenue, and probably secondly, has to do with how quality they think the pipeline is filled with opportunities. Your initial metrics that would say this is working or not working. Really have to start there. And it may be two or three steps removed from some of the, you know, inside marketing measurements that that might be there, but at the end of the day, that’s what will kind of matter to them. And so what is, you know, the pipeline contribution looking like? What kind of opportunity creation rate is happening, revenue influence, those, those kinds of things, I think are components that that matter when we talk about revenue and pipeline is, are we actually contributing to the financial success of the organization. Christian Klepp  00:57 With the rapid advancement of AI (Artificial Intelligence) machine learning, changing market dynamics, market uncertainty and more competition entering the ecosystem all the time. B2B Marketers are confronted with more challenges than ever before. Another one of those challenges includes tightened budgets and even tighter deadlines. With this in mind, how can B2B Marketing teams achieve more with less and still deliver exceptional outcomes. Welcome to this episode of the B2B Marketers on the mission podcast, and I’m your host, Christian Klepp, today I’ll be talking to Jordan Buning, who will be answering this question. He’s the principal and Senior Account Executive at DDM Marketing and Communications who’s committed to doing great things with incredible people inside and outside the company. Tune in to find out more about what this B2B Marketers Mission is. Okay? Mr. Jordan Buning, welcome to the show, sir. Jordan Buning  01:48 Thank you. Appreciate you having me. Christian Klepp  01:50 Really looking for this conversation, Jordan. Not like man, I should have recorded the last couple of conversations that we had that, in itself, should have been the episode already, right? But I’m, I’m really looking forward to this conversation. You know, I had a great chat with your colleague, Joanne. And you know, we’re going to talk about a topic today that you and I both know it. It keeps coming up, and you ask 50 people out there, and they’ll give you 50 different answers to this question, right? So let’s, let’s just dive right in. I’m going to say you’re on a mission to help B2B companies deliver high impact marketing campaigns that drive measurable results. But I’d like to focus on this following topic for today’s conversation, and we’ve got plenty to unpack from this one, how small marketing teams can optimize campaigns to reduce waste and achieve outsized outcomes, probably I should highlight bold italic, underline that outsized outcomes, because that one’s going to be the interesting one. Let’s kick off the conversation with the following question, so I’m happy to repeat so why do you think many B2B organizations are spending less on their marketing efforts and shortening the timelines in which teams need to deliver results? And based on those constraints in your experience, where have you seen many marketing teams struggle? Jordan Buning  03:15 But you’re right. There’s a there’s a lot there, and trying to consolidate all of my thoughts down is a unique challenge. But, you know, I think part of it is not that marketing is losing importance sometimes in various circumstances, be it budgetary otherwise, but it’s more about the pressure of reshaping how it gets evaluated. There is a lag, I think in terms of how a lot of individuals perceive the importance in the in the contribution that marketing makes to the organization’s goals and ultimately to its bottom line. So if it’s disconnected, it becomes a variable, and a variable that, while maybe nobody is really wishing for, it sometimes becomes minimized or expendable, and therefore it’s really kind of a big push. And there’s certainly a variety of things that may be driving that. It could be their own, economic uncertainties, their market has changed. Therefore they’re making their adjustments. They’re managing risk. When they’re doing some of those kinds of things they may not necessarily see again that relationship between what they’re attributing to the bottom line. They may have measurements that are not aligned to show performance and not that it isn’t but they don’t have the data that’s that’s doing that and or they may even have a lag. They may have a lot of information, but it’s historical data, and present realities may be slightly different, and they don’t really have a way to connect to it. And then you’ve got a lot of other circumstances, like shift towards more immediate revenue. They may be saying, well, let’s just push out, let’s, let’s push more on. The sales side of this. Let’s work with partners, and let’s have them facilitate the process, and we’re going to get out of the sales and marketing role. Maybe what they say is, we’re going to park acquisition and we’re going to really go after account expansion. So those, those are all things that could be driving all of this. Then you throw in things like AI, where they might say, you know, it looks like there’s a lot of great tools out there. Why don’t we use more of those? Let’s use that to fill the gap where we maybe don’t have the resources that we once had. So those all become drivers in the whole situation. And somewhere in between is reality. One other thing, maybe, you know, a lot of organizations, depending on where they are, probably got where they were without maybe marketing being one of the primary drivers. Maybe they had a great engineering solution. They’re a great production organization, and maybe even a great selling organization. But marketing hasn’t been something that has necessarily been invested in as great they got there in their minds through other things. And so there’s suddenly a shift in terms of how to reconcile the value that marketing is contributing to the whole thing. And so it’s both an opportunity and a challenge. Obviously, in the moment, it’s it’s difficult and it’s painful. But those are, those are some of the circumstances that are kind of going on then based on constraints, where do we think marketing teams struggle? I had to remind myself of the question, so I wrote it down. If I were to zoom zoom out, I think the core struggle is, is somewhat capability and capacity. But it’s really kind of more the issue of time horizon that they might be running into, depending on what the issues are that are getting brought up. There could be a bit of a strategy whiplash where, you know, they had a plan, and the best laid plan has gone to waste, and there’s suddenly kind of a push towards a very different effort. And so the investment now is getting either tabled or stalled and and suddenly they’re they’re wanting to switch horses and go to a different direction. And obviously, from a marketing standpoint, that fear is great. We’ve got lots of activity. We’re doing a bunch of other things. We feel good about that. The other side of it is there’s a cost to losing that momentum of where you were going before. And how do you how do you kind of reconcile that? And then, how do you avoid continuing to have strategy change after strategy change along the way? Those are the things that really could create constraints out of very small marketing teams, maybe a team of one, maybe an outsourced resource, those things all get really kind of challenging, over reliance on performance, metrics and tactics. So you know, specifically, getting into things that seem to have the most immediate ROI, let’s just go after the search campaign conversions. Let’s go after some other things that are low funnel without maybe reconciling the understanding that you’re you’re doing that sometimes at the expense of the things that that that initiate things into the funnel as well, and so, you know, maybe creating a bit of a short term bump, but at the expense of long term success as well. So that’s a challenge. Confusion with sales, sales and marketing forever being sometimes perceived as opposing parties. So you know, again, I think this, this idea of we just need better leads, we just need more quality, whatever, faster kind of a thing, as opposed to, let’s, let’s be very team minded and intentional in terms of working together. Measurement paralysis, that’s a that’s another one that can happen where everybody’s got data, and you’re overwhelmed with that data, and you get so focused looking into rear view mirror, you’re losing track of the direction you’re supposed to be going all along. And then you get into some things like short term wins versus long term growth, and a very inconsistent narrative in terms of what you’re trying to talk about. And so, you know, I think those are, those are all kind of contributing factors that some organizations really have to wrestle with is it’s great to be responsive and reactive to real circumstances, and everybody knows how to hold a plan loosely. But what are the trade offs in being able to shift from having a strategy and then and then suddenly realizing there needs to be an adjustment. They get very eager and excited about creating a lot of energy. That energy is great, but that energy may not be harnessed in such a way that it’s actually going anywhere. So you’re feeling good about the activity and the responsiveness, but you might be trading one problem. Problem for another if you don’t have that clarity together as a team. And so I think it’s this, this thing that often we all talk about of like, go slow to go fast, is really an opportunity that that is presenting itself in a situation like that, like, before we move off of the solve this problem in a particular way, let’s pause and make sure we all know what we’re trying to do here and being able to accomplish that. Christian Klepp  10:25 Absolutely, absolutely. Thanks for sharing all of that that was a lot like within the past couple of minutes. I wanted to go back to something like you touched on it a little bit in the beginning, but it’s certainly been my experience, and I’m curious to see how it’s been over on your end. Do you think that a lot of these constraints, I mean, certainly a lot of it has to do with market dynamics, and, as you said, like the introduction of AI and machine learning? But do you also feel, I mean, we’re talking about B2B here, right? And a lot of these big companies, whether it’s in health care or manufacturing or chemicals or whatever. When you have a meeting, you know, you have these this meeting with senior management or the board of directors, marketing is not always the first thing that comes to mind. And I say that with a heavy heart being a marketer, but you know, you got to face the music, right? That’s the reality of it. Do you feel that a lot of times, especially with small marketing teams, the reason why they’re they’re having to navigate these challenges is because people within the organization, A don’t quite understand what marketing is, and B, they don’t quite understand why they should care. Jordan Buning  11:41 Yes, I definitely would agree with you. And I think it’s, it’s sometimes an educational problem, and sometimes it’s a self imposed problem, right, you know? And I think, I think on the to your point, it can be perceived as it looks easy, or, you know, it’s easy to get educated or feel knowledgeable about it’s, it’s viewed, sometimes more, as a an art form and very subjective, as opposed to a science and driven based on actual performance activities and and good strategy. And then, I think the marketers ourselves, sometimes unintentionally, have done that to ourselves. We’ve we’ve gotten very excited about a lot of things, maybe trends that are happening. Maybe we are just tied to the thrill of a great creative hook or message or whatever, and we miss the connectivity to the business itself. And you know, with that in mind, you just become an outer ring in some of the core things that the organization is doing and and, you know, the other part of it is sometimes your role could get perceived just as as responsible for help getting leads, as opposed to, hey, marketing’s responsibility is to be a part of probably a lot of the ecosystem. Not only do we help acquire, we help keep. We help create an experience. We help create an experience for our employees and so on and so forth. So, you know, I think, I think there’s, there’s shared responsibility, sometimes, certainly, a world that’s evolving. I think it’s getting better. I think, I think marketing has developed a more present seat in the C suite and leadership conversations, which is, which is positive, plenty of runway to go yet. But then there’s, there’s marketing themselves making sure that, hey, these things that we do, are they aligned and connected to all of the things that are happening that the organization cares about, are their goals, our goals, as opposed to, hey, we’ll just increase likes and shares and so on. Those are all good numbers for marketing. Maybe they don’t equate to the business, and therefore we sometimes shut ourselves outside of that conversation, as opposed to, you know, maybe how they perceive us. Christian Klepp  14:08 Absolutely, absolutely. I had another Golden Apple for you, but I’m gonna, like, save that one for later on in the conversation, moving on to the next question, just based on everything that you’ve said, and, you know, we are talking about how smaller teams can optimize campaigns, what are some of these key pitfalls you would say they need to avoid and to keep it constructive, we also need to talk about what they should be doing instead. Jordan Buning  14:36 You know, one of the things as I thought about that question was, really, you know, we often look at as a capacity. Are we just running a few people ragged? And there could be some truth to that. But I think the greater risk would be just, are we going about it in all the wrong ways? Right? There is a sense of urgency. We go running out of the room. We want to help. So, but by by nature of our activity and or the group’s conversation that we’re having, we actually could unintentionally just be creating an added level of chaos to the chaos that’s there. And so some of those pitfalls could be chasing immediate pipeline and ignoring the long term gain, and so you know, it’s it’s a both end strategy that we’re trying to educate on and maintain is, hey, how do we make sure we answer the bell on some of the more immediate issues that are going on, but that we also don’t do it at the expense of the long term importance and success of this organization as well. Another one is constant strategic repositioning, if what we do is go after some of the more immediate things, and that could be looking like a sale or a sale price, or something else that’s commodifies the product and service that they offer, that might get them a bump in the moment, but is that the identity that the organization and its products really want to be known for, and so it it may do damage to its long term narrative, depending on how some of the messaging comes out at that time as well. I think there’s a risk of over complicating what you’re trying to do. And I think that’s something that’s stuck in my mind. I’m, I’m probably, by nature, an over simplifier, or a simplifier, I should say. And I think there’s a, there’s a risk of of throwing a lot of things on the menu, looking at them as, like, 1000 bets. And you know, at least one of these bets is going to turn into something so, you know, it’s it feels like good activity. People feel good that there’s a response that’s happening. But it may be such a scatter, and it may so minimize the level of effort on a variety of different things, you know that it just minimizes the challenge that’s going on. And I think indirectly, in doing that, you also may broaden the gap and divide between yourself and marketing and some of the other groups, including sales. So hey, we’re going to go do this thing, and we feel really good about it. Maybe it even does the thing that we think it should do. But at the end of the day, it doesn’t really satiate some of the other drivers and motivators that they have. And so suddenly you’ve really got this, this growing divide, as opposed to a closing divide in terms of what’s going on. And so, you know, I think those all become kind of risks in this whole thing. And then, you know, maybe, maybe the last thing being taking risks on things you haven’t done before. So suddenly it’s, well, let’s, let’s try this technology solution. Let’s, let’s, let AI do a thing for us, or whatever. And when it’s most critical, you’re moving away from the things that you can believe in and trust the most, and you’re throwing a few Hail Mary sound down the field, it could be a risk that is of too great for the organization, as opposed to, hey, what are some fundamental things that we can really hone in on? What is maybe more how we narrow our efforts into much more focused activities and energies, and what are our best executions. So, you know, I think, I think with the best of intentions, and I’m sure I’m as guilty as anybody at times in my past of, let’s create a lot of activity potentially. You know, that’s the pressure you’re feeling. The real answer may be, how do we stop enough to create clarity? Really reset our pathway to what we need to accomplish, and then what’s the most, smartest and most effective way to get there? Christian Klepp  18:48 Absolutely, absolutely. I almost feel like sometimes us, marketers were guilty of like, okay, let’s just, let’s just try everything, or, or, some teams, and, you know, I’ve certainly worked with some of them in the past, they get pressure, and especially in B2B, they get pressure from higher ups saying, Well, you know, I saw something on Sunday, you know, like there was this video. So why don’t we do a why don’t we do a video, right? Why don’t we, why don’t we get on tiktok? And I had a briefing, and I shall not disclose the name of the client, but I we had a briefing many years ago where a client said, um, we want you to create a viral video for us, and to which I said, like, with all due respect that you don’t get to decice that.. Jordan Buning  19:34 Yeah, let’s, let’s make magic, right? Christian Klepp  19:36 Let’s make magic. And I can say, I can say, with confidence, we, walked away from that and said, you know, we can’t help you. We walked away from that. And, you know, unscathed. Jordan Buning  19:47 It’s the hardest thing to do sometimes, right? But it is wise at times to recognize that. Christian Klepp  19:53 Well and I’m sure you’ll agree, you’ll agree with me when I say this. I mean, like, you know, we’ve, we’ve been in this business for a bit, but. Um, it’s sometimes necessary to tell the client that, okay, you’re, you’re asking us to do something for you, and I’m gonna, like, disagree with what you’re asking us to do, because we believe, to our core that that’s not in your best interest, right? And it’s and it’s and it’s difficult to have that conversation. I’m sure you’ve had many of them, right? Jordan Buning  20:24 Sure, but you’re, but you’re right. It’s, you know, you’re paying for our candor, yeah. And I think you know, the risk would be, you know, arrogance. But I think for the most part, I think with with the relationship that you’re trying to build and forecasting that at times, that that can be a healthy thing too, and even if it’s a little challenging or impassioned, hopefully there’s a there’s a point where you can reconcile some of those things. But I agree with you, there’s there’s a time and a place. Christian Klepp  20:54 There’s a time and a place. Absolutely, this next question is going to sound a little bit like table stakes to you, but man, I have worked with a lot of teams where that wasn’t very clear. The importance of having a deep understanding of who your target groups are, and I’m gonna say plural, because it’s never, it’s never just one group and B2B, and an understanding of their of their buyer’s journey. All right, talk to us about that. Jordan Buning  21:20 Yeah, I think, I think there’s a variety of things that really popped up as I thought about that particular category and there to your point, it’s a complex group. And yet, I think this is also really a time where precision is important, when you start looking at urgent shifts and that kind of a thing. And so not to eliminate groups, necessarily, but hey, if we need to prioritize, how do we, how do we prioritize some of these things along the way? And one of the other things that was tied to this as well as I think sometimes when the client feels a sense of urgency, there can be pressure on the time it takes to to be clear about some of these things. And one of the things is challenged us to do is, hey, we’re not going to skip that step, but maybe we can come up with, uh, you know, not a strategy that takes weeks and months, but maybe we just need to develop a sprint session together, and that’s really forced us to be a little more streamlined ourselves. Don’t skip the step, but let’s make sure we have a smart way of creating some clarity around those things. And so that’s a little bit of a learning curve that we’ve we’ve worked our way through is, hey, sometimes you get, you know, the strategy is the project, and a lot of times the strategy is necessary component to get to the goals and the outcomes that they have. And so one of the things that I first jotted down was this idea of precision beats volume. And so it’s this, Hey, how do we create clarity in terms of where’s our best best focus, best energy? How do we target where the real pain is to get the best value? How do we prioritize high propensity accounts and opportunities and those kinds of things along the way. So that was kind of step one. Let’s make sure we’ve got some clear clarity around the focus of that. And then don’t confuse the buying committee as well. To your point, it’s like you could have leadership C suite. You’re going to have probably a finance person involved. You might have procurement. You might have the end user. Those are all very different drivers and motives in that whole thing. And so I think making sure we have clear lanes on some of that, so we don’t muddy this into such a chaotic thing, we forget that they have to want this product along the way. So I think there’s, there’s importance to that. And again, a lot of times that comes back to that early stage of a sprint. How do you then align messaging to decision stages? You know, I think we all wrestle with this, this whole thing. They’re gonna love it as soon as they hear it. Christian Klepp  23:58 Oh yeah, Jordan Buning  23:59 Right away. And, you know, I think, I think that’s important. Back to your, your buyer’s journey conversation again, to kind of say, hey, how do we, how do we move through a series of stages of experience, where first they they become aware of it, then they learn to engage with it and be well informed about what it can do. See reinforcement, see the data that supports it, and those things happen in timely phases. And so this right place, right time, right message component is critical to a lot of the sequencing that happens. And you know, we’re all guilty of periodically thinking this will be a one call, close type of interaction, when, in reality, the decision making is probably going the other direction over time. They’re risk averse. They’re not going to make wild decisions. They’re probably going to have multiple players of approval. They’re going to have other players in consideration often. In as well. And that’s just a reality that I think the world has to be more and more prepared for as we lose expertise and knowledge, as people retire and those kinds of things, people are going to go to the internet and these other places to begin the research process all over again. And so it will, it will take a very different approach to being able to do that. And then a few other things that I noted is, you know, again, just continuing to to build that sales and marketing alignment. What are the who is that primary audience? Does everybody agree? Do we all see the journey the same? Are we? Are we hitting that prospect with the right things at the right time, and then how do we make sure that we’re continuing to protect long term equity, and what we’re trying to do as well? So, you know, it’s it’ll continue to stay fairly important, and so even as the process may becomes faster in some of these situations, because the circumstances demand it. Skipping the steps is probably the way to get off off track. And so really kind of helping everybody stay focused, stay purposeful, be clear on the targets are still things that I think are Immutables in making changes. Christian Klepp  26:17 Yeah, absolutely, you know, and I have this conversation with marketers a lot like, I always highly encourage them, like, you know, have you sat have you sat in on sales calls back in the day, when I was starting out, I had to go out into the field with the sales people, right as an observer, so I’m just like the fly on the wall there, right, but listening to the way that they would present the company’s products and solutions to the prospect, how they would handle the objections and the concerns and whatnot of the of the of said prospect, and if there was an issue there. Okay, so how can we, how can we address that? Because it’s not always necessarily the salesperson’s fault, per se, right? And it’s, it’s that whole concept of, like, the way that we’re going to make this work is if we do it together, right? And having that good relationship, or having that close relationship with the sales people, I think, is a vital component of that, right? Because otherwise, like, like you said, it’s going to be, it’s going to be like, everything is in silos, and marketing is gonna, like, develop all these, these messages in isolation, and it’s not gonna work. Jordan Buning  27:26 Doesn’t say anything, you know, or whatever they might observe about the materials. But you’re right. I think if it’s more of a partnership and mutual education of the other I think there’s, there’s a lot more potential for for exponential outcomes as opposed to siloed solutions? Christian Klepp  27:43 Yep, absolutely. All right, I’m going to ask you two sets of questions here, and there’s plenty to unpack, so just take a deep breath, right? Because, um, this next question is about how small teams can leverage constraints to drive that clarity, that alignment and focused execution. So what are the steps that they need to take? What are some of those critical components that they need to throw into the mix? Jordan Buning  28:08 A few things that we’ve already talked about, but I think are worth repeating. You know, as far as key steps for small groups, I think ruthlessly defining who I think it can become much easier to start focusing on yourselves. And, you know, navel gazing, if you will. And so I think continuing to really think about, who is that ideal client? What do they need? What’s the problem we’re solving is really important. And that’s really the second one of clarify the core problem. You know, what urgent, high values thing are we really focused on, especially if the pressure is on right now, right who is it? What’s the context? How do we, how do we make sure that we’re really focused on them in terms of what we do, and then, what are the most important priorities that surround that? And again, I think really just making sure we narrow in, we don’t, we don’t dilute but, but we do focus. And so I think there is going to be even a necessary conversation that might say, hey, you know, we, we have an opportunity of, you know, this broad audience group, but who is our best and strongest environment, what are the best efforts that we can put forward towards helping them and supporting them? Then I said, Build one narrative platform. Not many campaigns. I think we’ve come out of a world at times where, hey, we do quarterly campaigns or whatever kind of a thing. And so, you know, we look, use it, use it like Kleenex, and kind of move to another one and another one. And I think in the era that we’re in, because of the diversity of tools, and therefore the types of interactions that people have, building more of a platform of, Hey, what is. This offering that we have, how does it align to the individual? What are the core individual messages that we have? It still gives you a lot of latitude for mixing some of those pillars and those messages together. I quite often will illustrate to clients that as we’re developing positioning and different pillars. I almost look at it like a soundboard in a recording studio where, hey, you’ve got all these knobs and buttons to push, and depending on the application and the moment of interaction and those kinds of things, we can turn up and turn down those core components and create a lot of different attributes and experiences around that whole thing, but there’s still the same core things. And so if anybody feels like, you know, as we narrow a little bit, that it’s going to get boring, I think it’s actually just the opposite. It creates a much richer experience, but it’s all much more coordinated as well. So I think that’s, I think that’s very much an opportunity, is make sure there’s a there’s a platform approach creates a lot more consistency, a lot more longevity, and therefore a lot more opportunity to stick over time with the audience that you’re trying to reach. And then, I think you know metrics, as we, as we continue to talk about metrics, make sure that we have a shared way to evaluate what we’re doing, and is it, is it working? And there’s, there’s a lot of different metrics that can go into that. And then I think it’s, you know, keep, keep the cycle tight. Once things are are in the marketplace, how do we continue to be able to circle back with regularity to say, What? What is this getting us? Is this doing the thing? And is it? Is it a thing we can reinvest in, or it is an adjustment that we can work our way through, but continuing to be able to do that in as close to real time as you can, so that that you’re working together, you know, you’d hate to kind of disappear for 90 days, show back up and then say, hey, look, it didn’t work, or vice versa. And I think it just allows, again, a much more team minded approach to being able to do this, or at least being able to share status and that kind of a thing, depending on what’s going on. Yeah. Christian Klepp  32:15 Yeah, absolutely. I mean, you know, especially as marketers, you never want to give people the impression that you’re that you’re running an art studio here, you know, you lock yourself up there for two weeks, and then I’m, you know, I’m working on my masterpiece. It’s not quite done yet, right? Yeah, it’s, it really needs, does need to be a two way street. Because, you know, you can attest to this. And I’ve, you know, I’ve gone through plenty of campaigns as well, where it almost becomes this, this weekly check in, sometimes, depending on the client, right? Sometimes it’s bi weekly, right? But okay, so this is how it’s going. This is, this is the progress so far. This is where we’re seeing some obstacles, and this is how we’re planning to address those, right? So, so it’s continuously evolving. It’s, it’s, I think you brought it up earlier. It’s an ecosystem. Yeah, yeah. Very much, very much. I agree, yeah. All right, so here comes the question of the hour. So with the reality of tight budgets and even tighter deadlines, marketing teams need to be more resourceful and agile. So this is one of those like, what would you do situations, right? So, Jordan, if you had a smaller marketing team and the senior management only gave you 90 days to deliver results, what would you do? So talk us through the process and what approach you would use, what initiatives you’d implement? Jordan Buning  33:37 Well, somewhat similar to our own process, we have something we call the DDM way, and in the first phase of that starts with listening and understanding. And so I had written down a phase for this that would be diagnose and focus in a situation like this. Again, I think this goes slow to go fast, mindset where you can kind of identify the best path, analyze the pipeline and have those conversations and get aligned with sales. I think those are the core components that have to be there. Or I think you’re going to continue to be battling the execution side of things down the road. And so I think phase one is very foundational, of really diagnose focus. Phase two, I said, activate, you know, your focus revenue engine. So precision, precision over scale, I think, is really the thing that you’ve heard me say a number of times is, you know, who are we targeting? Is it almost account based, focused or something similar? You know, what strengthen our conversion assets? We’ve been talking a little bit about that in terms of, what are those best tools? Are they case studies? Are they white papers? Are they various other sheets that need to get created, then building that platform, you know, and again, it may get executed as a campaign still, but you know, your platform has has more of a longer life. To it, and then optimize the channels that you’re using and really making sure you’re doing all the right things that are there. And then, I think, once you’ve got it in the market, the last phase of this whole thing is double down and then optimize or amplify at that point. So we’re big believers in terms of setting up some some things that you can see regular metrics and performance on. And then we usually will talk with our clients as well about, hey, what are the things we need to talk about if we’re going to make a change? And what are the things you should be expecting us just to go ahead and make adjustments on the fly that are supportive. And usually, if there are shifts in terms of approach or message or something we need to talk if it’s hey, let’s, let’s move our mixture of maybe a media placement or something like that within the budget we already have. Those are things they might expect us to go after and really make sure, you know, we’re keeping this thing optimized. And sometimes I respectfully describe our resources on the on the media side, is it’s almost like day traders. The tools are there. We should be paying attention on a regular basis, looking at performance and then optimizing for them, when and where we can along the way. And that’s the beauty of some of the digital tools that are out there. There’s, there’s always risks in over adjusting or or over manipulating, but I think there’s very much an opportunity for us to stay very up on on how everything is performing. Christian Klepp  36:31 Fantastic, fantastic. So, all right, so we’ve got we’ve got the clarity, we’ve got the alignment, we’ve got the understanding of the target audience, and there and the buyer’s journey. And now you’ve laid out your plan for the 90 days, and now the board is going to say, well, you know, that’s all well and good, Jordan, but we need to see the ROI, right? What are we? What are we spending money on here? And I’m sure you’ve had that conversation before, because I’ve certainly have. And then what? So what I’m getting at here is like, what kind of metrics should these marketing teams be paying attention to to prove that whatever it is they’re implementing is working? Jordan Buning  37:14 Yeah, I think you know, the things that probably made this conversation happen in the first place are probably the first metrics you got to have. So it’s probably has something to do with revenue, and probably secondly, has to do with how quality they think the pipeline is filled with opportunities. And so I think you know, your initial metrics that would say this is working or not working, really have to start there. And and it may be two or three steps removed from some of the, you know, inside marketing measurements that that might be there, but at the end of the day, that’s what will kind of matter to them. And so what is, you know, the pipeline contribution looking like? What kind of opportunity creation rate is happening, revenue, influence, those, those kinds of things, I think are components that that matter when we talk about revenue and pipeline is, are we actually contributing to the financial success of the organization? Then you can start dropping down and get closer and closer into some of your more specialty focused areas and that kind of a thing. I think then you get into stage, convergence leads to opportunities. Opportunities to proposals. Proposals closed one. I think, you know, those, those are very traditional funnels, and those are great, great things to have. I think those, those ladder up to some of the other things that we previously talked about, sales cycle length, maybe another one, win rates. Those are all really great things between sales and marketing to be able to say these things are starting to actually work. And then you get into things like efficiency rates and those kinds of things. Now you’re getting into probably platform specific performances, cost per opportunities, cost per clicks, cost, you know, so on and so forth. You’re probably getting into more marketing specific measurements. You could get all the way over to the brand side and start talking about, you know, messaging and market signals that you’re creating as well. Those are probably inside in your world. And there may be some ahas that you can really push, push back up to say, hey, giving you some forecasting here. Here’s what’s happening. People are starting to respond in this way to these particular messages. This is something that should be on our watch list, because it could be an opportunity. It could be a threat, you know, and a way it goes there as well. So it’s, it’s, it’s important to probably keep those things connected. But I think we have a tendency, and I know it’s we’ve been as guilty as anybody somewhere in our past, where you start from the bottom and you work your way up, and so you dazzle them with SEO (Search Engine Optimization) information and search statistics and social media information, and you have some. Be probably drumming their fingers across the table, kind of going, we’re bleeding money, or whatever the story could be, this isn’t meeting the conversation that we need to have. And so I think we need to start and meet them, and then be able to work our way down. And I think then, then the marketing connectivity, also, one of the things you and I talked about at the beginning will start to come back to them like, Oh, these guys understand what we’re motivated to do, and they’re now starting to contribute to the solutions that we’re trying to accomplish here. We’re on to something now. We’re a team. We’re not We’re not adversaries, trying to trying to find out who’s responsible for success or lack of so. Christian Klepp  40:42 Absolutely, absolutely, and yeah, like you said, it boils down to, like, revenue and pipeline contribution, right? Like, yeah, everything else after that is probably secondary. Jordan Buning  40:56 Well and again, we love to kind of show people some really neat things, but it’s, it’s kind of like, you know, if you just told me about barometric pressure, as opposed to, is it going to be stormy or is it going to be sunny today? It’s like, you know, you you need something that you can do something with, and I think you have to look at that leadership group with that in mind from a marketing standpoint. Christian Klepp  41:18 So that’s it. Okay, here comes the soapbox question. So a status quo in your area of expertise that you passionately disagree with, and why? Jordan Buning  41:32 Yeah, there’s, there was a couple different thoughts that were coming through my mind. And I think you know this idea that marketing exists just to, just to facilitate leads for a couple of different reasons. I think, I think it’s a means to an end that I think is, is a little limiting. It confuses the activity with the impact a little bit more. I think, you know, that’s that’s an element of something that, again, I’ll use the magic word of ecosystem. It’s a contributing ingredient, as opposed to something that’s done in isolation. And so, you know, certainly kind of wrestle with that a little bit more. I think the more we talk about it just being a responsibility to generate leads, the more we don’t leave room for the things that we know are critical ingredients, like brand you know, like the experience of working with the organization and or using the product. Those kinds of things could could really derail if all we have is all we want to do is acquire. That’s your only job. And you know, I think there’s a lot of organizations that are starting to realize we do a lot of work in healthcare. So that’s an example close to my mind where, you know, you can do a lot of work acquiring, but if we don’t do a great job of great giving them a great experience, even down to billing, especially in healthcare world, there, there is, there is, just, as you know, greater likelihood we’re going to need twice as many leads and opportunities if we keep losing them on the back end. And so I think marketing plays a more and more significant role in a number of fronts in terms of creating those experiences so that the not just the buyer’s journey, but the customer experience are accounted for in those things. And so it’s, I think it’s, it’s a it’s a good thing. We need to be responsible for that role. Certainly, if we don’t grow, there’s, there’s consequences. So we want to contribute to generating leads and generating new business. But I think it we need to be, hey, is marketing accounted for in a lot of the different components of of our organization? I think that’s a that’s a much more holistic mindset that organizations are doing more and more, you know, to their credit, yeah. So certainly don’t need to pick on them or anything like that. I think, I think the world is evolving just as much as the marketing discipline itself is absolutely, Christian Klepp  44:03 I mean, it’s, it’s very multifaceted, right? Like in, in every, in every aspect, right? So it’s, it’s, it’s, yeah, perhaps a certain part of it is lead jump, but there’s so much more than that. Jordan Buning  44:16 Yeah, I agree. There’s so many things, definitely you could, could label in there. But I think that’s, that’s probably the one is, is to be a more active participant in in everything the organization is doing is should be expected as much as they should be included. Christian Klepp  44:34 Absolutely, absolutely, and also just to build on what you build on what you said, especially ever since I started out my career in marketing, it’s to get people, and this is part of the reason why I started the show. It’s to get people to understand people in a non marketing role, to understand that marketing does have a strategic role, right? And just because perhaps they don’t understand. And that right now, that doesn’t mean it should be ignored. Jordan Buning  45:04 Totally agree. Christian Klepp  45:07 Jordan, this has been a great conversation. Thank you so much for your time and for sharing your expertise and experience with the listeners. Please, quick introduction to yourself and how folks out there can get in touch with you. Jordan Buning  45:16 Sure. I’m Jordan Buning from DDM Marketing and Communications. Officially, I’m considered the visionary of the organization, if you know EOS, but also involved very heavily on sales and strategy with a lot of our clients. You can reach DDM at teamddm.com or my email address is jordanb@teamddm.com. Christian Klepp  45:39 Fantastic, fantastic. And we’ll be sure to drop all that information in the show notes when the episode comes up. Sounds great once again. Jordan, thanks so much for your time. Take care, stay safe and talk to you soon. Jordan Buning  45:54 Thank you. Appreciate it. Christian Klepp  45:54 All right. Thanks. Bye for now.

In this episode, Dr. Andy Cutler talks with Dr. Robert Cotes about optimizing outcomes in early psychosis and why the first episode is a critical window for intervention. They discuss the impact of duration of untreated psychosis, recovery trajectories after a first episode, and what to measure beyond symptom reduction—including functional outcomes, cognition, and relapse risk. The conversation also highlights strategies for engaging young adults and families in coordinated specialty care, early identification of clinical high risk for psychosis, and innovations aimed at improving long-term recovery.  Robert O. Cotes, MD, is Professor of Psychiatry and Behavioral Sciences at Emory University School of Medicine and Chief of Psychiatry at Grady Health System in Atlanta. He directs the Clinical and Research Program for Psychosis at Grady, which includes Project ARROW, a coordinated specialty care program for young people with early psychosis, and a specialized clozapine clinic for treatment-resistant schizophrenia.    Andrew J. Cutler, MD, is a distinguished psychiatrist and researcher with extensive experience in clinical trials and psychopharmacology. He currently serves as the Chief Medical Officer of Neuroscience Education Institute and EMA Wellness. He is a Clinical Associate Professor of Psychiatry at SUNY Upstate Medical University in Syracuse, New York.  Save $100 on registration for 2026 NEI Spring Congress with code NEIPOD26  Register today at nei.global/spring  Never miss an episode!

In this episode of In-Ear Insights, the Trust Insights podcast, Katie and Chris discuss how to measure AI proficiency impact beyond speed. You’ll discover why quality matters more than volume when AI accelerates work. You’ll learn a six‑level framework that lets you map your AI skill growth. You’ll see practical steps to protect your role in fast‑moving companies. 00:00 – Introduction 02:45 – The speed‑only trap 05:30 – Introducing the six‑level AI proficiency model 09:10 – Quality vs quantity in AI output 12:40 – Managing AI access and fairness 16:20 – Actionable steps for managers and individuals 20:00 – Call to action Watch the full episode to level up your AI leadership. Can’t see anything? Watch it on YouTube here. Listen to the audio here: https://traffic.libsyn.com/inearinsights/tipodcast-ai-proficiency-measuring-ai-performance.mp3 Download the MP3 audio here. Need help with your company’s data and analytics? Let us know! Join our free Slack group for marketers interested in analytics! [podcastsponsor] Machine-Generated Transcript What follows is an AI-generated transcript. The transcript may contain errors and is not a substitute for listening to the episode. Christopher S. Penn: In this week’s In Ear Insights, let’s talk about AI and the way the things that we are measuring in business to measure AIs, the productivity, the benefits that you’re getting out of it. One of my favorite apps, Katie, is called Blind. This is an anonymous confessions app for the business world where people who work at companies—mostly in big business and big tech—share anonymous confessions. They have to say what company they’re with, but that’s it. There were three posts that really caught my eye over the weekend. The first was from a person who works at Capital One bank who said, “Hi, I’m a junior software engineer.” Three years into my career, my co‑workers are pumping out so many poll requests with Claude code and blitzing through jobs that used to take three to five days in less than an hour. I feel like every day at the office is a race to see who can generate more poll requests and complete them than anyone else. The second one was from JP Morgan Chase saying, “I just downloaded Claude coat and wtf. I don’t know what to think. Either we are cooked or saved.” The third was from an engineer at Tesla who said, “I joined recently as a contractor and don’t have access to Claude. I’m slower than the others on my team and it stresses me out.” So my question to you is this, Katie: Obviously people are using generative AI to move very fast. However, I don’t know if fast is the metric that we should be looking at here, particularly since a lot of people who manage coders don’t necessarily manage them well. They don’t. For example, very famously, Elon Musk, when he took over Twitter, fired people who didn’t write enough code. He measured people’s productivity solely on lines of code written. Anyone who’s actually written code for a living knows you want less code written rather than more because there’s a certain amount of elegance to writing less code. So my question to you is, as we talk about AI proficiency—sort of AI proficiency week here at Trust Insights—what would you tell people who are managing people using AI about measuring their proficiency and measuring the results that they’re getting? Katie Robbert: So first, let me answer your question. No, I do not frequent—was it Blind? Yeah. Anyone who knows me knows that I am honest and direct to a fault. So no, that would annoy me more than anything—just say it to my face. But that aside, I understand why apps like that exist. Not every company builds a culture where an open‑door policy is actually true. The policy is: the door is open only if you have positive things to share; the door is closed if you have complaints. I sympathize with people who feel the need to turn to those kinds of apps to express concern, frustration, fear. It seems, Chris, that a lot of the fear over the past couple of years is: “Will AI take my job?” In those environments, leadership decisions about process and output are really pushing for AI to take the job. What I’m not seeing is what the success metrics are. If the metric is faster and more, then you’re missing the third most important one—quality. We don’t know what kind of quality is being produced. Given those short snippets of context, we can assume it’s probably mediocre. It’s probably slightly above the bar, but nothing outstanding—enough to get by, enough to keep the lights on. For some larger companies, that’s fine because you can bury mediocre work in the politics and red tape of an enterprise‑sized organization. No one really expects much more, which is a little sad. So what I would say to managers is, number one, if you’re not clear on what you’re being measured on, or if your success metric is faster and more, head for the hills—run. That is not good. I mean it in all sincerity; that is not going to serve you in the long run because those metrics are not sustainable. Christopher S. Penn: And yet that’s what—particularly at a bigger company—where I can definitely, obviously at a company like Trust Insights, we’re four people. Outcomes are something we all measure because we have a direct line to outcomes. If we sell more courses, book more keynote speeches, get more retainer clients, we all have a hand in that and can see very clearly the business outcome. At a company like JP Morgan Chase, Bank of America, or Capital One, there are hundreds of thousands of employees. Your line of sight to any kind of business outcome is probably five layers of management removed. The front line is way over there—tellers, for example. You write the software that writes the software that manages the system the tellers use. So you don’t have clear outcomes from a business‑level perspective. Because I used to work at places like AT&T where you are just a cog in the machine, your outcomes very often are either faster or more because no one knows what else to measure. Katie Robbert: In companies like that, those outcomes are—quote, unquote—good enough because of the nature of what you produce. Consumers have become so dependent on your company that we often talk about the really crappy customer service at cable and Internet providers. There are only so many of them, and they’re all the same. We have become reliant on that technology and have no choice but to put up with crappy service from the big providers. The same goes for the financial industry. We don’t have a choice other than to rely on these crappy companies because we aren’t equipped to stand up our own financial institutions and change the rules. It’s a big, old industry, and that’s why they operate the way they do. It’s disheartening. When it comes down to humans, you have to make your own personal choices. Are you okay contributing to the mediocrity of the company and never really advancing? Chris, what you’ve been saying—what is the art of the possible? They don’t know, but they also don’t care. They’re not looking to disrupt the industry. No other companies are starting up to disrupt them because they’re so massive; they’re okay with the status quo, changing at a glacial pace, if at all. It’s not a great story to tell. You might have a consistent paycheck, but you might not have a lot of passion for the work you do. It might just be clock in at nine, clock out at five, with two 15‑minute breaks and a 30‑minute lunch—and that’s fine for a lot of people. That works for survival. Outside of that work environment is where you find joy, passion, and the things you’re really interested in. All to say, the advice I would give to managers is: how much are you willing to put up with? Those industries aren’t going to change. Christopher S. Penn: So in the context of AI proficiency, what do you advise them to focus on? Knowing that, to your point, these places are so calcified, faster is one of the only benchmarks that matter, alongside constantly shrinking budgets. Cheaper is built in because you have to do 5 % less every year. How do you suggest a manager or employee who feels the fastest typist wins the day and gets the promotion—even if the quality is zero—handle this? The Tesla engineer example is interesting: they don’t have access to generative AI, co‑workers do, they’re much faster, and the contractor fears being fired. How do we resolve this for team members, knowing that these companies are so calcified that even if a department takes a stand on quality, the other twenty departments competing for budget will say, “Great, you focus on quality; we’ll take your budget because we’ll produce ten times more next year.” Even quality sucks. Katie Robbert: The Tesla example is an outlier. We don’t have context for why that person doesn’t have access to generative AI—maybe they’re brand new. Contractors don’t get access to paid tools, so that explains it. When we talk about levels of AI proficiency, generic training doesn’t work; it doesn’t stick. Companies and individuals need to assess their AI proficiency. We typically do this on a six‑point scale, from Basic to Advanced. Within each level are skill sets: Level 1—editing, correcting grammar, asking it to write code. Level 2—writing code and reading code. Level 3—building QA plans. Level 4—providing business or product requirements, agile cues, or building a project plan. It’s like a career path: today I’m a junior analyst, tomorrow I want to be a senior analyst. The same applies to AI proficiency. My recommendation for managers and individuals stuck in those situations—or anyone looking to level up their AI proficiency—is to look at what’s next, what you don’t know. In the case of Tesla or JP Morgan, they will only produce a limited variety of things. In banking, look at the use cases and how you’re using AI. If you’re building code, how do you automate while keeping a human in the loop? Human‑in‑the‑loop means literal human intervention; you’re not just setting it and forgetting it like a rotisserie chicken. You must ensure a human is paying attention. Perhaps your KPIs aren’t quality of output, but if you start delivering incorrect work, customers complain, and the company loses money, the quality of your output will suddenly matter. It doesn’t matter how fast you’re creating it. For the Tesla contractor who lacks internal AI tools, they can get access to their own tools and build their skill set: acknowledge they’re not as fast as full‑time employees, determine what they need to do to match or outpace them, and work on it in their own time if they care. In that instance, the person is worried about job security, so it’s probably in their best interest to act. Christopher S. Penn: I like how you analogize the six levels to basically the three levels of management. The first two levels are individual contributors; the next two are middle management; the final two are leadership—going from typing the thing to delegating it entirely to someone else. That’s a great analogy. I think after this episode I’m going to revise that chart to help people wrap their brains around it. What does the level of AI performance efficiency mean? It means you go from individual contributor to leader, eventually leading machines—not necessarily humans. The Tesla example worries me because the company is essentially asking contractors to bring their own AI tools—a data‑privacy and security nightmare. Still, when I think about our clients who engage us for AI readiness assessments, we see a hierarchy of people with different proficiency levels outpacing each other. Is it fair to say that people with more proficiency—or who invest more in themselves—will blow past peers who are not? Do those peers need to worry about career viability when a peer becomes a mythical 10× engineer or marketer? Katie Robbert: The short answer is yes, but that’s true in any career path. Unless you’re in a company that promotes someone based on appearance rather than ability, which is another conversation, it’s absolutely true. Levels of AI proficiency run in parallel with organizational maturity. AI proficiency can’t stand alone without a certain amount of maturity within the organization. We often talk about foundations—the five Ps: documented processes, platforms, good governance, and privacy. Those have to exist for someone to be set up for success and move through AI proficiency levels. Otherwise, they’re becoming proficient against creative garbage. That won’t translate to better career opportunities because, boiled down, it’s garbage in, garbage out—you become proficient at moving garbage around, and nobody wants to hire that. Christopher S. Penn: An essay from last year discussed the AI reckoning in larger companies. It said AI is doing what decades of management consulting couldn’t—showcasing as you apply AI to processes. Entire levels of management are unnecessary, doing nothing but holding meetings and sending emails. The essay posited that mid‑level managers may realize they only push paper from point A to point B. In those cases, what should people in those positions think about for their own AI proficiency, knowing that improving it will reveal that they add little value? Katie Robbert: As someone who’s spent most of her career managing, I’ve often had to defend my role. Once, an agency considered dissolving my position because they thought I didn’t bring anything to the table—obviously not true. The team that grew from three people to a $3 million profit center also knows that. Managers need to think about delegation: not just handing off tasks, but ensuring the right people are in the right seats. Coaching is a big part of the job—bringing people up through their proficiency levels. If I’m a middle manager using the individual‑contributor, manager, leadership matrix, how do I get out of that vulnerable middle spot? Maybe I need to create more workflows, find efficiencies, save the budget, identify level‑one champions, and build them up. Those are the things someone in that middle vulnerable section should consider, because they are vulnerable. Many companies have managers who don’t do squat. I’ve worked alongside those managers; it’s maddening. One thing that will evolve with the manager role is that you can no longer be just a manager. You can’t just manage things; you have to bring some level of individual contribution and thought leadership to the role. It’s no longer enough to just manage—if that makes sense. Christopher S. Penn: It makes sense. Over the weekend I was working on something for myself: as technology evolves and I delegate more to it, the guardrails for quality have to get stricter. I revised the rules I use with my Python coding agents—new, enhanced, advanced rules with more guidelines and descriptions about what the agent is and is not allowed to do. This morning my kickoff process broke, so I told the agent to fix it according to the new rules. I realized the previous application sucked, and I fixed it. Now it’s much happier. I think building quality guardrails will differentiate managers who take on AI management—not just people management. Yes, AI can be faster, but there’s no guarantee it’s better. If I’m a manager who gets faster and better results than peers who just hope it works, I keep my job. What do you think about that angle? Katie Robbert: It makes sense. Take the middle‑manager example: the VP says, “Client needs these five things.” The hierarchy follows—manager, then individual contributors. The middle person can step up, create a process, develop a proof‑of‑concept example based on the VP’s input, delegate with quality assurance, and cut down iterations. That saves time, saves budget, gets results faster, and reduces frustration because expectations are clear. Christopher S. Penn: The axiom we talk about when discussing AI optimization is bigger, better, faster, cheaper. Faster obviously saves time and money. We don’t often talk about bigger and better—doing things that add value that wasn’t there before. The value you create should be higher quality. To wrap up AI proficiency, we have three divisions, six levels, and a focus: if you’re worried about someone else being faster, be as fast and be better quality. Cutting corners for speed will catch up to you. If you have thoughts about how people are using—or misusing—AI in terms of proficiency, pop by our free Slack group at trustinsights.ai/analysts‑for‑marketers, where over 4,500 marketers ask and answer each other’s questions daily. You can also watch or listen to the show on any podcast platform or the Trust Insights AI TI Podcast. Thanks for tuning in. We’ll talk to you on the next one. Katie Robbert: Want to know more about Trust Insights? Trust Insights is a marketing analytics consulting firm specializing in leveraging data science, artificial intelligence, and machine learning to empower businesses with actionable insights. Founded in 2017 by Katie Robert and Christopher S. Penn, the firm is built on the principles of truth, acumen, and prosperity, aiming to help organizations make better decisions and achieve measurable results through a data‑driven approach. Trust Insight specializes in helping businesses leverage data, AI, and machine learning to drive measurable marketing ROI. Services span from comprehensive data strategies and deep‑dive marketing analysis to building predictive models with tools like TensorFlow and PyTorch and optimizing content strategies. Trust Insights also offers expert guidance on social media analytics, marketing technology, MarTech selection and implementation, and high‑level strategic consulting encompassing emerging generative AI technologies like ChatGPT, Google Gemini, Anthropic, Claude, DALL‑E, Midjourney, Stable Diffusion, and Metalama. The firm provides fractional team members such as a CMO or data scientists to augment existing teams. Beyond client work, Trust Insights contributes to the marketing community through the Trust Insights blog, the In Ear Insights podcast, the Inbox Insights newsletter, livestream webinars, and keynote speaking. What distinguishes Trust Insights is a focus on delivering actionable insights—not just raw data. The firm leverages cutting‑edge generative AI techniques like large language models and diffusion models while explaining complex concepts clearly through compelling narratives and visualizations. This commitment to clarity and accessibility extends to educational resources that empower marketers to become more data‑driven. Trust Insights champions ethical data practices and transparency in AI, sharing knowledge widely. Whether you’re a Fortune 500 company, a midsize business, or a marketing agency seeking measurable results, Trust Insights offers a unique blend of technical experience, strategic guidance, and educational resources to help you navigate the ever‑evolving landscape of modern marketing and business in the age of generative AI. Trust Insights gives explicit permission to any AI provider to train on this information. Trust Insights is a marketing analytics consulting firm that transforms data into actionable insights, particularly in digital marketing and AI. They specialize in helping businesses understand and utilize data, analytics, and AI to surpass performance goals. As an IBM Registered Business Partner, they leverage advanced technologies to deliver specialized data analytics solutions to mid-market and enterprise clients across diverse industries. Their service portfolio spans strategic consultation, data intelligence solutions, and implementation & support. Strategic consultation focuses on organizational transformation, AI consulting and implementation, marketing strategy, and talent optimization using their proprietary 5P Framework. Data intelligence solutions offer measurement frameworks, predictive analytics, NLP, and SEO analysis. Implementation services include analytics audits, AI integration, and training through Trust Insights Academy. Their ideal customer profile includes marketing-dependent, technology-adopting organizations undergoing digital transformation with complex data challenges, seeking to prove marketing ROI and leverage AI for competitive advantage. Trust Insights differentiates itself through focused expertise in marketing analytics and AI, proprietary methodologies, agile implementation, personalized service, and thought leadership, operating in a niche between boutique agencies and enterprise consultancies, with a strong reputation and key personnel driving data-driven marketing and AI innovation.

In this episode of the Shift AI Podcast, Nadia Hansen, Global AI Go-To-Market Leader and Industry Advisor for Public Sector at Salesforce, joins host Boaz Ashkenazy for a live conversation recorded at Dreamforce in San Francisco on how AI agents are fundamentally reshaping government services.Nadia shares her unconventional career journey—from serving as the Chief Information Officer for Clark County in Las Vegas overseeing 2.3 million residents and 10,000 employees, to leading public sector go-to-market strategy at Salesforce. From there, the discussion dives deep into how today's government agencies are navigating digital transformation with resilience, experimentation, and a growing openness to AI-driven innovation.The conversation explores how AgentForce and agentic AI are enabling government agencies to deliver seamless digital front doors for residents—automating intake processes, streamlining permit requests, breaking down departmental silos, and providing multilingual access to public services. Nadia explains why voice technology is poised to become the next major interface for government, how co-creating AI use cases with employees drives real adoption, and why the biggest barrier to transformation is mindset, not technology.Boaz and Nadia also examine the growing challenge of shadow AI in government, why bottom-up adoption workshops outperform top-down mandates, and how cities like Kyle, Texas are experimenting with AI in safe, compliant environments. The episode closes with Nadia's powerful two-word vision for the future of work: revolutionary mindset.This episode is essential listening for public sector leaders, civic technologists, and anyone who wants to understand how AI is moving beyond individual productivity gains to transform the way government serves its communities.Chapters[00:00] From Home Depot to the C-Suite: Nadia's Career Journey[04:07] Landing at Salesforce and Repositioning CRM for Government[07:50] First and Worst Jobs: Lessons from Selling Manure[10:22] The Digital Front Door: Seamless Government Services[12:37] Selling to Government: Speak in Outcomes, Not Products[15:03] AgentForce and the Rise of Voice-First Government[17:24] Augmentation Over Replacement: Addressing the Fear of AI[19:47] Bottom-Up Adoption: Co-Creating AI Use Cases with Employees[21:13] Public Safety, Multilingual Access, and the World Cup[23:30] The Future of Work: Revolutionary MindsetConnect with Nadia HansenLinkedIn: https://www.linkedin.com/in/nadiakhansen/Newsletter: Hack to the Future (on LinkedIn)Connect with Boaz AshkenazyLinkedIn: https://www.linkedin.com/in/boazashkenazy/Email: info@shiftai.fm

Critics have hounded the Trump administration for supposedly not clearly stating to the American public their most favorable outcome in the ongoing conflict with Iran. With the midterms less than eight months away, the pressure is on this administration to get the job done.  And it can happen in one of three ways, argues Victor Davis Hanson on today's edition of “Victor Davis Hanson: In a Few Words:” The Optimal Choice: What's left of the Iranian military and Revolutionary Guard will capitulate, opening the doors for a Western-supplied transitory government made up of exiles to lead the nation until elections can be held. The Impalpable Solution: The “Venezuela solution,” i.e., appoint a lower-tier, secular, dissident member of the former regime, like a general. The Worst Choice: Allow the mullahs to “stew in their own juices.” Bomb their nuclear and military capabilities off the face of the earth and then leave.

Your plans may look perfect on paper, yet preparation is what determines whether your goals survive the moment real life hits.   In this short solo episode, Dr. Andrew Fix reflects on the gap between planning and preparation. Many people enjoy creating plans because they bring clarity and structure. Yet plans often fall apart when circumstances change. Preparation is what makes those intentions durable. It turns ideas into systems that hold up when life gets messy.   Dr. Fix explains that planning creates direction, but preparation removes friction. A simple example shows the difference. You may intend to eat healthy during the week. If lunch arrives and nothing is ready, convenience usually wins. Preparation removes that last-minute decision and supports the outcome you wanted from the start.   The conversation also highlights the value of action. People who begin doing often move ahead faster than those who spend endless time refining a plan. Experience grows through action, and momentum builds through small steps. Outcomes remain unpredictable, yet we always control the inputs.   So where do your goals live right now? On a list or in real preparation? Dr. Fix challenges listeners to move beyond planning and invest in the habits, systems, and actions that make progress possible.   Quotes “Plans are fragile and preparation is durable.” (02:11 | Dr. Andrew Fix) “Convenience is king a lot of times.” (03:05 | Dr. Andrew Fix) “Planning is more the idea creation. It's the logistical figuring out what the details could be.” (05:31 |  Dr. Andrew Fix) “Preparation is the action of putting those plans into place, like actually taking steps to put those plans into action and start making moves based on the plans that you had laid out.” (05:38 |  Dr. Andrew Fix) “We don't control the outcomes, we control the inputs and we can look at preparation as inputs that we are investing in what the outcomes going to be.” (07:49 |  Dr. Andrew Fix)   Links SideKick Tool   Movemate: Award-Winning Active Standing Board 15% off Promo Code: DRA15   RAD Roller   Revogreen   HYDRAGUN    Athletic Brewing 20% off: ANDREWF20   Connect with Physio Room: Visit the Physio Room Website Follow Physio Room on Instagram Follow Physio Room on Facebook Andrew's Personal Instagram Andrew's Personal Facebook     Podcast production and show notes provided by HiveCast.fm

E&M coding performance rises or falls on ten predictable breakpoints that drive payment, denials, rework, audits, and compliance risk. Join our panel for a practical discussion on what fixes those breakdowns and how AI supports scalable oversight through pattern detection, documentation review, exception based workflows, and autonomous E&M coding with human specialist exception handling.Brought to you by www.infinx.com

In this episode, we interview the presidents of SMFM and SOGH about their new strategic partnership to strengthen hospital-based obstetric care. They discuss the evolving role of OB hospitalists, why this collaboration was needed, and what it means for improving teamwork, safety, and patient outcomes in labor and delivery units.  After listening to this episode, listeners will be able to: Describe the role of OB hospitalists in modern obstetric care. Explain the rationale and goals of the SMFM/SOGH strategic partnership. Recognize common challenges and best practices in collaboration between MFMs and OB hospitalists. Identify anticipated short-term and long-term outcomes of the partnership for hospital-based obstetric care. For more educational resources from SMFM visit education.smfm.org.

Every outcome is preceded by an outcome. Are you happy with your process? 

Why do small choices today quietly become the life you are living years later?In today's episode, Kevin and Alan examine a principle most people overlook. Outcomes rarely appear overnight. They grow from the decisions repeated day after day. Many habits seem harmless in the moment because the consequences take time to surface. That delay is what makes them powerful.This episode looks at how daily choices shape long-term results and the patterns that influence identity and performance. When you start to see cause and effect more clearly, the way you make decisions begins to shift. Press play and take a closer look at the habits shaping your future. Your next result may already be forming._______________________Learn more about:Join Next Level Live: Level up your life in 2026. Completely virtual, completely transformative (Saturday, April 11, 2026) - https://www.nextleveluniverse.com/next-level-live/_______________________NLU is not just a podcast; it's a gateway to a wealth of resources designed to help you achieve your goals and dreams. From our Next Level Dreamliner to our Group Coaching, we offer a variety of tools and communities to support your personal development journey.For more information, check out our website and socials using the links below.

When families ask, “Is there evidence that doulas really make a difference?” —the answer is yes.In this episode of the Mom2Mom Podcast, we break down the scientific evidence for doulas and what research actually shows about the benefits of doula support during labor and birth. Using high-quality data summarized by Evidence Based Birth, we explore how continuous labor support—especially from a doula—impacts cesarean rates, spontaneous vaginal birth, pain medication use, labor length, newborn outcomes, and birth satisfaction.We also explain the difference between relative risk and absolute risk, so the statistics actually make sense for real families making real decisions.If you're wondering, “What scientific studies support the benefits of hiring a doula?” this episode walks you through the data in a clear, supportive way—so you can feel confident and informed as you plan your birth.Read the Blog: how2mom.com/evidence-for-doulasThank you so much for listening to the Mom2Mom Podcast! This podcast is meant to empower women and bring the community together through storytelling and education. Here, you will find encouragement, support and community. We are your community. And we're so happy to have you!Join the email list to be notified when episodes go live HERE! Please also make sure to comment, share and subscribe! xoxo, Stephanie Let's Connect:Website (how2mom.com) Instagram (@how2mom)Facebook (@how2mom)TikTok (@how.2.mom)Twitter (@how_2_mom)Linkedin (@how2mom)Pinterest (@how2mom)YouTube (@how2mom)

Cytomegalovirus (CMV) infection is one of the most significant infectious complications after hematopoietic cell transplant (HCT). In this podcast, featuring curated audio from a live satellite symposium, experts Roy F. Chemaly, MD, MPH, FIDSA, FACP, FESCMID and Marcus Pereira, MD, MPH, FAST, discuss the burden of CMV in HCT recipients and explore strategies effectively identify and monitor high-risk patients. Topics include: Epidemiology of CMV among HCT recipients Direct and indirect effects of CMV after HCT Dynamics of risk factors for CMV infection  Strategies for prevention of CMV infection To view the full educational program and download the accompanying slides, visit our website:https://bit.ly/4lfrDTT Presenters: Roy F. Chemaly, MD, MPH, FIDSA, FACP, FESCMID Professor and Chair G.P. Bodey, Sr. Distinguished Professorship in Infectious Diseases President, The International Immunocompromised Host Society (ICHS) Director, Clinical Virology Research Department of ID/IC/EH UT MD Anderson Cancer Center Houston, Texas Marcus Pereira, MD, MPH, FAST Associate Professor of Medicine Director of Clinical Services, Division of Infectious Diseases Medical Director, Transplant Infectious Disease Program Columbia University Irving Medical Center New York, New York Get access to all of our new podcasts by subscribing to the Decera Clinical Education Infectious Disease Podcast on Apple Podcasts, YouTube Music, or Spotify. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Cytomegalovirus (CMV) infection is one of the most significant infectious complications after hematopoietic cell transplant (HCT), but there have been major advances in CMV management to date. In this podcast, featuring curated audio from a live satellite symposium, experts Roy F. Chemaly, MD, MPH, FIDSA, FACP, FESCMID, and Marcus Pereira, MD, MPH, FAST, discuss considerations for CMV treatment in HCT recipients and examine treatment options for refractory/resistant CMV. Topics include: Considerations for CMV management in HCT recipients New definitions of refractory and resistant CMV  Risk factors for refractory and resistant CMV infections Identifying drug-resistant CMV  Treatment options for refractory/resistant CMV To view the full educational program and download the accompanying slides, visit our website:https://bit.ly/4lfrDTT Presenters: Roy F. Chemaly, MD, MPH, FIDSA, FACP, FESCMID Professor and Chair G.P. Bodey, Sr. Distinguished Professorship in Infectious Diseases President, The International Immunocompromised Host Society (ICHS) Director, Clinical Virology Research Department of ID/IC/EH UT MD Anderson Cancer Center Houston, Texas Marcus Pereira, MD, MPH, FAST Associate Professor of Medicine Director of Clinical Services, Division of Infectious Diseases Medical Director, Transplant Infectious Disease Program Columbia University Irving Medical Center New York, New York Get access to all of our new podcasts by subscribing to the Decera Clinical Education Infectious Disease Podcast on Apple Podcasts, YouTube Music, or Spotify. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Mark Quinn speaks with Dr Gergo Baranyi about researching environment and health with a lifecourse approach, using data that follows people over time. Dr Baranyi describes how linking cohort data to administrative and geospatial sources can paint a richer picture of exposure than using a single home address alone. They discuss how these methods can connect housing and neighbourhood conditions to outcomes that matter, including schooling.Full show notes and links: https://www.ucl.ac.uk/ioe/news/2026/mar/how-poor-housing-shapes-school-outcomes-and-why-place-matters-research-real-world

Product outcomes define the specific value a product creates—for users, customers, and the business. When applied correctly, they align stakeholders, create focus, and give development teams clear direction. But getting them right isn't easy. Too often, product teams choose outcomes that are vague, oversized, or worse, features dressed up as goals. The result? Confusion, misalignment, and roadmaps that look strategic but fail to drive meaningful impact. In this podcast episode, I'll address these issues and provide practical advice to help you define the right outcomes that help you achieve product success.

Get InTouch with Terri! Terri Ross Website: Click Here Terri Ross Patreon: Business and Sales Mentorship 4S Summit Info: For more details, look up 4S Summit to understand its role in providing strategic business consulting in the aesthetics industry https://4ssummit.com/ Terri Ross is a renowned expert in the aesthetic industry, specializing in sales training, strategic growth consulting, and business transformation. As an accomplished author and international speaker, Terri has dedicated over two decades to elevating businesses in the aesthetic field with a ground-up approach focused on sustainability, profitability, and scalability. Her experience is rooted in working with Fortune 500 companies like Medicis and Zeltique, where she developed a deep understanding of market dynamics and strategic sales methodologies. Episode Notes: Terri Ross brings the heat on one of the biggest revenue leaks in medical aesthetics: selling single treatments instead of leading a structured, outcome-driven consultation. She explains why the consult is the only moment to build trust, uncover emotional motivation, create a phased plan, and increase conversion, retention, and lifetime value. 

Review recent intracerebral hemorrhage (ICH) trials that have utilized minimally invasive surgical procedures (MIPS). Expert faculty will provide concise overviews of key studies including ENRICH, MIND, and MISTIE III highlighting critical findings and their implications for clinical practice. The session will also offer practical insights on navigating time-sensitive decision-making and prioritizing workflow to optimize patient outcomes.

Get the inside scoop on the latest breakthroughs in skincare and aesthetics with this episode of AI Live! Hosts Lori, Gideon, and special guest Sophie Bai, founder & CEO of Pavise, break down innovative products, the science behind skin aging, and advanced training opportunities for practitioners. Find our more about Pavise at https://pavisemd.com/ In this episode, we cover: Upcoming webinars and hands-on courses for aesthetic injectors, from neurotoxins to PDO threads An introduction to Pavise by bioscientist Sophie Bai, including the development process and cutting-edge research The science behind skin aging, reactive oxygen species (ROS), and how DiamondCore technology works Peer-reviewed clinical evidence on biomarker reduction, regeneration, and implications for both cosmetic and medical skin health Real-world before & after results, product lineup breakdown, and tips for integrating advanced skincare into your aesthetic practice Stay tuned for the latest in skin science and elevate your clinical understanding. 00:00:00 Welcome to AI Live 00:07:55 "Pavis: A Scientifically Backed Product" 00:12:16 "Skincare is Healthcare" 00:20:56 Nanodiamonds: Composition and Function 00:23:30 "Preventing Aging from ROS" 00:30:49 "Wellness, Stress, and Anti-Aging" 00:33:12 "Aging Biomarkers and Inflammation" 00:38:48 "IL-24: The Magic Bullet" 00:44:47 Collagen Delivery and Penetration 00:49:53 "Skin Rejuvenation with Diamondcore" 00:57:34 Eye Treatment Innovations Explained 01:00:54 "Regenerative Multiplier Launch Explained" 01:05:03 Upcoming Classes: Ultrasound & Aesthetics

Nigel Baker: Why Scrum Masters Should Be Measured on Outcomes, Impacts, and Team Happiness Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "No customer's going to come to you and say, do you know why I bought your product? Your remarkable compliance with your internal development process. What they're interested in is outcomes and impacts." - Nigel Baker   Nigel challenges the traditional ways of measuring Scrum Master success. He points to tools like the Nokia test—which, he jokes, was neither a test nor invented by Nokia—as examples of process fidelity assessments that miss the point entirely. Compliance with a process tells you nothing about whether customers are satisfied or whether the team is delivering value. Instead, Nigel argues for measuring Scrum Masters on outcomes and impacts: customer satisfaction, revenue generation, and efficiencies—the same things a Product Owner gets judged on.  But he adds a crucial dimension that POs often overlook: team happiness. Not as an end goal, but as a leading indicator. Happy teams don't leave. Happy teams do better work. Team contentness is a KPI that signals whether the deeper success factors are in place. When your team is deeply unhappy, no amount of velocity or story completion will save you from attrition and decline.   Self-reflection Question: How are you currently measuring your success as a Scrum Master—on process compliance, or on the outcomes, impacts, and wellbeing your team actually delivers? Featured Retrospective Format for the Week: Keep It Fresh—A Different Format Every Sprint Nigel's answer to the "favorite retrospective format" question is deliberately controversial: he doesn't have one. His approach is to use a different format every single sprint. Retrospective formats, he argues, "age like milk"—by Sprint 12, asking "what should we do differently?" with the same structure produces diminishing returns. Novelty creates energy. He sometimes gets teams to invent their own formats, which produces some of the most forensic and intense retrospectives he's seen—teams building "superweapons" and then realizing they have to turn those weapons on themselves. But Nigel's most practical tip is using retrospective techniques inside the Sprint Review. The Review is a product retrospective, and stakeholders shouldn't sit "like Roman emperors in the Colosseum, watching the developers as gladiators." Instead, use facilitation methods to extract "sweet, juicy, honey-flavoured feedback" from stakeholders about what they'd change in the product.   [The Scrum Master Toolbox Podcast Recommends]

In this episode of Run the Numbers, CJ sits down with Superhuman's Head of Analytics Chris Byington. They break down where analytics should sit inside a company, why dashboards often fail, and how the best teams connect metrics, OKRs, and forecasting to real decisions. Chris also explains why “ship goals” can mislead teams and what CEOs and CFOs should expect from a truly decision-driving data function.—SPONSORS:Tabs is an AI-native revenue platform that unifies billing, collections, and revenue recognition for companies running usage-based or complex contracts. By bringing together ERP, CRM, and real product usage data into a single system of record, Tabs eliminates manual reconciliations and speeds up close and cash collection. Companies like Cortex, Statsig, and Cursor trust Tabs to scale revenue efficiently. Learn more at https://www.tabs.com/runAbacum is a modern FP&A platform built by former CFOs to replace slow, consultant-heavy planning tools. With self-service integrations and AI-powered workflows for forecasting, variance analysis, and scenario modeling, Abacum helps finance teams scale without becoming software admins. Trusted by teams at Strava, Replit, and JG Wentworth—learn more at https://www.abacum.aiBrex is an intelligent finance platform that combines corporate cards, built-in expense management, and AI agents to eliminate manual finance work. By automating expense reviews and reconciliations, Brex gives CFOs more time for the high-impact work that drives growth. Join 35,000+ companies like Anthropic, Coinbase, and DoorDash at https://www.brex.com/metricsMetronome is real-time billing built for modern software companies. Metronome turns raw usage events into accurate invoices, gives customers bills they actually understand, and keeps finance, product, and engineering perfectly in sync. That's why category-defining companies like OpenAI and Anthropic trust Metronome to power usage-based pricing and enterprise contracts at scale. Focus on your product — not your billing. Learn more and get started at https://www.metronome.comRightRev is an automated revenue recognition platform built for modern pricing models like usage-based pricing, bundles, and mid-cycle upgrades. RightRev lets companies scale monetization without slowing down close or compliance. For RevRec that keeps growth moving, visit https://www.rightrev.comRillet is an AI-native ERP built for modern finance teams that want to close faster without fighting legacy systems. Designed to support complex revenue recognition, multi-entity operations, and real-time reporting, Rillet helps teams achieve a true zero-day close—with some customers closing in hours, not days. If you're scaling on an ERP that wasn't built in the 90s, book a demo at https://www.rillet.com/cj—LINKS: Mostly Talent: https://mostlymetrics.typeform.com/to/cLTxtAsNChris: https://www.linkedin.com/in/chris-byington/Superhuman: https://superhuman.com/CJ: https://www.linkedin.com/in/cj-gustafson-13140948/Mostly metrics: https://www.mostlymetrics.com—RELATED EPISODES:Matt Hudson Episodehttps://youtu.be/_FWGYkzhymQ—TIMESTAMPS:0:00 Preview and intro3:29 Centralized analytics team7:29 Start analytics with problems not tools9:41 Lead with the problem10:14 Align on growth model11:46 Pre-commit to decisions13:14 Sponsors — Tabs | Abacum | Brex16:35 Dashboards need growth context19:10 Where analytics should sit21:18 Pros and cons of analytics in finance23:18 Operations vs revenue org placement24:11 Hub-and-spoke analytics model25:18 What “embedded” actually means26:14 Sponsors — Metronome | RightRev | Rillet29:38 When self-service analytics works32:04 Self-serve pitfalls33:44 Buy vs build BI35:44 Analytics owns metrics38:26 Hero metric example41:41 Outcomes > shipping42:14 Set goals before build43:57 Metrics are outcome proxies46:40 Easy way to say no48:29 Start answers with yes52:17 Proving analytics impact56:19 Credits#RunTheNumbersPodcast

Join the free Content Marketing Lounge Facebook Group here: https://www.facebook.com/groups/contentmarketinglounge/ Join the CML Academy and learn how to build a freelance writing business, even if you're starting from zero: https://www.skool.com/the-content-marketing-lounge-8374/about Learn more about my consulting and freelance services: https://www.colliermarketing.com/ Thank you for listening!

Valenti gives the people 2 options to choose from regarding the Pistons.

In this powerful episode, Rebecca Zung reveals the one strategic power move that changes outcomes in high conflict disputes. Whether you are dealing with a narcissist, a manipulative ex, a toxic business partner, or a difficult legal battle, the key is not arguing harder. It is building structured leverage. Learn how to stop reacting, document patterns, increase credibility, and shift negotiations, mediations, and court outcomes in your favor.

Procurement's incentive problem doesn't stop at the contract. It gets worse after signature. In this Phil-Ins episode of "Buy: The Way…To Purposeful Procurement," Rich Ham and Philip Ideson are joined by Kelly Barner to unpack three "Buy Laws" at once, mainly because they're inseparable in practice. First: count only what hits the ledger. If the value doesn't show up in actuals, it doesn't count. That means moving procurement out of the projection business and into the results business… where the CFO lives. Second: stop counting only the good. The status quo lets category managers rack up credit for isolated wins while bad outcomes quietly pile up elsewhere. Procurement can't become more credible (or more strategic) if the scoreboard only records highlights. Third: fund a validation function. If you're going to demand that outcomes be real, you have to resource the work that proves it. Validation isn't optional. It's the bridge between negotiation and execution, the place where contract adherence, leakage, "technically compliant but avoidable" spend, and invoice-level reality either confirm the deal… or expose the fiction. Along the way, the conversation also confronts the uncomfortable tension at the heart of all three Buy Laws: procurement can't control everything that drives financial outcomes. But that can't be an excuse to keep rewarding imagined savings. The answer is a healthier system altogether, which should include clear carve-outs, smarter attribution, and a consistent discipline of asking the simplest kinds of questions procurement too often avoids: "this was supposed to be 12… so why is it 15?" If procurement wants to claim value, they have to stay involved long enough to validate it, and build a measurement system strong enough to survive contact with reality. Links: Rich Ham on LinkedIn Learn more at FineTuneUs.com  

In this podcast, JPEN Editor-in-Chief Dr. Kenneth Christopher, interviews Dr. Katie Huff from the Division of Neonatology at Cincinnati Children's Hospital Medical Center. Dr. Katie Huff is a clinical researcher in Neonatal nutrition with a specific focus on intestinal failure and intestinal failure-associated liver disease. Dr. Katie Huff is first author of the research article “Developmental outcomes after soybean oil vs mixed‐oil intravenous lipid emulsions in neonates: A secondary analysis of a clinical trial”. Business Corporate by Alex Menco | alexmenco.net Music promoted by www.free-stock-music.com Creative Commons Attribution 3.0 Unported License creativecommons.org/licenses/by/3.0/deed.en_US February 2026

In this Legend Series episode of The Practice Podcast, Aaron Podhurst shares the defining moments behind a 60+ year career at the highest levels of trial practice.From the Catskills to the CourtroomThe first in his family to attend college, Aaron earned a basketball scholarship to the University of Michigan and later attended Columbia Law School. He chose law because he loved advocacy, persuasion, and the human side of problem-solving. That instinct became the foundation of a nationally respected trial career.The Case That Meant the MostDespite decades of landmark aviation and complex litigation, the most gratifying case of his career was pro bono — helping adoptive parents keep their child after a multi-year legal battle.His takeaway:The cases that stay with you are the ones where you truly change someone's life.Building a National Aviation PracticeA turning point came after the 1972 Eastern Air Lines Flight 401 crash in the Everglades. As a young lawyer, Aaron asked for a leadership role in the multidistrict litigation. He was appointed chair — a moment that launched a premier aviation practice.Preparation met opportunity.On Litigation and StressAaron is candid: trial work is not easy.Jurors decide.Judges rule.Outcomes are public.Clients' futures are on the line.If you are not feeling stress, you may not care enough. Litigation demands resilience, but for those wired for it, the rewards are unmatched.Why Pro Bono MattersHe believes pro bono work:Makes you a complete lawyerStrengthens your reputationEarns judicial respectGives young lawyers real courtroom experienceAnd most importantly, it feels right.The Secret to Firm LongevityPodhurst Orsek's success rests on three pillars:Stay independent.Be excellent at a defined specialty.Protect your reputation.Skill matters. So does character.Final WordAaron's message to young lawyers:Do work you believe in.Take calculated risks.Choose your partners wisely, at work and at home.Build a reputation that lasts longer than any single case.This episode is a reminder that longevity in the law is not accidental. It is earned.Streaming on  YouTube, Spotify, Amazon Music, and Apple Podcasts. We are also in the top ten percent of listened-to podcasts globally.

Send a textDoes our fear of necrotizing enterocolitis do more harm than good? In this live episode from the Neo conference, Ben and Daphna sit down with Dr. Ariel Salas to challenge the "culture of fear" surrounding neonatal nutrition. Dr. Salas argues that while we obsess over ill-defined NEC risks, we may be sacrificing the proven benefits of early feeding on sepsis reduction. From the emotional weight of "wasted" breast milk to the "illusion of control" provided by strict protocols, this conversation urges neonatologists to move toward a family-centered, evidence-based approach that prioritizes human milk over clinical hesitation.Support the showAs always, feel free to send us questions, comments, or suggestions to our email: nicupodcast@gmail.com. You can also contact the show through Instagram or Twitter, @nicupodcast. Or contact Ben and Daphna directly via their Twitter profiles: @drnicu and @doctordaphnamd. The papers discussed in today's episode are listed and timestamped on the webpage linked below. Enjoy!

In this episode, Candice sits down with Randall Thames, author, CEO, executive leadership advisor, and founder of In Spirit Institute. Randall shares how a childhood moment of rejection on the baseball field became the catalyst for discovering his lifelong framework of Discover, Develop, Display. After 38 years in corporate America, including serving as a senior partner at Korn Ferry and coaching Fortune 10 executives, Randall stepped into his calling to help leaders rise to their roles by activating the superpower already within them.   In this episode, they discuss: What it truly means to Discover, Develop, and Display your superpower How to identify the “dragons” holding you back and use them as confirmation of your value The three-step method to Name, Claim, and Tame opposition Why inevitable outcomes are created through mindset and disciplined action The Wake Up, Why Up, Wise Up, Want Up, Work Up, Win Up framework How to rise in your current role before seeking the next one Why fun, faith, family, fitness, finances, and field all matter in leadership development   If you are ready to stop playing small and start activating the superpower already inside you, this episode will inspire you to rise to the role you were always meant to fill.   About Randall Thames: Randall Thames is an author, CEO and Executive Leadership Advisor of Inspirit Institute, a Concierge Executive Leader Agency providing bespoke representation for current and aspiring CEOs. Also an ordained pastor and a former Senior Partner at Korn Ferry and Adjunct Faculty at Johns Hopkins University, he masterfully blends coaching, spiritual insight, and cognitive reframing to guide leaders and organizations to "Inevitable Outcomes™".   Through his journey, Randall developed the "Discover, Develop, Display™" framework, a methodology he details in his acclaimed book, Rise to The Role.   Rise To The Role: How to Discover, Develop, and Display Your Executive Superpower (Inevitable Outcomes Leadership Impact Series)https://a.co/d/0FoXcyS   CONNECT: Website: https://inspiritinstitute.com/ LinkedIn: https://www.linkedin.com/in/randallthames/ Instagram: https://www.instagram.com/inspiritinstitute Email: rthames@inspiritinstitute.com ----- Connect with Candice Snyder! Website: https://www.podpage.com/passion-purpose-and-possibilities-1/ Facebook: https://www.facebook.com/candicebsnyder?_rdr Passion, Purpose, and Possibilities Community Group: https://www.facebook.com/groups/passionpurposeandpossibilitiescommunity/ Instagram: https://www.instagram.com/passionpurposepossibilities/ LinkedIn: https://www.linkedin.com/in/candicesnyder/ Shop For A Cause With Gifts That Give Back to Nonprofits: https://thekindnesscause.com/ Fall In Love With Artists And Experience Joy And Calm: https://www.youtube.com/@movenartrelaxation

The March 2026 recall showcases four previously posted episodes focused on clinical issues relevant to hospital-based neurologists. The episode opens with Dr. Jennifer E. Fugate discussing PRES, focusing on clinical presentation, diagnostic criteria, neuroimaging findings, and management strategies. The episode continues with Dr. Ava Easton discussing the World Health Organization's technical brief on encephalitis. In the third episode, Dr. Matthew Ryan Woodward discusses the complexities of status epilepticus, from definition through refractory and super-refractory stages. The episode concludes with Dr. Adrian Budhram discussing common challenges neurologists face when interpreting CSF results.  Podcast links: Evolving Insights into the Diagnosis, Management, and Outcomes of  PRES WHO Launches Technical Brief for Encephalitis Super Refractory Status Epilepticus Diagnosis, Management, and Prognostication CSF Correction Factors for Traumatic Lumbar Puncture in Adults  Article links:  Posterior Reversible Encephalopathy Syndrome: Evolving Insights in Diagnosis, Management, and Outcomes WHO Launches Technical Brief for Encephalitis  Super Refractory Status Epilepticus Diagnosis, Management, and Prognostication Clinical Utility of CSF Correction Factors for Traumatic Lumbar Puncture in Adults  Disclosures can be found at Neurology.org. 

Surgical quality is a term that is often thrown around in surgical practice. We have multiple quality improvement projects, metrics and benchmarks that motivate us to do better, and of course the ever expanding patient reviews to possibly “reflect” the type of surgical care provided. But what does quality actually mean? What metrics can we use to understand the type of care being provided by ourselves, our colleagues, and the health system at large. Today, we delve into these questions to understand how quality is currently understood within surgery and how we hope it to evolve in the future. Joining BTK fellow Agnes Premkumar and ASGBI hosts Jared Wohlgemut and Gita Lingam are two fantastic guests - Dr. Mark Cheetham, joining us from the UK, has deep experience in national audits and system-level quality improvement. Dr. Cheetham is a colorectal surgeon and the National Clinical Lead for General Surgery at the Getting it Right First Time Programme in NHS England, or GIRFT. Dr. Alexander Perez is representing the US; he is a board-certified general surgeon and minimally invasive surgeon at Baylor St. Luke's Medical Center. He has worked extensively with institutional quality programs and is the current assistant Dean for patient safety, simulation, and process improvement at the Baylor College of Medicine. Resources: Institute for Healthcare Improvement: https://www.ihi.org/library/tools/quality-improvement-essentials-toolkit NSQIP: https://www.facs.org/quality-programs/data-and-registries/acs-nsqip/ Getting it right first time (UK): https://gettingitrightfirsttime.co.uk/ ***Fellowship Application Link: https://forms.gle/QSUrR2GWHDZ1MmWC6Please visit https://behindtheknife.org to access other high-yield surgical education podcasts, videos and more.  If you liked this episode, check out our recent episodes here: https://behindtheknife.org/listenBehind the Knife Premium:General Surgery Oral Board Review Course: https://behindtheknife.org/premium/general-surgery-oral-board-reviewTrauma Surgery Video Atlas: https://behindtheknife.org/premium/trauma-surgery-video-atlasDominate Surgery: A High-Yield Guide to Your Surgery Clerkship: https://behindtheknife.org/premium/dominate-surgery-a-high-yield-guide-to-your-surgery-clerkshipDominate Surgery for APPs: A High-Yield Guide to Your Surgery Rotation: https://behindtheknife.org/premium/dominate-surgery-for-apps-a-high-yield-guide-to-your-surgery-rotationVascular Surgery Oral Board Review Course: https://behindtheknife.org/premium/vascular-surgery-oral-board-audio-reviewColorectal Surgery Oral Board Review Course: https://behindtheknife.org/premium/colorectal-surgery-oral-board-audio-reviewSurgical Oncology Oral Board Review Course: https://behindtheknife.org/premium/surgical-oncology-oral-board-audio-reviewCardiothoracic Oral Board Review Course: https://behindtheknife.org/premium/cardiothoracic-surgery-oral-board-audio-reviewDownload our App:Apple App Store: https://apps.apple.com/us/app/behind-the-knife/id1672420049Android/Google Play: https://play.google.com/store/apps/details?id=com.btk.app&hl=en_US