Podcasts about Overhead

Jake and Anthony are joined by Astra founder and CEO Chris Kemp to talk about the company's road back from the brink, Rocket 4, and why he still sees a path for it today.TopicsOff-Nominal - YouTubeEpisode 259 - Overhead (with Chris Kemp) - YouTubeAstra Rocket 4.0 | Private Space Launch CompanyAstra is Poised to Rewrite the 'Commercial' Rocket Equation with its 2027 Rocket 4 Launch - The DebriefAstra Launches NASA's ELaNa 41 Mission - YouTubeFollow ChrisChris Kemp (@Kemp) / XFollow Off-NominalSubscribe to the show! - Off-NominalSupport the show, join the DiscordOff-Nominal (@offnom) / TwitterOff-Nominal (@offnom@spacey.space) - Spacey SpaceFollow JakeWeMartians Podcast - Follow Humanity's Journey to MarsWeMartians Podcast (@We_Martians) | TwitterJake Robins (@JakeOnOrbit) | TwitterJake Robins (@JakeOnOrbit@spacey.space) - Spacey SpaceFollow AnthonyMain Engine Cut OffMain Engine Cut Off (@WeHaveMECO) | TwitterMain Engine Cut Off (@meco@spacey.space) - Spacey SpaceAnthony Colangelo (@acolangelo) | TwitterAnthony Colangelo (@acolangelo@jawns.club) - jawns.club

Break through plateaus, stay consistent, and make every session count with a free 14-day trial of Intentional Climber. https://www.thestruggleclimbingshow.com/intentional   Join the email list to get a FREE private finger training clinic with Dr. Tyler Nelson (normally $15) www.thestruggleclimbingshow.com/strong   Support the Show on Patreon Get access to all Pro Clinics, bonus episodes, and more. https://www.patreon.com/thestruggleclimbingshow   Climbing Coach Joy Black joins to discuss: How to make a 30-min session count Removing friction to start workouts faster Being strong doesn't mean being good Her groundbreaking study on climbing while pregnant How dangerous is falling while pregnant? Helpful signs to know when to end a session Postpartum training and climbing I HAVE A PELVIC FLOOR (and so do you) Listener Q&A   Follow joy on IG, @climbingwithjoy, and email her for a copy of the study: joy@trainedbyjoy.com - BIG THANKS TO THE AMAZING SPONSORS OF THE STRUGGLE WHO LOVE ROCK CLIMBING AS MUCH AS YOU DO: PhysiVantage: the official climbing-nutrition sponsor of The Struggle. Train harder, recover faster, and feel better than ever. I love all their stuff! Use code STRUGGLE15 at checkout for 15% off your full-priced nutrition order. Arc'teryx: Inspired by and tested in the Coast Mountains of BC, Arc'teryx makes gear to go the distance! If you're out adventuring in the elements, Arc'teryx has got you covered. Shop their full collection at Arcteryx.com  Intentional Climber: Stop spinning your wheels. Start making real progress. Plan smarter, train harder, and stay consistent with world-class coaching plans, mindset tools, and powerful analytics built specifically for climbers. Download on Google Play or the App Store and use code STRUGGLE to unlock Kris Hampton's 6-week Stronger Fingers program. And check out ALL the show's awesome sponsors and exclusive deals at thestruggleclimbingshow.com/deals - Here are some AI generated show notes (hopefully the robots got it right) 00:00 Why This Paper Matters 00:48 Meet Joy Black 05:01 Small Talk and Cold Plunges 08:07 Parenting and Training Consistency 13:08 Beating Perfectionism 16:56 Joy's Current Struggle 21:12 Coaching Pregnant Climbers 24:52 Sponsor Break 27:45 Replacing Opinion With Data 33:14 Study Methods and Fall Risk 36:24 Risk Rates In Context 37:29 Talking With Providers 40:01 Bouldering Falls Breakdown 41:38 How Climbers Self Modify 44:03 Misconceptions About Falling 45:50 Miscarriage And Birth Outcomes 46:48 Natural Taper And Guardrails 50:45 Pregnancy Not Performance Season 54:12 Intentional Climber Ad Break 56:04 Mental Health Benefits 58:18 Relaxin And Finger Training 01:03:21 Defining Postpartum Timeline 01:06:13 Breastfeeding Vs Recovery 01:08:11 Pelvic Floor Explained 01:12:55 Postpartum Pelvic Floor Rehab 01:16:04 Pelvic Floor Progression 01:17:04 Coaching Lessons for All 01:19:41 Consistency and Intentional Training 01:20:55 Finger Training Focus 01:22:31 Overcoming Iso Repeaters Setup 01:25:52 Overhead vs Ground Repeaters 01:28:32 Stacking Sessions and Block Pulls 01:30:22 Rapid Fire Listener Q&A 01:30:36 Kids at the Gym Tips 01:32:53 Caffeine During Pregnancy 01:34:05 Two Years Postpartum Rebuild 01:37:41 Where to Find Joy 01:39:06 Wrap Up and Next Pro Clinic 01:41:11 Host Updates and Upcoming Events 01:47:48 Final Thanks and Sign Off - Shoutout to Kent Olmstead, Michael Martin, and Sam Hancock for supporting at the Hero level on Patreon. So mega!  - Follow along on Instagram and YouTube: @thestruggleclimbingshow  - This show is produced and hosted by Ryan Devlin, and edited by Glen Walker. The Struggle is carbon-neutral in partnership with The Honnold Foundation and is a proud member of the Plug Tone Audio Collective, a diverse group of the best, most impactful podcasts in the outdoor industry. And now here are some buzzwords to help the almighty algorithm get this show in front of people who love to climb: rock climbing, rock climber, climbing, climber, bouldering, sport climbing, gym climbing, how to rock climb, donuts are amazing. Okay, whew, that's done. But hey, if you're a human that's actually reading this, and if you love this show (and love to climb) would you think about sharing this episode with a climber friend of yours? And shout it out on your socials? I'll send you a sticker for doing it. Just shoot me a message on IG – thanks so much!

A mainstream psychologist just published the wildest idea in neuroscience. Robert Epstein, who spent years arguing the brain is not a computer, now says it might be a transducer. A receiver. That intelligence was never built inside the skull at all, and that somewhere around fifty thousand years ago one infant was born wired to catch a signal from somewhere else. We take it seriously and we stay honest about where it gets shaky.Philip K. Dick and the pink light that diagnosed his son. Alfred Russel Wallace breaking with Darwin over a brain that overshot survival. Ramanujan and the goddess who handed him the math. Dreams as a distorted signal. Terminal lucidity, when a ruined mind comes back clear in the last hour of life. And the coldest reading of the silent sky we have got.

In this episode, we talk about the physical and systemic barriers facing people living with a disability who are trying to access housing in Canada. University of British Columbia Adjunct Professor Colin Phillips and Balanced Supply of Housing Research Manager Alina McKay co-authored the report "The Right to Accessible Housing: Identifying Needs and Building the Right Supply." In it, they document the many challenges people with disabilities face finding and securing safe and appropriate housing. As McKay says, the right to housing for people with accessibility needs is often ignored from the first interaction: "When we think the housing journey, we can really think about where discrimination might happen, and the first place it happens is when folks with disabilities... is looking for housing and there's a for-rent sign posted, someone approaches the landlord, 'I'd like to rent this unit,' and the first thing they hear back is, 'Oh, sorry, it's not available.' Because of that first encounter, often that landlord sees someone with a disability and will make the decision. It's discriminating against that person... and we've heard from participants that that happened a lot." How do we ensure people with accessibility needs have safe, suitable, affordable housing?

We've got a shorter two man show this week as we chat a lot about the Resident Evil movie and why it's successful, wrapping up Wolverine, plus we talk Emberward, Desktop Explorer, and more! This week's music: Now It's Overhead - sigh lets go

Most people spend their first ninety days building things nobody asked for. A logo. A website with seven pages. A brand color palette. An LLC filed in the wrong state.Meanwhile they have zero patients and no idea where the first one is coming from.In this episode Kelly walks through what the first ninety days should actually look like when you open a practice. She splits it into three thirty day blocks and gives you the short list of what matters in each one. Everything else waits.The first thirty days is the legal and financial floor. Entity. EIN. Business bank account. Liability coverage. A place to see patients even if that place is somebody else's room you rent by the hour. She is direct about how little you need to start seeing people and how much of the standard startup checklist is procrastination in a nicer outfit.The second thirty days is your offer and your price. Not a menu of services. One clear thing you fix for one clear person at a price you can say out loud without flinching. Kelly explains why niching down feels like it will shrink your practice and why it does the opposite.The third thirty days is patients. Referral conversations with people who already touch your ideal patient. Your first content. Your booking link. The scary part where you actually tell people what you do.She also names the traps. Waiting until the website is perfect. Signing a lease you cannot cover. Taking insurance because it feels safer. Pricing low because you feel new.By day ninety you should have seen real patients and collected real money. Not launched. Operated.KEY TAKEAWAYSYou need an entity and an EIN and a bank account and liability coverage. That is the legal floor. Everything else can wait. Rent a room by the hour before you sign a lease. Fixed overhead has ended more practices than bad clinical skill ever has. One offer for one person at one price. A menu of services says you are not sure who you help. Set your price on the outcome and your capacity. Not on what the clinic down the street charges. Ten referral conversations beat a hundred hours of website work. Talk to the people who already see your patient before you. By day ninety you want revenue not readiness. Seeing five patients beats a beautiful brand every time.PULL QUOTESNobody has ever chosen a provider because the logo was good. The website is not the bottleneck. The bottleneck is that you have not told anyone what you do. You are not new. You are early. Those are different and only one of them justifies a low price. Overhead is the fastest way to turn a practice you love into a job you cannot quit.

An airline passenger was not wrong to refuse to help an old lady put her overhead luggage into the overhead bin. More with Chris Conley on the WSAU Wisconsin Morning News.See omnystudio.com/listener for privacy information.

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Connect With ChazRick Jordan's IPO deal fell apart eight times in the five days leading up to it going through. Every time there was an impasse in the contracts or the terms, his response was not to choose between two bad options. It was to find the third option that nobody had thought of yet. Every time it almost broke, it came back together. It went through. That is not luck. That is a twenty-year mindset built around refusing to accept binary choices as final.Rick is a serial entrepreneur with 78 employees, runs his own podcast, builds and acquires companies, and has been through enough hard seasons to know the difference between difficulty and forcing. In this conversation with Chaz Wolfe, Rick breaks down how to know when to press and when to pivot, the neuroscience behind why self-limiting beliefs persist, his rule of thirds financial framework for running a profitable service-based business, and what he has learned from his kids about what proximity actually does in a family.Key Takeaways:Difficulty and forcing feel different in the body. Difficulty is felt in the gut. Forcing feels like constriction in the chest. Learn to tell the difference before you quit something that just needed another thirty seconds.If you are bumping into difficulty, the question is how, not why. If you are ignoring obvious signs that say stop, that is different. The discernment between those two takes either experience or honest self-reflection.Most entrepreneurs fall short right before the breakthrough. Rick's IPO deal fell apart eight times in five days. Every impasse had a third option that made the deal work. Binary thinking is almost always the problem.Fear pisses Rick off. In a good way. When he feels scared, he uses it as a signal to act. The only way to solve fear is action. You do not need to know step seven. You just need to take step one.Neural pathways strengthen with repetition. Every time you return to a limiting thought, you reinforce the neural connection. Every time you challenge it and choose a different narrative, you weaken it. This is neuroscience, not woo.Fix the broken child in you so you do not break the child that comes from you. Your unresolved emotional issues show up in your parenting, in your leadership, and in how safe your kids feel around you.Proximity is the number one parenting strategy. From the time Rick's twins were two months old, if he needed to run any errand, he would grab one of them and bring them along. That pattern created the relationship where his sixteen-year-old still cries in his arms after a performance and asks if she can come along to the store.The rule of thirds: cost of goods sold should be a third of top-line revenue. Overhead and SGA should be another third. Net operating income should be the remaining third. If you can structure a service business this way and still pay yourself as an owner inside that overhead, you have a real business.From net operating income, reinvest half back into the business. New assets, new services, a salesperson, something directly tied to more top-line revenue. That is how growth is funded without burning the business.You cannot do any of this if you are running a 10 percent net operating income. Structure the rule of thirds first, then scale.If you are a contractor business owner doing $1M+ and you feel stuck in the day-to-day, we built GTK for you.Through peer mastermind and 1:1 coaching, we help you:increase profitinstall real systemsbuild a team that runs the businessget your time backVisit www.gatheringthekings.com for information on how to apply.Connect with Chaz Wolfe (Host):WebsiteFacebookInstagramLinkedInYouTubeProfit Starts with Better Books!Clean books. Clear reports. Monthly bookkeeping built by business owners, for business owners.Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the showLike what you heard? Share this episode with a friend and leave us a review on Apple Podcasts or Spotify! Join the conversation by visiting GatheringTheKings.com and apply to connect with other high-performing entrepreneurs and their families.

Most people love the idea of an off-grid cabin life right up until the question lands: “Okay, but how do you make money out there?” We're sitting on the porch with coffee, watching the world wake up, and telling the truth that gets skipped in so many homesteading conversations. Money doesn't disappear past the tree line, and pretending it does can sabotage the very freedom you're trying to build.We walk through how remote living really gets funded, from earning online to the older, proven ways money moves in rural places. We talk about the internet as a tool, not a religion: how you can document work, sell products, or teach skills at a distance without letting screens swallow your life. We're honest about the low odds of “making it on YouTube,” why online income is still a small business, and why it often takes years before it pays.Then we get concrete about what does work: trades and practical competence, seasonal income, and the idea of weaving multiple income streams so one slow season doesn't break you. Finally, we hit the lever most people underestimate: lowering your overhead. Cutting expenses is a dollar-for-dollar raise, and when your heat, food, and housing costs drop, the number you must earn each month gets surprisingly manageable. If you're serious about off-grid living, homesteading, rural finances, and self-reliance, this is the grounded roadmap that turns the dream into math.Subscribe for more, share this with someone planning a leap, and leave a review if it helps. What's the one expense you'd cut first to buy back your freedom?Support the showMy Self Reliance YouTube Channel- https://youtube.com/@MySelfReliance?si=d4js0zGc5ogYvDtOShawn James Youtube Channel - https://www.youtube.com/channel/UC5L_M7BF5iait4FzEbwKCAgMerchandise  - https://teespring.com/stores/my-self-reliance

If you might be interested in joining Trinity Lutheran Church, this is the course for you! Come and find out with the first four classes being held February 12, 19, 26, and March 5. Overhead 1: Overheads-for-Basics-Class-1-Feb-12-2023.pdf Handout 1: The-Basics-of-Lutheran-Teaching-Class-1-Sep-13-2026.pdf –Michael D. Henson, Pastor of Trinity Lutheran Church (Herrin, IL). https://vimeo.com/1226369765?share=copy&fl=sv&fe=ci

Succah: Location; K'ein taduru; Shabbos and Yom Tov; Overhead; Walls - size, fabric walls, height; S'chach - materials, ma'amid, non-Jews, other. See seforim by Rabbi Cohen at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.kashrushalacha.com

Mickey Brueckner is the Founder and CEO of The ANNEX Sports Performance Center in Chatham, New Jersey, and has spent nearly two decades focused on building better athletes. He founded The ANNEX in 2006, growing it from a basement gym into a 14,000-square-foot, all-encompassing performance facility that has since expanded to a second location. Prior to founding The ANNEX, he held coaching positions at The Garage at HealthQuest and Gill St. Bernards School. A former collegiate baseball standout who was once projected as a 5th-round pick in the 2003 MLB draft, Mickey’s career was cut short by a season-ending elbow injury that required two Tommy John surgeries. That experience redirected his path into coaching and shaped the philosophy behind everything at The ANNEX: train smart, protect the body, and develop athletes who are built to last. His specialty is training overhead throwing athletes — pitchers, quarterbacks, and position players — and his approach to arm care, mechanics, and strength development has helped athletes at every level, from middle school to the pros. He currently also serves as head coach of QB Country New Jersey. Over the years, Mickey and his team at The ANNEX have worked with Super Bowl MVPs, World Series champions, Cy Young winners, and thousands of amateur and professional athletes, including Boston Red Sox pitcher Rick Porcello. He also hosts the MTB Performance Project Podcast, where he sits down with fellow coaches and performance professionals — past guests include Lee Taft, Danny Foley, and Tim Riley — for conversations on speed development, coaching methodology, and the idea that knowledge only becomes valuable once it’s actually applied. Across his own content, Mickey consistently returns to a handful of themes he’s most passionate about: arm care and overuse injury prevention in throwing athletes, the balance between development and winning in youth sports, and giving young athletes “permission to learn as much as permission to fail.” Links: https://www.annexsportsperformance.com https://qbcountry.com/new-jersey/ — Get your FREE eBook and Webinar at www.foreverclientformula.com The Principles of Performance is proud to be recognized by FeedSpot as one of the Top 30 Fitness Podcasts: https://podcast.feedspot.com/fitness_podcasts/ We have also been recognized as one of the Top 100 Strength Coach Podcasts on the web by MillionPodcasts: https://www.millionpodcasts.com/strength-coach-podcasts/

Check out this link to buy DB's Books[link] # Story Author Brief description 01 The 4D Doodler Graph Waldeyer A researcher's idle doodling attracts the attention of a fourth-dimensional intelligence, producing increasingly strange and dangerous consequences. 02 Bread Overhead Fritz Leiber An experiment in producing lighter bread goes spectacularly wrong, filling the skies with floating loaves and creating a satirical technological crisis. 03 Image of the Gods Alan E. Nourse Human colonists resist authoritarian interference from Earth and discover unexpected allies among their planet's indigenous inhabitants. 04 Martian V.F.W. G. L. Vandenburg Giant Martian ants appear at a New York parade claiming to represent extraterrestrial war veterans, but their participation conceals a darker purpose. 05 One Shot James B. Blish Intelligence officials investigating a mysterious object in New York Harbor turn to an exceptional gambler when millions of lives depend on one decision. 06 Out Around Rigel Robert H. Wilson Two travelers undertake an ambitious interstellar voyage, confronting jealousy, alien dangers, and the devastating consequences of time dilation. 07 Pygmalion's Spectacles Stanley G. Weinbaum An experimental pair of spectacles transports its wearer into an immersive artificial world where simulated experiences become intensely personal. 08 The Repairman Harry Harrison An interstellar mechanic must repair a malfunctioning hyperspace beacon concealed within a sacred alien structure. 09 Toy Shop Harry Harrison A seemingly impossible toy rocket catches the attention of military researchers and hints at an unexpected scientific breakthrough. 10 Warning from the Stars Ron Cocking A message from a supposedly dead scientist reveals extraterrestrial intervention aimed at preventing humanity's nuclear self-destruction.

Check out this link to buy DB's Books[link] # Story Author Brief description 01 The 4D Doodler Graph Waldeyer A researcher's idle doodling attracts the attention of a fourth-dimensional intelligence, producing increasingly strange and dangerous consequences. 02 Bread Overhead Fritz Leiber An experiment in producing lighter bread goes spectacularly wrong, filling the skies with floating loaves and creating a satirical technological crisis. 03 Image of the Gods Alan E. Nourse Human colonists resist authoritarian interference from Earth and discover unexpected allies among their planet's indigenous inhabitants. 04 Martian V.F.W. G. L. Vandenburg Giant Martian ants appear at a New York parade claiming to represent extraterrestrial war veterans, but their participation conceals a darker purpose. 05 One Shot James B. Blish Intelligence officials investigating a mysterious object in New York Harbor turn to an exceptional gambler when millions of lives depend on one decision. 06 Out Around Rigel Robert H. Wilson Two travelers undertake an ambitious interstellar voyage, confronting jealousy, alien dangers, and the devastating consequences of time dilation. 07 Pygmalion's Spectacles Stanley G. Weinbaum An experimental pair of spectacles transports its wearer into an immersive artificial world where simulated experiences become intensely personal. 08 The Repairman Harry Harrison An interstellar mechanic must repair a malfunctioning hyperspace beacon concealed within a sacred alien structure. 09 Toy Shop Harry Harrison A seemingly impossible toy rocket catches the attention of military researchers and hints at an unexpected scientific breakthrough. 10 Warning from the Stars Ron Cocking A message from a supposedly dead scientist reveals extraterrestrial intervention aimed at preventing humanity's nuclear self-destruction.

Send us Fan MailTo celebrate the milestone 150th episode of Scaling with People, host Gwenevere Crary steps away from the standard interview format for a candid, executive-level conversation on the real business value of HR. Joined by long-time friend, mentor, and 25-year HR executive Trina White (Founder of Swift Arc Strategic), the two break down why treating HR as a cost center silently drains profits—and how transforming your people strategy drives compounding growth.Key TakeawaysHR Is Revenue Strategy, Not Overhead: Businesses often treat HR as a balance sheet expense, but proactive HR acts as an architect for organizational strategy, risk management, and profit protection.The High Cost of Pedigree Hiring: Hiring executives based strictly on titles, degrees, or corporate brand names often leads to culture mismatches and costly early exits if their operational readiness doesn't align with the company's current stage.Mastering Change Management & Layoff Execution: How clear messaging discipline, managerial FAQs, and transparent communication protect customer relationships, team morale, and business productivity during difficult transitions.Executive Courage & Power Differentials: Why founders need leaders around them who feel empowered to ask tough questions, offer pushback, and challenge assumptions rather than agree with every directive.Preventing Profit Leaks: Unpack the hidden, compounding costs of poor onboarding, inaccurate headcount data, misaligned sales commission plans, and non-existent PTO structures.Fractional CHRO Advisory: How early-stage and high-growth founders can leverage fractional HR executives to build flexible, high-impact foundations before scaling full-time leadership.Featured Guests & HostGwenevere Crary — Host of Scaling with People, Founder & CEO of Guide to HR, Fractional CHRO, and Profit Advisor.Trina White — HR Executive, Mentor, and Founder/Fractional CHRO at Swift Arc Strategic.Timestamps00:00 – Welcome to Episode 150: Reflecting on 149 Conversations02:52 – Introducing Trina White & 50 Years of Combined Experience04:24 – Why Business Leaders Mislabel HR as Overhead07:10 – Strategic HR vs. Tactical Execution: Building the Executive Table09:02 – The Speed and Value of Fractional CHRO Advisory12:26 – The Pedigree Hiring Trap and Executive Mismatches19:46 – HR as Prevention: Protecting Profit Lines & Human Dignity26:58 – Internal Communications, Messaging Discipline, and Transparency32:02 – Case Study: Executing a Layoff Plan That Avoids Customer & Team Chaos37:47 – Overcoming Executive Power Differentials with Honest Pushback44:39 – How Bad Hires and Speed-Driven Recruitment Drain the Business50:36 – Onboarding Breakdowns, Data Blindness, and Retention Leaks59:54 – Designing Incentive & Commission Plans That Don't Bleed Margin01:01:49 – When Should Founders Invest in HR Strategy?01:13:27 – Rapid Fire Takes: Unlimited PTO, AI in HR, Company Protection, and Culture01:23:44 – One Piece of Advice for Founders Before Hiring Employee #10Resources & LinksGuide to HR: guide2hr.comSwift Arc Strategic: Swift Arc Strategic on LinkedInConnect with Gwenevere Crary: LinkedInSupport the show

Shaun made his return to the desk after taking a sick day, but the chaos didn't stop! After Shaun’s son accidentally cut his arm on a ceiling fan while dancing on a table, callers chimed in with their own overhead fan disasters.. The team also opened the phone lines to the absolute worst things people did with an ex's belongings following Alastair Clarkson's dramatic exit from North Melbourne, where he dumped all his team apparel at a local Vinnies! See omnystudio.com/listener for privacy information.

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The Miskatonic Playhouse presents Act 5 of The Overhead Encounter, by Jack TaylorIt's the summer of 1989, on a humid night on a long and remote stretch of road just off of U.S. Route 431. At the Overhead Inn, a group of weary guests are awakened by a series of bizarre phenomena, and quickly realize that an otherworldly threat is lurking just outside their doors.With minimal resources and little chance of escape, the Investigators must uncover the truth behind what is stalking them. Will they succeed? Or is a disturbing mystery doomed to repeat itself?--------- Keeper of Arcane Lore: CosmicAgent Jenson: NewmanAgent Young: PeteJudge Peabody: TheTallTomGillian Reynard: Lady BedevireSound and Video Editing: The Cosmic OutpostMusic and sound by Syrinscape (http://syrinscape.com) ---------Get the scenario here: https://www.drivethrurpg.com/en/product/444751/the-overhead-encounter?affiliate_id=3500905---------Find us at www.MiskatonicPlayhouse.comSupport us at ko-fi.com/MiskatonicPlayhouse

Government contracting overhead management is where most small business contractors silently lose profit, and West Edwards breaks down the exact above-the-line and below-the-line system he uses to protect margins and keep his doors open at any revenue level. West is a roofing and loan services contractor who has watched a $100 million company collapse in three weeks because the owner never controlled overhead, and he shares the budget math that prevents it. He walks through how to separate true cost of goods from fixed G and A expenses on your P and L, why your overhead percentage climbs the moment you miss your general revenue target, and how to set a budget number you can actually reach instead of a wishful sales goal. If you are bidding federal work and wondering why revenue keeps coming in but net keeps shrinking, this episode gives you the framework to stop the bleed before it starts.   CHAPTERS 00:00 Sponsor: Mendi Media 00:49 Show intro 01:14 West Edwards intro and background 01:35 Job costing every contract 02:02 Setting a realistic budget vs a sales goal 03:04 The $10M example: stacking your team's numbers 03:43 Budget vs sales goal distinction 04:06 Above the line: cost of goods defined 05:22 Below the line: G and A overhead defined 06:14 Why 70/30 is the margin benchmark 07:23 What happens when you miss general revenue 08:22 The $100M company that collapsed in three weeks 09:31 One piece of advice: set a budget you can reach   Market Intelligence gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

In this episode, Hydrocarbon Processing interviews Joel Lack, Senior Technology Advisor, Baker Hughes, about water wash systems in refinery overheads, exploring why some systems succeed while others fail, and how to optimize their design and operation for better reliability and corrosion control.

This is the takeaway episode with Patrick McGarry, Federal CDO at ServiceNow and author of The Adaptive Organization, who has spent years watching organizations accumulate data and tools but fail to convert them into decisions. Overhead grows. Outcomes don't. Hence “Intelligence Without Action Is Just Overhead.” See omnystudio.com/listener for privacy information.

Patrick McGarry, Federal CDO at ServiceNow and author of The Adaptive Organization, has spent years watching organizations accumulate data and tools but fail to convert them into decisions. Overhead grows. Outcomes don't. Hence “Intelligence Without Action Is Just Overhead.” Patrick joins Juan and Tim to walk through why federal data programs stall (the idea-to-deployment lag is long enough that the tech moves on), why incentives matter more than mandates, and why the right question should not be "how do we get AI ready" and instead should be "how do we make our organization accountable for AI." Topics discussed: Intelligence vs. action Ownership and outcomes Federal government's speed problem The CATALOG framework: Culture & Talent, Analytics & AI, Technology & Architecture, Alignment, Leadership & Governance, Operations & Delivery, Growth & Measurement. Governance as clarity, not bureaucracy Open standards, vendor lock-in, semantics, interoperability Regulatory standards as a double-edged sword See omnystudio.com/listener for privacy information.

In this episode of BirdNoir, Private Eye Michael Stein helps a lakefront resident get to know the avian neighbor that's been flying by each day. More info and transcript at BirdNote.org. Want more BirdNote? Subscribe to our weekly newsletter. Sign up for BirdNote+ to get ad-free listening and other perks.  BirdNote is a nonprofit. Your tax-deductible gift makes these shows possible.     Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

MichaelAaron and Richard explore why charity donations are especially resistant to typical marketing tactics. They unpack behavioral studies on anchoring, present preference bias, reciprocity, and overhead aversion that show small shifts in framing and timing can raise donations by double digits.

The Miskatonic Playhouse presents Act 4 of The Overhead Encounter, by Jack TaylorIt's the summer of 1989, on a humid night on a long and remote stretch of road just off of U.S. Route 431. At the Overhead Inn, a group of weary guests are awakened by a series of bizarre phenomena, and quickly realize that an otherworldly threat is lurking just outside their doors.With minimal resources and little chance of escape, the Investigators must uncover the truth behind what is stalking them. Will they succeed? Or is a disturbing mystery doomed to repeat itself?--------- Keeper of Arcane Lore: CosmicAgent Jenson: NewmanAgent Young: PeteJudge Peabody: TheTallTomGillian Reynard: Lady BedevireSound and Video Editing: The Cosmic OutpostMusic and sound by Syrinscape (http://syrinscape.com) ---------Get the scenario here: https://www.drivethrurpg.com/en/product/444751/the-overhead-encounter?affiliate_id=3500905---------Find us at www.MiskatonicPlayhouse.comSupport us at ko-fi.com/MiskatonicPlayhouse

Send us Fan MailDrew completed his first airport operations certification class and Doug is back from a family trip to Denver. We discuss:Overhead bin restrictions?COMAC goes “global”Continued engine issuesES30 flies!One major airline's demand predictionNextTrip AirlinesMailbagJoin the Network! https://www.nexttripnetwork.com/

The Miskatonic Playhouse presents Act 3 of The Overhead Encounter, by Jack TaylorIt's the summer of 1989, on a humid night on a long and remote stretch of road just off of U.S. Route 431. At the Overhead Inn, a group of weary guests are awakened by a series of bizarre phenomena, and quickly realize that an otherworldly threat is lurking just outside their doors.With minimal resources and little chance of escape, the Investigators must uncover the truth behind what is stalking them. Will they succeed? Or is a disturbing mystery doomed to repeat itself?--------- Keeper of Arcane Lore: CosmicAgent Jenson: NewmanAgent Young: PeteJudge Peabody: TheTallTomGillian Reynard: Lady BedevireSound and Video Editing: The Cosmic OutpostMusic and sound by Syrinscape (http://syrinscape.com) ---------Get the scenario here: https://www.drivethrurpg.com/en/product/444751/the-overhead-encounter?affiliate_id=3500905---------Find us at www.MiskatonicPlayhouse.comSupport us at ko-fi.com/MiskatonicPlayhouse

Lightning Labs built Wavelength to deliver self-custodial Lightning payments without forcing users to run nodes, manage channels, or handle liquidity.Olaoluwa Osuntokun, CTO and co-founder of Lightning Labs, and Michael Levin, VP of Product, join me to detail the design choices behind their Ark implementation.They explain why Ark was selected, how hop hints let every payment use ordinary Lightning invoices, and why the four-endpoint SDK targets AI agents and vibe coders. The conversation covers sub-dust vouchers, unilateral exits, offline payment delivery, and one-basis-point alpha pricing.Wavelength shows that self-custodial Lightning can match the integration ease of custodial services while preserving Bitcoin sovereignty.Timestamps01:28 — Why Wavelength: Lightning Without Node Pain03:00 — Why Ark? 05:28 — No New Addresses: Just Lightning Invoices08:40 — Targeting Vibe Coders & AI Agents13:06 — Lightning Beats Credit for LLM APIs17:51 — Receive Sub-1k Sat Vouchers Seamlessly19:32 — Normal User Spins Up Ark Wallet Fast23:02 — Build Wallets with Just 4 Endpoints24:46 — Telegram Self-Custodial Wallets Already Live26:21 — Offline Payments Still Arrive Automatically29:17 — Drop-In SDK for iOS and Android31:26 — Can Servers Steal Your Funds?33:36 — Wavelength Alpha: Just 1 Bip Fees37:57 — AI Attacks Targeting Bitcoin Services?44:05 — Bug Bounties Shift to Token Spending48:36 — Self-Custody as Easy as CustodialLinks: https://x.com/roasbeehttps://x.com/MichaelLevinWavelength Announcement: https://x.com/lightning/status/2079620936567779707Stephan Livera links:Follow me on X: @stephanliveraSubscribe to the podcastSubscribe to Substack

https://rumble.com/user/TheCultureWarshttps://x.com/NewsK365https://buymeacoffee.com/courtpresshttps://www.youtube.com/@NewsK365Email: newsk365@protonmail.com

Traditional business vs network marketing — which business model actually gives entrepreneurs the better opportunity to build income, freedom and long-term success?In this episode of The ME Show, Ali Mehdaoui sits down once again with Mike Maser, ACN Senior Vice President and professional network marketer, for an open and candid conversation comparing two very different approaches to entrepreneurship.Ali comes from the world of traditional business ownership—building companies, creating brands, hiring employees, managing overhead, acquiring customers and carrying the financial responsibility that comes with owning and operating a company.Mike Maser has taken a different path through the network marketing business model, building within ACN's established infrastructure while focusing on customer acquisition, leadership, duplication, team development and creating leverage.So what happens when you put both entrepreneurs at the same table?We break it down.In this conversation, we discuss:✅ Traditional business vs network marketing✅ Startup costs and financial risk✅ Employees vs independent business owners✅ Business ownership and control✅ Overhead and operating expenses✅ Customer acquisition✅ Network marketing misconceptions✅ Direct selling and relationship-based business✅ Building and leading successful teams✅ Scalability and leverage✅ Residual income vs traditional business revenue✅ Time freedom and entrepreneurship✅ Why some businesses succeed while others fail✅ Who should — and should NOT — consider network marketing✅ The future of entrepreneurshipThis isn't about pretending that one business model is perfect.Traditional entrepreneurship has advantages.Network marketing has advantages.And both require discipline, leadership, consistency and the ability to create value.The bigger question is:Which vehicle makes sense for the life and business YOU want to build?Mike and Ali put both models on the table—the strengths, weaknesses, misconceptions and realities behind each one.This conversation is only the beginning.

The Miskatonic Playhouse presents Act 2 of The Overhead Encounter, by Jack TaylorIt's the summer of 1989, on a humid night on a long and remote stretch of road just off of U.S. Route 431. At the Overhead Inn, a group of weary guests are awakened by a series of bizarre phenomena, and quickly realize that an otherworldly threat is lurking just outside their doors.With minimal resources and little chance of escape, the Investigators must uncover the truth behind what is stalking them. Will they succeed? Or is a disturbing mystery doomed to repeat itself?--------- Keeper of Arcane Lore: CosmicAgent Jenson: NewmanAgent Young: PeteJudge Peabody: TheTallTomGillian Reynard: Lady BedevireSound and Video Editing: The Cosmic OutpostMusic and sound by Syrinscape (http://syrinscape.com) ---------Get the scenario here: https://www.drivethrurpg.com/en/product/444751/the-overhead-encounter?affiliate_id=3500905---------Find us at www.MiskatonicPlayhouse.comSupport us at ko-fi.com/MiskatonicPlayhouse

Featured on WGN Radio's “Home Sweet Home Chicago” on August 8, 2026: Aimee Ferrarell, Accessibility Specialist at Access, joins the show to talk about overhead lift systems and how they can assist disabled users have more independence. Frank also talks about the toll caregivers take on when doing their best to help loved ones. To learn more about […]

Budget airline Jetstar has announced that it will begin charging passengers between $25 and $52 to store carry-on bags in overhead lockers from February 2027. According to an official press release, from next year, all bookings will include one underseat bag such as a backpack, handbag or laptop bag. In this podcast, travel agent Tanvi Goel explains the new rules, why they are being introduced and what they mean for travellers.

The budget airline will dump its carry-on weight limit in favour of a size-based carry-on baggage model. - 格安航空会社ジェットスターは、機内持ち込み手荷物の重量制限を廃止し、サイズに基づいた制限を設ける方針です。Listen to SBS Japanese Audio on Tue, Thu and Fri from 1pm on SBS 3. Replays from 10pm on Tue, Thu and Sat on SBS1. Listen to past stories from our podcast. Download the free SBS Audio App and don't forget to visit SBS Japanese Facebook and Instagram page! - SBSの日本語放送は火木金の午後１時からSBS3で生放送！火木土の夜10時からはおやすみ前にSBS1で再放送が聞けます。SBS日本語放送ポッドキャストから過去のストーリーを聞くこともできます。無料でダウンロードできるSBS Audio Appもどうぞ。SBS 日本語放送のFacebookとInstagramもお忘れなく。

AP correspondent Charles de Ledesma reports an Australian airline is going to charge passengers to use the overhead lockers for their bags.

Budget-conscious travellers will need to think twice before rolling their carry-on case to the airport - from next year. From February next year, Jetstar customers will have to pay to use the overhead lockeer, with prices starting at $23, depending on availability. Consumer NZ Chief Executive Jon Duffy spoke to Melissa Chan-Green.

Budget airline Jetstar sparked outrage by announcing that starting February, they will scrap the traditional 7kg carry-on weight limit... Television fans celebrated the long-awaited premiere of Ted Lasso Season 4, while pop culture lovers got a treat as MasterChef royalty Poh Ling Yeow dropped into the studio! Podcasters Matty J & Ash Wicks from the 2 Doting Dads joined the desk to break down the highs and lows of modern fatherhood!See omnystudio.com/listener for privacy information.

The episode examines margin disparity and operational strategy for MSPs serving regulated industries, spotlighting how compliance-driven overhead can become a structural moat for providers targeting underserved segments. The discussion centers on Trumbull Tech's model, which leverages a minimal-staff, tool-focused approach to deliver compliant services to small client bases (1–50 seats) across legal, financial, and healthcare verticals. The analysis underscores the risk and complexity inherent in regulated environments, noting that as vendors begin to package compliance offerings alongside MSPs, the defensibility of this margin advantage may erode. Trumbull Tech operates with gross margins well above channel averages—reporting 55–60%, attributed to intentional client selection, rigorous cost modeling, a preference for lightweight device management (MDM) solutions over enterprise-heavy platforms like Microsoft Intune, and strict avoidance of fixed, unlimited support contracts. The company's operational approach bundles basic but essential compliance tools, such as BitLocker enforcement, password complexity, password rotation, remote wipe, and targeted endpoint management, tailored specifically for smaller businesses. This model is predicated on the belief that most regulatory mandates can be reasonably satisfied with a uniform, low-overhead stack, thereby avoiding the staff overhead typical of more complex enterprise solutions. Supporting developments in the episode include an account of security intervention using Huntress with a small remote CPA firm, illustrating both the ubiquity of risk (not limited to large organizations) and the practical utility of combining automation with incident response. The conversation also touches on AI adoption hesitancy in small regulated businesses, logistics of relationship-based staffing for stickiness, and the rejection of strict vertical specialization in favor of scalable, stack-based delivery. These elements collectively describe a playbook where risk containment is achieved through standardization and upfront client selection, rather than deep customization. Implications for MSPs and IT providers include the need to critically assess their service models in the context of regulatory risk, operational scalability, and margin management. Overdependence on a specific set of tools or a uniform client profile may limit adaptability as vendor offerings and client expectations evolve. Providers entering or serving regulated markets should recognize that margin advantages rooted in compliance operations depend on active management of client selection, tool stack efficiency, and transparent risk tradeoffs, as opposed to reliance on elaborate enterprise frameworks or unlimited support promises. Attention to practical safeguards, clear lines of accountability, and periodic reassessment of vendor overlap is essential to remain viable as compliance delivery mechanisms evolve. Supported by: OpenTextScalePad

Return on Mission Hello, this is Hall T. Martin with the Startup Funding Espresso -- your daily shot of startup funding and investing. Startups generate a return on investment for their investors by measuring how much their business generated funds returned compared to investment. For the impact space, one can calculate the return on mission. Here is how to measure the return on mission for your impact startup. Calculate the overhead-to-program expense ratio. See how much of the program cost goes to overhead. Overhead is anything that does not directly drive the cost to produce the product or service. This should be less than 10% in most cases. One can calculate return on mission by dividing a financial investment by the amount of producing the product or service. For example, if an expense is $10K, and the cost of producing a product or service is $1K, then the cost of the expense is 10X. The objective is to determine how much a business expense compares to the cost of providing a service or product. This casts expenses in terms of producing the product or service, which frames the expense in mission terms. Consider calculating the return on mission for your impact startup. Thank you for joining us for the Startup Funding Espresso where we help startups and investors connect for funding. Let's go startup something today. _______________________________________________________ For more episodes from Investor Connect, please visit the site at: http://investorconnect.org Check out our other podcasts here: https://investorconnect.org/ For Investors check out: https://tencapital.group/investor-landing/ For Startups check out: https://tencapital.group/company-landing/ For eGuides check out: https://tencapital.group/education/ For upcoming Events, check out https://tencapital.group/events/ For Feedback please contact info@tencapital.group Please follow, share, and leave a review. Music courtesy of Bensound.

Scoffs at the latest cost-saving measures by Jetstar, as it's set to bring in charges for overhead carry-ons. From February, all passengers will be able to bring one small under-seat bag weighing up to 10kg, but they'll have to fork out an extra $23 for any overhead luggage. Jetstar says customers were stressing out looking for room in overhead lockers. Australian Correspondent Steve Price told Mike Hosking he isn't buying it. He says it's ridiculous that under a normal ticket, you can only get on the plane and stick something under your seat. LISTEN ABOVE See omnystudio.com/listener for privacy information.

Federal Secretary of the The Flight Attendants Association of Australia Teri O’Toole told Ross Stevenson and Russel Howcroft this change will provide some welcome relief for flight attendant staff.See omnystudio.com/listener for privacy information.

Eric Field of Big Door Home Buyers joins us to share how he has successfully built his real estate wholesaling business! Eric jumps right in by explaining how he got into wholesaling and how he scaled his business! He provides tactical advice on marketing, wholesaling overhead expenses, and estimating rehab costs. Eric shares wholesaling horror stories and his biggest lessons learned from underwriting mistakes. He closes with an outlook on fine tuning his business to further propel growth! If you enjoy today's episode, please leave us a review and share with someone who may also find value in this content! ============= Connect with Mark and Tom: StraightUpChicagoInvestor.com Email the Show: StraightUpChicagoInvestor@gmail.com Properties for Sale on the North Side?  We want to buy them. Email: StraightUpChicagoInvestor@gmail.com Have a vacancy? We can place your next tenant and give you back 30-40 hours of your time. Learn more: GCRealtyInc.com/tenant-placement Has Property Mgmt become an opportunity cost for you? Let us lower your risk and give you your time back to grow. Learn more: GCRealtyinc.com ============= Guest: Eric Field, Big Door Home Buyers Link: SUCI Ep 356 - Frank Montro Link: SUCI Ep 253 - Jeff Nydegger (Kendall Partners) Link: Never Split the Difference (Book Recommendation) Guest Questions:  02:05 Housing Provider Tip - Do not skip final walkthroughs and do them on closing day! 03:37 Intro to our guest, Eric Field! 12:33 Starting a wholesaling business. 22:03 Effective marketing strategies. 30:45 Overhead expenses for wholesaling. 34:13 Crazy wholesaling stories! 41:39 Eric's biggest underwriting mistakes. 51:26 Tips for estimating construction costs. 54:16 Business outlook for Big Door Home Buyers. 55:28 What is your competitive advantage? 55:45 One piece of advice for new investors. 56:10 What do you do for fun? 56:24 Good book, podcast, or self development activity that you would recommend?  56:50 Local Network Recommendation?  56:26 How can the listeners learn more about you and provide value to you? ----------------- Production House: Flint Stone Media Copyright of Straight Up Chicago Investor 2026.

In this AMA episode, I answer Tennis Tribe member questions with simple doubles strategy rules for drop shots, overheads against lobbers, and cutting down double faults.I also share how I think about building a second serve you can trust, as well as starting and recovery positions at the net.Drop shot rules and the best place to hit drop shots fromWhy your drop shot doesn't have to land shortThe best overhead targetsWhen letting a lob bounce makes senseThe causes of double faults at club levelThe easiest way to simplify your 2nd serveMembers only: How to develop a reliable 2nd serve that doesn't get attackedMembers only: Where to start at the net and how to move during your partner's baseline rallyLearn more about all my upcoming camps and Rally Trips at thetennistribe.com/camps/. -----**Join the #1 Doubles Strategy Newsletter for Club Tennis Players** New doubles strategy lessons weekly straight to your inbox**Become a Tennis Tribe Member**Tennis Tribe Members get access to premium video lessons, a monthly member-only webinar, doubles strategy Ebooks & Courses, exclusive discounts on tennis gear, and more.Learn More & Sign Up Here**Other Free Doubles Content**Serve Strategy CheatsheetReturn Strategy CheatsheetServe Strategy 101 - Video Course

A rather common sight across North Dakota during the summer months is a large hawk with broad wings and a wide, rounded tail soaring high overhead. Although there may be other species, the odds are good that it would be a Swainson's, red-tailed, or ferruginous hawk.

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Are you still fixing every problem your team brings you because it feels faster than teaching them how to fix it themselves? Maybe you're proud of how low your overhead is, but could that low overhead also be a growth ceiling? Today's featured guest spent seven years knocking on doors selling dry cleaning before he ever thought about digital marketing. He built his agency to serve home service businesses, ran it solo for three years, and is now in the middle of the transition most agency founders dread: building the systems and the team that let the work happen without him in the room. In this conversation, he and Jason work through the Evolution Framework, what the door-to-door years gave him that no formal sales training could, and what the next move looks like from the manager stage. Billy Scott is the founder of Grow Marketing, a digital marketing agency serving home service businesses. Before the agency, he spent seven years as a door-to-door salesman for a pickup and delivery dry cleaning service, growing the route to 1,500 customers and $25,000 a week in billings before realizing his ceiling was someone else's decision. He taught himself digital marketing through online courses, launched Grow Marketing six years ago, and ran it as a solo operation for the first three years. He is now building out his team and working toward the Architect stage, with a focus on getting his sales process documented well enough to hand off. In this episode, we'll discuss: Lessons from seven years in door-to-door sales Is low overhead something to brag about? What the next move looks like for Billy Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service. What Seven Years at the Door Actually Built Billy will tell you he would not trade the door-to-door years for anything, and for good reason. Standing at a stranger's door with a pitch they did not ask for and a credit card form to fill out on the spot before you leave: that is the highest-friction version of sales that exists. You learn rejection, you learn to read people in seconds, and that being liked is not the same as being trusted. Building that trust takes consistent, repeatable interaction, not a clever line. The psychology Billy took from those years mapped directly onto digital marketing. A website has the same window a door-to-door pitch does: seconds to earn enough interest for the person to keep going. That kind of pattern recognition, built through years of in-person rejection and course correction, is what makes Billy a strong founder-level salesperson. Now the next challenge is not closing more deals. It is building a system around what he does instinctively so someone else can eventually do it without him in the room. The Low Overhead Trap For the first three years, Billy ran Grow Marketing alone and measured the health of the business by how little it cost to run. Five hundred dollars in monthly overhead felt like discipline. What it actually was: a ceiling. He hit forty hours a week of capacity and had nowhere to go. He could not take on new clients or grow revenue. He had built a system that was perfectly designed to stay exactly where it was. The shift came when he and his wife had an honest conversation about what they actually valued, which was time. Low overhead is only an advantage when it does not limit what the business can become. The moment it becomes a point of pride rather than a strategic posture, it starts working against the founder instead of for them. Billy recognized it, made the hires, and has been working through the cost of that transition ever since. Where the Bottleneck Is Right Now and What the Next Move Looks Like Billy is clear about where he is: Manager stage, trying to reach Architect. The work in front of him is structural. Every sales call needs to be recorded. Every client interaction needs a documented process. Every time he solves a problem his team brings him, he is making himself indispensable in a way that compounds against the business rather than for it. He initially thought he needed to hire "another him". However, this instinct is worth challenging: two visionaries in the same room produce ideas, not execution. What Billy actually needs is someone who can manage themselves, understands the outcome without needing every step handed to them, and who can learn the methodology from the stories rather than from being told what to do. The sales handoff system is the starting point: record every call, build a folder, use AI to extract the framework from what you already do naturally, then shadow and be shadowed until the system exists outside your head. The bottleneck does not move by working harder inside it. It moves when the work that only you can do becomes the work that almost anyone trained well enough can do. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

How's your backlog right now? In Part 6 of the Construction Accounting Series, Eric sits down again with CPA Kathe Barrington to unpack what backlog really is, and what it isn't. They dig into why committed-but-unstarted jobs belong on your WIP the day you're awarded, how to use backlog to forecast labor, equipment, and cash, and why a backlog that looks great in aggregate can still leave you with a nine-month hole in the schedule. Kathe lays out the ideal backlog-to-revenue ratio, the red flag of growing backlog with compressing gross profit, how client and project-type concentration creates fragility, and who needs to be in the room for the monthly backlog review. If you want backlog to function as a real planning tool, not a vanity number. This conversation is the blueprint. What You'll Learn What backlog actually is - remaining contract, remaining cost, and remaining gross profit to complete Why letters of intent and verbal awards should NOT count as backlog Why unstarted-but-committed jobs belong on your WIP the day you're awarded (and what bank & bonding are looking for) How to translate a WIP snapshot into a month-by-month forecast of labor, equipment, and cash How far out you should be forecasting labor (hint: 6–12 months minimum) The ideal backlog-to-revenue ratio - and why 3–6 months makes Kathe nervous How backlog profiles differ between GCs and subs, and what that means for planning The aggregate-number trap: why jobs bunched up at the same finish line signal trouble When you can tighten margins as you scale - and when compressing gross profit becomes dangerous Client and project-type concentration risk - diversification as insurance How often to review backlog (monthly, with the financials) and who belongs in the room The questions that should drive the conversation beyond the numbers How to use backlog data when the market shifts - lessons from 2008 and COVID The three questions Kathe asks first when she takes on a new client's books   Connect with Kathe LinkedIn: Kathe Barrington, KB CPA Facebook: Kathe Barrington / KB CPA   The Construction Accounting Series with Kathe Barrington This is Part 6 of an ongoing series. Catch up on the full run: Part 1 — Ep. 357: WIP Reports Made Simple: The Key to Stopping Hidden Job Losses Part 2 — Ep. 359: How to Use Your WIP to Protect Cash and Grow Profitability Part 3 — Ep. 364: Why the Field and Accounting Are Both Right (Physical Progress vs. Financial Reporting) Part 4 — Ep. 368: Underbillings Bad. Overbillings Better: The Cash Flow Truth Construction Owners Can't Ignore Part 5 — Ep. 377: Why Your Jobs Look More Profitable Than They Are: Indirect Allocations and Overhead in Construction  

Nothing like getting a steak right when all hope is nearly lost, we discuss knee problems from excessive training, overhead pressing problems that don't make much sense, and perhaps the champion of woke personal trainers has arrived. ALL LINKS: https://swolenormous.com

Tiff and Dana address one of the most popular topics for Dental A-Team consultants: overhead! They talk about what it entails, where to start when looking to reduce it, critical questions to ask yourself about needs versus wants, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Tiff (00:00) Hello, Dental A Team listeners. Thank you for being here with us today. Thank you for listening. We say this every time, but we love what we do and we love bringing you so much valuable information. And the fact that Kiera can do all the podcasts she does blows my mind. ⁓ but she is a busy bee over there, and the fact that we get to do these as well is just really, really fun for us. It allows all of the consultants here on our team to really feel like we're giving back to you guys. So with that, I have Dana here with me today, and   Dana, gosh, we have been podcasting together for a really long time. I can't even put a number to it. And I remember, I don't know if you remember, but I remember I remember where I was sitting. I remember the thought process. And I remember it was me, you and Britt on a call on a Zoom link. And it was the first time marketing had said we want to do video with the podcast. And I was like, what? And video like was not, it was just like up and coming.   I didn't understand it. It was on Instagram. I was watching I was like, why am I watching you talk? Like the a podcast is to listen. Why am I watching you talk? And now I mean it's very normal and that's how I watch them. And I feel like I feel like it was like YouTube came back around, you know. But anyways, I remember that day vividly. ⁓ I don't remember what we were talking about, but I remember being like, I have to like do my hair. I'm gonna be seen.   DAT-Dana (01:23) Yeah. Yeah. I know it was   funny because we always could see each other, right, in those early days, but it was just like we weren't creating the video content for it. And I remember thinking exactly like who's gonna want to watch   Tiff (01:33) Yes.   DAT-Dana (01:35) us who's gonna want to watch us do this thing but then I see my kids literally like watching people play Minecraft and it's like their favorite thing and I'm like wouldn't it be more fun to actually go play? So I do feel like there is definitely this like niche of people like wanting to watch and like you know get a glimpse in of like the podcast world and just different worlds in general and so I agree with you. I remember the three of us just kind of being like who's gonna want to watch us talk to each other but hey we're so glad you're here.   Tiff (01:37) Yeah.   Yes.   It's true.   Yeah.   DAT-Dana (02:05) Yeah.   Tiff (02:06) Yes, I agree. And the three fur podcasts are hard. So hard when there's so many people virtually. And yeah, I r I remember the shock. I wish I could remember what the ⁓ podcast actually it was probably I bet you it was probably one that we did for Kiera. We probably it bosses day or something, yeah, 'cause if there are multiple of us. Anyways, that was that popped into my head this morning as I I always have to now have like prep for podcast time so I can like   DAT-Dana (02:12) Yeah.   Like Boss's Day or something like that. Yeah.   Tiff (02:35) just tame my hair or get my ring light just right. And I'm like, gosh, I remember the days that we did not have to do this. And then we have c new to Dental A Team consultants come on and I'm like, we're gonna podcast. And they're like stressed and I'm like, I get it. I just I get it. I saw them go talk yourself in the mirror for a bit first. You'll get used to it.   DAT-Dana (02:50) Yeah. Yeah.   I know   I remember in the early days I would always have to reframe my podcast because I'd see podcasting on my schedule and I'm like, ⁓ like I gotta get on. So then I just started reframing it. It was like time with Tiff, time with Britt, time with Kiera. And it's how I like kind of learn get over the like of the podcasting space. So I totally feel it when new consultants are like, I have my first podcast today.   Tiff (03:12) I love that.   Yeah,   yeah, and they all come to you, right? 'Cause I'll all schedule it and then they're like, Dana, what do I do? That's so cute. Yeah. I love the reframe. That actually like goes I think hand in hand with what we're talking about today. ⁓ but I think you can do that with anything and I have to remind myself, even like gosh, when I get up in the morning, I got up this morning and I went from for my walk and I was like, ⁓ this sucks and I was like, No, you get to be in the morning sun.   You get to move your body before anybody else in the house is awake. Like I think that's the part that's the hardest is like everybody else gets to sleep, you know? But you that reframe is so powerful. And we can look at a schedule and think I I look at my schedule and I'm like, shoot. This is so busy. Or gosh, I'm I'm like   So long today, and I have to reframe it often and be like, gosh, no, actually I get to do something really cool. And I get to wake up and go for a walk and I get to do these things or I get to go to an office and I get to be boots on the ground with other people. So I love that you mentioned that reframe, Dana. That was really smart. So today's reframe, which I love, I think this is one of the most popular conversations that we have. We get a couple of things here at Dental A Team. ⁓   We love everything that we get, but the most common, most popular things are systems, which we will help you with systems, I promise you. And there are thousands of podcasts I think that just Dana and I have done on systems and operations manual. So go look them up. We're not doing that today. And the second, which I actually really have grown to truly love, ⁓ is overhead cost reduction and and overhead analysis. And so many practice owners and leaders come to us and they're like, gosh.   what does overhead even mean? I know I had a conversation with a client last week that has been in the dental like consulting world for years and years and years. And w his question was what does that even what does it mean? Like overhead can mean so many different things to so many different people and so many different consulting companies. And for the sake of today's conversation and the sake of forever with Dental A Team know that when we say overhead, we are talking about top of the line   Whatever I always say if someone were to purchase your practice, what are the expenses they'd be taking over? Anything outside of that, your pay, your taxes, your debt, your debt will follow you typically, right? You can lump it into the loan, ⁓ but it's not overhead top of the line expense. So your debt, meaning your scanners, ⁓ your school debt, anything like that is outside of quote unquote overhead. So when we talk about overhead, it's top of the line and that had to that that   explanation, I think it can just vary. It can vary depending on who you're talking to. So today we wanted to reframe that, Dana Go. No, I love it.   DAT-Dana (06:08) and I don't want to interrupt you, but I think too just   just to be clear on overhead too, anything that you run through the business, right? Again, that's not something absolutely with your CPA, you structure it how you want. But understand that that's not an expense that somebody is going to take on when they take over the bracket.   Tiff (06:25) Yes, I love that. Thank you. Good clarification. so with this kind of reframe, every everybody's like reduce overhead, reduce overhead. And I totally agree. And a lot of a lot of companies, a lot of people, ⁓ a lot of strategists will come in and they're like, okay, what can we cut? And we for sure, like, we'll come in and look at what if there's space to make cuts, but our biggest piece is always we're not gonna spend a lot of time on it today because we've got a million other podcasts about it.   I think I just did one actually with Kristy not that long ago, but the first place we're gonna look is your collections. A lot of people will say, I need to over I need to produce. And I love the statement, you can't outproduce your problems. So if you're producing, producing, producing, producing, but you're still feeling like there's an issue. And if you're meeting the financial, like you're meeting your goal, your production goal, but you're still cash flow short, then there's an issue in your collections. And so look at your collections and Dana.   I would love to hear quick snippet, what are the areas that you tackle when it comes to overhead and it comes to collections? And then I want to talk about the reframes and the other pieces.   DAT-Dana (07:33) Yeah, so you're exactly right. The first thing I'm gonna look at is the collections number. I'll look at the total, like what is the total percentage and like what profit point do we need to get to when it comes to collections? And then the very next thing I'm gonna look at is your AR because honestly and truly I've been able to get practices out of cash flow crisis, out of really feeling that pinch simply by going after already produced   ⁓ monies. And so I think that those are usually the things that I look at. Okay, what are we collecting? What does our profit point need to be for healthy AR?   Right. And and obviously we're gonna talk about is that possible? How do we get your schedule to get you there? But then the very next thing I'm gonna look at is AR. Is there money that I can just quickly tackle that's already been produced that's gonna help the collections problem? So I'm looking at the total collections, collections percentage, and then what's sitting in AR, because if I can tackle that and make a really quick difference, ⁓ sure, we can budget things, we can line item your PL, we can we can chop where we need to, but those things are often the fastest, easiest, quickest fixes.   and like you said, you like outproducing the problem. If I can fix AR and then we can create systems that it doesn't happen again, oftentimes we don't even have to really touch production, right? Because we're already producing pretty well in a lot of these cases. So those are that's kind of where I start.   Tiff (08:46) Yeah.   Yeah, I love that. And it's something that makes such a massive difference. Knowing one, knowing your numbers, knowing what your numbers mean. So knowing your overhead, knowing your outgoing expenses is massive. And then looking to see, okay, well, if these are my outgoing expenses, what do I need to collect in order to profit? Right. And then if we're not collecting that, is it because production isn't where it needs to be? So what's our what's our bare minimum?   And is collections meeting that or is production meeting that so that collections can meet our bare minimum. If production is or is way above and our collections is just tanked, like I saw somebody the other day that was like 83% collections. They're like, we gotta produce more. And I Yeah, absolutely. If we want to maintain 83% collections and get your overhead in line, you for sure have to produce more. But also we can tackle your collections and get your collections up to that ninety-eight percent that it should be or above, and really not have to work   you harder as the provider work our numbers harder and get that collections up. It also kind of flows into Dana, I think the capacity that we just recorded a podcast. So probably the podcast ahead of this one I would assume is is about capacity. And I think that capacity conversation flows into this one really, really well. So all right, collections.   Go do it. We will harp on that for days, but go do it. If you need help with it, you're not sure, you don't know how to analyze it, you need help with your numbers, Hello@TheDentalATeam.com. We are honestly and truly here to help you. We will provide you as much information as we possibly can to get you on the right track. Now, something else that we like to do within that, and we talked about this on capacity, we talked about analyzing ⁓ fee schedules, right? But then we also need to analyze expenses. So when we're really looking at things and we're saying, okay.   Great, this is my overhead. I like to think, okay, does it have to be my overhead though? So a lot of people will look at staff cost, the employee cost. I actually I look at it, I kind of glaze that, you guys. I don't, I don't like to touch the staff cost unless it absolutely is extraordinary and there's maybe team members that are taking advantage or you're feeling like there's something culturally wrong in your practice, then I'm gonna say, okay, great.   Let's really take a look at this and make sure that we're being efficient with our time. We're not in overtime. We're not in those spaces. But I'm gonna kind of glaze at that unless there's a red flag somewhere else. And then I'm gonna look at those other expenses as well. And something that I really love to do is to analyze what do we need versus what we have. It reminds me of when Brody was little, we'd go to the store and he'd be like, Mom, is this a want or a need? Is it on your list? Is you have are you getting it because you just want it and it sounds exciting?   Or do we actually need this? And Dana, I love the conversation that you have around. I'm gonna say like analyze your vendors, analyze your contracts with vendors, but I love the conversation around ⁓ the wants versus needs when it comes to scanners, when it comes to mills. And I love I I miss the conversation actually. I miss the conversation of negotiate with your labs. And I miss that conversation because   I think that the mill has become such a bandwagon thing. It's been around for so long and it's such a bandwagon thing that everybody's that jumped into. But I love your your like evaluation of is it necessary? Is it actually going to save us the time and the money and get us the results that we want? And I would love, Dana, for you to talk through some of that and how you help your clients decide. Because I'm not against the mill, I'm not for it. I'm for it for the practices that it works.   And I'm for making sure that it's going to work and it's gonna do its due diligence. So what how is that conversation for you, Dana, when you talk to your practices about it   DAT-Dana (12:44) Yes. I love this conversation too, too. I   think first and foremost, I always want to know when when somebody wants to purchase something big like that. So whether it's a new scanner or whether it's a mill, like why.   Why do we want to purchase it? Is it because we have a scanner that we constantly use and we're constantly pulling and we never have it in the like appointment times that we need? So then we need to talk about adding another scanner. Is it that like we need another tool to show patients, but like could we just do IOPs a little bit more until we've got the budget set for the scanner? I'm not saying no to scanners. I'm not saying no to mills. I'm just saying, why do we want it? Is it the right time and is it going to do what you anticipate it's going to do as far as your budget goes?   Because I think we can talk about scanners and what's going to add so much more to my production. Okay, well, it is, but when are we going to use it? How often are we going to use it? Who's going to use it? How are we mapping it out to make sure that it really is putting more production on your schedule and it really is reducing your lab fees? Right. Scanner is a great tool for negotiating with a lab, but are you going to do that? Are you going to do the negotiations? Are you going to send them enough work to make it worth having the scanner?   Same thing with the mill. I'm always asking like why, right? And I know that kind of the mill is the hot spot or the mill is like the next big thing. And I think sometimes, you know, I hear a lot from doctors, well, it's gonna buy me back a lot of time. Well, it's only gonna buy you back time if you're going to let your assistant, right, help design and do the actual milling. If you're not gonna let that happen, then we're actually using more of your time than and sometimes it's not will you let them, it's do you have the capacity within your assistant team right now to be able to allow them.   Tiff (14:07) Yeah.   Mm-hmm.   DAT-Dana (14:21) to do those things because maybe we're short staffed in that area or maybe assistants are really hard to find. Well then maybe now's not the time to bring on the mill because it's actually going to use more of your time versus less of your time. And then you know all of these purchases typically come with either a large payout, right? Or a decent size loan that we're paying every single month. And so I like to kind of reverse engineer with my practices so they know cold hard facts how many crowns they have to do every single month.   to make that loan payment worth it or make that payout out of their emergency fund or their growth fund or wherever they're pulling that funds from. Hopefully not their emergency funds, but sometimes right, doctors get wild on us and it feels like an emergency to get that.   Mill. So knowing exactly how many crowns you have to do every single month. And then I'm saying, okay, let's go back through the last year. Let's see, did we even do as many? Because if we didn't do as many, then now's not the time. Let's get to that many crowns every single month, then take a look at the mill. Because so often we think, hey, the mill is going to save me on lab fees, but you have to do so many of them for it to save you on lab fees. And again, I'm not pro mill. I'm not like I'm neutral when it comes to mill. I think it's a great tool, but it's not the best tool for every   Tiff (15:25) Yeah.   Mm-hmm.   DAT-Dana (15:35) practice at that exact time. I think you really have to look   At and crunch things when you decide to make those purchases and really look at it as is it truly going to give your time back? Is it truly going to give you your lab fees back? Is it truly going to up your patient experience or up your diagnosis or whatever it is? Because that is when it makes it worth it. So I just like to like have the conversation, review the numbers together, and kind of say, hey, like this is the reality of the purchase. I, you know, I am.   Totally understand the like purchase in the feels, right? I get that. I've done it. I'm human. I think we've all been like, but this is gonna feel so good when I have it. But I think look at the numbers and make sure because these things can really hit your these these debt services can really hit your profit points if it's not set up correctly and you don't know kind of the benchmarks you have to hit to make it help with profit versus hurt.   Tiff (16:11) Yeah.   Yeah.   Absolutely. I think it's so beautiful. And a follow-up to that too is if you already have the mill, you already have the scanner, you already made the purchase or the laser, Dana, as you were talking, I was like, the lasers, the lasers. There's so many there's just so many really cool tools that dentistry has that makes us feel like we've got to jump on it to be the most progressive, to be the most exciting, to stay up with the times, to to not fall behind. And really they're just fun and exciting. It's like   ⁓ Canva and you know we only had Photoshop and then Canva came out and then we had, you know, all of these different opportunities. And it it can be easy to jump on board with them. So if we already have jumped on board, we didn't have this conversation, or maybe we did, and then gosh, we're just falling a little bit short. This is the overhead analysis as well. This all flows into that overhead analysis. So as you're looking at your overhead and you see those   those loans under on you have your bottom you have your top line and you have a bottom line. And at your bottom line, when you see those other loans in there and you're like, gosh, Def, Dana, I just I'm not using the scanner as much as I thought I did. I know both of us have I all of our consultants are really, really fantastic at having conversations like this that say, okay, great, why? Dana, you said something earlier, you said it asking more questions, right? Like I want to know, I want to know why you want it.   what it's gonna do for your practice and then reverse engineer it. And we are really great at pulling out the why for anything. So if you're not, if you bought it and you're not using it, we're gonna say, well, why aren't we using it? Is it because it's not the tool that we needed or we wanted and or we don't have the patient base for it or is it because we're not trained, we're not holding accountabilities. And ultimately, if this thing isn't working for your practice, it's not doing what you wanted it to or gosh, you just hate it. You don't like it. You don't want to use it.   This is a conversation with the company that you can have. You can call the company and say, Hey, what can I do? How can I how can I get out of this? I've had ⁓ I've had doctors that have had this conversation with them and they do have like a smaller buyout, right? They're like, Well, we'll buy it back from you, but you're gonna it's kind of like taking a car in and you you're you know, you're under.   So you you owe a little bit more on your car and then you owe on the car that you're buying. So it kind of sucks because you do have to pay that out, but could getting out of that contract early, sending the equipment back, save you in the long run because you haven't paid that total balance. Or a lot of doctors will call and they're like, yeah, absolutely. I have a doctor actually who's looking for one that might buy it from you.   And so you can you can sell this equipment as well if it's not working for you. So I don't ever want doctors to really just feel so stuck in the decisions that either they've made or that they want to make and you have that kind of decision paralysis. So as we're going through that looking at ⁓ cost control and overhead control.   Part of the conversation as well. So there's the projecting side and really looking at do I do I need this? What can it do? And then there's the evaluation side of is this working for me? And Dana, I think that same conversation when it comes to like marketing. Are is my marketing ROI coming in? Is it getting me what I what I thought it was going to? There's magazines investments, there's all of these like hottie-totty ⁓ marketing efforts that are coming around right now. They're trying to like really reinvent a lot of wheels.   And projecting and seeing, does this fit my avatar? Is this gonna work? Gosh, your telephone company, I know our like cable and internet. We don't even have cable, but it's the same company, right? And I'm like, why are we paying for cable and internet? And it just jumped like $90. And I'm like, what the heck? It's a call and a conversation with your vendors and looking at, okay, am I getting the most value for what I'm spending? And that I think Dana helps us to calm the storm.   Because what happens typically is we're like, okay, I gotta produce more in order to afford my life. And it's just like personal, right? I gotta work more in order to afford the lifestyle that I want. Well, maybe the lifestyle that you want can be had with less debt or less stuff, you know, and really evaluating your quote unquote lifestyle in the practice and out.   DAT-Dana (20:43) Yeah, I agree with you because like dental offices, do we have to spend money? Do we have expenses? Yes, absolutely. Let's make sure those expenses are doing what we need them to do and and we have an ROI on those expenses. And I do feel like just doctors highlighting like, don't forget those bottom of the line things because oftentimes it's like, hey, my payroll's in line, my rent's in line, my marketing is in line, everything's in line, but I don't have any profit at the end of the month. And I think don't forget to take a look at oftentimes I think there's an impression of doctors that like those below the   aligned things are like fixed expenses and oftentimes they are variable expenses that we can do something about it. We can make changes like you said, sell it or start using it, right? Or incorporating a way for it to help us produce or collect more. I think just don't forget those bottom of the line things and don't look at them as hey, those are fixed things, right? A lot of times those items aren't. We can either move the needle as far as using them or move the needle as far as offloading them.   Tiff (21:15) Uh-huh.   Yes.   DAT-Dana (21:42) Right. I just had a conversation with the practice. Like, why do we have two scanners? Right. Like, why do we need them? Walk me through it. If if you can walk me through why and it makes sense, totally keep your scanners, utilize them, have it help you. Right. But if we don't need them, then let's not have that sit there every month and pull from that profit that you so desperately need.   Tiff (21:45) Mm-hmm.   Yeah, I love that conversation and I think it's something that's a piece of value that the consulting team brings to our clients that I think is totally undervalued. I know I have clients that are like, Teff, I wanna buy this thing. And I'm like, Okay, cool. Like, tell me why. How are we gonna afford it? Great. I have a doctor that was like, I like this scanner better, but I bought this scanner before I knew that this scanner was better. And I was like, Awesome. Well it sounds you want that scanner. He's like, Yeah, I'm gonna get it. And I said, Cool, what are you gonna do with that scanner that you don't like?   Because that one is still being paid on. It's still in your office. And he's like, okay. So it's like we have this innate ability, right, to see things very, very cleanly. I had a conversation just last week with a client that was like, Tiff, what do I do? And it was like a personnel thing, right? I said, Listen, my job and the and the superpower that I have for you is to be very black and white in business. I'm not emotionally attached to what's going on in the practice. I I love you, I love the practice, I love the team.   And I I have emotions towards you, but I'm able to separate it out and say, hey, do this, don't do this, or these are the black and white opinions that I see. These are the pros and the cons that I can see. I'm not emotionally attached to one scanner is better than the other. I'm emotional, I'm not emotionally attached to the money that's coming in or going out. I am neutral and I'm able to say it is or it isn't. And so that value, that ROI is not always really easy to see.   in the numbers until you look backwards and say, gosh, actually I sold that scanner because of or I didn't buy that and gosh, I'm so happy. Or I was able to invest in my team because I could see my shortcomings or my accountability faults or the accountability that Dana was able to give me so that I could give my team like those spaces are just so   valuable in this overhead analysis is huge. And I know you and I do it often. I know the rest of the consulting team does. Gosh, Kristy, Kiera likes to say she's like a truffle hunting ⁓ little, you know, little piggy out there finding the dollars. And that's how she does it as well. And Nikki and Pam and all of you know, Diana, every one of us are out there looking for those dollars from that black and white kind of business mindset because it's easier for us as a pulled out   Peace, right? And Dana, I just think that is a space that doctors, I can't imagine making those kinds of decisions by myself, right? Even just as simple as purchasing a mill. Like because it's so it's like walk walking into Louis Vuitton with a credit card with no limits and expecting me to not leave with a purse, right? Because in my head it's paid for, it's done, it's it's good.   But then on the flip side, I've got expenses and other things and they've always got just gotta have that person who can be that sound mind.   DAT-Dana (24:58) Yeah. Yep. I agree with you.   Tiff (25:00) All right, Dana, so overhead cost analysis. ⁓ I would say, and I think Dana, add anything you can think of. My pro thought process is figure out your bottom line first of all. Figure out what are your costs, your fixed costs that aren't changing. If someone were to purchase your practice, then then look at what's left over. How much debt do you have? what do you want to be making? Are you paying yourself and are you paying yourself what you want to be making?   And are you saving money? So what do those buckets look like? That to me is your is your bare minimum. You have your bare minimum of this is what it takes to keep my practice open and my employees paid. And then you have your bare minimum of this is what I want my practice to look like. So I like to add that fluff in there. I know Dana does as well. We have our bare minimum and then we have our bare minimum. And our our second bare minimum is the number that I work from ⁓ and tack on a little bit extra. So overhead analysis, look at what your numbers are, look at what your   DAT-Dana (25:46) How many? Yeah.   Tiff (25:55) Collecting, always look at collections and then look at what your debt looks like and look at what your spending is. Is there anywhere in there that can be negotiated? Is there anywhere in there that maybe we need to start using a tool a little bit more to get it paid, paying for itself? Just like you want your team to pay for themselves, you want your equipment to pay for themselves as well. Dana, is there anything you can think of that I missed that I didn't add in there as an action item that they can scurry on home to do?   DAT-Dana (26:24) No, I think I think that those are great tools for them to really be able to slice and dice and look at those pieces.   Tiff (26:31) Awesome. All right, guys, go do the thing. Pull up your PLs, pull up month by month, pull up year to date, pull up last year's, and look at what your expenses truly are. And when you get to the point that you want some third-party perspective, some eyes on it, if you're a current client, you should be doing this with your consultant too. So do it. I want you to know how to do it and I want you to do it with your consultant as well. If you're not yet a consultant, you're ⁓ someone who is a listener and you want you're not a consultant, you're not a client.   You're a listener and you want help with this, please reach out. Hello@TheDentalATeam.com There's also a link on our website, TheDentalATeam.com, that you can schedule a consult with us and they'll help you run through a lot of that information as well. We are here to help. So let us know how we can best serve you and how we can help you in the short and the long run. Hello@TheDentalATeam.com. All right, guys, and we will catch you next time. Thanks so much.  

Read my new book, "The Price of Becoming." www.LearningLeader.com/Becoming This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My Guest: Scott Harrison is the founder and CEO of charity: water, a non-profit that has raised over a billion dollars and funded tens of thousands of water projects to bring safe drinking water to millions. He previously spent a decade as a New York City nightclub promoter before a dramatic career shift led him into humanitarian work. Key Learnings Scott started a charity: water with $20 from a birthday party. Then $15,000... Twenty years later: over a billion dollars raised, 21 million people served. He says it should be 10 to 100 times more. The cure for water already exists. We're looking for water on Mars while 700 million people drink dirty water on Earth. We solved this hundreds of years ago. We just haven't implemented it. 25% of the money sitting in American donor-advised funds would give every human on Earth clean water. That's parked philanthropic capital. Already tax-benefited. Just waiting. The goal is always 10X what you're doing. If we raised a million last year, we want ten this year. If we raise $100 million, we should raise a billion. The opportunity is always orders of magnitude larger than the moment. Show, don't bullet. Scott shows 210 photos in a 45-minute keynote. No PowerPoint. Single images. A story unfolds frame by frame. Be early to the technology. First charity on Instagram. First to hit a million Twitter followers. First to use VR. The question is always the same: how does this new thing further the mission? The 100% model: solve for the cynic.  Public donations go to one bank account that funds only water projects. Overhead is raised separately from entrepreneurs and business leaders. Then track every donation to a specific village. Don't be mid. Scott's 11-year-old daughter says nobody wants to be mid. Excellence is a core value. There's a lot of mid out there. Design everything. The fact cover sheet. The PowerPoint. The website. The package. "We're always dating." If the message comes in an ugly package, you're at a disadvantage before you start. Treat the donor like a Michelin three-star guest. If a restaurant can think that carefully about a meal, you can think that carefully about a donor who can save a million lives. The Goldman Sachs partner who changed Scott's paradigm. Before making an eight-figure ask, Scott asked a partner: "How does it feel when people ask for a lot more than you expected?" The expected answer was irritated, offended, put off. The actual answer: "I feel flattered that they think I would be that generous." People are generous. The well is there. You just have to drill deep enough. Scott has spent 20 years asking for too little. That might be his next obsession. People give to people, not causes. A dynamic leader who transfers their enthusiasm gets the donation. The cause doesn't. Most of the donations Scott and his wife give are to people, not topics they were already passionate about. Talk 10% of the time. When Scott meets a donor for the first time, he wants to know their whole life story. Their marriage. Their kids. What they wanted to be when they grew up. Be genuinely curious or don't bother. Hire for integrity, humility, curiosity, and energy... 16,000 applicants for 36 roles last year. Energy matters most. Someone who can get you fired up about pickleball, Patagonia, or a new running shoe is exactly who you want on the executive team. The dinner test for hiring: Can you imagine having this person at your home for two hours at dinner? And wanting to keep them for another hour? Get the whole life story. Scott wants the arc from the beginning to the present in an interview. If someone can't tell their own story coherently, they probably don't know themselves yet. The 11-year-old with the piggy bank. He told his parents he was going to fund a whole village. They told him to set a realistic goal. He went knocking on doors. He came back with $10,000. Scott's experience lab in Nashville. A 60-minute immersive tour. A 100-degree room with a treadmill where you carry a 40-pound water vessel. Microscopes that show you parasites. A VR film that ends in celebration. The "give shop," not the gift shop. 53% of visitors donate. 10,000 visitors. $3.9 million raised in year one. Scott's champagne moment: a single billionaire who picks water. The water sector doesn't have one. Republicans and Democrats agree on it. Atheists and people of faith agree on it. Everyone has to drink. Reflection Questions What is the 10X version of your current goal? Where are you asking for too little because the smaller ask felt safer? Who in your work or life is the Michelin three-star guest, the customer, donor, or partner who deserves your most thoughtful experience design?  When was the last time you went 10% talking, 90% genuinely curious about someone else's story?  More Learning:  #290: Scott Harrison – Redemption, Compassion, & The Transformative Power Within Us #680: Scott Galloway - Don't Follow Your Passion, Follow Your Talent #682: Will Guidara - Adversity is a Terrible Thing to WasteAudio Chapters 00:00 The Price of Becoming - Pre-Order Now! 01:18 Welcome Back, Scott Harrison 02:56 From a $20 Bill to Over $1 Billion Raised 04:59 Why the Goal Should Always Be 10X (or 100X) 07:54 Storytelling: How to Get People to Care About a Problem They Don't Feel 10:30 Being Early to Instagram, Twitter, and VR 16:10 Radical Transparency: The Bank Account That Built Trust 19:51 The Beauty of a Healthy Obsession 21:22 Drilling Deep for the Artesian Wells of Generosity 25:04 What It Feels Like in the Room When Generosity Breaks Through 27:01 "Nobody Wants to Be Mid." 30:56 Design Everything: We're Always Dating 32:13 Treat Your Donor Like a Michelin Three-Star Guest 35:39 Selling With Integrity: Talk 10%, Listen 90% 39:15 16,000 Applicants for 36 Jobs: What Scott Looks For 43:12 The Power of Vulnerability in Hiring 45:39 Inside the Nashville Experience Lab 50:34 The Champagne Question: A Billion-Dollar Vision 52:10 The 11-Year-Old Who Raised $10,000 Door-to-Door 54:25 EOPC