Podcasts about PL

Revamping your financials is as easy as … Kiera shows off her savvy financial skills by sharing what it takes to know what's being spent in your practice. Her spreadsheet tips will answer such questions as: What can be cut? How can you make sure your overhead is in check? What do you need to produce? And much more. Want a sample spreadsheet to get started? Email hello@thedentalateam.com.  Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners, this is Kiera and I hope you're just having an amazing day. Like a great, great, great, incredible day. ⁓ just, today's topic is one that makes me excited and it's so dry and boring, ⁓ but I love it. And I'm like, that's probably a buzzkill for the podcast, but you know me, one of my core values is fun. And Dana, shout out to Dana, DanyDane over there.   ⁓ She gave me one of the best compliments. We do a thing on Wednesdays called core value shout out in our company. And I will tell you if you do not have this in your company, I would strongly advise you do this. What we do is every single Wednesday, our company goes and our whole team says that this is our favorite. You guys, we have gone from a very small team to a much larger team and we still do this. So just know small teams, big teams, it is doable and it is very   relevant and very essential. And I think it just goes so well. I am okay to take a little bit longer on this morning huddle because of how good it is. so core value shout out is where we just randomly will pick somebody and then it's popcorn after that. So they'll choose the next person. So for example, we would start and I would say, okay, Shelbi starting today and everybody chooses somebody on the team and they highlight them for a core value and it has to be a core value. It has to be something specific. And so Dana gave me one of the greatest compliments.   She said, Kiera, she said she wanted to give me the core value of fun, because fun is really one of our core values. And she said, I want to give it to you for fun, because she said a lot of times topics that are so hard ⁓ or things that people wouldn't necessarily find fun. She said, you just know how to sprinkle the fun and the confetti and the glitter and make things that are hard or something that teens wouldn't want to do or doctors wouldn't want to do.   you make them really fun. And honestly, that has stuck with me. It is a few days later since she gave me that compliment and I'm still remembering it. So not only is core value shout out day amazing, it also helps you just enjoy and to have like, to be happier. ⁓ It also infuses core values into your company. And I'm excited and grateful that I'm able to bring fun things to the podcast, a dry topic. I hope I've teed this up enough to where you're excited about it.   But this is, think, the discipline side of business of owning a dental practice that you need to do. And this is really, think, for office managers or billers and doctors. And this is something that I think will give you so much confidence. it came actually from our doctor mastermind. We have ⁓ a private doctor only mastermind that we run every single month. It's a virtual one. And then we do an in-person one ⁓ that's more for doctor and leadership teams. But our monthly one, call it Think Tank, and it's on the first Tuesday of every month. And a doctor was saying, she's like,   I just don't know where to cut. I said, send me your PNL and tips like, and she's going to want your credit card statement and she's going to want all your stuff. And while yes, I am obsessive on this. have helped family members. I've helped offices. I've helped myself. something that I will like toot my own horn on it. I actually think I'm very talented with money, with saving, with figuring out solutions and helping people understand where you can cut. This podcast also came about because this morning on my, ⁓ Shelbi Britt and I were meeting and we were literally going through.   our finances to see where could we maybe squeeze the tube of toothpaste a little bit more, where could we maybe change a few things. And I think that that's just so relevant and so helpful. And so this is something I do in my day in day out life. It's something that I think for you to go from chaos and lack of financial clarity to confidence is something that I really want to just bring to the table today on the podcast. If you're new to Dental A team, welcome. We are obsessed about helping you have your best life and ⁓ doing it in a fun, easy way through dentistry. And so   helping you with our yes model. So you as a person getting your life, your vision, all of that in place, then moving into earnings. So ⁓ financially, that's the piece today. And then using those financial pieces. So your analytics, your PNL, your overhead to also help us figure out what systems and team development need to go into place to make sure you have this thriving practice. Because honestly, I believe that being successful, being a successful dental practice does not have to be hard and it can actually be easy. So that's what we're here for today. ⁓ With that.   So today it's going to be like, how do you actually like figure out your costs? So I did this a long time ago and then I like met a lot of really smart financial people. I'm not a financial advisor. I will throw that out there. So just make sure you talk to them and you have your, ⁓ like you chat with them of what's best for your state, but I will teach you how I do it. This is annoying. It's a little cumbersome, but people love to hear like, how do you actually do this? I'm always like, how do people get like jacked? Like how do they work out? Like.   me like what time do you work out like what do you do for your nutrition and just so I understand the full landscape and then I'm going to pick and choose of what's going to work well for me that I'll actually implement so hopefully that will be effective for you today as well.   So this is what we do. I have a spreadsheet that I have for monthly costs. We do this with all of our clients too. So if you're like, this feels too hard, don't worry, join the Dental A Team. We'll help you get it put together. So we have a monthly cost. And what I do is on the monthly costs, and this is probably my most visited spreadsheet of my entire company. And I'm super excited because we're bringing in another team member who does financial.   Forecasting and has a whole background in finance. So my method might get revamped to 2.0 and there's always another layer. But what I have is I have on our monthly costs, I have all the salaries and all of the pay. Now for offices, I do include doctor pay. Again, I'm not a CPA and I do believe that doctors should be paid. So I put in either your W-2 salary and or your doctor compensation of 30%. Now I do lose numbers. So our consultants are paid very similar to how doctors are paid.   ⁓ And so you can get a general idea. So mine are general ideas. It's not my highest month. It's not my lowest month. It's the average is what I've selected to do for these costs. So again, this spreadsheet will not be absolutely perfect, but I think it's a really great tool to figure out what can I cut? How can I make sure my overheads in check? What do I need to produce? How do I basically figure out my BAM, my bare ACE minimum in a company? And so that's what we're gonna be looking at. So with that, I first list all the salaries and...   I want everything in there. And then what I have is a current. So I'm gonna have a current and then I'm also going to have like a future. So for example, if you're planning to hire somebody, but they're not hired yet, that's something that you're going to wanna know, what is my cost now? And what is going to be the future cost? Because those two things are actually different numbers. And so for me, it's really helpful so that I can look at you guys honestly.   When I started this, had like three team members and now we have tons of team members on there and outsource people and virtual assistants. And ⁓ the list just gets bigger and bigger and bigger. I can go back and I can look at things that we've done before. And so mine's on Google Sheets. And again, we've built one of these and I'm even happy to share, reach out, Hello@TheDentalATeam.com. But this is something, so I go through all the salaries. And then for me, ⁓ if you do health insurance or you do a health stipend or whatever it is, you add that in.   as well, but then what I do, and again, talk to your CPA, see what your payroll tax are. For me, I just estimate 10%. I always like to air higher. So you will notice in all of my projections and everything I do, I'm going to always air higher than it actually is rather than lower. And so just looking at that, just so you know, that's how I do. So my CPA told me 10%, we have business in four different states. I think we're actually up to five now.   So I estimate high, no matter what state they're in, I just do a 10%. So I'll do my total salaries of the month, an estimated 10 % payroll. And then I've got that in there, my total payroll. Then we have our health stipends or health insurance, our 401k costs in there, how much it costs me per user, what the 4 % is. I actually go grab people's salaries and their bonuses, put it in there. So I have a pretty good idea. Then what I do is I check every single month to see based what I have here, is that close?   to what I'm actually paying or is it not? I know some of you might be like, well, here, I just get it from my CPA, I get a P &L. I agree, but this is a good checks and balance between my CPA and myself. And also when I'm trying to project and forecast, can I add people in? How much is this gonna have? Where can I cut? If I can see it all line itemed out, it's actually for me at least much easier for me to see what are all my costs and where can I squeeze the tube of toothpaste to get a little bit more ⁓ toothpaste out of that tube or a little more juice out of the lemon.   So that's what I have. And then what I have down below is like outsource. So if you've got VAs or you've got ⁓ different people that are contractors or things like that, I have that in there and that one EBS and flows mostly that hangs in my marketing department. That's where I have a lot of those. And then also VAs and EAs that'll be in there that are virtual assistants that are through other companies. So they're not running on my payroll, but they are down there. Like I have some consultants on there. I've got some coaches on there that will be in that section for me. But those again are not up in that payroll section because I'm not paying that.   payroll tax on them and I'm also not 401k on them, but that helps me see how much am I paying in outsourced resources to see should I cut that, should I keep that, how much do I have on the top, is my payroll heavy. You also can break this down by department. So you can see how much am I paying in my hygiene department, are they offsetting, how much am I paying my doctor department, my front office department, all those different departments. If you want to get even more granular, you can. And then below that, I have all of the office expenses and this is something really great.   This year Britt she ⁓ 2.0'd us and she put in their end of year expenses because there's a lot of things that I just pay at the end of the year that are annual subscriptions that will save money on but the reality is I should probably be saving that money throughout the year, right? Because every single month there would be an expense allocated if I didn't pay it annually. So we should be adding that in so we're saving for that. We're preparing for that for the end of the year. We have different things in there. So like all of our subscriptions that we have you might have Netflix, you might have Audible, you might have   Canva for marketing, ⁓ ChatGPT if you're paying for those subscriptions, anything. And I'm constantly updating this like as you hear ChatGPT and how many do we have for that? ⁓ We use our project management software is on there. I also know that every single month I have a budget allotted for employee gifts and anniversaries. And so we have an allotment of how much we spend. I do double check this, but I try to break it down. Also I have in there my merchant fees and how much my merchant fees are on average.   ⁓ And I literally list everything out. So whether it's personal, because like Audible and my phone, I do have those on there. Those are personal things for me that do run through the business, but there's still business expenses that will need to be on there. ⁓ And then we've got our bookkeeping and our accounting or CPA, our lawyers, all of that in there. If you have vehicles that your CPA said is okay for you to run through, all of that, your rent, your mortgage, your supplies, your internet, all of that in there.   to where at the bottom of this list, you can get a complete grand total for the month. And what's really awesome about that, you can actually break it apart so you can have doctors where they're not in there. This then tells you basically your BAM, your bear ace minimum. And then what we can do from there is we can figure out what you need to produce to be able to hit. So hopefully all that was like not too much. just rattle, I'm like literally looking at my spreadsheet as I'm telling you this, all of that. Then below that, we're gonna wanna also add in debt services because debt services are also going to hit your cashflow side of it.   So when you have these two tools together, then you can figure out what's bam, my bare ace minimum, what's my overhead and then what can I cut and then what do I need to produce? Then we can figure out what we need to produce with block schedules. There's like a whole other zone, but back to the client's question. She said, I don't even know what to cut. So today me and our leadership team, we were going through this and we literally looked to see, okay, what's on our office expenses? And I know this sounds so dumb and so like trite.   but I think it's the discipline of knowing how to do this because you better believe when I'm looking at my monthly expenses, which are outlandish and they're very high. When I look at this, saving 40 bucks a month is not like, it's truly a literal spit in the bucket. But when I think about it, it's $40 here, it's $20 there. It's just like your credit card statement at the end of the month. I'm always shocked at how much is on there and it's $20 on Amazon here, $30 over here.   $20 there and all those $20, $30 purchases add up to multiple thousands of dollars every single month. So when we look at this, I look at every single office expense and I'm like, okay, is Adobe something that we need? And this was actually a catch that we had. I was like, we're paying $65 a month for Adobe. Do we still need the entire suite? The answer is no, we don't. We only need it for a small thing. And then we started thinking like, softwares are evolving. So we're like, does G Suite ⁓ actually cover that? Or...   does another one of our subscriptions cover it? Because so many times our subscriptions that we're paying are like duplicates of something else. G Suite has expanded and I'm like, do we still need to use boomerang? I use boomerang all the time. I love boomerang so much, but I'm like, has G Suite evolved to where they have something comparable to it that we could cut the boomerang is 120 bucks a month for us. And Shelbi was like, wait, not all of our team members, like our marketing team does not use boomerang. They're not doing client facing emails. They rarely are in their inbox. They're in Slack all the time.   she's like, what if we reduce the number of people on boomerang that would actually cut our costs down. So again, it's this like fine tuning revolving through it looking, do we need this? Could we reduce this? Do we need to, are all the people that were still on there, do we still need to pay for all those people? Could we change it to this? Are we still gonna be here for that? And you go through and you literally ask, is this a want, a need, or is there a better way that we could spend our money on this? And again, I know it sounds so dumb. Like this, this is not fun.   This is not something that I'm excited to share with you on a podcast, but I'm so excited because the discipline of doing this, the doctor, the reason it came up is because she wants to sign up for AI, ⁓ Pearl or Overjet. Back and forth, we talked about it at length of which one's better. This is why I love our Dr. Mastermind. And it's about $130 a month. And she just like, I'm so sick of these subscriptions. And I'm like, well, go get rid of Netflix or go get rid of one of these things or don't have all the beverages in the   in the refrigerator, maybe just choose one of them. Like there's so many things like, but this is where you look at your list because you have your entire list in front of you. And my office expenses right now, and this is where I look at my credit card. I look at every single thing on there. Right now we have 39 different things that we pay for of monthly subscriptions or annual subscriptions, different things. It's got our insurance policies on there. And then what I can do is I can come in and assess and say, okay, of all these high expenses, like if I need to cut expenses very quickly,   I could look to see, all right, my highest hitters are XYZ. This one's $500, this one's $1,000. Do I still need these? Are we still using them? Is there a cheaper competitor that I could switch to? Where am I at? And all these things. What I love about this is it helps you just look to see where your money's going because at the bottom it has a grand total. And then what's nice is I then can look to see, is this grand total what my CPA is telling me I'm spending every single month? Do they line up?   And if not, where's the discrepancy and where is it? I also can look at future things. if I'm going to be increasing or I'm going to be adding team members or we're going to be looking to add say another subscription or another piece, what is that going to change my monthly amount? And am I okay on my production and collection side to be able to afford it? So many people are like, I talked to my CPA to see if I can afford it. And I want to just say that yes, it's great to have a CPA there. It's also better to know instead of being like a parent child.   if you can spend it. I want my CPA to give me my books, my reconciliation. I want them to talk to me about my tax strategy, but I don't want them to be the ones telling me, can I afford something or can I not? I wanna go to them and say, I know I can afford this. This is what I think. Do you think it's a good idea? Then I'm counseling with them rather than being told. And this goes for all of my executive board. I want to know as much as I possibly can. So that way when I show up, like even financial advisors, even my...   My lawyers, like I do a lot of research before I go into those because I don't want to just blindly follow. I want to actively participate. So we're making the best decisions. I believe they're all in the best interest. I don't believe my CPA telling me to do something or not to do something is the end all be all. I feel like we are great at counseling together. They give me their opinion. I know the numbers. They know the numbers. We know where the business is going. And then my job is to make the best decision for the business and for myself.   So this is where I just really obsessed because right now I'm looking and I'm like, wow, what I'm currently paying based on bringing in some new hires, we're gonna do a $30,000 increase. And I look at that I wonder, is that wise? Is that what I wanna do? Is that what we as a business wanna do? Is that smart for the business? Or is it something like, then I get to sit here and I get to innovate and we get to think of like, what other ideas could we do? That's why I went down the list, because I wanna hire some more people. It's a little premature for these hires.   So I was like, okay, let's go back to the list. Let's look at the list. Like where could I like cut some costs to see, could I free up any cash in other areas or do we need to make different decisions? Or is it like, I need to put a pause on hiring that person for a little while until the business gets to X amount and then we can bring on those different hires. So when you look at this, that's how I do it. I use this spreadsheet. I'm not kidding. I I hold, I can tell you exactly because what's great on Google Sheets is they can literally tell you all the different versions. Okay.   So let's just go back to, I'm going to go, this is embarrassing. I'm going to go to June. Okay, so I'll just go back a few months for you guys. I logged into this spreadsheet of the monthly costs. June 5th, June 10th, June 16th, June 19th, June 24th, June 24th, again, June 25th, July 2nd, multiple times, July 7th, July 8th, July 9th, July 10th, 15th, 16th, 17th, 18th, 24.   The only reason it stopped there is because I went out of town August 3rd, August 6th, August 7th. As you can see, I'm in this spreadsheet almost daily. If not every other day. That's insane. I mean, I can go back to April. I can go back to March, February, January, December, December. I'm in here all the time. November, October of last year. I'm just going down. October. I was in there 10 because that's when I started to do projections. So you better believe I was in there a lot more during that time. October. There's about 20 entries September. So when I tell you this is a tool,   that I have found that works so insanely well. Clients love it. Cause then we're like, our overhead's high. We can go over to our costs and say, why is it high? What is causing this? I'm looking at people's loans that they have and I'm like, do you really use the Seric? Do we need to continue to use this? Are we using all these different like plan Mecca and all these other loans that we have on the practice? Are we still using that? And if so, that's fine. But let's at least know where our money's going.   so then we can make better decisions of do we wanna continue that? And so hopefully, like I said, it's not a fun topic. Like it is, this one, if you can't tell, the passion, the fun, like it's really fun for me to look to say like, okay, where is it? This is where I decided it was time for us to close our headquarters down in Reno. We used to have one, but I was looking for how can I cut costs? Where can I, because for me, I'd rather not spend it on a physical location. I'd rather buy, like spend that money on different softwares that are gonna make us more efficient, being able to hire better employees.   Like I'd rather reallocate those dollars to something that's gonna benefit the company more. And so for you, just feel like this is such a great tool to help you truly know where your money's going, know where you can cut. And like I said, I do this for personal. I'm like, all right, give me all your costs. Give me your credit card. We're gonna look at every single thing. And then like, what could we do differently? I mean, my cell phone, let alone, I used to pay almost a hundred bucks a month for my cell phone. It's now, hold please. I'll tell you the exact amount. Cause I can tell you it's literally right here.   Um, it is a telephone right here, $35 a month. And I used to pay 95, but that was once again, like Verizon got a competitor. have a sister company called visible. I could even get it down to 20, but I didn't want to like drop that far. But we went from 90 to 35 and there was no change or disruption. I watched it for several years. I had people do it, then made the change. Is there a better company out there for X, Y, or Z? Is there a better processing company? And I know again, this seems annoying.   But annually around September, October is when I start to do projections and I start to look at everything. Cause I'm looking at costs. What could I cut? But monthly, daily, I'm looking to see who can I hire? Where can I do things? Change it, adjust it. And what's amazing is when doctors and OMS have this tool available, now you're like, can we afford to hire this person? You can answer with confidence rather than hoping and praying you're going to be able to make it. Just like what I used to do. was like, let's just hope and pray we're going to hire them and hope it works out.   now I can have way more confident decisions. And like, think as a business owner, being able to have confident, like one of the strongest things you need to do as a business owner is be able to make decisions. And I think the second piece to that is being able to make more confident decisions, utilizing tools like this one that I'm sharing with you. So if you want help, reach out, Hello@TheDentalATeam.com. Like I said, I love to put this together for clients. I love to give them the tools and resources to where they can actually be here and know. And also I say if you're here,   Like go get your credit card, list everything out that you're spending money on. Look at your P &L, see if it matches up, see if you can figure it out. And this was something that's been evolved over the course of honestly, probably eight years. I started it when I was really new into the business. I made this myself because I'm like, I don't even know where my money's going. How am I supposed to be able to make decisions? And I could not figure out why my overhead was so high. Now I can tell you exactly this is what we're spending every month. This is why we're spending it. This is what we want to do. This is where we're going. These are the numbers that we need to do.   It just gives you so much confidence, clarity. And so that's why I just love to share it and to help you. ⁓ I believe, like we said in the yes model, you as a person need to know where your vision is. Then we need to have your earnings and your profit where it needs to be. And then we need to figure out the systems and team development to support all of those pieces. And that's what we love. It's what I'm obsessed with. So reach out, ⁓ even if you're like, I don't know. I don't know if I'm a good fit. Let's just have a call. It's literally no commitment, no stress.   just clarity and confidence to get you the momentum that you deserve. So reach out Hello@TheDentalATeam.com. Go fall in love with numbers and spreadsheets. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

Procurement's problem isn't speed. It's form.  They've gotten great at automating and accelerating weak processes while quietly rewarding the "good contract, bad deal" mentality that ultimately undercuts their own efforts. In this podcast episode of "Buy: The Way…To Purposeful Procurement," Omid Ghamami, president of the Procurement and Supply Chain Management Institute and former Intel purchasing operations leader, joins co-hosts Philip Ideson and Rich Ham to challenge procurement's most comfortable (bad) habits.  He argues that the function claims victory at signature, books "savings" that never actually hit the P&L, and then moves on to the next thing while suppliers are left to harvest margin in the years that follow. Omid also goes after the most likely root causes of all these bad habits: procurement lets business units fixate on what they want to buy instead of what they need to accomplish. That framing hardwires cost into scopes through custom specs, gold-plating, and activity-based requirements.  The cure is outcome design and total cost discipline up front, informed by external references, public contracts, internal history, and supplier knowledge. Pay now or pay later… and most teams pay later. Procurement needs to stop rewarding the 'heroes' who rush in to fix broken deals instead of the leaders who design processes that prevent fires in the first place. As Omid puts it, "We don't reward Smokey the Bear. We reward the firefighters."  If incentives continue to glorify this kind of firefighting, the flames will keep coming. But when procurement starts recognizing prevention as performance, they will finally become the quiet force that keeps value – and trust – intact.  

A Câmara dos Deputados aprovou na quarta-feira (5) um projeto de decreto legislativo que suspende uma resolução do Conanda (Conselho Nacional da Criança e do Adolescentes) sobre o acesso ao aborto legal por crianças e adolescentes vítimas de violência sexual. A proposta foi apresentada em fevereiro por 42 parlamentares, a maioria integrantes do PL, principal partido. Com a aprovação, o texto segue para o Senado. A resolução do Conanda, alvo dos parlamentares, estabelece diretrizes para que meninas vítimas de estupro possam acessar o aborto legal sem precisar de um boletim de ocorrência, autorização judicial ou presença de pais ou responsáveis durante o procedimento. O argumento de deputados é de que o documento vai contra o direito constitucional à vida e que não há limite gestacional determinado. O Nexo explica como foi a votação do projeto de decreto legislativo e qual o panorama do aborto no Brasil, tema pautado com mais afinco pela direita no Congresso. O programa tem também Mariana Vick falando sobre a COP30 direto de Belém,  João Paulo Charleaux comentando sobre a robotização das guerras e Sheilla Dourado falando dos desafios do federalismo e da adaptação climática. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, I take a closer look at a topic that many BigLaw lawyers misunderstand: profitability. Most partners focus on the firm's overall "profits per equity partner" (PEP), but that number tells only part of the story. There are other profitability numbers - internal, often unseen analyses that many attorneys don't focus on but in fact shape how practices and partners are viewed, rewarded, and resourced. I explain how these shadow numbers differ from the publicly announced firm metrics, how factors like leverage, write-offs, and politics distort perceptions of profitability, and why understanding these differences can make a difference to you at your firm. Knowing how your firm evaluates profitability in different ways and how to influence those numbers is a crucial career advantage. At a Glance: 00:00 Introduction to the concept of firm profitability 01:20 Why PEP only tells part of the story and how shadow P&Ls work 02:05 How internal accounting and practice-level metrics shape profitability 03:27 Defining "shadow P&L" and how practice groups interpret performance differently 04:01 How leverage and write-offs impact profitability and risk across practices 07:14 Examples of approaches and how accounting treatments reshape profit 10:55 Why long-term relationship value can be less valued in firmwide numbers 12:18 How firms use both official and shadow P&Ls to evaluate partners and practices 13:30 How politics and perception influence profitability outcomes 15:17 How to challenge assumptions and advocate for your practice's true value 18:14 Final reflection and wrap-up   Rate, Review, & Follow on Apple Podcasts & Spotify Do you enjoy listening to Big Law Life?  Please consider rating and reviewing the show! This helps support and reach more people like you who want to grow a career in Big Law.  For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here!  For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com  laura@lauraterrell.com   LinkedIn: https://www.linkedin.com/in/lauralterrell/  Instagram: https://www.instagram.com/lauraterrellcoaching/  Show notes: https://www.lauraterrell.com/podcast

durée : 01:00:20 - Toute une vie - par : Matthieu Garrigou-Lagrange - par Bruno Tessarech réalisation : Anne-Pascale Desvignes ©Folio, Gallimard Qu'y-a-t-il derrière la barbe blanche de François Nourissier, le pape des lettres ? Quelle est la part entre l'homme privé et l'homme public ? L'écrivain, le critique, le membre de nombreux jurys, comment lui-même a-t-il trouvé sa voie ? Une vie, une œuvre : chez lui tout se mêle, se conjugue, au risque parfois de se brouiller. En fait, derrière lunettes et barbe blanche, se cache l'un des plus grands stylistes des lettres récent, un homme torturé jusqu'au malaise. Avec : Pierre Assouline , écrivain, biographe, romancier Teresa Cremisi, éditrice Arnaud Guillon , écrivain, romancier **Bibliographie : ** L'eau grise , Plon, 1951. Un petit bourgeois , Grasset, 1963. Une histoire française , Grasset, 1966. En avant, calme et droit , Grasset, 1987. Mauvais genre , Quai Voltaire, 1994. Roman volé , Grasset, 1996. Un siècle NRF , Gallimard, "Albums de la Pléiade", 2000. Sélection de sites par les bibliothécaires de Radio France : François Nourissier sur le site de l'académie Goncourt Brève biographie et bibliographie. www.academie-goncourt.fr/m_nourissier.htm - Preview Entretien sur le site de Gallimard. A l'occasion de la parution de "Prince des berlingots". www.gallimard.fr/...01041819.htm - Preview Dailymotion et Ina.fr - Itw de François Nourissier par Olivier Barrot Au café Le Rostand, à Paris, pour la sortie de "Prince des berlingots". www.dailymotion.com/...ourissier-prince-des-berl_news - Preview

O programa Meio-Dia em Brasília desta terça-feira, 11, fala sobre a disputa política relacionada à paternidade do PL antifacção, que pretende endurecer o enfrentamento às organizações criminosas em todo o país.Além disso, o jornal também vai abordar o novo depoimento da CPMI do INSS, o início do julgamento dos kids pretos na chamada ação penal do golpe e vai falar sobre o novo mico da primeira-dama, Janja, agora na COP30.Meio-Dia em Brasília traz as principais notícias e análises da política nacional direto   de Brasília.     Com apresentação de José Inácio Pilar e Wilson Lima, o programa aborda os temas mais quentes do cenário político e econômico do Brasil.     Com um olhar atento sobre política, notícias e economia, mantém o público bem informado.   Transmissão ao vivo de segunda a sexta-feira às 12h.   Apoie o jornalismo Vigilante: 10% de desconto para audiência do Meio-Dia em Brasília   https://bit.ly/meiodiaoa   Siga O Antagonista no X:  https://x.com/o_antagonista   Acompanhe O Antagonista no canal do WhatsApp. Boletins diários, conteúdos exclusivos em vídeo e muito mais.  https://whatsapp.com/channel/0029Va2SurQHLHQbI5yJN344  Leia mais em www.oantagonista.com.br | www.crusoe.com.br 

Cambodia's “Dirty Debts” to the US — Redux In the 1970s, the US allowed Cambodia to finance the importation of rice and other agricultural commodities. The debt remains unpaid. One version of this story is that successor Cambodian governments have refused to pay these “dirty” debts. In this telling, the US used the loans to prop up a friendly but illegitimate Cambodian regime. Although the US shipped food, loan proceeds mostly financed the Cambodian military, which the US used as a proxy in the fight against the North Vietnamese and Khmer Rouge. Meanwhile, the US was bombing the Cambodian countryside, destroying domestic food production and contributing to a humanitarian crisis. To make matters worse, it turns out most of the food was sent to countries other than Cambodia. To some observers, the US bears a significant share of responsibility for the Khmer Rouge's ultimate rise to power. Decades later, after indescribable suffering (caused at least in part by US interference) the US wants money back. The contours of this story are largely true, but the real story of the PL-480 “Food for Peace” program is more complicated. Today's episode is about what we have found so far and the questions that still remain open. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5561161 Producer: Leanna Doty

Jeżeli podoba Ci się odcinek możesz nas wesprzeć w serwisie 

O programa Meio-Dia em Brasília desta segunda-feira, 10, fala sobre o início dos trabalhos na Conferência das Nações Unidas sobre Mudanças Climáticas de 2025 (COP30) e os desafios do governo brasileiro com a agenda ambiental.Além disso, o jornal também aborda a decisão do STF de rejeitar os primeiros recursos apresentados por Jair Bolsonaro e a fala sobre a expectativa de tramitação do PL antifacção no Congresso.Meio-Dia em Brasília traz as principais notícias e análises da política nacional direto   de Brasília.     Com apresentação de José Inácio Pilar e Wilson Lima, o programa aborda os temas mais quentes do cenário político e econômico do Brasil.     Com um olhar atento sobre política, notícias e economia, mantém o público bem informado.   Transmissão ao vivo de segunda a sexta-feira às 12h.   Apoie o jornalismo Vigilante: 10% de desconto para audiência do Meio-Dia em Brasília   https://bit.ly/meiodiaoa   Siga O Antagonista no X:  https://x.com/o_antagonista   Acompanhe O Antagonista no canal do WhatsApp. Boletins diários, conteúdos exclusivos em vídeo e muito mais.  https://whatsapp.com/channel/0029Va2SurQHLHQbI5yJN344  Leia mais em www.oantagonista.com.br | www.crusoe.com.br  

A novela em torno da candidatura de Carlos Bolsonaro (PL) ao Senado por Santa Catarina ganhou novos capítulos. O senador Flávio Bolsonaro (PL) afirmou, em vídeo publicado em suas redes sociais, que “não é inteligente ficar questionando” o que um comandante decide – referindo-se ao pai, Jair Bolsonaro. O deputado Eduardo Bolsonaro (PL) afirmou que quem não gostar do que seu pai falou pode sair do PL. Além disso, ele comparou o pai a Winston Churchill, primeiro-ministro britânico que entrou para a história como o vencedor da Segunda Guerra Mundial.O deputado do PL fez isso ao rebater a alegação de que Jair Bolsonaro pai acabou preso como consequência de estratégias ruins. O comediante Paulo Souza, que tem sido atacado por bolsonaristas por defender a deputada estadual Ana Campagnolo (PL-SC), afirmou que “ficou frustrado”. Madeleine Lacsko, Duda Teixeira e Ricardo Kertzman comentam:Papo Antagonista é o programa que explica e debate os principais acontecimentos do   dia com análises críticas e aprofundadas sobre a política brasileira e seus bastidores.     Apresentado por Madeleine Lacsko, o programa traz contexto e opinião sobre os temas mais quentes da atualidade.     Com foco em jornalismo, eleições e debate, é um espaço essencial para quem busca informação de qualidade.     Ao vivo de segunda a sexta-feira às 18h.    Apoie o jornalismo Vigilante: 10% de desconto para audiência do Papo Antagonista  https://bit.ly/papoantagonista  Siga O Antagonista no X:  https://x.com/o_antagonista   Acompanhe O Antagonista no canal do WhatsApp. Boletins diários, conteúdos exclusivos em vídeo e muito mais.  https://whatsapp.com/channel/0029Va2SurQHLHQbI5yJN344  Leia mais em www.oantagonista.com.br | www.crusoe.com.br 

No “Estadão Analisa” desta segunda-feira, 10, Carlos Andreazza comenta sobre a escolha de Hugo Motta que indicou o deputado Guilherme Derrite (PP-SP) para ser relator do projeto do governo Lula contra facções criminosas. Derrite se licenciou do cargo de secretário de Segurança Pública de São Paulo para reassumir temporariamente sua vaga como parlamentar. Ele já anunciou que fará mudanças no texto apresentado pelo governo. E pretende colocar na proposta a previsão de pena de 20 a 40 anos (podendo aumentar de metade a 2/3 se for liderança) para condutas cometidas por membros de organizações criminosas, como “domínio de cidades, novo cangaço, ataques a carros fortes, instalação de barricadas, ataques a presídios, dentre outros”. O chamado “PL antifacção”, do governo do presidente Luiz Inácio Lula da Silva, altera em leis como o Código Penal, o Código de Processo Penal, a Lei dos Crimes Hediondos, a Lei da Prisão Temporária e a Lei de Execução Penal. Assine por R$1,90/mês e tenha acesso ilimitado ao conteúdo do Estadão.Acesse: https://bit.ly/oferta-estadao O 'Estadão Analisa' é transmitido ao vivo de segunda a sexta-feira, às 7h, no Youtube e redes sociais do Estadão. Também disponível no agregador de podcasts de sua preferência. Apresentação: Carlos AndreazzaEdição/Produção: Jefferson PerlebergCoordenação: Leonardo Cruz e Everton OliveiraSee omnystudio.com/listener for privacy information.

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Is innovation truly at the center of your agency operations? Not just what you offer clients, but in how you operate? With AI raising expectations faster than most agencies can adapt, investing in innovation isn't optional anymore. It's how you build client trust, stay ahead of disruption, and keep your edge. Today's featured guest unpacks his journey from leading the award-winning agency T3 to launching Superstep Capital, a private equity firm investing exclusively in agency and technology-service businesses. His insights cut through the noise on innovation, leadership, and how to stay ahead of the next big shift. Ben Gaddis still calls himself agency guy. After more than a decade building T3 into one of the nation's leading digital agencies, serving clients like UPS, 7-Eleven, and JP Morgan Chase he sold the company and launched Superstep Central, a private equity firm investing in agencies and tech service businesses. When he sold T3 to a private-equity group, he didn't ride off into the sunset. Instead, he crossed over to what he calls "the dark side," founding Superstep Capital. Now, he defines his mission as redefining what private equity looks like in the agency world by partnering with founders to scale the right way. In this episode, we'll discuss: Going all-in on the next wave before clients catch up. Why innovation should be treated as an expectation. Lessons on creating a leadership structure. Why differentiation still wins. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources This episode is brought to you by Wix Studio: If you're leveling up your team and your client experience, your site builder should keep up too. That's why successful agencies use Wix Studio — built to adapt the way your agency does: AI-powered site mapping, responsive design, flexible workflows, and scalable CMS tools so you spend less on plugins and more on growth. Ready to design faster and smarter? Go to wix.com/studio to get started. Go All-In on the Next Wave Before Clients Catch Up Ben's family has been running T3 since he was born, so it made sense to him that he'd eventually end up in the agency world. Hence, he started his career working at Omnicom, learning from their biggest competitors, and was around when mobile apps became a thing after the launch of the iPhone. At Omnicom Ben saw how traditional holding companies were too slow to invest in mobile. He didn't hesitate to seize the opportunity that mobile presented. Frustrated, he took over T3 and bet big on the emerging mobile market. That bet paid off with marquee wins and explosive growth, scaling the agency to $50 million in revenue and around 300 employees. His advice for agency owners today echoes that same spirit: burn the boats. You can't half-commit to a new capability and expect to lead it. You can't expect clients to lead you there. If you want to own a new channel, whether it's AI, automation, voice, whatever's next, you have to invest ahead of demand and prove value before anyone asks. If you wait for client demand before you invest, it's already too late. Innovation Isn't a Slogan, It's an Expectation At T3, Ben created a culture where innovation wasn't just encouraged; it was an expectation. So they turned innovation into a measurable habit by creating an "Innovation Match" program where they matched a portion of a client's spend dollar-for-dollar on experimental projects. Clients got to share in the risk and the reward. Those projects became T3's biggest success stories and built a reputation for fearless creativity. T3 chose projects and built roadmaps alongside the clients. turning them into true partners in innovation. The coolest work the agency ever did ended up coming from that program. It even led to another venture project called T3 Ventures, where they invested in c-stage startups. It was all about surrounding his team with people who were doing the newest and coolest stuff and letting their clients see this. It worked much better to show innovation than to just talk about it. Innovation has to live in your budget, not your buzzwords. When your team sees that experimentation is backed by leadership, and even matched financially, they'll start bringing the bold ideas that set you apart. This" Innovation Match" model is a playbook for modern agencies trying to make innovation a repeatable, funded process. Leadership Has to Grow as Fast as the Agency Early on, Ben was a young CEO trying to manage instead of lead. He assumed people could read his mind and execute on his vision. That mistake caused turnover and frustration until he hit pause, clarified T3's mission, and re-aligned around a few focused areas: digital products, loyalty, and CRM. From there, he learned to build leadership in layers. Initially, he brought on a COO, which seemed like the next logical move; however, it wasn't the right cultural fit and complicated everything with the team. It wasn't about what his COO changed, it was how they did it… the entire team rejected this dynamic. Eventually, Ben was able to bring in a COO who simplified instead of complicating. It not only freed Ben to think creatively again and gave the agency room to scale, it gave him back his creative headspace. Agency Structure for Scale: Build Practice Leaders, Not Project Managers The other positive change at his agency was creating the "practice groups". Instead of spreading talent thin across random projects, they paired a portfolio lead with a subject-matter expert. Each duo owned a P&L and growth target. The result was deep expertise, repeatable wins, and new verticals that practically built themselves. Their restaurant and convenience-store niche exploded from 2 clients to 30 in record time. This model solves the scaling paradox of how to grow without sacrificing quality. When your experts own both excellence and profit, growth stops feeling chaotic. The last area they focused on was delivery, fighting to maintain quality as they did the newest thing. In the end, it came down to setting expectations and aligning with clients around what they were bringing to the table. As a result, quality went up. AI, Sales, and What's Next for Agency Growth On the investment side, Ben sees a lot of agencies struggling with hesitation and "no-decision" deals. AI has amplified expectations while compressing margins. Many clients now assume everything can be automated, expecting greater output for less cost. Thankfully, this trend has decreased, as clients were burned by this overreliance on AI. On the other hand, it's clear to Ben that agencies should and must be faster and more efficient, and agencies with a clear understanding of what they do and who they serve are not blindsighted by this new reality. His advice: AI isn't differentiation, it's amplification. The edge comes from how you apply it, not the tools themselves. Know your vertical, know your data, and connect AI to real business outcomes. The agencies that win are the ones that define how AI fits their process - not the other way around. Why Differentiation Still Wins in the AI Era The agencies and individuals winning right now aren't the ones with the fanciest tools or the most automation; they're the ones combining experience, curiosity, and creativity to use AI in smarter ways. Ben shares the story of an account manager who built her own workflows using AI to research verticals, anticipate objections, and walk into client meetings armed with strategic ideas that wowed executives. She wasn't a technologist, she was a strategist who understood her clients deeply and used AI as a force multiplier. That's the real edge in this new era. Tools are accessible to everyone, but insight and application are not. As Ben points out, it's your data, your intuition, and your industry expertise that make AI valuable. AI doesn't replace strategy, it rewards it. The agencies that know their data, their clients, and their niche will always have the edge. 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.

Oto opowieść o tym, jak odzyskaliśmy wolność! Pokażę Wam, jak Polska wróciła na mapę nie jednym „cudem”, tylko sumą przygotowań, wyborów i odwagi tysięcy ludzi. Moja książka -„Historii dla Odważnych” – teraz 10% RABATU i DARMOWA DOSTAWA”

In dieser besonderen Geburtstagsfolge feiert Sebbo nicht nur sich selbst, sondern auch eine neue Folgenbesprechung. Gemeinsam mit Tom und Olaf widmet er sich dem Marcus-Sonnleitner-Abenteuer „Feld der Dämonen“ (Folge 133 der drei ???). Eigentlich wollten Justus, Peter und Bob nur ein paar entspannte Ferientage am Meer verbringen: ein toller Sandstrand, perfektes Surf-Wetter und ein schattiges Plätzchen fürs Zelt versprechen Erholung pur. Doch die Idylle endet abrupt, als ein völlig verängstigter Junge auftaucht und von einem unheimlichen schwarzen Zwerg berichtet, der ihn verfolgt. Als Peter wenig später selbst eine unheimliche Begegnung im Wasser hat, ist klar, dass die drei Detektive erneut mitten in einem mysteriösen Fall stecken. Wie immer im Spezialgelagerten Sonderpodcast erwarten euch scharfsinnige Beobachtungen, schräger Humor, ein bisschen gefährliches Halbwissen und jede Menge Leidenschaft für die drei Fragezeichen. Dazu kommt Geburtstagsstimmung, Diskussionen über Sonnleitners Stil und die gewohnte Portion Chaos – also alles, was eine echte SSP-Folge ausmacht.

✨ T.R.U.S.T. – The Spirit of Inner Strength startet am 11.11.2025 ✨ Eine 22-Tage-Journey, die alles verändert: Du lernst, dich selbst wieder zu fühlen, Kontrolle loszulassen und deinem Weg mit tiefem Vertrauen zu folgen – innerlich ruhig, klar und stark.

Der Ausbau der faschistischen Herrschaft in Italien zu einer totalitären Diktatur erfolgte schrittweise. Ein Schlüsseldatum hierbei war das gescheiterte Attentat des Freimaurers und sozialistischen Parlamentsabgeordneten Tito Zaniboni auf Faschistenführer Benito Mussolini am 4. November 1925. Vom Balkon seines Zimmers im römischen Hotel Dragoni gegenüber vom Palazzo Chigi hatte Zaniboni auf Mussolini schießen wollen, um die Ermordung seines Parteifreundes und sozialistischen Parteivorsitzenden Giacomo Matteotti zu rächen; doch seine Geliebte Marisa Romano hatte ihn und seine Pläne verraten. Zaniboni wurde bei Betreten des Hotels in der Lobby verhaftet und die faschistische Staatsführung nahm diese Vorfälle nach bekanntem Muster zum Anlass, den Partito Socialista Unitario sowie dessen Parteizeitung aufzulösen und drastische Gesetze gegen die Freimauerei durchs Parlament zu bringen. Vieles von den Umständen wie den Konsequenzen dieses ausgefallenen Attentates ist am 9. November 1925 noch Gerücht, als die Harburger Anzeigen und Nachrichten davon berichteten. Es liest Rosa Leu.

Special Agents Hendrik und Oli besprechen heute mit Assistant Director Langner: "Akte X - Die unheimlichen Fälle des FBI" Staffel 6, Episode 18 - "Milagro" Erstausstrahlung: 18.04.1999 (FOX), 24.01.2000 (Pro7) Der Autor Phillip Padgett leidet unter einer Schreibblockade. Plötzlich fasst er an seine Brust und holt ein blutiges Herz heraus. Im Keller öffnet er den Verbrennungsofen und sieht er ein pochendes Herz. Scully trifft ihn im Aufzug und ist verwundert. Sie geht zu Mulders Wohnung und spricht mit ihm über einen alten Fall, bei dem das Herz des Opfers herausgeholt wurde, ohne Spuren zu hinterlassen... Quelle: Wikipedia Kapitelmarken: 00:00:00 Intro 00:00:43 Vorgeplänkel 00:02:02 Feedback-Sektion 00:12:18 Die Episoden Basics 00:19:36 Herz und Inspiration 00;37:18 Der Autor und seine Muse 00:57:22 Zusatzinfos 01:04:16 Fazit 01:07:45 Ausblick und Verabschiedung Wir danken den Produzent*innen unseres Podcasts, Lars, Sebastian, Marcus, Matthias, foetoid und Sonja, für ihre finanzielle Unterstützung! Unterstützt unseren Podcast indem ihr uns bei Ko-Fi ein paar Kaffee spendiert. https://ko-fi.com/aktexcast Oder nutzt Patreon um uns zu unterstützen. https://www.patreon.com/aktexcast Hinterlasst uns eine Audio-Nachricht mit Feedback unter unserer Mailbox-Nummer: 030-20 84 86 83 Folgt uns... auf Instagram: https://www.instagram.com/aktexcast/ auf BlueSky: https://bsky.app/profile/aktexcast.bsky.social auf Threads: https://www.threads.net/@aktexcast Abonniert uns bei YouTube: https://www.youtube.com/@aktexcast auf Facebook: https://fb.me/akteXcast Dieser Podcast ist Teil des Podcast-Netzwerks DBPDW - Die besten Podcasts der Welt: https://www.die-besten-podcasts-der-welt.de Disclaimer: Morley Zigaretten sind eine fiktive Marke aus der Serie "Akte X". Wir machen nicht wirklich Werbung für Zigaretten und sind ausgesprochene Nichtraucher! Musik (Intro/Outro): X Top Secret Ufo by Gonzo02 via Pond5 "Akte X-Cast"-Intro-Sprecher: Michael Langner DBPDW-Claim-Sprecher: Sascha Rotermund - https://www.sascharotermund.de Musiklizenz: Eine Lizenz zur Nutzung wurde entsprechend des Pond5 Lizenzvertrags erworben, einsehbar unter https://www.pond5.com/de/rechtliches/license. Die Pond5-Lizenz gestattet dem Lizenznehmer die Nutzung der Medien für kommerzielle oder nichtkommerzielle Produktion sowie das Kopieren, Senden, Verteilen, Aufführen sowie das Verwerten der Produktion oder des Werkes in sämtlichen Medien - inklusive des Postens und der Verwertung auf YouTube - zu unseren Geschäftsbedingungen.

Zajrzyj do starożytnej księgi Apokalipsy! Seria 365 krótkich rozważań pomaga wyjaśnić każdy werset z jej 22 rozdziałów napisanych tajemniczym językiem i wypełnionej symbolami, które dla wielu są trudne do zrozumienia. Audiobook obejmuje wszystkie główne tematy i zagadnienia tekstu w możliwie praktyczny sposób. © 2022 Amazing Facts International. All rights reserved. © 2025 nadzieja.fm. Creative Commons Attribution, BY-NC-ND 4.0 PL, https://creativecommons.org/licenses/by-nc-nd/4.0/legalcode.pl.

Aloha zusammen ;) In dieser Episode des Triathlon Podcasts spreche ich mit Agegrouperin Catharina Garbers und ihrem Coach Steffen Wetzel über ihre Erfahrungen bei der Ironman WM in Kona, Hawaii 2025. Wir sprechen u.a. über Catharinas Herausforderungen und emotionalen Momente während des Rennens, Finishline Erinnerungen, über besondere Begegnungen sowohl in als auch außerhalb des Meeres, was Coach Steffen während des Rennens so alles gemacht und erlebt hat bis hin zur Rückkehr nach Deutschland, und eine Menge mehr. Catharina teilt ebenfalls ihre Pläne für zukünftige Wettkämpfe und die Bedeutung von Coaching in ihrer sportlichen Entwicklung. Zudem reden wir über die tolle Betreuung in Hawaii durch das Team von Hannes Hawaii Tours, welches den Athletinnen eine besondere Erfahrung bietet. (unbezahlte Werbung!) Also, eine mega interessante 600. Podcastfolge - überall wo es Podcasts gibt ! Shownotes: Catharina Garbers in Instagram Steffen Wetzel ins Instagram Website von Synergy (unbezahlte Werbung) => https://synergywetsuits.com/ Website von Hannes Hawaii Tours (unbezahlte Werbung) => https://www.hannes-hawaii-tours.de/ Erste Podcastaufnahme mit Catharina aus 2024 => KLICK HIER Podcastfolge mit Bernd und Mareile über Faszination Ultratriathlon => Hier klicken Wichtige Info: Dir hat die heutige Folge mit Agegrouperin und WM Finisherin Catharina Garbers und ihrem Coach Steffen Wetzel gefallen? Prima - dann teile die Podcastfolge gerne mit Deinen Freunden, Vereinskollegen, und allen die sie anhören sollten! Abonniere Triathlon Podcast um keine zukünftige Folge der Serie zu verpassen (Spotify, Apple Podcast) und dann hören wir uns bald wieder. Bis dahin, bleib gesund, unfallfrei, verletzungsfrei und sportlich! Dein Marco und Beste Grüße von Catharina und Steffen Folge direkt herunterladen

Queere und Transmenschen werden online diskriminiert, vor allem von rechts. Pläne der Politik zur Anpassung des Selbstbestimmungsgesetzes könnten die Angriffe noch verstärken. Außerdem: Was taugt der neue Egoshooter "Battlefield 6"? Martin Böttcher, Aida Baghernejad, Benedikt Wenck, Julian Bothe, Jochen Dreier www.deutschlandfunkkultur.de, Breitband

Diktatur, Revolution, Bürgerkrieg: wenn es um Donald Trumps politische Zukunft geht, sollte man nichts mehr ausschließen. Republikaner und Demokraten arbeiten deshalb bereits kräftig an ihren Plänen für die nächsten US-Wahlen. Gibt es dann die große Abrechnung mit dem MAGA-Regime? Oder werden die Republikaner und Techoligarchen schon vorher ihre Macht zementieren? Das besprechen wir mit der deutsch-amerikanischen Politologin Cathryn Clüver-Ashbrook. **Hat Ihnen dieser Podcast gefallen?** Mit einem STANDARD-Abonnement können Sie unsere Arbeit unterstützen und mithelfen, Journalismus mit Haltung auch in Zukunft sicherzustellen. Alle Infos und Angebote gibt es hier: [abo.derstandard.at](https://abo.derstandard.at/?ref=Podcast&utm_source=derstandard&utm_medium=podcast&utm_campaign=podcast&utm_content=podcast) Die STANDARD-Podcasts gibt es im November nicht nur zum Hören, sondern auch zum Live dabei sein. Und zwar auf der Buch Wien: Am 13. November sprechen wir ab 13 Uhr in "Edition Zukunft" mit der Mobilitätsexpertin Katja Diehl über die Zukunft des Verkehrs. Am 15. November ab 15:30 begrüßt Chefredakteur Gerold Riedmann im "CEO"-Podcast die Gründer der internationalen Gastronomiegruppe NENI. Und am 16. November ab 16:00 fragen wir in "Thema des Tages" die langjährige Washington-Korrespondentin Hannelore Veit, ob die USA noch zu retten sind. Alle weiteren Infos und Tickets finden Sie auf www.buchwien.at.

Rēspūblica cōnsistit Cum factiōsī senātōrēs nōlint inter sē cōnsentīre dē pecūniā ad rempūblicam gerendam ērogandā, magistrātūs et grapheiocratēs et variī administrī pūblicī pergunt auctōritāte opibusque carēre, quibus mūneribus pūblicīs fungantur. Congiāria, quibus prōlētāriī aluntur, et quōrum sumptus annīs recentiōribus mīrum in modum augētur, nōndum habentur, unde pauperēs querī coepērunt. Dītiōrēs autem incommoda habent in itineribus volandō faciendīs, cum rectōrēs āeriī dēficiant commeātūs. Quamquam nōn rārō fit hōc saeculō ut līs inter senātōrēs prohibeat, nē rēspūblica solitō mōre gerātur, hōc autem annō diūtius quam umquam anteā mūnera pūblica intermittuntur. Plūrēs nāvēs dēmersae Nautae Americānī pergunt nāvēs, quae feruntur venēnō illicitō refertae esse, in utrōque marī prope Venetiolam et Columbiam mergere. Hāc hebdomade trēs in marī Caribbicō, duo in marī Pacificō, interfectī sunt. Americānī asserunt sibi licēre mercātōrēs venēnī, quōs narcotromocratēs sīve narcoterroristās vocant, indemnātōs occīdere, neque utrum iūre an iniūriā magnī facere videantur. Venetiolānī Columbiānīque vērō dīcunt piscātōrēs cēlōcibus piscātuī ineptissimīs instructōs et mediā nocte itinera clam facientēs esse contrā iūs et nullīs indiciīs illicitī commerciī divulgātīs inūriā occīsōs. Trāmen Araguae in Hispaniā Matrītī diē Veneris custōdēs pūblicī nūntiāvērunt sē trēdecem hominēs comprehendisse, quōs dīcunt coniūrātōs esse sub nōmine Trāminis Araguae. Quae societas latrōnum ab Americānīs accūsātur terrōris per orbem terrārum prōmovendī, sed ab Venetiolānīs, unde societas orīginem traxit, negātur exsistere. Matrītēnsēs ūnā cum Venetiolānōs cēpērunt etiam varia venēna illicita, inter quae fuit “tūsī” sīve cōcaīnum roseum, quō insigne est Trāmen Araguae. Commercium cum mediā Asiā Praeses Americānus praesidēs quinque gentium mediae Asiae, vidēlicet Cazachōrum, Cyrgessōrum, Tadzikōrum, Turcomannōrum, Uzbecōrum, Vasintōniae convēnit, ubi collocūtī sunt dē commerciō metallōrum augendō. Cassym-Jomart Tokāyev, praeses Cazachōrum, conventum ipsum laudāvit ut initium novae aetātis, quā America et media Asia ūnā florēret; Shavkat autem Mirziyōyev, praeses Uzbecōrum, laudāvit potius praesidem Americānum ut praesidem tōtīus orbis terrārum. Quae gentēs cum Russīs sociātae parum prosperant. Sheinbaum persōna nōn grāta in Perūviā Senātōrēs Perūviānī cēnsuērunt Claudiam Sheinbaum, praesidem Mexicānōrum, persōnam nōn grātam dīcendam. Nam Mexicānī iūs asȳlī dedērunt Elizabēthae Chavez, ōlim ministrae prīmāriae Perūviānōrum, postquam etiam in suōs fīnēs accēperant uxōrem filiōsque Petrī Castillo, ōlim praesidis, quī nunc pūblicīs vinculīs tenētur. Perūviānīs enim mōris est pristinōs magistrātūs in carcerem condere. Sudānia In Sudāniā, ubi bellum cīvīle inter magistrātūs et latrōnēs quī sē Rapida Auxilia appellant, utraque pars indūtiās, quās Americānī hūmānitātis causā prōposuērunt, cōnsentiunt esse observandās. Rapida enim Auxilia nuper al-Fashir urbem cēpērunt, quae ultima in Darfur prōvinciā dictō magistrātibus audiēbat. Geōrgia In Geōrgiā reī factī sunt octō hominēs in rē pūblicā versātī, quī magistrātibus oppōnuntur et in quōrum numerō etiam Michaēl Saakashvilī, ōlim praeses, habētur, crīmine ēversiōnis reī pūblicae affectātae. Magistrātuum factiō in Russōs prōniorem sē praebet quam in Ūniōnem Eurōpaeam. Ēlōn Musk dītescit Cōnsortēs societātis Tesla dictae maximam in memoriā hominum mercēdem approbāvērunt Ēlōnī Musk solvendam, quī intrā decennium deciēns mīliēns mīliēns centēna mīlia nummōrum accipiet.

Der Uno-Sicherheitsrat hebt die Sanktionen gegen Syriens Präsidenten Sharaa auf. Das BSW bereitet sich auf den möglichen Abgang seiner Parteichefin vor. Und im Fall Fabian gab es eine Festnahme. Das ist die Lage am Freitagabend. Die Artikel zum Nachlesen: Streit über Rückkehr nach Syrien: Hier ist niemand sicher Pläne für neue Spitze: BSW bereitet sich auf möglichen Abgang von Parteichefin Wagenknecht vor Getöteter achtjähriger Fabian: Mordverdächtige in Untersuchungshaft+++ Alle Infos zu unseren Werbepartnern finden Sie hier. Die SPIEGEL-Gruppe ist nicht für den Inhalt dieser Seite verantwortlich. +++ Den SPIEGEL-WhatsApp-Kanal finden Sie hier. Alle SPIEGEL Podcasts finden Sie hier. Mehr Hintergründe zum Thema erhalten Sie mit SPIEGEL+. Entdecken Sie die digitale Welt des SPIEGEL, unter spiegel.de/abonnieren finden Sie das passende Angebot. Informationen zu unserer Datenschutzerklärung.

Pléann Seán Ó Dubhchon agus Cuán an 'ultimate break-up album' - Rumours le Fleetwood Mac - mar an 'Albam Claisiceach' ar Splanc.

A entrada do vereador Carlos Bolsonaro (PL) na disputa ao Senado por Santa Catarina gerou tretas no estado. Um dos efeitos é a possibilidade de saída da deputada federal Carol de Toni (SC) do PL para o Novo.A chapa de reeleição do governador Jorginho Mello (PL) previa uma das duas vagas ao Senado para a tentativa de reeleição de Esperidião Amin, do PP.A família Bolsonaro afirma que a segunda candidata apoiada pelo clã será Carol, mas a deputada estadual Ana Campagnolo (PL) tem destacado Esperidião não terá muito motivo para apoiar a reeleição de Jorginho sem ser apresentado como candidato bolsonarista.Dessa forma, a treta da família Bolsonaro pode ter efeitos na campanha de 2026 do governador. Na semana passada, Eduardo Bolsonaro (PL-SP) criticou correligionários que, segundo ele, estão tentando colocar Carlos Bolsonaro contra De Toni. Em entrevista ao Meio-Dia em Brasília, de O Antagonista, Ana Campagnolo disse não ter “problema nenhum” com a família Bolsonaro, mas afirmou que a entrada de Carlos na disputa em Santa Catarina “prejudica e desorganiza o partido”.Felipe Moura Brasil, Duda Teixeira e Ricardo Kertzman comentam:Papo Antagonista é o programa que explica e debate os principais acontecimentos do   dia com análises críticas e aprofundadas sobre a política brasileira e seus bastidores.     Apresentado por Felipe Moura Brasil, o programa traz contexto e opinião sobre os temas mais quentes da atualidade.     Com foco em jornalismo, eleições e debate, é um espaço essencial para quem busca informação de qualidade.     Ao vivo de segunda a sexta-feira às 18h.    Apoie o jornalismo Vigilante: 10% de desconto para audiência do Papo Antagonista  https://bit.ly/papoantagonista  Siga O Antagonista no X:  https://x.com/o_antagonista   Acompanhe O Antagonista no canal do WhatsApp. Boletins diários, conteúdos exclusivos em vídeo e muito mais.  https://whatsapp.com/channel/0029Va2SurQHLHQbI5yJN344  Leia mais em www.oantagonista.com.br | www.crusoe.com.br 

Am 8. November jährt sich das Attentat des Schreiners Georg Elser auf Adolf Hitler zum 86. Mal – ein Symbol für den frühen Widerstand gegen das NS-Regime. Laut Journalist Ludger Fittkau hatten die Nazis die Tat zwar sofort den Briten zuschrieben, „aber auch Widerstandskreise wussten, dass der britische Geheimdienst aktiv war und es Pläne gab, Hitler zu töten.“ Viele Zeitgenossen reagierten zwiespältig, denn „1939 herrschte noch eine Dominanz der Führerloyalität, auch in späteren Widerstandskreisen.“ Dennoch gab es schon damals Menschen, die den Mut hatten, Hitlers Sturz zu planen. Fittkau erinnert daran: „Elser handelte allein, aber seine Tat wurde aufmerksam verfolgt – auch von jenen, die später Teil des 20. Juli wurden.“ Die Veranstaltung in Gedenken an den Widerstandkämpfer Georg Elser inklusive Ausstellung findet am 8. November im Alten Rohrlager in Mainz statt.

Confira nesta edição do JR 24 Horas: Presidente Lula decide ir à Colômbia em meio a COP30 para prestar apoio à Venezuela e viagem pode impactar negociação com os Estados Unidos. Câmara aprova projeto sobre acesso ao aborto para crianças e adolescentes. Estados Unidos oferecem apoio ao Rio de Janeiro após operação policial. Líder do PL critica falas de Lula sobre operação no RJ. Hugo Motta deve apresentar projetos para endurecer leis contra o crime organizado no Brasil.

Die Stadt Zürich hat eine neue Notschlafstelle für Frauen eingerichtet. Die neue Notschlafstelle soll sicherstellen, dass in den Wintermonaten genügend Plätze zur Verfügung stehen. Weitere Themen: · Bührle-Stiftung erhebt schwere Vorwürfe gegen Stadt Zürich. · Fussgängerverbände rekurrieren gegen neue Zürcher Parkkartenverordnung. · Abstimmungsvorschau "Mobilitätsinitiative" - Streitgespräch zwischen Marzena Kopp (die Mitte) und Ronald Alder /GLP).

Tiff and Kristy provide guidance on how to assess your practice's financial health as 2025 begins to wrap up (and what to start thinking about for 2026). They touch on… Reviewing those P&Ls monthly Aligning spending habits Keeping emotions in check And more! Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review The Dental A Team (00:01) Hello, Dental A Team listeners. I am so excited to be here with you today. I truly love this portion of what we get to do in our worlds and getting to get you so much valuable information out to the masses is something that Dental A Team has worked and strived just so hard to achieve in our.   consulting world of just getting you all this information and I have with me today one of my faves. I seriously, I have the most amazing consulting team and if you guys haven't heard from all of them yet, you soon will and if you don't know them personally yet, they're not your consultants. I hope that you get to meet every single one of us even if you're just coming to the events, however it is, but I...   have a personal favorite here for recording podcasts with. She calms me, she just keeps the energy light and fresh and I love any time that we get together. Kristy, thank you so much for being here today. How are you doing? The weather is like weird today. I always tell everybody about the Arizona weather and it's so much fun to have everybody here in the same place. We all live in Arizona in the Phoenix area. Jane is down in the Tucson area, but.   We really love it. And Kristy, how's your world over there? You're just in the beautiful little pocket of Phoenix. And how is it?   DAT Kristy (01:23) Yeah, it's awesome. I love that you say that because we do pride ourselves on the weather here, right? But even with that, this weekend we got a lot of rain, what they say the most in like seven years. Yet all of us, even as close as we are, we experience it so different, right? Like some places flooded. I didn't get flooding, thank goodness, but it downpoured. It was fun and it's made it for cool mornings. So we're taking it.   The Dental A Team (01:42) Yeah.   I agree. I agree that humidity is hitting us hard. So we're not super used to that, but it is making for some, some really beautiful mornings. totally agree. And yes, Britt and I were actually in Reno at our quarterly in-person traction event where we have a, implementer who comes in and leads it for us. And he helps us to build out the company structure and,   teaches and trains us on how to run large meetings like that. So it's always super cool. But we were up in Reno with Britt and or with Kiera Shelbi and Britt and I actually got stuck. Jenna got out. She got back to Denver, which is crazy because Denver always shuts down. And so she got back to Denver. But ⁓ we got stuck until Saturday because the airport was shut down. And then there was a storm in Vegas because we thought, OK, well, we'll fly to Vegas because it's only a five and a half hour drive from there and we'll still get home. And then ⁓   that flight got canceled too. So it was wild. was meant to be, got more time in Reno and got to spend a little bit more time with Kiera. So that was great, but it was kind of crazy. It's not usually Phoenix that disrupts the flight patterns. And it was a hundred percent Phoenix. There were so many flights canceled because so many planes were stuck here and other planes couldn't get in. So it was wild, Kristy. It was wild to watch it from afar. We just got like TikTok notifications and you know, news articles are like, my gosh, all the Waymo's stuck in the puddles and things like that. So.   DAT Kristy (03:15) Yeah,   they just stopped in the middle of the road like what the heck.   The Dental A Team (03:18) Yeah,   that's why whenever somebody says, you use the way most? I'm like, heck no, I have seen them stuck in the middle of intersections far too many times. I'm sure one day it's going to be fantastic, but I haven't built that trust muscle just yet.   DAT Kristy (03:30) Yeah, agree. Well, I'm glad you made it home safe. And ⁓ yeah, the humidity is odd for us too.   The Dental A Team (03:34) Thank you.   Yeah,   yeah, it totally is. And my son was like, Oh, you go to the East Coast enough, Mom, you're fine. Stop complaining. And I was like, Yeah, that's fair. That's fair. But but in the spirit of planning, we we truly had an amazing time really just one getting the time together as a leadership team and then to really looking and projecting like where are we at? What's Q4 going to look like? And then also kind of prepping and planning for 2026. So super relevant in this conversation here.   today and really looking at ⁓ practice health from a financial standpoint. And this is something that your CPAs and your financial advisors and all of those professionals should be looking at with you as well. This is the time of the year that we're really looking at what is this last year? Because we get to Q4 and it's like, well, it's kind of like the end of your senior year, right? You get to the end of your senior year of high school or college and you're like, well, everything's kind of basically submitted. So from here,   It's really just like, let's do our best and make sure that we really cross that finish line strong, but there's not a ton of pivots to be made to really change the game. So kind of prepping and planning. And I think looking ahead at 2026, putting in some really solid ways of checking in on that financial health, something that I've seen that, Kristy, I know you do this as well, but something I've seen a lot of clients really ramp up is a monthly pulse and even like,   weekly sometimes pulse on what the financials of a practice actually look like has really been beneficial in helping them to really reach those goals. And Kristy, you are really fantastic at figuring those financial goals out and then like backtracking them to see, okay, well, what do we need to do to get there? And how do you help practices really keep that financial pulse top of mind and that   running that way so that they're constantly looking at those numbers without feeling overwhelmed and also without losing sight of it. Because you know sometimes you do something too often, you start glazing over it. What's that fine balance that some some tactical tips that you have that you and your practices are working on right now?   DAT Kristy (05:52) Yeah, well, first and foremost, I believe that you have to be getting your P &Ls from your accountant monthly, right? We can't be waiting. I have seen some clients where they're begging for them for three months ago, you know, and it makes it really hard to stay on top of it if we're not getting them monthly. So first and foremost, make sure you're getting them from them monthly so that we can take a look at them and evaluate. And I like what you said, Tiff. ⁓   you can be, you can go over the top. It's a fine line, right? So I love looking at them every month and I'm not going to freak out if something's out of whack one month, but certainly let's look at the quarter, right? And make sure that those metrics are in alignment for the quarter. And to your point, I always like to speak in terms of like, we're going to crawl before we walk and we're going to walk before we run. Like,   In the crawling stage, let's just make sure where's your overhead, right? What percentage are we at there and what is our profit or EBITDA, so to speak, right? Where are we ranging there? That would be my first little steps to take and start looking at it.   The Dental A Team (07:10) Yeah, yeah, I totally agree. And I think what time of the month do you usually push for those PNLs to be received? I have my judgments, but what are yours?   DAT Kristy (07:21) like to say by the 15th. I'll give you a little grace and give you by the 20th, but the 15th is my ideal target.   The Dental A Team (07:28) Yeah, yeah. I think I'm a little stricter. If I don't have those CPAs reaching out to us by like the eighth to the 10th, I'm like, my gosh, how are we supposed to work with this? There's a lot of, and I ask that because there's a lot of clients out there that are getting them like the first week of the next, next month. And so maybe December, we're finally looking at October.   DAT Kristy (07:35) Thank   The Dental A Team (07:53) And that is like, gosh, such a lag that we've got these questions floating around of like, where's my cashflow TIF and how do I fix this, Kristy? And it's like, I don't know, because I don't have eyes on what's happening. The P &Ls should be much quicker and much cleaner than that. And realistically, it's just it's the bookkeeper going in and allocating the certain expenses to the category that they should be in. So it's time consuming.   but it shouldn't be too crazy. And if yours is too crazy, then we probably need to look at your spending. Do we need to dial back the number of orders that you're placing every month? Do we need to make sure that things are a little bit more simple on that side, that it can be done quicker? Because we wanna be able to make real-time adjustments as quickly as we can. If we're on a two-month lag.   then we're adjusting for two months ago, it could look totally different. And then next month we get two months ago and it's like, it was totally different. We didn't need to change it. And so we're just constantly spinning our wheels in that way if we're not getting the data fast enough. And that is, in my opinion, one of the easiest ways to ensure that you're financially healthy is really just ensuring, like you said, Kristy, that on an overtime basis, things are consistent and they're clear, that they make sense.   DAT Kristy (09:08) 100%. I like that you said push to the 10th, because obviously if, you know, in the walk or crawling stage, we're just learning, right? We have a little bit of buffer, but as we get to the top of our game, it should be more. And if everything is electronically done, it really is in there already. It's just a matter of organizing it, right?   The Dental A Team (09:30) Yeah, and I like to give myself the grace because I know or give them the grace. I typically know if we ask for it by the 10th, we're getting it by the 15th to the 20th. If I give them that leeway, they'll take it. And we know that's just how it works in that world. That's fine. We work with what we've got and figure it out. And I think it's a massive place to start, Kristy, is those P &Ls. And I think the P &Ls really outline   DAT Kristy (09:39) Thank   The Dental A Team (09:56) the financial health in so many different areas because it gives us insight to what is actually happening. Having those categories split out, we've talked about that a ton, we've done a ton of webinars on it and if you need help with that, reach out. We've got really simple sheets and documents that you can even send over to your bookkeepers and your CPAs that kind of outlines what we like it to look like so that it's simple to review.   But being able to see those over time is huge. I know I have a client that like one month was 48 % overhead and that's before Dr. Pay, that's before loans, right? And it's like, holy cow, we killed it. But then it's like, okay, but hold on, because the next month was 64%. So taking an average there because likely something got shifted, payments got posted, or I don't know, I've had some clients that's like, my gosh, I forgot to pay Henry Schein for two months. So then it's like that third month had this massive Henry Schein payment.   but over the quarter, it wasn't that bad. So making sure that we're looking at it month by month and over the quarter is huge. ⁓ Something that we've done, that we've ramped up ourselves and that we do ramp up with a lot of clients is really looking at our bank accounts constantly. And I know that Kiera and our financial team, they look at our bank accounts weekly on a weekly basis to make sure that everything makes sense, that things are.   where they're supposed to be that, you know, that we're not getting charged for things we shouldn't have been, et cetera, but then also that we're staying in alignment with the budget that we had set. And those budgets come from those P &Ls and those total numbers. Kristy, something I've realized recently in the recent years is while I was in practice, I would build our budgets for our spending. like our...   you know, five to 8 % for supplies or what have you or ortho budget, things like that. I would build it based off of our collections, air quotes on that word, and it would be our collections from Dendrix. I'd pull the collections for the last month. I'd build that budget based on the collections. And then Doc would be like, where's all the money? Like, well, I don't know, it should be there. But there's such caveats to what's been posted in Dendrix or your operating software.   compared to what's actually in QuickBooks, I found that I was running this like ragged race of trying to play catch up all the time with like even just the percentages for credit card fees and third party financing being taken out of our payments, just those simple tweaks make a massive difference. So building those budgets, Kristy, off of our actual P &L numbers, our actual QuickBooks collections has...   made a massive difference, I know, for a lot of my clients. How do you see that working for clients? And also, how do you see that working with a leadership team that maybe doesn't have access to or not looking at those P &Ls together? How do you suggest for financial stability and health in the practice, they really get that information down to the people that need it?   DAT Kristy (13:08) Yeah, absolutely. One of the things, ⁓ well, there's a couple things. We at Dental A Team keep scorecards for our clients and it could be as simple as adding that line in there and having the doctor put that dollar amount and having the budget calculate right there. Everybody can see it. They know what to spend. The other thing to that point Tiff is,   You know, a lot of times we look at the practice management, we see our collections, but how many times do we reconcile it with our QuickBooks? Like, really look at that and see. And obviously, just like you said, it could be a matter of when something was posted or when it came in, right, to the bank account. But I think that's an area that sometimes is overlooked. You know, there can be variance in there, obviously, for when things post, but...   what is that variance and how consistent are we having that variance? again, depending on which method you're using, if you're using the collections from your PMS or the collections that are posted in the P &L, we better be clear what that difference is and ⁓ account for it for sure. Right.   The Dental A Team (14:25) Totally agree.   And you actually reminded me just last week, I was in an office and I was like, what is happening here? I was going through their P and L and I'm like, okay, we've got, we've had some changes in the office. We've got some places that it was decreasing. Some places we spent more, some places we actively spent more on purpose. Like, but things just weren't adding up with what was coming through from the software. And I realized after an hour and a half of digging, I'm like, why is...   I put a line items, I updated the scorecard and I put a line item for like QuickBooks collections and then the PMS collections. And in comparison, I had it subtract and like tell me the difference in numbers. And there were months that were coming up $30,000 different that it looked like we collected $30,000 more in their software than what QuickBooks was showing us. Luckily, I know this office manager very well personally, like familiarly.   And I'm like, I know there's no conclusion to jump to here. Like something is not reporting correctly. And what I realized is they specifically use Dentrix. Dentrix will allocate any positive write-off or adjustment. if there's an adjustment that's adding money, it'll allocate it to production. If there's an adjustment that's removing money, it automatically adds it to collections.   So when you pull up the adjustment space in Dentrix, it'll show all positive production, all negative collections. So it was showing drastic differences. And so I was like, gosh, I totally forgot about this space in Dentrix that it does this. It's just, I call them the Dentrix-isms. It's just a Dentrix thing. It's very frustrating, but it just is what it is. So when I went through, I reallocated where the write-offs should be coming from. Now, caveat, messes up.   production collections for forever because it's now correcting it. So what you thought you had done, you didn't, and it fixes it. So the new numbers are more accurate, but you're going to be frustrated because it's different. But what it did when I did that and re-put in the collections numbers is that it brought that $30,000 difference down to a more manageable $1,200 to $3,000 difference, which is what we tend to see with the   care credit fees and all those different credit card processing fees, we typically see, I say like 5,000 or less, I'm not going to freak out about too much as long as it's inconsistent. I don't want to see consistency. I want to see really low numbers. And then again, sometimes some of that money is going to be pushed over to the next month. So quarterly, it made sense. Quarterly, it was beautiful. Month by month, it was a little wonky, but just making that   change because we were checking the financial health of the practice because things didn't feel like they were making sense. So we, the office manager and I pulled the full year's PNL and we did line item by line item comparison 2024 to 2025 percentage change on each space, went through and figured out where the spending was, went through and line itemed everything and then added it like you said to the scorecard to see those differences, massive.   massive improvements where the docs were feeling like cashflow was like, ⁓ we were freaking out. And it was like, well, these are the areas where you intentionally spent money and were actually only a 16 % difference overall year to year. And they were like, ⁓ so we didn't increase enough, but their spending was purposeful for taxes. We just didn't look that way yet on paper.   Regarding financial health of the practice, that was exactly what we did, but adding it, like you said, to the scorecard and looking at, I think the scorecard's just really cool because it allows you to see over time. Whereas a new sheet is I'm only dealing with today. So I'm only looking at today. I might look at it and say, oh my gosh, my employee percentage was 42%. That's real life, I've seen that in an office. It was 42 % this month, and you're like, cut hours. But over the quarter, it was,   30 % or 31%. We had a spike because we had a collections dip or whatever. So I think adding it where you're seeing that kind of comparison allows you to see what is the trend here or is this an abnormality? Does this level itself out? Am I on track for over time or do I need to jump and hot fire? And Kristy with that said, like, you think, as I'm saying that I'm thinking,   Is that a space where we could even tame our emotions around finances? Because we're seeing so much data in a bigger spectrum where we can see trends, uptrends or downtrends, rather than this like, my gosh, payroll was so high, I've got to tackle that. It's allowing us to see a broader picture. Do you think that helps reduce some of the emotional, like just quick fixes?   DAT Kristy (19:34) Absolutely. And we don't want to react, right? Many times we go to that mindset of cut, cut, cut. you, and you know, one of the things that I learned a long time ago is you can't focus on the opposite. So if we're focused on cutting, then we're not focused on producing, right? And so yeah, you're 100 % right, Tiff. I think it does calm the reactionary, right? It's good to know, notice, but then look at the bigger picture.   The Dental A Team (19:48) Yeah.   Mmm.   Yeah, gorgeous. As I was talking like, my gosh, Kristy, that's why you do so well with coaching in my opinion, because you are very, very good at being data and results driven, acknowledging the emotional aspect and not discrediting that by any means, but being able to focus back to what the drivers are and then being able to acknowledge and address any emotions that are still present. But you do well removing that because   we're looking at data and data is non-emotional. You can come up with something and there's been so many times where I could think of so many offhand where I've data-drivenly discussed something with a client and they're like, ⁓ and the emotion kind of disintegrates, it dissipates because it was attached to what they thought to be true. And when they saw the reality, there was no need for that emotion anymore.   DAT Kristy (20:59) Exactly. Well, and to be honest with you, it goes both ways, right? It's the same thing as if we're only looking at the practice numbers, sometimes they think they're doing very well or not doing well, either one. And then once we look at the overhead numbers, it's like, actually, you're here, you know? So ⁓ it goes hand in hand both ways. I always like to say, you know, if I had a pizza business and I was going to sell pizzas,   The Dental A Team (21:18) Yeah. Yeah.   I love that.   DAT Kristy (21:29) I need to break it down and figure out what it cost me to make the pizza, then I can go sell the pizza. But so many times we don't do that and we just put it out in front of us, right? And then on the back end of it, we do have to measure how many pizzas did we sell and how much did we actually spend. Sometimes we forget to go back and look at the cost too.   The Dental A Team (21:34) Yup.   Yeah, wow, that's a very good point. Very good point, which is where the P &Ls come in handy and the line items. And I think the P &Ls will group it and lump it into categories, but every now and again, maybe like once a quarter or so, really looking at what are they putting in those categories so that one, you're making sure they're still super accurate from the bookkeeper and two, that you're not like Amazon spending. There was a couple clients that I saw.   DAT Kristy (21:56) Mm-hmm.   The Dental A Team (22:19) I'm like, what is going on? Why is this category so jumpy? One month it's massive, another month it's not, and they get lumped into office supplies and front office supplies, and all of a sudden it's $3,000 when realistically budgeting-wise it should be $1,200. I'm like, what is in here? And they're like, Amazon goes in there. Every time we want something or Doc says something, we just press the order. And I was like, ⁓   Got it, we need some systems around Amazon or Walmart. I've seen like, I just run to Walmart and I grab what we need every week. And I'm like, my gosh, there's weekly ordering will hurt you every single time. Any kind of weekly ordering. If you can't budget the ordering in a monthly fashion or maybe twice a month, I'll give leniency on twice a month, then we need to talk. Cause that weekly ordering will hurt you every single time.   I think this is all really good, Kristy. I love this. I love this. And I go ahead.   DAT Kristy (23:16) Yeah. I was   to say, I agree with you. mean, we can liken it to our own space if we go to the grocery store with a list or without a list. What is our end result when we pay? You know, so I'm with you. I'm with you. I'm like for dental supplies, we can go to twice a month, but have it fixed and then make sure you're staying within the confines of the budget.   The Dental A Team (23:27) Yeah.   Yes, yeah, that's actually brilliant. Yeah.   Yeah, I agree. And I think that was that was a super great thought process there. Because if you're not planning even your dinners, right, I'll plan my dinners for the week. So then I know what ingredients I need and what ingredients if I know what ingredients I need for specific dinners, I know what I can reuse as well. Otherwise, I'm going to the grocery store just kind of getting random things that I think I can make into something. And I'm ending up at the grocery store a couple times a week to replenish or, you know, supply those missing pieces.   And so if you know what your schedule is, if you know on average how many crowns you're doing, how many fillings you're doing, how many implants you're doing, you can have an average guesstimate of how much of each supply you need to keep on hand, which is then going into your budget for your ordering. So that was beautiful. Yeah, good job. All right, guys, financial health is massive. And it's something that I think all of us, Kristy,   Trish, Monica, Dana, myself, we all just work really, really hard to ensure that it's top of mind for all of our clients. But if you're here listening and you're not yet a client of ours and you're a Dental A Team podcast listener for life, we love you and we wanna make sure you have this information too. please, by all means, somewhere around the 10th of the month, because we know it's probably gonna go longer, make sure you've got those panels in there. Talk to your bookkeeper. If you are the bookkeeper, I have a couple clients like that.   Put it your calendar, you guys. If you are your own bookkeeper, that's fine. I'm not gonna judge you. I think it is a task that you can easily pay for, but I'm not here for that. If you are your bookkeeper, put it in your calendar and you should have that sucker done by like the fifth or the eighth of the month because everything should be closed out. Review your PNLs monthly and quarterly and yearly. Review your spending habits constantly. I have a lot of practices that'll look weekly.   I have a lot of practices that'll look monthly, whichever works best for you. Just make sure you're reviewing those spending habits and then budget for your team. So your supplies ordering, your front office, those are the easiest places to budget. Make sure that you've got an ortho budget added in there. If you have ortho fees and ortho costs that are outside of like Invisalign, things like that. I have a lot of practices that do bracket style ortho and they need a lot of supplies that has to be separated out.   Those are your pieces, you guys. Those are the easiest ways that you can tackle real life, real life, in time, financial health. And we want you to go do that. Kristy, thank you so much for your insight. You truly do so well with your clients and we get to see their progress constantly and those needles are always moving. And I know that it's because you can take that black and white results driven perspective. So thank you for everything you do for your clients and everything that you bring to Dental A Team every day.   DAT Kristy (26:33) Thank you, it's fun.   The Dental A Team (26:35) I know,   I know, I love watching you do it. You really do love it. And it makes me really happy. All right, guys, that's a wrap for today. Go leave us a five star review. Let us know what was super helpful. Maybe there's some tips and tricks you've got that you can share with the world. I'm telling you, people really do go read those. So if you have things in there, they will see them. You can drop us an email, Hello@TheDentalATeam.com. We'll be happy to get you over any documents that might help. We do have some.   budgeting information, we do have some overhead spreadsheets, things like that. If you need help with that, just reach out and we'll catch you next time on the Dental A Team podcast. Thanks guys!

Crunk, Sharpie Charlie, and Tarik are back talking all things City Men before a wild week of games leading into the International Break.TOPICS: - Admin/Intro- Man City Men - Review: Carabao Cup @ Swansea City- Review: PL vs Bournemouth- Preview and score predictions: UCL vs Dortmund- Preview and score predictions: PL vs Liverpool

Points of Interest00:00 – Introduction: Marcel welcomes recurring guest Carson Pierce to the Agency Profit Podcast and introduces a new format—walking through a real, anonymized client assessment to show how Parakeeto diagnoses and solves profitability challenges.02:00 – Every Agency's Problems Are Unique but Familiar: Carson explains that while every agency's situation feels unique, most share a few core underlying problems that manifest differently based on team structure, services, and culture.03:40 – Client Background: The featured firm had around 12 staff, close to $1M in revenue, but was losing roughly $80K per year. Despite solid demand, they couldn't pinpoint the source of their declining profit.05:00 – Early Misdiagnoses and Attempts: The leadership team suspected overhead costs like health insurance and software were to blame and tried tightening internal processes, but those adjustments didn't solve the deeper financial issues.06:30 – Leadership Misalignment: With multiple co-founders holding different perspectives, the agency struggled to align on the root cause of its issues, each assuming the problem lay outside their area of expertise.10:00 – Starting the Assessment: Carson outlines Parakeeto's assessment process—benchmarking against a healthy “agency model,” ingesting financial and time data, and identifying gaps between planned and actual performance.11:50 – Payroll Red Flag: Analysis revealed that 98% of all revenue was going directly to payroll, leaving no margin for overhead or profit—a clear signal of structural imbalance.13:30 – Data Gaps and Adjustments: The team had poor time-tracking compliance and a prepaid revenue entry on the P&L that skewed results. Parakeeto corrected these to reveal a more accurate financial picture.16:30 – Root Causes Identified: The agency was top-heavy with overhead roles, under-utilized due to a bottlenecked design team, and priced below the level their delivery costs required.20:30 – Building the Roadmap: Quick wins included improving time-tracking compliance and reclassifying project management and account management as billable delivery hours. Longer-term actions included hiring a designer, raising prices 10–15%, and training PMs in scope management.25:50 – Strategic Choice: Grow, Don't Cut: Instead of downsizing, the founders chose to grow out of the constraint—adding delivery capacity to balance the team and improve utilization since demand existed.28:40 – Coaching and Next Steps: Carson explains the ongoing coaching plan—educating on data hygiene, improving utilization, then progressing to deeper ABR and project-level analysis—focusing first on leading indicators before tracking lagging outcomes.Show NotesConnect with Carson via LinkedInFree Agency ToolkitParakeeto Foundations CourseFree access to our Model PlatformLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

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Mit "Nah Dran" feiern Steiner & Madlaina ihr zehnjähriges Bandjubiläum – und liefern zugleich ihr bislang vielschichtigstes Album. Zwischen Indiepop und orchestraler Tiefe fordern sie uns auf, Widersprüche auszuhalten, statt sie zu glätten. Ein musikalisches Plädoyer für Uneindeutigkeit und Haltung. Mehr dazu von den beiden im radioeins-Studio.

***Verlosung: Wir verlosen 5x2 Plätze für die ausverkaufte Live-Aufzeichnung von «Alles klar, Amerika?» am 19. November 2025 im Kraftwerk in Zürich. Um an der Verlosung teilzunehmen, schreibt ihr eine Mail an podcasts@tamedia.ch. Alle Infos zum Live-Podcast findet ihr hier.***Es war nur ein kleiner Wahltag in den USA. Aber im Amerika des Donald Trump werden selbst lokale Wahlen und Urnengänge zum Grossereignis. So hat der US-Präsident den nun gewählten künftigen Bürgermeister von New York City als Kommunisten – und sich selbst als «besser aussehend» bezeichnet . Er werde dafür sorgen, dass nur noch das Minimum an Bundesgeldern nach New York fliesse.Die Retourkutsche kam in Mamdanis Siegesrede. Direkt an den Präsidenten gerichtet, sagte Mamdani: «Donald Trump, weil ich weiss, dass Sie am Fernsehen zuschauen: Drehen Sie lauter!» New York werde eine Stadt der Einwanderer bleiben, betonte Mamdani angesichts von Trumps Ausschaffungsprogramm.Während Mamdani dem linken Flügel der Demokratischen Partei angehört, triumphierten in den Bundesstaaten Virginia und New Jersey zwei moderate Demokratinnen. Mit Abigail Spanberger, einer ehemaligen CIA-Agentin, erhält Virginia erstmals eine Gouverneurin. In New Jersey setzte sich Mikie Sherill, früher Helikopterpilotin in der U. S. Navy, gegen den Republikaner Jack Ciattarelli durch. Schliesslich erhielt Gavin Newsom, der Gouverneur von Kalifornien, ein klares Votum dafür, die Wahlkreise im wirtschaftsstärksten US-Bundesstaat neu zu ziehen. Die Demokraten haben diesen kleinen Wahltag also gewonnen. Aber was heisst das jetzt für die Partei? Hat sie nun ein Rezept, um Donald Trump und seine Maga-Bewegung zu stoppen? Kann der Wahlkampf von Zohran Mamdani gar als Vorbild dienen? Oder bleibt die Demokratische Partei zerrissen zwischen einem linken und einem moderaten Flügel? Und wie hat Trump auf den Erfolg der Demokraten reagiert? Darüber unterhält sich Christof Münger, Leiter des Ressorts International, mit USA-Korrespondentin Charlotte Walser in einer neuen Folge des USA-Podcasts «Alles klar, Amerika?».Produzentin: Jacqueline WechslerArtikel zum Thema: Was die Demokraten vom neuen New Yorker Bürgermeister lernen können«Wir können Trumps Präsidentschaft beenden»: Gavin Newsom schlägt zurückZohran Mamdani: «Donald Trump, ich habe vier Wörter für dich»Demokratinnen gewinnen in Virginia und New Jersey Mehr USA-Berichterstattung finden Sie auf unserer Webseite und in den Apps. Den «Tages-Anzeiger» können Sie 3 Monate zum Preis von 1 Monat testen: tagiabo.ch.Feedback, Kritik und Fragen an: podcasts@tamedia.ch Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Ženy XYZ #18: Zmínky o "boyfriends" mizí ze sociálních sítí a být single je čím dál víc cool. Zatímco někteří se obávají, že svět ovládnou svobodné majitelky koček, ženy jen vzkazují, že než mít špatný vztah, to raději žádný. Jakou budoucnost čekají heterosexuální vztahy? Jaký vliv bude hrát zvyšující se vzdělanost žen? A kolik single mužů vlastní psa? V 18. díle feministického podcastu Ženy XYZ o tom diskutovaly redaktorky Respektu Silvie Lauder, Markéta Plíhalová a Clara Zanga.

New York hat einen neuen Bürgermeister und er heißt Zohran Mamdani. Lange wurde kein demokratischer Politiker mehr so gefeiert wie er. Er ist jung, charismatisch und setzt auf sozialdemokratische Politik. Seine Kampagne, vor allem über soziale Medien geführt, ging auf. Noch vor knapp einem Jahr war der 34-Jährige nahezu unbekannt – nun ist der Sohn von Einwanderern die Verkörperung dessen, was der American Dream meint. Woher kommt der Erfolg Mamdanis? Welche Strategien haben zu seinem Wahlsieg geführt, und lässt sich dieses Rezept auf die gesamte USA anwenden? Ist das vielleicht das Comeback der Demokraten, auf das viele gewartet haben? Thilo spricht in dieser Folge mit Julius van de Laar. Er ist Politikstratege, kennt sich mit den USA sowie erfolgreicher Kampagnenführung bestens aus und ordnet die Wahl und ihre Bedeutung für den Rest des Landes für uns ein. Es geht auch um Trumps Umfragewerte und seine Reaktion auf die Wahl: Wie viel Einfluss kann er auf New York – und somit auf Mamdanis politische Pläne – nehmen? Kann Mamdani es schaffen, seine sozialdemokratischen Ansätze durchzusetzen? Außerdem sprechen sie über die Auswirkungen des anhaltenden Government Shutdown in Washington. Warum kommen Republikaner und Demokraten auf keinen grünen Zweig, und wer trägt hier welchen Kampf aus? Zum Schluss stellen sich Thilo und Julius die Frage, ob es je zu spät für die Demokratie ist – und ziehen ein Fazit, das Hoffnung gibt. Hast du Fragen, Feedback oder Anmerkungen? Schreib uns eine Nachricht an [amr@pqpp2.de](mailto:amr@pqpp2.de) oder auf Instagram: https://www.instagram.com/allesmussraus_podcast/ und wenn du möchtest unterstütze unsere Arbeit auf Patreon: https://www.patreon.com/c/AllesMussRaus?l=de Du möchtest in „Alles Muss Raus“ werben? Dann hier* entlang: https://podstars.de/kontakt/?utm_source=podcast&utm_campaign=shownotes_alles-muss-raus

Stay Curious, Stay Strong: Longevity Lessons from a DC Clinic Tour In this episode, Doc Danny Matta shares powerful lessons on longevity, curiosity, and self-care after visiting four PT-owned clinics in Washington, D.C. From a 60-year-old Pilates enthusiast who crushed him in class to a marathoner aiming to beat his 27-year-old PR, Danny reflects on what these experiences revealed about health, purpose, and the long game of entrepreneurship. Quick Ask If this episode hits home, share it with a friend who's burning the candle at both ends—or post it to your Instagram stories and tag @dannymattaPT so he can reshare! Let's help more clinicians build healthy lives and businesses that last. Episode Summary Clinic visits in D.C.: Danny spent a week touring four PT-owned clinics (including a Pilates studio) and connecting with owners, staff, and patients. The Pilates powerhouse: A 60-year-old woman outperformed Danny in class and credited her vitality to one thing—staying curious and always learning. The marathoner mindset: Another 60-year-old was training to beat his Marine Corps Marathon time from 27 years ago—his advice? Sleep more and drink water. Simple, free habits win: Curiosity, rest, and hydration form the foundation of longevity—no gimmicks required. Apply it as a clinician: Ask your high-performing patients what they do differently; use those insights to improve your own health and coaching. Entrepreneur health check: You can't pour into your business or family if you're constantly running on empty—protect your energy like your P&L. Lessons & Takeaways Curiosity compounds: Learning new things keeps your mind sharp and your spirit young. Sleep is recovery: It's not a luxury—it's the base of longevity for your body and business. Hydration matters: Replace the third cup of coffee with water; small habits stack over time. Reverse engineer success: When you meet someone thriving, ask how they got there—and apply it. Entrepreneurs need maintenance: You're your most valuable asset; take care of your health like your bottom line depends on it (because it does). Mindset & Motivation Be a novice again: It's okay not to know something. Growth only happens in discomfort. Longevity requires balance: Ambition without rest leads to burnout, not greatness. Model the outcome: Your patients and team are watching—lead by example in how you live, not just what you teach. Pro Tips for Clinicians Spot your outliers: Identify patients living the life you want—ask questions, take notes, learn from them. Integrate lessons: Use real patient stories to inspire others in your clinic community. Audit your own longevity: Rate your current sleep, hydration, learning, and physical activity—then pick one to improve this week. Guard your bandwidth: Schedule recovery time like a meeting—because it's just as important. Notable Quotes "Never stop learning. As soon as you stop, that's when you start to decay." "Prioritize sleep and drink water—simple, free, and most people still don't do it." "You have to pour back into yourself just as much as you pour into everyone else." Action Items Find one patient or peer who inspires you—ask what habits keep them sharp. Commit to one new learning pursuit this month (course, book, skill, hobby). Audit your sleep and hydration for seven days; adjust routines as needed. Share a story of someone who motivates you on social media and tag @dannymattaPT. Programs Mentioned PT Biz Part-Time to Full-Time 5-Day Challenge (Free): Get crystal clear on your income replacement goals, create your one-page plan, and learn how to take your practice full time. Resources & Links PT Biz Website Free 5-Day PT Biz Challenge About the Host: Doc Danny Matta — physical therapist, entrepreneur, and founder of PT Biz and Athlete's Potential. He's helped over 1,000 clinicians start, grow, and scale successful cash-based practices across the U.S.

US-Präsident Trump betont, dass außer den Vereinigten Staaten kein anderes Land in den Besitz der hochentwickelten Chips von Nvidia kommen soll. Nvidia-CEO Huang äußerte hingegen Hoffnungen auf Handel mit China, bislang gebe es jedoch keine Pläne.

Pléifidh Comhchoiste na Gaeilge, na Gaeltachta agus Phobal Labhartha na Gaeilge an t-ábhar ‘Soláthar an Oideachais Lán-Ghaeilge'' le hionadaithe thar ceann Gaeloideachas ag cruinniú inniu.

Entre para o Grupo Vip da Maior Black Friday da História da Levante:https://lvnt.app/jvtu2p04/11 - Dólar R$ 5,40 e Bolsa Para de SubirOlá, sejam bem-vindo a mais um Fechamento de Mercado, comigo Flávio e Ricardo, hoje é 3a. feira, dia 4 de novembro, e o programa de hoje é dedicado aos 2 mil investidores que já assistiram o Mata-Mata “WEG (WEGE3): Comprar, Manter ou Vender?” Se vc não assistiu, vá lá e assista porque está imperdível.O Ibovespa fechou quase estável aos 150. 398 x 150.454 pontos, ontem, 4/11/25, maior pontuação de fechamento da história, com 25% de alta ano, e volume bom de R$ 23 bi, R$ 2 bi abaixo da média das segundas de mercado em alta, influenciado negativamente pelas bolsas americanas que recuaram, -0,44% o Dow Jones e -1,78% o Nasdaq. Bitcoin US$ 100,9 mil, -5,3% e Ouro US$ 3.947, -1,6%. CEOs de bancos americanos alertaram que os valuations podem estar altos e indicadores fundamentalistas como o P/L de Shiller ultrapassou 40 pontos pela segunda vez na história tendo sido a primeira em novembro de 1999 antes da bolha das ponto.com estourar no primeiro semestre de 2000. O dólar comercial, depois da baixa de ontem, subiu 0,77% e fechou a quase R$ 5,40, a R$ 5,3990. A moeda norte-americana subiu 0,33% frente ao DXY (moedas fortes) e mais de 0,60% frente moedas emergentes. Os juros longos, como era de se esperar, subiram com o Tesouro Prefixado 2032 para 13,69% de 13,63% ao ano, ontem. O IPCA+ 2029 avançou para 7,98% de 7,95%.Veja recomendações de compra de ações do Conde e Ricardo no vídeo de Fechamento de hoje.

We discuss: - MNF watch along (Sunderland vs Everton) - Burnley 0-2 Arsenal - Nottingham Forest 2-2 Man Utd - Spurs 0-1 Chelsea - Liverpool 2-0 Aston Villa - Rest of PL fixtures

Telekom-Chef Timotheus Höttges fordert einen schnellen Abbau der Bürokratie in Deutschland und in der EU. „Wir fühlen uns manchmal wie Gulliver, der von Millionen von Fäden festgebunden ist und seine Kraft nicht entfalten kann“, sagt Höttges im Gespräch mit Michael Bröcker.Höttges sieht auch Probleme bei der Produktivität. Als Beispiel führt er an, dass deutsche Arbeitnehmer pro Jahr „200 Arbeitsstunden weniger arbeiten als der europäische Durchschnitt“.Die Telekom investiert Milliarden in neue Rechenzentren. Den Anfang macht die neue KI-Fabrik in München. Gemeinsam mit Vertretern von Nvidia, SAP, der Deutschen Bank und der Bundesregierung stellt die Telekom ihre Pläne heute vor. „Über 70 Prozent der gesamten Rechenzentrenkapazität sitzt heute in Amerika. Und nur fünf Prozent in Europa, der Rest in Asien und vor allem China. Deswegen müssen wir hier aufrüsten“, sagt Höttges.[09:18]Die SPD-Basis fühlt sich in der schwarz-roten Koalition zunehmend unwohl. Laura Block, neue SPD-Korrespondentin bei Table.Media, analysiert gemeinsam mit Helene Bubrowski den wachsenden Frust der Genossen.[01:18]Hier geht es zur Anmeldung für den Space.TableTable Briefings - For better informed decisions.Sie entscheiden besser, weil Sie besser informiert sind – das ist das Ziel von Table.Briefings. Wir verschaffen Ihnen mit jedem Professional Briefing, mit jeder Analyse und mit jedem Hintergrundstück einen Informationsvorsprung, am besten sogar einen Wettbewerbsvorteil. Table.Briefings bietet „Deep Journalism“, wir verbinden den Qualitätsanspruch von Leitmedien mit der Tiefenschärfe von Fachinformationen. Professional Briefings kostenlos kennenlernen: table.media/testenHier geht es zu unseren WerbepartnernImpressum: https://table.media/impressumDatenschutz: https://table.media/datenschutzerklaerungBei Interesse an Audio-Werbung in diesem Podcast melden Sie sich gerne bei Laurence Donath: laurence.donath@table.media Hosted on Acast. See acast.com/privacy for more information.

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In der 314. Ausgabe der «Dritten Halbzeit» geht es um die Rückkehr von Gerardo Seoane. Etwas mehr als vier Jahre nach seinem Wechsel in die Bundesliga ist der 47-Jährige zurück in Bern und ersetzt dort seinen Vorgänger Giorgio Contini. «Ein Coup der Young Boys», findet nicht nur Dominic Wuillemin – doch nach dem 0:0 bei Seoanes Rückkehr geht es am Ende mal wieder um Xherdan Shaqiri und dessen vermeintliche Tätlichkeit.Der Fussball-Kanton Zürich belegt aktuell die letzten drei Plätze der Tabelle. Doch während beim FCZ immer mehr Parallelen zum Abstieg 2016 erkennbar sind und GC gleich mit 0:6 in Luzern untergeht, kann immerhin der FC Winterthur den ersten Sieg der Saison feiern. Und nun kommt es am nächsten Wochenende zum Duell zwischen GC und dem FCW.Die Themen:00:00 Intro01:17 Fazit nach einem Drittel der Saison04:31 Rückkehr von Gerardo Seoane22:03 Xherdan Shaqiri verliert die Nerven31:07 Traumtor von Matteo Di Giusto41:45 Die FCZ-Fans sagen: «Milos raus!»51:02 Befreiungsschlag in Winterthur59:33 Ronaldo und Ibrahimovic in Thun01:07:02 Englischer Podcast in englischen Wochen? In der Dritten Halbzeit wird über den Schweizer Fussball diskutiert. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Basti kämpft mit einer Temu-Schlange, während anredo zu Freddy Krueger wird. Plötzlich verwandelt sich Halloween in einen ganz normalen #rundfunk17-Albtraum. Zwischen Make-up, Missgeschicken und merkwürdigen Dorfgeschichten geht's schaurig zu. Halloween ist vorbei, aber der Horror lebt weiter! In dieser Folge von rundfunk 17 wird's gruselig, klebrig und ganz schön absurd: anredo verwandelt sich mit Latexmilch unter Ammoniakgeruch in Freddy Krueger persönlich – inklusive Make-up-Desaster, bei dem selbst Heidi Klum freiwillig die Fake-Zähne weggelegt hätte. Währenddessen kämpft Basti mit seiner ganz eigenen Halloween-Hölle: einem Temu-Schlangenkostüm, das beinahe die gesamte Mayonnaise-Wohnung verspeist hätte. Doch das ist nur der Anfang. Zwischen Horror-Crash und Kunstblut stolpern die beiden in eine Reihe weiterer Albträume: Bastis eBay-Kleinanzeigen-Drama ("Wer lesen kann, ist klar im Vorteil"), ein mysteriöser Inzest-Verdacht im Dorf und eine Spülmaschine, die sich in eine Salzfontäne verwandelt hat. Nebenbei geht's um Service-Termine, Transhaie von IKEA, und die große Frage: Warum mögen eigentlich alle Halloween, aber keiner Karneval? Zwischen politischer Distanzierung, Dorftratsch und brennenden Latex-Gesichtern liefern die beiden wieder das, was sie am besten können: maximalen Quatsch mit minimaler Selbstbeherrschung.

Alex hosts Adam, Ben and Jon immediately after West Ham United 3 - Newcastle United 1. The discuss: The worst away result under Eddie Howe? Why are we so poor away from home? Selection, tactics and subs analysed - what exactly went wrong against such a poor side? How does Howe sort the PL away form out? Can he with these players and this system? Do the players need to take more responsbility? Lots more Consider supporting us on Patreon - www.patreon.com/tfpodcast Learn more about your ad choices. Visit podcastchoices.com/adchoices

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Die Grünliberalen positionieren sich als Europa-Turbos - und müssen um ihre Wählerinnen und Wähler bangen. Wie will GLP-Präsident Jürg Grossen den Turnaround schaffen? Die Lage für die Grünliberalen ist ungemütlich: Bei den letzten nationalen Wahlen haben sie viele Sitze verloren und die Umfragen verheissen wenig Gutes. Was nun? Parteipräsident Jürg Grossen setzt aufs Thema Europa. Früher als alle anderen Parteien haben sich die Grünliberalen für das Vertragspaket mit der EU ausgesprochen. Doch lässt sich damit punkten - jetzt, da auch Mitte-Partei und FDP im Grundsatz für die Verträge sind? Kritische Fragen an Jürg Grossen. Im Bereich Umwelt und Energie kommen die lautesten oppositionellen Töne von den Grünen. Die Grünliberalen sind zwar ebenfalls unzufrieden mit dem Kurs von SVP-Bundesrat Albert Rösti: Zum Beispiel kritisieren sie seine Pläne, Elektroautos rasch zu besteuern. Doch gleichzeitig verweisen sie auf zahlreiche Erfolge im Umweltbereich und auf die zunehmende Energie-Effizienz. Braucht es unter diesen Umständen die Grünliberalen überhaupt noch? Jürg Grossen ist Gast bei Eliane Leiser. Ergänzend zum Tagesgespräch finden Sie jeden Samstag in unserem Kanal die aktuelle Samstagsrundschau.

Hey all, Jess here. Sarina and I both love these episodes where we, two certified nerds, get to hang out with likeminded individuals and dish. This week, we are going to talk about one of Jess' most niggling worries: what does it mean to a publisher and an author to “earn out” a book advance and what does it mean to both if that never happens?Transcript available below, but making good ones isn't free—help support the Podcast below!Your subscription = good podcast karma.KJ Dell'AntoniaHey listeners. Did you know that we review first pages sent in by supporters every month on the pod? It's just one more reason you should be supporting Hashtag AmWriting, which is always free for listeners—and ad free, too. Please note that we will never pitch you the latest in writer supplements or comfy clothes for lap-topping. The good news is we're open for First Page submissions right now! If you've got a work-in-progress and you'd like to submit the First Page for consideration for a Booklab: First Pages episode, just hit the support button in the show note, and you'll get an email telling you all the details. Want to hear a Booklab episode? Current ones are for supporters only but roll your pod player back to September 2024 and there they'll be!Multiple SpeakersIs it recording? Now it's recording—yay. Go ahead. This is the part where I stare blankly at the microphone. I don't remember what I'm supposed to be doing. All right, let's start over. Awkward pause. I'm going to rustle some papers. Okay, now—one, two, three.Jess LaheyHey—welcome to the Hashtag AmWriting Podcast! This is a podcast about writing all the things—this is the podcast about writing short things, long things, you know. And specifically, where we're going to focus these days is on a little episode we're calling The Publishing Nerd Corner with Jess and Sarina. I'm Jess Lahey. I'm the author of The Gift of Failure and The Addiction Inoculation, and you can find my work at The Atlantic, at The New York Times, at The Washington Post, and at jesslahey.substack.com.Sarina BowenAnd I'm Sarina Bowen, the author of many contemporary novels. My new one is called Thrown for a Loop, and it drops on November 4th , and I am so excited. And today's topic actually pertains to what happens when you have a book that's publishing and everybody has all these big expectations. We're going to cover one of them, which is earning out your advance—or not—and how to frame your thinking around this.Jess LaheyYeah, first. I mean, the way this Nerd Corner works is because Sarina tends to have more of the business acumen and the nerd acumen. I let her do a lot of teaching me. But one thing I would like to state at the very beginning of this—and apologies, I didn't look up the stats; Sarina might know them—the number of books that actually earn out their advance if it's nonfiction. For example, my book that we're going to talk about today is nonfiction, and so I got a big advance based on a—and we're going to talk about that. We're going to talk numbers. It makes authors really nervous, but I think it's important. The number of authors that actually earn out is really, really low—like, much lower than you expect. . So “earning out” can mean a couple of different things, and we're going to talk about that today. But to set the scene, we're going to use my book The Gift of Failure as the example for earning out. as the example for earning out. So I've sold a lot of books—like, this book was a success by any measure. It was on The New York Times bestseller list. I had Kristen Bell go on Instagram and say, “Buy this book, it's so great,” and it sold out across the country. I am not complaining here; I am just saying that it makes me extremely nervous that technically I have not earned out my advance on The Gift of Failure. Again, to set the scene, The Gift of Failure was based originally—it came out of an article that went viral at The Atlantic on why parents need to let their children fail. There was a big auction for this book that lasted three whole days. It was very exciting, and the number kept going up and up and up. And I was freaking out, because now you've got huge expectations. I mean, I'm thrilled, but the expectations keep getting bigger and bigger. So where we ended up was Harper Books came back with the highest bid, and it was also for the editor that I was most excited to work with, Gail Winston, and it came in at $400,000, so that was wonderful. That was great. It was based on—I got five payments over five, essentially, five years, and I have not earned back that advance for my publisher. So, Sarina, what would you say to me—a writer who is stressed out because that means, you know, when they're looking at purchasing other books like The Addiction Inoculation, I was able to sell to them, even though it's a tough niche, that little—it's a tough corner, that addiction corner—and they knew that this book was not going to sell as well. But on the strength of my sales of the addiction…excuse me, of The Gift of Failure, I was able to sell that book, but I hadn't earned out. So why are they going to pay me to write another book if I hadn't earned out?Sarina BowenIt's such a great question. So the thing—the punch line of this episode—is we just want you to know that if you don't earn out, you're not a failure. And we don't mean it in a nice way, like everybody gets a ribbon. We mean, like, you might not be a financial failure for the publisher, even though on your statement it says you still haven't earned back your advance. And that's because the advance that you're paid is part of a profit-and-loss estimate that the publisher makes before they offer on a book. And just in case anybody is squishy about this—like, an advance means those royalty amounts in your contract, you're getting paid an upfront amount, and then you have to, like, earn it back with those royalty amounts in your contract.Jess LaheyAnd for those who actually are not familiar with this at all, I don't have to pay back the money if I don't earn out. That's not a thing.Sarina BowenRight. So the publisher said, “We like this book so much we are going to pay you $400,000, and we think that you will sell enough copies that we will be in the black on our P&L statement.” But they never show us the P&L statement. So let's just say that they had a P&L statement that shows that they're profitable on this book even if you only sell 70,000 copies—but you've sold over twice that amount. So when I worked on Wall Street, I was given a bonus every year, and the bonus made everybody feel like, “This is the amount of money that you're worth.” But what it really was is “This is the amount of money we have to pay you so you won't quit and go work for somebody else.” And an advance is exactly the same thing—it's how much do we have to pay you to win, but also in a way that looks okay on our profit-and-loss estimate of what this book can do. And of course, you mentioned that we don't have good data about how many books earn back their advances. And the truth is, even if you and I had done a deep dive prior to sitting down here today, we still wouldn't know, because nobody publishes these numbers. And the only time that you get a glimpse of them is when some publishing executive is on the stand in a court case about, say, whether two Big Five publishers can merge.Jess LaheyGotcha.Sarina BowenAnd then, yeah. And then they tend to say various things—like, they'll give a statistic, and then everybody in publishing will be, like, nailed to the transcript of this court case to see, like, how is everybody doing in there? Because, you know, nobody—nobody tells you. Nobody is obligated, even in a publicly traded company, to give these precise statistics about how often people earn out.So earning out has some pros and cons. Like, so you said that writing this book—because you sold it on proposal, and then you had to write it, and you had this big amount of money that you had to recoup—and that is so intimidating. And I've been in this same situation. I sold The Five Year Lie to HarperCollins two years before that book was published, and I still had to write the book, because that book was actually also sold on proposal.Jess LaheyWhich doesn't happen very often, dear listener. Do—Sarina BowenThat's rightJess Lahey—not think that you can sell your first fiction on proposal. That's not how it works.Sarina BowenRight—that will never happen. But, um, this was my, like, 50th novel, and then you can sell on proposal. But anyway, I also had to write something in a new genre with my own expectations built in, and that's scary. But the reason we need this fear—the value of this fear—is that both of our publishers were invested in our success. If I had been offered a low advance and I had taken this deal, then, um, sure, I would be less stressed out about the success of the book—but so would my publisher. The more skin they have in the game, the better they're going to see your project through.Jess LaheyRight.Sarina BowenAnd that is valuable. So a little bit of our fear—or, okay, fine, a lot of it—is actually doing things for this calculation that we need, that we require.Jess LaheyAnd to decode that—what that can often mean is marketing budget. So The Gift of Failure had, you know, the amount that they're willing to invest, including the number of hours my publicist at Harper is willing to invest in publicizing this book, comes down to how invested they are in the book. And given the number that I got, they're pretty invested in this book. And, you know, I was pretty happy with some of the publicity stuff. And also, on top of that, you know, I requested bookmarks and postcards and all that sort of stuff, and I requested to have as many as they could afford in my marketing budget shipped to me. And honestly, for The Gift of Failure I'm just now finally running out of postcards, and I use a lot of those postcards still in my marketing. And they also have been in communication since then—been really appreciative of how much I invest in the publicity. But I will say, I knew—I knew when I was old news and that they were no longer really going to invest in my publicity—when the next big thing, the next big book that was coming out from Harper with this publicist, when I started accidentally getting that author's emails about, you know—it was a total mistake, and it was very funny—but I'm like, oh, yeah, I see, I'm done now. This is—they're on to the next book. Which was fine. But again—and we've said this a million times—no one can market you better than you can market you. So that was fine with me, and I also knew that that would be a big role for me with this book. But, yeah, the marketing budget is very much factored in when you look at how much they're willing to spend on you.Sarina BowenYeah. So we should say a couple more things about [unintelligible]. One is, everybody's first statement from the publisher—whether that comes quarterly, semi-annually, or annually—is always a little bit rattling, because they're hard to read. They just are. Like, I don't know any publisher who has, you know, beautiful, easy-to-read statements. And so the befuddlement one can have on there is, you know, not to be underweighted. But also, if you—so, we have this double-edged sword. Like, we want a big advance because it reduces our risk, and it increases the publisher's risk, so they're going to invest in it. But, as you said before, then if you don't perform—like, if you dramatically underperform your advance—and this happens in publishing all the time—it will be maybe a little bit harder for you to sell the next book, and maybe you have to switch publishers, because maybe idea number two is really fantastic and more saleable. Then you have to find somebody with a clean slate—like, that they see the value of your new idea. They're not intimidated by the fact that your first book didn't sell a kajillion copies. And, you know, that editor doesn't have, like, a wound from having, you know, failed the first time. So these things happen.Jess LaheyBecause—keeping in mind that that editor has to go, you know—any editor that wants to acquire your book has to go before, you know, their peers, their colleagues, and say, “I really want to buy this book, and here's how much I think it's worth, and there's going to be an auction.” And then, you know, I could imagine that an editor might feel like a bit of a doofus if their book doesn't perform the way they've predicted in front of that room of their colleagues.Sarina BowenBecause they would. You know, it's just not fair for them to come back and say, “Yeah, we'll give you the same schlubby advance on the second one.” So, so there's emotions on either side of this. And one thing about earning out that can happen is that sometimes, if you have a two-book deal, you will have a clause in your contract that calls for joint accounting between those two books. And this is a clause that I always ask to be taken out, because that means if you didn't earn out—if you earned out the first book but not the second one—then they're going to hold on to your royalties until you've earned out enough money to cover both advances. And that's obviously unfavorable to the author.Jess LaheyYeah, you also reminded me that there were some things that happened with The Gift of Failure, where, for example, I narrated my audiobook. And I think—I think that my flat fee for narrating that audiobook went against my advance.Sarina BowenAdvance. Mmhmm.Jess LaheyYeah, I didn't get a check, like a flat-out check for that. It went against my advance. And I think the same for my Spanish edition. I think that because the Spanish edition was also part of Harper—it's Harper Español—that that went against my advance as well, as opposed to, you know, “Here's another chunk of money for the Spanish edition.”Sarina BowenWell, that was actually a really unusual scenario for you, because you sold North American rights generally on this book, right?Jess LaheyYeah. Mmhmm.Sarina BowenIn English. You sold English only? Or World English? That would mean that…Jess LaheyActually, I didn't sell World English. It was just North American, because there's the different North American short books, and there's—Sarina BowenRight. Okay.Jess Lahey—the British version.Sarina BowenSo North American rights means that your advance really only covers those books that sell in the U.S. and Canada and territories of the U.S.—and sometimes the Philippines, for reasons that nobody has ever explained to me. But if you'd sold world rights instead, you would have the entire world to help you pay down that advance and then start earning royalties. And I did have a moment last year where I asked my agent, like, “Why didn't we sell world rights on this book?” Because now we're scrambling to place the book with a U.K. editor. And she said—and it made so much sense—she said, “Because if the U.K. branch of your publisher is not fired up about the book and is not motivated, then we won't get the placement you want anyway.”Jess LaheyGot it!Sarina BowenLike, it won't work. And of course, that made lots of sense—like, they're busy acquiring titles that they feel they can sell in the U.K. to their audience, and they know best about that. So I needed to be reminded why that is. But, yeah—so lots of things can go against our advances. And the point of today's discussion was to make sure that you understand that there's an emotional load for the way that we do these things. And your publisher might be very happy with you even if you didn't earn out your advance.Jess LaheyI can tell you, though, where The Gift of Failure is concerned—I have earned out in one spot, and that is China. In China, I have earned—not only did I earn out, they decided to renew my contract early because they were so pleased with sales there. So that's good. I do get small royalty checks for my Chinese version, so yay!Sarina Bowen(Laughing)Jess LaheyGiddy up.Sarina BowenGiddy up.Jess LaheyAll right, have we covered everything we want to cover on this topic?Sarina BowenWe have, and we hope that our listeners are out there getting the best advances they can and then not worrying about them too much.Jess LaheyExcellent. I like that answer. And until next time, everyone, keep your butt in the chair and your head in the game.NarratorThe Hashtag AmWriting Podcast is produced by Andrew Perrella. Our intro music, aptly titled Unemployed Monday, was written and played by Max Cohen. Andrew and Max were paid for their time and their creative output, because everyone deserves to be paid for their work. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit amwriting.substack.com/subscribe