Podcasts about PL

Triggerwarnung: In dieser Folge geht es um Suizid. Ende der 90er-Jahre kreuzen sich die Wege von Carola, Benedetto, Chiara und Giacomo in Süditalien. Giacomo wird ein enger Freund der dreiköpfigen, vermögenden Familie und wenig später sogar zum festen Bestandteil, denn er bittet Chiara, seine Frau zu werden. Doch nicht nur Chiara wird zum Objekt seiner Begierde. Als ein Familienmitglied wenig später spurlos verschwindet, machen sich alle große Sorgen. Alle bis auf eine Person. Hunderte Kilometer entfernt entdeckt drei Wochen später eine Bäuerin im Süden Bayerns eine tote Frau auf einem Schleichweg. Niemand weiß, wer die Tote ist oder woher sie kommt. Niemand scheint sie zu vermissen. Und noch ahnt niemand, welche Intrigen, Lügen und teuflischen Pläne erst Jahre später enthüllt werden. Diese Folge von „Mordlust – Verbrechen und ihre Hintergründe“ erzählt von der langen Reise zweier Ermittler, die einen grausamen Mord lösen wollen. Doch als es ihnen endlich gelingt, Licht ins Dunkle zu bringen, gibt es plötzlich noch ein weiteres Opfer. **Credit** Produzentinnen/ Hosts: Paulina Krasa, Laura Wohlers Redaktion: Paulina Krasa, Laura Wohlers, Marisa Morell, Jennifer Fahrenholz Schnitt: Pauline Korb Rechtliche Abnahme: „Abel und Kollegen“; Benedikt Müller **Quellen (Auswahl)** Urteil Corte d'Assise Brindisi (Landgericht Brindisi) vom 12.03.2007, Aktenzeichen Nr. 2/07 Andreas Herzog: “Soko Soien - Das Rätsel der unbekannten Toten” (hansanord Verlag 1. Auflage 2021) Aktenzeichen XY gelöst: https://t1p.de/rhmr5 Stern Crime Story: https://t1p.de/34uf6 **Partner der Episode** Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte: https://linktr.ee/Mordlust Du möchtest Werbung in diesem Podcast schalten? Dann erfahre hier mehr über die Werbemöglichkeiten bei Seven.One Audio: https://www.seven.one/portfolio/sevenone-audio

Key performance indicators are fundamental to a successful practice. But what about their dark side? Kiera shares how to know whether those metrics are telling you the right information or not, including what a false sense of KPI security can look like, common mistakes when reviewing those numbers, and how to keep your greater vision in tune with the indicators. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera (00:00) Hello, Dental A Team listeners, this is Kiera, and today's topic makes me giggle. because I feel like I'm such like hot to trot on KPIs, and I talk about them all the time. And this is gonna be like the other side of the coin of KPIs. And are your KPIs actually lying to you? Dun dun dun, like are those metrics actually not telling you what you want to know on it, like makes me giggle. And I loved because we've been podcasting for golly, so many years. I mean, I think about the conversations we've had together, the   tactical tips, the leadership growth, the confidence in becoming a CEO and running your business. And if you're not there, great. Come join us. Like let's take the easy route. You don't have to listen to all thousand plus episodes. you can take the like hit that easy button. My last name used to be Staples. So hit that easy button and come join us. But I felt like today would be a fun twist for myself as a podcaster and a podcast host of let's talk about like when do your KPIs actually lie to you because you can have some sexy numbers but still not be making money. And you'll be like, well what is going on?   Right? Your CP is like, you're doing great. And you're like, but I feel broke. your trainer at the gym is like, you're doing great. And you're I don't have the six pack. I feel like KPIs can be lying to you. And so I think it's a like, let's make sure that our numbers are telling us the entire story. And let's make sure that if they're healthy, our practice really is healthy and you know how to use your KPIs rather than be used by those KPIs. So number one, I hope you're tracking KPIs. If you don't know what a KPI is, it's a key performance indicator. I call them the vitals of your practice. So let's make sure that our   Our height, our weight, our blood pressure, our heart rate, all those are healthy and that they're tracking correctly. And if not, then like let's figure out how to fix those for your practice. Because they're not like our KPIs aren't a report card. They're KPIs are clues. And our whole consulting team, we have a KPI scorecard, and we all know that that is like the tip of the iceberg. And if one of those numbers is off or if all of them aren't looking right, we need to go and dig and dig and dig to make sure that they're correct. So I want to walk you guys through how something like KPIs can create some false sense of security, which ones to look for.   What are some mistakes that people often have when they do review their numbers? And then what are like maybe a couple of ways for us to make sure that those metrics are actually helping you to make better decisions? So, as you guys know, we're Dental A Team. I'm Kiera Dent. I'm obsessed with all things dentistry and obsessed with you. I want you to have your yes success life. I want you to have everything you want. I want your practice to serve your life. I want you to be profitable and successful. I want you to have structure and systems and stability where you just feel confident to be able to scale to the level that you want. There is no   Check mark and Dental A Team There is no you need to hit this level of practice ownership. It is what is your life? What is your dream? Let's make that a reality. And then let's make sure that you're doing it in the easiest, most efficient, fun way. Our job is to Posivate, impact the world of dentistry in the greatest way possible. And I'm so happy you're here. If I could give you a giant hug, I would. If I could give you a high five and tell you you're doing better than you think you are, I would. So just take those today. Give yourself a squeeze, give yourself a high five. And just remember, as business owners, it can be hard, it can be challenging, but it doesn't need to be.   So let's make sure that we're we're showing up, that we're rising up, and that we're being the best that we can be. And today I really want you to like stop chasing numbers and actually like understand your KPIs and what it's actually telling you. So step number one is gonna be like let's stop looking at KPIs in isolation. So like one KPI does not tell you the whole story. And so like a lot of times we'll say like production's up, we're all celebrating, but our profit's down. You're like, this doesn't make sense. Like we're producing more, but we're not profitable. Like it feels like this like very off-kilter scale.   That's like, well, if production goes up, my profit should go up. But that's not always the case. What about like our new patients are up, but our schedule still isn't full? Like, what is this? Or maybe like collections, they're up, like we're hitting at collections, but our AR is growing and our bank accounts not getting better. Like, why? Like that number is healthy with air quotes. So what we've got to look for is like, what is the relationship between the numbers and what's the driving result of the KPI and using the KPI as a system, not just an isolated piece. So   When we look at this, we want to make sure that like while production could be high, let's make sure our payroll and our overhead's actually where it needs to be. Because sometimes our production can go up and our payroll goes up. So we're hoping that production and profit go hand in hand, but sometimes they don't. So we need to figure out like numbers don't lie, but they can mislead us. So I don't want you sitting there like, well, my production's great. That could be false. Our profit could be high. That could be false. We need to be looking at the whole story, the entire, like it's.   you know, I can have good blood pressure, but what if my heart's not doing as well? Or what if my, I don't know, my I don't know all the medical terms, but there's other things like what if my cholesterol's not doing well, but that would never show up if you're looking at my heart rate. So there's just different ways and I think it's the same thing. So when we look at the vitals, this is why we get labs that are comprehensive on us. That's why we look at multi data points of our bodies. It's the same thing with your practice. So let's make sure that it's like KPIs are clues, but they're not a conclusion. And you gotta know the whole   the whole picture of this. So what I would do is like when we look at it, production should be tied. Like I usually look like my my first step is going to be looking at your production collection, making sure those are sitting at like a 98% ratio of each other. I'm looking at your like and I want net production, not gross production. Then I'm gonna be looking at the profitability of your practice because those ones are going to tell me a lot, just production collection and profitability. Those ones are going to tell me a lot. And if one of those is off, then I know can I go dig into this, this or this? Like   If your production's not hitting what we need it to be, fantastic. We need to go dig. We need to look at our case acceptance. We need to look at our hygiene. We need to look at our period. Like those things are gonna help us. I'm gonna look at your block scheduling, but that's gonna dip. Now, if our collections, they could be high, but we need to make sure like again, if our profitability is not there, collections could be high, but what's our AR? Ped practices have like two to five million sitting in AR and they didn't even know that. Well, that would make sense when you're like, well gosh, I feel broke.   You could be having 105% collections, but you're broke because we didn't collect that money last year or months prior. So again, they don't they need to go hand in hand, which then ties into like step two, which is going to be focus on the leading indicators, not the lagging ones or results. And this I think is really tricky with KPIs because a lot of our KPIs are lagging indicators, like production, collections, profitability, where the leading indicators, and I always hated lag and lead. I like, these people are so dumb. I don't understand it. Like, ugh, like.   But they do like what leads into production? Well, that's gonna be unscheduled treatment. That's gonna be our case acceptance, that's gonna be our hygiene reappointment percentage, that's gonna be how full our schedule is, that's gonna look at our new patient conversion, it's gonna look at our block scheduling. Those are gonna be leading indicators. So we could be tracking how many unscheduled treatment calls did we make. We could be tracking what our case acceptance is to see are we closing enough cases? We should be looking at our hygiene reappointment rate that's gonna help me see if my hygiene schedule is full.   We're gonna look to see how filled out our schedule is at certain points in the month to see are we filling enough? Are we diagnosing enough? We can also be looking at our diagnosis percentage and see how much we're actually diagnosing. All those things are gonna drive you to where you actually can see, is my practice healthy? Is my practice not healthy? So when we do these items together, they're going to give you visible warning signs before you hit a plummet. So if you're just looking at production, collection, profit, which are the main ones I go after, because like, hey, if those are there, they're usually pretty good.   But what leads to it. And sometimes what can happen is collections can dip automatically very quickly and be like, whoa, whoa, whoa. Or production can drop really quickly. If you're not looking at case acceptance, unscheduled treatment, reappointment percentages, those quick items, you can get into hot water real fast because we could be like production, production, production, and then all of a sudden we have a September. Okay, well, why do we have a September? Please. And everyone's like, it's because kids go to school. And I'm like, is there a way though that even with kids going to school and this and that, if we knew that?   If we strategically scheduled and we called all of our unscheduled treatment, because not everybody is going back to school, you still have elderly people that are not in that population. So what if in August we started targeting elderly populations that do not have kids at school? We're not targeting those younger families and we're making sure that they're in there, that they've got deposits paid for their treatment. We're calling on scheduled treatment starting in July. And August, we're calling our recare and we're making like 50 outbound calls a day. That's going to help proactively prevent this.   Those are leading measures that don't hit us on the lag when our productions all of a sudden suck Tember. Can we look for this? Can we look cyclically across the board of which are my lower months? Can we schedule vacations during that time if we know they're historically lower? Can we proactively put like ortho cases? Let's do an Invisalign day where we actually pump our September. So we're always doing ortho and September like back to school braces or those types of things. Like, could you start doing some of those things? Those are leading indicators that make it to where.   Before the production drops, we are proactively looking ahead. So I love to have KPIs that are leading and lagging, but the best KPIs are going to predict the future, not explain the past. So when I get my PL from ICPA, that's why you're all annoyed because you're like they said I did great, but now I feel broke. Well, it's because they're always looking one month retroactively and you're living in real time today. Your bank account doesn't match. Like you did great. And you're like, yeah, but I already spent it. It's because your PL is such a lagging measure.   You get it, but there's nothing. So what's our leading? What could we be doing? What do we look at? Let's look ahead. Let's see how far booked out we are. Let's see our new patient conversion rate. Let's see how many case acceptance we have. Let's look at how many patients are on our unscheduled treatment list. Let's look at our recare list. Now, if those are up to date and current, then we know we need to be pumping more new patients in there. But if we're not watching those leading measures, which those are the annoying ones to track, those are the annoying ones. People don't want to live in leading measures. Nobody out there wants to be like, okay, care, I made my like 25 calls of unscheduled treatment today.   Team members are like, I'm so busy answering the phone and just keeping the schedule full. But what they don't realize is if you make those outbound calls every single day, every day, non-negotiable, just like we brush our teeth, have that as part of it, those leading measures. If we are reviewing our cases every single week to see how we did so we can proactively improve our case acceptance every single week, we are proactively doing those things and we just stick them in on routine, you're not gonna have the dips nearly as often as you currently do. We tend to live in firefighting reactive KPIs.   rather than in proactive looking to see what we can do. For us it was always like, okay, how many, how many calls have we booked? That is such a lagging measure versus how many outbounds did we make? We can control the outbounds, but yet so many people don't want to do that. So I'd recommend absolutely 100% step two is let's make sure we're also tracking leading measures, not just lagging measures. And then the other piece is like don't just chase a metric where we're ignoring like   what actually is happening. Like why are we even looking at this metric? So if we're only looking at production, well then we can have like stress and we forget about patient experience and all that. So again, numbers are should be like like I feel like they're the table of contents of the book. And we don't miss the book because we read the table of contents. It gives us the quick highlight. But ultimately production's impacted by great patient experience. It's going to be impacted by   having great case acceptance. It's gonna be having that warm connection with each other. And so when we look at these KPIs, and this is where a lot of times KPIs like they should drive behavior. Like they should tell us where we're lacking, where we're dropping the ball, where we could improve. They should be telling us what behavior should change in the practice. That's why we look at them as a key performance indicator. It's like the lights that pop up and they tell us like, hey, we're going too fast or we're going too slow. Like great, it should be telling us how we're tracking on those.   But it shouldn't be replacing stress. And like that's the only thing we care about. we don't want to have it to where we're like so many times people are like, well, we could get more patients in if we just cut hygiene and we've dropped it to 45 minutes. And I'm like, you're not wrong. But like, what's our ultimate goal? Like, what are we ultimately trying to achieve? And is there a space where if we kept 60 minute hygiene appointments, could we maybe possibly serve our patients more? So let's do a focus of we're all gonna hit our fluoride.   We're gonna do fluoride, that's a great thing. Then we're gonna move it into fluoride therapy where we do fluoride and toothpaste. Then we're gonna make sure that we're doing scans in the next six months. Like I do them in six month chunks for hygiene. I know like we can't like dump everything on the hygienist. They gotta have like a few things. If we know September's coming, let's start doing scans in Q2 so that way we have all of our orthoscans already pre-done for three months before we even get to that level where we start to have it where it's gonna drop on us.   That's where we become obsessed with making sure we focus on the patients and we use our KPIs. To me, they're like a forecast and a projections if you use them correctly. They can also be a like nail in the coffin and you're like, well, shoot, our production's down, our collections are down, we got to fix that. So it's how can I look retroactively and see what do we do? How can I use leading measures to proactively make sure that we don't get into that? But then put those two together and ultimately tie those under the vision and the goal and make sure that they're driving us towards that.   That's what it should be. The top of everything, the umbrella over all those. Like if you want to think of an umbrella and your KPIs are like the the spokes that hold the umbrella, the the core umbrella over the top is what's our vision and what's the purpose of our practice? and if your KPIs like if you're just production, production, production, that's not who you ultimately want to be. Like if we're just profit, profit, profit, like yeah, you should be. But ultimately, like, yeah, I'm gonna say like profit's number one. To me, we have a rule.   We don't lose money. That's been my rule. That's been my standard since I started the company. And I stand by that because cash flow is the most scary thing as a business owner, in my opinion. so profit is number one for me, and I will always make decisions based on that. but profit in conjunction with possibly impacting the world, the dentistry in the greatest way possible. Pro profitability in conjunction with having a place where team members love to work. You can have both. It can be an and it doesn't need to be an or.   You can have both of those. You can be obsessed with a patient experience and production. You can be obsessed with having the best patient experience and having a very profitable business. Both of those coexist. And so using your numbers as a compass, using them as a guide, and making sure that we're we're headed towards the ultimate destination of our our vision and our mission, which is why it doesn't only we do business fundamentals. We're going to work with you on getting your vision and your mission and your core values like.   What ultimately is your goal as a business owner? What do you want your life to be? That's the ultimate goal. Jump more freedom. And guess what? It's written in pencil. You can erase it, you can redraw it any day you want. It doesn't have to be set in stone and like we we chiseled that sucker out. No, this is a like, it's in pencil. So what does I what do I want my life to look like today? Because when we achieve it, we might want it to look differently. Or as we're walking up that mountain, we might say,   You know, I really thought that I only want to work three days, but I love dentistry and I want to work four days. I just want to do this type of procedure. Or I love to be in the practice, but I want to do two days clinical and I want to do two days of mentorship. That is totally allowed. Your business should just serve that. Your business should be the one that's there. So that's the ultimate arching is your KPIs then should be like the guiding pillars to that in leading and lagging measures. So this is where your KPIs, KPI numbers don't lie.   But isolated numbers can definitely give false positives and false negatives if they're not seen altogether. So, like just a quick recap is don't look at your KPIs in just isolation. Make sure that we're tracking leading and lagging indicators. And then make sure that ultimately all of those are headed towards our greater vision of where we ultimately want to go. That's how we use KPIs. That's how we use numbers too, to make sure that we're actually headed in the direction we want to go.   And you are welcome to have one of those in isolation. You're welcome to have KPIs that just sit on their own. You're welcome to have where we only are tracking lagging measures. You're welcome to have like we only think about our vision and our mission, and that's what we care about, and everything will follow. I will say you're welcome to do that. I would say an easier path that helps you have all the data and the best data points is going to be where you put all three of those together, where you're able to look at them simultaneously, use them as data points to ultimately make your best decisions because KPIs are incredibly powerful.   But only if they're used correctly, even if they're used to be tools, not like like goals or stars to guide by, not sticks to beat ourselves with. I don't care. Like we're just we're like, I don't believe in failures. I just believe that there are results. So are we getting the result we're looking for or not? And if not, let's change and adjust. if we're constantly missing production, what are maybe a couple leading measures that we could do? Also having too many KPIs, you get lost in data and you can't actually see what you need to do. So simplifying it, having less is more.   making sure we're actually tracking outcomes rather than activity. Like what I usually say like reduce unscheduled treatment by 10% every single month. So I don't care how many calls you make. Yes, I know I said like make 25 calls. You can do task or you can do outcome. I prefer outcome based, but you might just be starting out and can't figure out that outcome. So like let's start with 25 calls a day. It's easy, all of us can do it. We can track it. Ultimately the goal is that our schedule is always full and we're putting enough outbound calls to make sure that when patients are canceling, which is gonna happen, they're gonna move their appointments.   that we're always able to get our schedule up to what we want it to be and we're not stressed, we're not going chaotic. So if you feel like you listen to this, you're like, you're I don't even know where to start, or like we're kind of doing this, we're halfway doing it, or I'm looking at this, but I don't know how to get my team bought into it. This is what we do. This is how we're able to help you. We're able to help you put it all together. Let's build your vision, let's build that mission, let's figure out where we're headed with no guilt, no judgment, just your life. Like, hey, grab the crayons, grab the confetti, like let's make what you want this life to be.   Then let's figure out which KPIs are going to lead us to that. Let's figure out which leading measures we need to help your team get on board with and why. Get them bought into the vision and the mission. And then we're able to help maintain and contain that consistency for you. So this is the zone. You usually don't need like a lot more reports. We just need clarity to cut through and to look at the things that really matter and put them together so we're not doing them in isolation. So you're not getting hit with those surprises, but actually being able to be proactive on that. So this is where I'm obsessed with helping offices have their dream life, look at the numbers.   use the numbers, not be used by the numbers and to get a team bought into it at whatever level you want. There is no set path. There is no set, every team has to do this. It's what's your vision, what's your life? How do we make sure that you're profitable and successful? And then how do we build the systems, the structure for scalability for you of whatever that looks like for you. So reach out. I'd love to help you out. Hello@TheDentalATeam.com. And as always, thanks for listening and I'll catch you next time on the Dental A Team podcast.

People are one of the hardest parts of a practice. Even with careful hiring and a great culture, you'll still deal with turnover, performance issues, and the occasional wrong fit.  In this episode, I sit down with Amy Anderson of ACG Practice Partners to talk about when people problems are actually process problems. We cover retention, compensation, hiring, transparency, and the operational leaks that get more expensive as you grow. Make It Easier for Good People to Stay  You can't guarantee every great provider will stay, but you can make sure they understand their role, how they're evaluated, and how compensation works. Clear job descriptions, check-ins, and transparency around gross margin and pay can prevent confusion.  Before You Blame the Person, Look at the Process  If a different person stepped into the role tomorrow, would the same problem still happen? If yes, look at the system before replacing the person.  Before you hire again, review:  Job descriptions and onboarding  KPIs and compensation plans  Lead handoffs and manual work  Hiring criteria  Small inefficiencies add up fast as the team grows.  (00:05:48) Retaining good providers (00:25:56) Diagnosing people versus process problems (00:35:33) Improving hiring decisions (00:40:08) Finding workflow inefficiencies and revenue leaks (00:44:29) Building accountability into operations  Share the Numbers Your Team Can Actually Influence  You don't need to hand everyone your entire P&L. Give your team the metrics tied to their work, like gross margin, booking rates, follow-up, or conversion. Then performance conversations have something concrete to work from. Small Operational Problems Get Bigger With Growth  A small inefficiency can become wasted payroll, missed revenue, and unnecessary headcount as the practice expands. Start with what's costing the most time or money. Stronger systems help good employees work without the owner constantly stepping in, leading to better accountability, healthier margins, and less stress. About Amy Anderson:  As a nationally recognized expert and CEO of ACG Practice Partners, she brings over 20 years of hands-on, non-clinical experience in the aesthetics industry. Known for her practical leadership and human-centered approach, Amy has guided practices of all sizes, from startups to multi-specialty groups, on optimizing operations, building strong teams, and achieving sustainable growth. She is especially sought after for her ability to empower leaders and tailor strategies that fit each practice's unique culture. Amy is a frequent national speaker and trusted advisor to surgeons and their teams.   Connect with Amy: ACG Practice Partners: https://acgpracticepartners.com/amy-anderson/ LinkedIn: https://www.linkedin.com/in/amyandersonmba  Instagram: https://www.instagram.com/amyandersonmba/reels/  MedSpa Pro: https://www.medspaproevent.com/expert/amy-anderson.html  Follow Shannon & Keep What You Earn:    Shannon Weinstein is the founder of a fractional CFO firm specializing in helping 7-figure aesthetics and wellness practices scale with clarity, cash flow, and confidence. She is committed to helping med spa owners understand, fix, and maximize their business's enterprise value, offering actionable advice and resources, including a popular free video series specifically for aesthetics practice owners.  Fractional CFO Services and Executive Financial Review: https://www.keepwhatyouearn.com/   Connect with Shannon: https://www.linkedin.com/in/shannonweinstein   Watch full episodes: https://www.youtube.com/@KeepWhatYouEarn   Listen on your favorite podcast app: https://pod.link/1580071347   Instagram: https://www.instagram.com/shannonkweinstein/   The information shared is for educational purposes only and is not individualized financial advice. Aesthetics practice owners should consult a qualified professional before implementing financial strategies discussed here.  

Veckans gäst är matprofilen och influencern Nina Hermansen. Och för snart 2 år sedan så tog den gamla Hela Sverige bakar-profilen beslutet att helt sluta dricka alkohol. Det intressanta här är dock att alkoholen fram till dess egentligen hade varit en ganska liten del av hennes liv, men i samband med klimakteriet förändrades ALLT. Då började kroppen reagera på ett helt annat sätt... Plötsligt kunde bara ett par glas vin resultera i kraftig bakfylleångest…I veckans avsnitt berättar Nina öppet om sin relation till alkohol och om morgonen då hon vaknade vid 05.00 med fruktansvärd ångest och kraftig hjärtklappning – och började gå runt, runt, runt på hotellet de bodde på, helt maniskt. Vi pratar om klimakteriets påverkan på hennes drickande, varför det där ”goda glaset vin” till slut inte kändes särskilt gott längre och beslutet att välja bort alkoholen helt.Dessutom pratar vi om ögonblicket då Ninas man förstod att han hade problem med alkoholen och hur det påverkade Nina, men även om alla andra fina och viktiga insikter som kommit med nykterheten! Ett fantastiskt avsnitt med en ännu mer fantastisk kvinna! Hosted on Acast. See acast.com/privacy for more information.

Stell dir vor, dein Werk stößt an einem einzigen Standort so viel CO₂ aus wie ein Prozent von ganz Deutschland. Salzgitter will das ändern und investiert 2,7 Milliarden Euro in die Dekarbonisierung. Mitten im Prozess ändert die EU aber ihre Pläne für den Emissionshandel. In dieser Folge bekommst du ein Update was genau die EU-Kommission für den ETS 1 und CBAM vorschlägt. Und einen ehrlichen Einblick, wie sich das Hin und Her auf die Wettbewerbsfähigkeit deiner Dekarbonisierungsstrategie direkt auswirkt. Frank Best ist Professor für Betriebswirtschaftslehre an der HTWG Konstanz und forscht am Potsdam-Institut für Klimafolgenforschung genau dazu, wie der EU-Emissionshandel Unternehmen in ihrer Dekarbonisierung beeinflusst. Er räumt bei Podcast-Host Zackes gefährliches Halbwissen rund um den ETS auf und erklärt, warum wir die Dekarbonisierung in China massiv unterschätzen. Alexander Redenius von Salzgitter Mannesmann Forschung ist seit 2015 einer der Mitinitiatoren von SALCOS (Salzgitter Low CO₂ Steelmaking) - einem der vermutlich größten Dekarbonisierungsprojekte in Deutschland. Er gibt Zackes reale Einblicke in die Chancen und Herausforderungen der Dekarbonisierung deutscher Schwerindustrie und was es für unsere Wettbewerbsfähigkeit und funktionierende Geschäftsmodelle braucht. ✅ Was der neue EU-ETS-Vorschlag vom Juli 2026 konkret ändert: der lineare Reduktionsfaktor. ✅ Warum CBAM europäische Stahlhersteller schützt und wo er in der Praxis an Grenzen stößt. ✅ Wie Salzgitter mit SALCOS über 95 Prozent CO₂ einsparen könnte und wie sich ändernde Rahmenbedingungen darauf auswirken. ✅ Warum gerade jetzt Zauderer belohnt und Pioniere bestraft werden könnten. Eine wertvolle Folge für alle Sustainability Manager und Geschäftsführer, die verstehen wollen, wie sich der CO₂-Preis auf ihre Branche auswirkt. Auch außerhalb der Stahlindustrie.

Welcome to episode two of Footballing Hell... where every Monday Rob and Josh discuss the weekends football (or the bits that interest them) in the only way they know how. Chaotically, with not enough sleep, prep or insight... This week we (sort of) discuss (some of) the opening fixtures of the PL season. Including Arsenal's win against newly promoted Coventry and why a football season should not start on a Friday night. Elsewhere, is it always funny when a big team is rubbish? And did Alan Shearer get that new top on MOTD as a birthday present? Enjoy!! If you want to get in touch with the show you can; Email us: footballinghellpodcast@gmail.com And follow us on Instagram and Tiktok: @footballinghell FPL team -⁠⁠ join the Footballing / Parenting Hell mini league ⁠⁠ LEAGUE CODE: 1a5fc7 Leave us a 5* review and subscribe to the podcast please. You know the score by now. Why football? Why now? We hear you ask... “Finally we can bring our unique brand of unprofessionalism, distractedness and inability to get things right to the until now slick and professional world of football pods. Get ready for no tactical analysis, zero discussion of VAR and a surprisingly high level of Neil Warnock chat. For people who find other football pods too informed.” - Josh Widdicombe "After 6 years of discussing my wife and children on Parenting Hell it's such a liberating feeling to finally have a podcast where I chat about something I truly love and care about in football" - Rob Beckett ⁠Footballing Hell ⁠is a Spotify Podcast, new video episodes available everywhere every Monday (don't worry - it's business as usual on Tuesday and Friday with the usual Parenting Hell episodes) A 'Keep It Light Media' Production  Sales, advertising, and general enquiries: hello@keepitlightmedia.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

00:00:00 NEWSAll In PreviewAEW game newsTwerp at the cinemaEarly morn' cinema PL is back!00:38:50 QsFantasy UpdateWordlowJOE - EMAIL01:09:30 REVIEWSDynamiteCollisionDSOTR: Missy Hyatt01:56:50 MOVIESEvil Dead BurnI Saw The TV GlowCoyote vs Acme x2They Will Kill YouThe End of Oak Street02:20:56 TVLanterns Widows BayX-Men 97Always Sunny S18Hacks02:41:39 GAMESAC Black Flag “ReSynced”Big WalkFallout 4

Was bedeutet es, auf einer Insel zu leben, die sich ständig verändert? Jens Heyken ist auf Juist aufgewachsen und leitet seit 1999 das Nationalpark-Haus. Seit mehr als 25 Jahren beobachtet er dort nicht nur die Natur, sondern auch, wie sich unser Blick auf das Wattenmeer verändert. Im Gespräch mit Christian Weigand geht es um das Leben auf Juist, um Kindheitserinnerungen und die Frage, warum Jens als Jugendlicher unbedingt von der Insel wegwollte – und schließlich doch zurückkehrte. Es geht um das Wattenmeer als dynamischen Lebensraum, in dem sich Dünen, Sandbänke und Küsten ständig verändern und in dem der Mensch nur ein kleiner Teil eines viel größeren Systems ist. Jens erzählt, was er in 25 Jahren Nationalpark-Arbeit über Natur und Menschen gelernt hat: Welche Fragen stellen Besucher heute? Sind wir naturbewusster geworden?Dabei wird die Folge auch grundsätzlicher: Warum fällt es uns so schwer, Natur einfach Natur sein zu lassen? Wann müssen wir eingreifen – und wann sollten wir loslassen? Und was kann ein Lebensraum, der sich ständig verändert, uns über Geduld, Zeit und Entschleunigung lehren? Aber der Schutz der Natur ist nicht immer konfliktfrei. Jens spricht über Veränderungen im Nationalpark, den Klimawandel und darüber, dass Naturschutz auf einer touristisch geprägten Insel nicht automatisch auf Zustimmung stößt – auch nicht bei den Einheimischen. Eine ruhige, persönliche Folge über Inseln, Natur und die Kunst, genau hinzuschauen – und vielleicht ein Plädoyer dafür, manchmal einfach stehen zu bleiben und Ebbe und Flut zu beobachten.Hier findet ihr weitere Infos zum Nationalparkhaus auf Juist: https://www.nationalpark-wattenmeer.de/besuchen/infozentren/nationalpark-haus-juist/Mit „Ein Leben für den Ozean“ ist ein Buch zum Podcast erschienen. Es erzählt 10 Geschichten über die Held*innen der Meere und begeistert bildgewaltig für den Ozean. Ihr könnt es unter www.ein-leben-fuer-den-ozean.de bestellen.Den Link zu meinen Werbepartnern findest du hier: https://linktr.ee/helden_der_meere_partner

August 22, 2026 - Andy & Peter kick off another Premier League season as Arsenal win, and Spurs and United proved to be overhype'd as both lose. Plus, a discussion of the Mourniho documentary, Daniel Robertson on Serie A, and they did into the PL referee handbook that was released on Friday. theKickAround.com Follow us on Facebook, Instagram and X Listen to past episodes on The Ticket’s Website And follow The Ticket Top 10 on Apple, Spotify or Amazon Music See omnystudio.com/listener for privacy information.

August 22, 2026 - Andy & Peter kick off another Premier League season as Arsenal win, and Spurs and United proved to be overhype'd as both lose. Plus, a discussion of the Mourniho documentary, Daniel Robertson on Serie A, and they did into the PL referee handbook that was released on Friday. See omnystudio.com/listener for privacy information.

Kristoffer, Mikkel og Truls er i studio for å oppsummere en nydelig PL-helg, med 3-0 mot Coventry som det store høydepunktet! Hosted on Acast. See acast.com/privacy for more information.

Du hast es wieder getan. Nachgegeben, obwohl du eigentlich Nein sagen wolltest. Zu viel gegessen, obwohl du dir etwas anderes vorgenommen hattest. Dich zurückgehalten, obwohl du dich eigentlich zeigen wolltest. Und plötzlich ist er da, dieser Gedanke: „Warum kriege ich das schon wieder nicht hin?“ Aber vielleicht ist genau das gar nicht das eigentliche Problem. In dieser Folge zeige ich dir, warum solche Momente dazugehören können – und warum viel entscheidender ist, wie du danach mit dir umgehst. Denn genau hier begegnen sich dein inneres Mädchen und deine Löwin. Das Mädchen kennt die Angst, die Scham, den Zweifel und den Wunsch, sich lieber wieder zurückzuziehen. Die Löwin ist der Teil in dir, der lernen kann, auch dann bei dir zu bleiben, wenn etwas nicht so gelaufen ist, wie du es wolltest. Und das bedeutet weder, deine Gefühle wegzudrücken, noch dich von ihnen bestimmen zu lassen. Ich zeige dir in dieser Folge, wie du nach einem Rückschritt hinschauen kannst: Was ist gerade passiert? Was hat mich dorthin geführt? Und was brauche ich, um wieder in meine Kraft zu kommen? Nicht gegen dich. Mit dir. Wenn du am Ende dieser Folge ein kleines bisschen anders auf dein vermeintliches „Versagen“ schauen kannst – und deine Löwin genau dort ein Stück mehr spürst –, dann hat diese Folge erreicht, was ich mir wünsche. Und wenn du Lust hast, noch mehr über dich und deinen Körper zu entdecken, komm zu „Mein Körper & ich“ am 13. September, 18–20 Uhr, online über Zoom. Für den Abend verschenke ich 10 Plätze. Einen der 10 Plätze sichern Wenn dich:#Körperpsychotherapie #LöwinUndMädchen #Nervensystem #Selbstwert #Körperarbeit #Sportpsychologie #Persönlichkeitsentwicklung interessiert, bist du hier richtig. Mehr über meine Arbeit: Anna Auer – Körperpsychotherapie Instagram @dieannaauer

Kommt Island in die EU? Island stimmt über die Wiederaufnahme der EU-Beitrittsgespräche ab. Unsere ARD-Korrespondentin Jana Sinram war vor Ort und zeigt im neuen Weltspiegel Podcast, warum die Debatte das Land spaltet und Island bisher nicht zur EU gehören wollte: zwischen Unabhängigkeit, Fischereirechten und dem Wunsch nach mehr Sicherheit in einer unsicheren Welt. Politikwissenschaftler Prof. Dr. Maximilian Conrad von der Universität Island erklärt, warum ausgerechnet Trumps Grönland-Pläne und die Rolle der NATO Island in die EU treiben könnte. ------ Alle Folgen des Weltspiegel Podcasts: https://www.ardaudiothek.de/sendung/weltspiegel-podcast/61593768/ ------ Weltspiegel Doku: Island – Die Macht der Influencer https://1.ard.de/Island_Macht_der_Influencer_WeltspiegelDoku?p=wsp ------ Podcast-Tipp: Ready for Lift Off https://1.ard.de/ready-for-liftoff?cp=weltspiegel ------ Feedback & Themenvorschläge gerne an: weltspiegel.podcast@ard.de ------ Moderation: Natalie Amiri Redaktion: Julia Schuster, Judith Schacht Mitarbeit: Caroline Mennerich, Dennis Filimonow, Roman Maruhn Produktion: Wolfgang Lösch Redaktionsschluss: 20.08.2026

Re-releasing a Dental A-Team podcast fan favorite! Britt is fresh off visiting a ton of practices, many of which are part of dental support organizations (DSOs), and she's sharing her insight. With Kiera, she talks about the foundational pieces to set up DSOs for success — everything from training the leadership team, setting up KPIs, providing profit and loss statement education, and allowing culture and patient experience to grow in each practice while keeping an overall brand. 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 today we are bringing you something so special. I am so excited because this is one of our most popular episodes from the archives. Whether you're hearing this for the first time or catching it again, I am so excited because it's jam packed with a ton of takeaways that you can start using right now in your practice. We have released thousands, literally thousands of episodes. And I wanted to start bringing a few of these amazing episodes back for you. So I hope you enjoy. And as always, thanks for listening and I'll catch you next time.   on the Dental A Team podcast.   speaker-0 (00:31) and I've got the one and only Brittany Stone back on the pod. Guys, she has been a freaking road warrior, traveling to seven offices in one day. Dang, Britt. Welcome back. How you doing? How you feeling? How are you today?   speaker-1 (00:45) I'm good. You made me sound better than I was in one day. Seven in a week. Still a lot, but seven in a week.   speaker-0 (00:51) Yeah, that's exactly what I meant. We could edit that or you guys can just know. in my mind, I think it felt like you were seven in a day. Like you were cruising   speaker-1 (00:58) Yeah.   speaker-0 (01:00) to practices. Seven in a week is so many offices. But guys, don't worry, Britt wasn't like leaving them high and dry hanging out. You were seeing it kind of walk us through. I know you went to quite a few DSOs that had multi practices, multi locations. Kind of what was that like and and how does that even look when you're going to multiple practices like that?   speaker-1 (01:19) Yeah, it's fun. So that was it was a week of my like multi practice location. So one had three offices, one had four offices, the two groups that I work with last week. And so it's fun. It's fun to see one you get to know kind of like the visionaries who who started a thing, whether it's just an owner or multiple partners that are involved in it, get to see kind of their vision and it's it's fun to see   the different also types of practices that are underneath their umbrellas and how they run 'cause usually we've got some different sizes, obviously different locations. So so yeah, I got to go in, meet everybody, go see all the different practices, kind of see what's going on with them, what things we could help with on an individual practice level and then also as an organization. So it was a good time.   speaker-0 (02:07) That's a lot. And I I do think it is fun when you go see multiple practices because this whole idea of DSO is that we want all of our practices to run exactly the same. And I know when I was a regional manager of ten practices, the bottom line is there is no such thing as running every practice the same. I think it's more like getting rid of that illusion that they're all going to be the same. And it's more what are the foundational pieces and the the silver lining strings that we want running amongst them all. Britt, I know you had one practice,   that kind of wanted to do their own thing within a group. Like, how do you how do you get like one, paint the vision of all the practices needing to be at least fundamentally pretty consistent and similar. And then also helping the doctors and the team members understand like, I get it, it might be annoying for you, but for the greater good of all the practices, it really does make everything easier when we run the same. Because I know a lot of practices just want to run as solo practices, but when you're in a group and multi-offices   that no longer serves the greater organization. Like what was kind of your findings with that? How do you how are you finding to get people on board? Is that something you were running into? Just kinda give us your thoughts around that.   speaker-1 (03:16) Yeah, I think every DSO probably struggles or like group practice struggles with all right, how much do we have the same and like where can we kind of let them be their own and shine in their own way? And also from the business side of things for the DSO, right? What things are more financially beneficial for us to be able to do them the same and have on the same system? so that we run it across all offices and get the true benefit of the DSO.   And so that's where you s kind of start to to figure out, all right, there's gonna be a lot of systems that one, yes, anything that impacts other offices or the group overall, we've gotta make the best decision for the group on how we want that to run, whether it's but easy things like payroll is a pretty pretty common one that's gotta be obviously the same across all over offices. If we're using the same software, right, the way we run our schedule, who's allowed to be on our schedule.   All of those things kinda need guidelines that go across the board. So we all know a little bit of the rules of engagement on things like the schedule. So that's kinda I start to think of it as all right, what are the most important things that impact each other that we need to have the same that's also gonna allow us to be most financially beneficial for the DSO? And then what things don't necessarily impact the other offices where those offices can start to really like, all right, what are procedures you do? Great, go run with it, build it up and   Even if we can get some referrals from other offices for that thing, fantastic and they kinda kinda do their own a little bit.   speaker-0 (04:48) For sure.   And but I was thinking like it actually might be fun on this podcast for us to dive into when you're in a DSO, because Br I know your private practice sold to a DSO. I work with lots of DSOs. You work with lots of DSOs. And I think DSOs are a pretty hot buzzword right now in dentistry. of kind of what are some of those things that you should have standardized. I love that you brought up the payroll for sure. for me, some of the things I know I'm looking at is I really am just looking at   Key metrics amongst all practices. And I know, Britt, with a lot of the DSOs that you and I are consulting together, that is one of the biggest things of making sure all of them are hitting the metrics. And then whatever they want to do outside of those metrics, it's pretty much free reign from there. So, like we're talking labs, supplies, overhead, production per hour per provider, hygiene production.   those are like my main things. Case acceptance is another one I really like to watch. Number of new patients per practice is another key indicator that I really love watching. but those are kind of the main things. And then I really feel like in DSOs and multi practices, some of the biggest things that get lost are culture and patient experience. And those are to be different shades for every practice. And I really I like practices to think in like, no, you want the patient to feel the exact same way whether they come to this location.   Or whether they're going to another location. It is that way. And having practices and offices think like I've got one right now and they just acquired another practice. And they're really doing a divide between the offices. And they're they're labeling each office based on the city. I was like, whoa, whoa, whoa. let's call them all the practice name. So we are all, let's just say, healthy smiles. It's not healthy smiles of probos and healthy smiles of orum. It is   Healthy smiles, and then we have our Aurum location and our provo location. Those are just a quick way because I think when you can have it as an umbrella of all the practices operate as this way, and then here's these different locations, but helping everyone realize there is the healthy smiles way. And we operate on healthy smiles first. Secondary is going to be our location. Are those some of the things you've seen? Like those are one, the key indicators I like to look at. And then secondly, making sure that people realize like the culture and the patient experience.   really need to be dialed in in my opinion, to really help these DSOs grow and flourish.   speaker-1 (07:09) Mm-hmm. I'm with you on KPIs, right? Teaching office managers how to be able to kind of take charge of those, know what's going on in their practice, and that we're all watching those important numbers to be healthy for sure. That's an across the board thing. and then I'm with you on capitalize off the brand. from a lot of the DSOs we work with, where it's a few different locations, usually I feel like a lot of them are gonna be like five or less, where you can truly   make sure that we are maintaining our standard, maintaining our brand, and then capitalize off of that brand for all practices to where there might be a patient who's looking to go to the office, but maybe it's a little bit farther. great, they've got a location that's closer than to me. Awesome. Let me just go ahead and go to that closer location. And agreed. You've got to keep then the culture and the patient experience up to be number one. And what does that look like? What does it stand for? And there are   I will say different pieces that go into that when it comes to maintaining that culture in our practices and that experience. And I think those would be some non-negotiables like you start to build in if it's we're on time, right, with our appointments as much as possible. So that's something we really drive with our teams. We're always friendly with our patients, we're always welcoming. How do we present on the phone?   you can start to dig into some of those things that you really want to represent as a practice and make sure it's ingrained in our team members and how we present.   speaker-0 (08:41) Yeah. And I think like you said it's that culture in that brand. And honestly, I think people forget that that's actually why you became successful. Like that culture, that brand you started developing, that's how you're able to multiple scale across other practices. And I feel like offices that that see all the practices as one company and then the the different locations are just extensions of that company are the ones that really flourish. In that same thing, I feel like Britt, something you and I have really been   trying to hone in on with offices is to make sure that they have a key leadership team. So people that are really in sync to make decisions. and that's for your operations, for your labs, for your supplies, and and then making sure that things can actually execute forward. Because I feel like when we get a lot of partners involved, what happens is everybody has a strong opinion, but those opinions actually are great unless they stop all the the forward progress   And I think they really just have to be key decision players that everybody elects. It's almost like a board. I feel like all the practices are almost like a neighborhood and you need an HOA, like somebody who can actually just make the decisions and execute in the best interest. And maybe you've got a few of them. So you've got, say, your regional manager who's overseeing all of the practices, the overhead, the operations really. You've possibly got a clinical manager on there who's really looking at the hygiene, the dental assistants.   Then you've got probably a dentist on the board who's making decisions as far as what are the clinical diagnoses, what are the supplies that all dentists need across the board. And then you're probably gonna have somebody who's your finance person. So someone really looking at the financials of the practice. And if you can have one of those key players, I feel like just get that honed in. Then you can have all the practices have their own like little leadership teams and whatnot.   But really you've got those four players who can make very strong decisions. And maybe the dentist is the same person as the clinical lead. Maybe that we don't need an extra person there, maybe not. But I think if you can really get that dialed in, you're going to be able to make a lot stronger decisions and be able to move things forward more. Britt, what are you seeing? Like you were literally just in DSOs. Are you finding that that type of structure helps move things along? Or are you finding like, no, we need to have key leaders in other areas?   Wha what's kind of your take on how to make sure decisions can be made? Because I truly feel like once you get the the KPIs dialed in and everyone's reporting in, once you get your office managers looking at their practices, making sure they're profitable and reporting in, then you got your culture and your brand, it's really about getting decisions made quickly and moving things along rather than getting stagnated with so many opinions.   speaker-1 (11:20) Mm-hmm. And I am big on agreed. You've got to figure out who are your key players, what leadership team do you need in place. I am in big support of having someone who's a strong regional manager in place to help make a lot of those kind of smaller decisions for offices, the offices need support on and empowering office managers to make decision decisions within the balance that you give them.   I think the more you expose your office managers and teach them some of the business side to where they really know what those KPIs are, they really know what they're watching, they know how to influence it, you'll become more confident in their decision making as they see things at a kind of higher level, a bigger picture. but when they can have that information, know how to see it from a little bit higher level, start giving them   the the opportunity to make decisions within their practice. So one, they can kind of see the fun and feel empowered to where they really can run that team and own that office. and they don't feel like they're just kind of sitting waiting for people to tell them what to do. and then that they've got a really strong regional behind them who also has the ability to make decisions within the parameters that if it's partners or owner gives them.   to keep moving things forward and same thing. It's a super empowering thing to where they can get more creative and think of o opportunities for the practices than just feeling like they need to wait because they can't make a decision or do anything because someone's not gonna approve of it.   speaker-0 (12:47) And I really love that you talked about having that regional manager understand the business. I feel like in DSOs, you have to have somebody who understands the business and can think like a business owner. That way they can make decisions. Britt, what were some of the things that as you were basically their regional manager, you were in that DSO role? What were some of the things you felt helped? Because I I think I think sometimes business owners forget everything they've learned. So having somebody come through, it's almost like we've forgotten what business 101 is.   of what things we really need to teach them. What have you found that was maybe helpful for you, for your owners to teach you so you could be more successful in your role within that DSL?   speaker-1 (13:28) Sure. I think one of the first things is helping the office managers and regional managers understand what a PL is. Like, and it doesn't even have to be like the terms of this is a PL, but understanding, I like to relate it to it's just like at home if we have a budget, right? And what money do we have coming in, what things are we spending money in, and at the end, you know, what do we have left over? Just helping them understand not overall.   kind of equation of how the business runs and what are the different pieces within that that they can impact, which is ultimately how many patients we have, how much we treatment plan is truly our ultimate potential as an office. And then what we close, what we schedule, what we collect on, and then controlling our expenses, so then we can have a greater kind of profit left over at the end. So helping them understand that big picture and then helping them to understand within each of those little sections, which are   Then KPIs, what are the more like tangible things that we can track that impact that bigger equation to the business? And agreed, I think we don't realize how much we've learned along the way or people have taught us along the way, even myself kind of running through sometimes these KPIs when you haven't seen them before and you don't understand one, maybe where they come from, or two, why would we even track it? And three.   What could I even do to change that number? Like those are things you have to learn over time and someone's gotta gotta actually take the time to invest in teaching you.   speaker-0 (14:59) Which I I don't think people realize that PNL. When I first looked at a PL, I'm like, this looks like a straight up foreign language. Like I don't even know what ninety percent of this means. And so just imagine, if you will, if you've been running a business, you've been looking at PNLs, pretend you were just plunked into like for me, I do not speak Chinese. So being stuck in a class speaking Chinese and them handing me a report and saying, Kiera, you need to be able to read this and figure it out and tell me what I should do with my business.   I would literally look at that and want to cry. And then I'd probably take a picture with my phone and I'd start Googling and I'd hope and pray I could find some type of Google Translate to figure it out. That like I feel is a good way for you to really understand like what it feels like to be those team members when they first start looking at PL. So I think one of the best ways is just practice. and what I've done is like Britt said, is really just   Sit with your regional. Also, you can do this with your office managers, especially in DSOs, because the more your office managers understand the PL and what it should look like, that can help. So it's really just dial into that. tell them what a healthy payroll like payroll should be sitting at less than 30% of our total collections every month. Our lab should be at less than 9% of our total collections every month, supplies 5%, and just go down the list with them so they can see is this good or is this bad?   I love HDA accounting. I think they do a great job. Profy is another one. I'd Bailey is another one. those are just some some accounting companies. I like when they send the P and L because it's red and green. Like HDA is like you get a thumbs up or you get a thumbs down. Makes it a little bit easier. But then asking your regional or your managers to say, Hey, when you look at this P N L, what do you see that's going really, really well? And what do you see are some of the areas that might be trouble areas and why? Because I feel like when you can start to almost   quiz them and role play with them and have more of a collaboration with them, they start reading that PL and figuring it out rather than you always telling them. But like Britt said, you've got to take the time and invest with them. That way they can look at a PNL. I know Shelbi's been doing RPLs. She sends it to me every week and finally I said, Shelbs, what do you see on this? And that was the first time she'd really looked at it. Sha I just had an assignment for her to send them to me every week, which she does great. But then I started asking her to look at them and then we start diving into it and looking at different numbers.   And it's crazy how when you just spend a little bit of time, people can really start to find things that you as the owner might even be missing. And then they can take the accountability and the ownership of it. But just realize like it is a completely foreign language for these poor people. Let's not forget to train them and educate them so they can be set up for success.   speaker-1 (17:38) Mm-hmm, for sure. And I think also when it comes down to it, when you start looking at some of these numbers and you haven't looked at it before, so even office managers, when they look at it and they haven't seen it or regionals, they're gonna start to understand and like it it's fun in in a way to see their eyes kind of open to like, I understand why like I really want to be able to hire an additional team member, but here's where we are, so it makes sense now why now's not the time to hire.   And we need to work on some other things so we can afford to hire another team.   speaker-0 (18:10) Exactly. And then you're no longer as the business owner, the bad guy or the good guy. When your regional says, Hey, I want to hire, you say, Prime, can we afford this? What does the PNL say? And they then are the ones who are answering the question rather than you being like giving the green light or giving the thumbs down. And then they are more again a partner with you. Britt, as a regional, and I'll give my insights of how it felt for me, how does that make you feel when you can as a regional start making those business decisions and truly be like a trusted   side partner where you're like really, really informed in the business. How does that make you as the regional manager, you as the manager, the practice like, what do you feel like when you feel that competent reading PNLs and understanding the business?   speaker-1 (18:54) I loved it. I loved it for one of the biggest reasons is because I'm in a practice, especially as OM, like I'm in a practice every day and can see what I have and what I need and what's actually going on like as close to the ground as possible. So when it's something like this, we're like driving numbers in a certain direction, I'm like, all right, I can see multiple things kind of in the puzzle that I can start to manipulate or impact.   to be able to drive those numbers, drive the results, or if it's like, hey, we want to get new technology, what do we need to do to get there? Great, we want another ITero. Here's a plan of how we can afford to get that new piece of equipment.   speaker-0 (19:33) Exactly. And it it feels so good. Like for me, it just felt like the I like to win. And I felt like it was finally my my roadmap to being able to be successful and and hit the goals that my doctor had, but literally have like the optics, if you will, for success. And so I think it's super paramount of teaching your team members and empowering them. Like even as team members, I know Tiff, Britt, Shelbi, like our whole team. They'll look like, Kiera, can we actually afford that?   That is like one of the happiest days of all of my business time because I'm like, they're actually looking to see, can we afford that? Can we do this? Does this make sense for the business? And it's not me just carrying the weight anymore. So I feel like it's really important for for offices, especially DSOs. Like I would say if we were to recap this and Britt, it's fun that you just came in off of DSO. So I thought, like, hey, let's dive into DSO success of one.   Like set up your KPIs. Make sure you've got all practices reporting in and they understand and like truly spend the time to teach your office managers at each practice what those KPIs need to look like, how to get the information, and then have a set cadence where they're really reporting in with you. The next thing is like build up that leadership team within the DSO of the strong people that can actually make the decisions and they have the autonomy and the authority to execute. And then third, train the team members to really look at these PL so they understand.   Before all that we did talk about like having the standardization of culture, the name, making sure those things run the same. And I feel like within DSOs, you are way, way, way more needed to be structured and to over-communicate than you are in solo or even secondary practices. Like the type of communication, the amount of communication, the amount of I would say like rules with massive air quotes. Like people just need to know the guidelines of what we can or can't do, and they've gotta be black and white. That's kind of like my recap of everything we talked about, Britt.   Of like DSO success, but is there anything I may have missed or things you want to just highlight on your own that you feel really really makes or breaks a DSO from your perspective?   speaker-1 (21:35) I think those are all key pieces that ultimately build to like there's no one or three people at the top that depending on how big you get, right? They can be responsible for making all decisions. So a lot of it is making sure you've got that flywheel of culture going to where you don't have to put so much effort into controlling it. And then you've got key people and support so that the people kinda at the top or the the OGs, the originals who kind of started it.   that you build in support for yourself and you're not having having to make all of those decisions for everybody.   speaker-0 (22:10) Think that that's actually one of the like key pieces that I hadn't even realized is this allows more freedom of those visionaries to go and make decisions, but have a team that can also make decisions and think like that visionary more so. So, like, and to be honest, a lot of people get excited about going and buying the practices that they forget. You need to have that foundation, those guidelines, those ways for people to make decisions without the OGs being there to answer everything. And if you don't have that in play.   Get that in play, hire a coach. That's what we do. We literally help offices get these things set up, things they might not have thought about. Be that mediator who can really remind, show, guide people to get things done. But make sure you have that in play as you're building, but or I would truly suggest before you do it. However, I know all visionaries just go and they buy the practice and then figure it out. So like it's cool. We we know you, we see you, but really getting that ability for people to be it have autonomy.   And so that way the owners don't have to always be making every decision. I think one just empowers everyone and two, it's an easier flowing process for sure.   speaker-1 (23:16) Mm. Absolutely.   speaker-0 (23:17) So guys, there you go. There's Road Warrior Britt coming back in off of a DSO week. We love our DSO practices. But really, I just thought it'd be fun for us to highlight today of what are some of the the key sticks success for DSOs. And Britt, I know you came from a very successful DSO before joining Dental A Team. And so I feel like you just have such a knack for it. And offices who work with you, shoot. You got some of the most raving reviews from the offices you were with. Like I got personal text messages from those doctors thanking you for being there and how much   you're able to clarify. So Britt, kudos to you. it's fun to have you share on DSO secrets and success.   speaker-1 (23:53) Thanks. I do love my D SOs.   speaker-0 (23:56) They're just fun. Britt and I giggle were like, we loved our our new practices, but man, those DSOs, they're like puzzles for us to have to try and figure out, put together. Britt and I will collaborate on these all the time, and it's so fun for those DSOs.   Kiera Dent (24:12) I hope you all loved today's episode as much as I did. It is crazy to think that this many episodes have been released since we started the Dental A Team Podcast. And I started looking to say, my goodness, our listeners need to be reminded of some of the things they may have learned a year ago or two years ago or five years ago, because so many things in our practices weren't relevant back then when we heard them, but they are relevant today. And I would be doing you a huge disservice if I didn't re-release some of these episodes for you to remember, to refine.   to optimize and really truly if you ever need a topic or you're like, my gosh, I wonder if the Dental A Team has anything like this, go onto our website, TheDentalATeam.com, click on our podcast tab and you can literally search any topic. So whether it's overhead or hiring or firing or team morale or engagement or case acceptance or hygiene or associate onboarding or whatever it is, we have so many episodes for you. And so I am going to intentionally be   re-releasing some of the top best episodes for you, pulling back some of the ones that I needed to remember, some of the things that I feel for you to really, really relearn right now and to re-remember, or if it's the first time, welcome. I'm so happy you're listening to it, but I hope you truly enjoyed today's episode. I hope that you share this with somebody. I hope that you go and implement today because we only have one day. We only get today. And so making today the best that it possibly can be. If we can help you in any way, shape or form, reach out Hello@TheDentalATeam.com.   And as always, thanks for listening and we'll catch you next time on the Dental A Team Podcast.  

C'est l'heure de la reprise pour la Premier League 2026/2027 ! Arsenal est-il l'immense favori pour réaliser le back-to-back ? Comment va réagir Manchester City après la perte de Pep Guardiola ? Liverpool, Chelsea, Manchester United : qui peut se mêler à la course au Top 4 ? Pour tout savoir sur la Premier League, c'est ici !Saka, Haaland, Wirtz : quelle star attendez-vous le plus dans cette saison de Premier League ? Le WFC vous livre sa grande preview PL.Ce podcast est hébergé par Podcastics, la plateforme pour créer et diffuser votre podcast facilement.

This week, I'm turning the mic over to Audrey Neff, host of True to Form, and replaying the conversation she originally shared with her audience. Audrey put me in the hot seat with the financial questions medical spa owners need to be asking as they grow.  A full schedule can still produce weak cash flow, a second location can magnify problems that already exist, and a practice that depends on its owner for every decision will be difficult to scale or sell.  Audrey and I connect these issues by following the money from individual treatments through to the long-term value of the business. The Metrics Behind a Financially Healthy Med Spa  Free cash flow gives an owner choices. It can fund cash reserves, support a new location, reduce debt, or create an exit opportunity. Producing more of it requires a clear understanding of which treatments fill your schedule and which ones contribute meaningful margin.  In this episode, we discuss:  Why reviewing a P&L without interpreting it leaves owners with more numbers but very little direction  How revenue per hour, margin per treatment, patient retention, and customer lifetime value influence cash flow  Why injectables can bring patients through the door while leaving little room for profit when pricing, commissions, and discounts are poorly managed  How "Bed Bath and Botox" discounting cuts into an already thin injectable margin  The missed retail sales opportunities hiding inside treatment plans and patient conversations  Why a med spa should have four to six months of cash reserves before opening a second location  How to identify and reduce owner dependency by asking, "What breaks first when I leave?"  What buyers examine when calculating enterprise value, including cash flow, owner dependency, customer concentration, and operational risk  The Five-Part Financial Playbook  Here are the exact steps we use to evaluate a practice's financial health:  Core profit: Are your treatments priced to produce healthy margins?  Operating profit: Can your budget support the team and infrastructure required to run the practice?  Cash flow: What remains after your equipment, debt, taxes, and other obligations are paid?  Customer value: Are you retaining patients and increasing the value of those relationships?  Enterprise value: Can the practice continue producing reliable cash flow without depending on you?  Following the steps in order helps you identify the financial constraint that deserves your attention now instead of trying to fix everything at once. Get your free Playbook here. Add "True to Form" to Your Playlist  This conversation originally aired on Audrey Neff's True to Form podcast. Audrey brings candid conversations about leadership, operations, patient experience, growth, and enterprise value to the medical aesthetics industry.  If you own or lead an aesthetics practice, subscribe to both shows:  Subscribe to Keep What You Earn  Subscribe to True to Form  Get the free Financial Scaling Playbook for Aesthetics  Connect with Audrey and Aviva Aesthetics:  Audrey Neff brings more than a decade of experience in the medical aesthetics and wellness industries and currently serves as Chief Marketing Officer at Aviva Aesthetics. A respected marketing strategist and global speaker, she has served as a key opinion leader for several leading aesthetic brands and has taught for more than 30 medical aesthetic associations worldwide. Her thought leadership has been featured in publications such as PRIME Journal, The Aesthetic Guide, and PAN Journal. Audrey is also the host of True to Form, a globally ranked podcast exploring the people and ideas shaping the future of the aesthetics industry.  Website: https://avivaaesthetics.com/  True To Form podcast: https://www.instagram.com/truetoformpodcast/  Instagram: https://www.instagram.com/audreyneff_/  LinkedIn: https://www.linkedin.com/in/audreyneff/  Follow Shannon & Keep What You Earn:    Shannon Weinstein is the founder of a fractional CFO firm specializing in helping 7-figure aesthetics and wellness practices scale with clarity, cash flow, and confidence. She is committed to helping med spa owners understand, fix, and maximize their business's enterprise value, offering actionable advice and resources, including a popular free video series specifically for aesthetics practice owners.     Fractional CFO Services and Executive Financial Review: https://www.keepwhatyouearn.com/   Connect with Shannon: https://www.linkedin.com/in/shannonweinstein   Watch full episodes: https://www.youtube.com/@KeepWhatYouEarn   Listen on your favorite podcast app: https://pod.link/1580071347   Instagram: https://www.instagram.com/shannonkweinstein/   The information shared is for educational purposes only and is not individualized financial advice. Aesthetics practice owners should consult a qualified professional before implementing financial strategies discussed here. 

VM- og PL-guldvinderen i bordtennis serverer hvalkød, biller og insekter for de unge talenter, han er landstræner for. Han mangler 1/3 af den ene arm og flere fingre på den anden, men det afholder ham ikke fra at svinge kortet. Som da han scorede sin hustru med en middag, der kostede 20.000 kr. i overtræk. Vært Anne Glad, tilrettelæggelse Mette Willumsen. I redaktionen Emma Rønn. Glæd dig til dagens episode, som du nu kan høre i DR Lyd.

Confira os destaques do Jornal da Manhã desta segunda-feira (17): No lançamento oficial de sua campanha, o candidato à Presidência pelo partido Missão, Renan Santos, criticou duramente os rivais Luiz Inácio Lula da Silva (PT) e Flávio Bolsonaro (PL), projetou um país próspero e seguro e pediu à militância jovem que convença pais e avós “desiludidos” de que é possível tornar o Brasil “um país que desperta”. Durante o evento, Renan Santos afirmou: “Hoje somos uma nação derrotada, sem esperança e sem futuro”. Reportagem: Matheus Dias. O presidente do PSD, Gilberto Kassab, reduziu as chances de vitória de Flávio Bolsonaro (PL) nas eleições presidenciais de 2026. O presidente do PL, Valdemar Costa Neto, reagiu à declaração e afirmou que “Kassab é um petista roxo”. Reportagem: Rodrigo Viga. Os candidatos ao governo de São Paulo, Tarcísio de Freitas (Republicanos) e Fernando Haddad (PT), iniciaram suas campanhas neste domingo (16). Tarcísio discursou em Osasco, na região metropolitana de São Paulo, enquanto Haddad deu início à sua campanha em um evento ao lado do presidente Luiz Inácio Lula da Silva (PT), em São Bernardo do Campo. As atividades marcaram o início oficial da disputa pelo governo paulista. A Polícia Federal localizou em Assunção, capital do Paraguai, uma aeronave vinculada ao ex-banqueiro Daniel Vorcaro, no âmbito da Operação Compliance Zero. A aeronave é avaliada em R$ 120 milhões e retornou ao Brasil no fim da tarde deste domingo, com o apoio da adidância da PF no Paraguai e da Secretaria Nacional Antidrogas do país vizinho (SENAD/PY). O avião ficará estacionado no Aeroporto Internacional de Brasília, onde será submetido às medidas judiciais cabíveis. Reportagem: Marco Viana. Em documento enviado ao Ibama (Instituto Brasileiro do Meio Ambiente e dos Recursos Naturais Renováveis), a Petrobras afirmou que espera gastar ao todo pouco mais de R$ 3,3 bilhões para perfurar quatro poços na Foz do Amazonas. A manifestação afirma ainda que o valor inicial contempla os descontos dos custos com garantias e/ou apólices, prêmios de seguros pessoais e reais, licenciamento ambiental e planos, programas e projetos ambientais associados a cada perfuração. O valor foi repassado pela Petrobras ao Ibama depois que o órgão cobrou, durante parecer do fim de 2025, o pagamento de uma compensação ambiental de R$ 39,6 milhões para a exploração no poço pioneiro Morpho, onde foi encontrado petróleo na sexta-feira (14). Reportagem: Rodrigo Viga. O governo dos Estados Unidos discutiu a imposição de novas sanções contra o ministro do STF Alexandre de Moraes, segundo o jornal Financial Times. De acordo com fontes ouvidas pela publicação, a medida estaria relacionada à investigação sobre a origem de uma reportagem envolvendo o ministro Flávio Dino e aos mandados autorizados por Moraes. Em julho do ano passado, os EUA aplicaram sanções ao magistrado com base na Lei Magnitsky, posteriormente revogadas em dezembro. A punição havia sido motivada pela atuação de Moraes no julgamento que resultou na condenação do ex-presidente Jair Bolsonaro. Reportagem: Eliseu Caetano. Os 21 partidos políticos com representação no Congresso Nacional têm até esta quarta-feira (19) para prestar esclarecimentos ao ministro Flávio Dino, do Supremo Tribunal Federal (STF), sobre a eventual participação de dirigentes partidários na gestão de emendas parlamentares. O pedido busca esclarecer se houve participação de dirigentes das legendas na gestão dos recursos. Reportagem: Marco Viana. O presidente Lula (PT) e Flávio Bolsonaro (PL) aparecem tecnicamente empatados em um eventual segundo turno das eleições de 2026, segundo pesquisa Nexus realizada para o BTG Pactual. O petista tem 47% das intenções de voto, contra 44% de Flávio Bolsonaro, filho do ex-presidente Jair Bolsonaro. Como a margem de erro é de 2 pontos percentuais, a diferença entre os dois está dentro do intervalo estatístico da pesquisa. Ainda no confronto entre Lula e Flávio Bolsonaro, 8% dos entrevistados afirmaram que votariam em branco, nulo ou não escolheriam nenhum dos dois, enquanto 1% não soube ou não respondeu. Essas e outras notícias você acompanha no Jornal da Manhã. Learn more about your ad choices. Visit megaphone.fm/adchoices

Steve Merson folgen auf Social Media über eine Million mehrheitlich sehr junge Deutschschweizerinnen und Deutschschweizer. Wie geht man mit dieser Verantwortung um? Und wie kehrt man den eigenen Schmerz um in positiven Content? Für seine Fans ist er auf dem Olymp angekommen. Beim Aufstieg wurden ihm jedoch viele Steine in den Weg gelegt: eine Kindheit mit einem drogenabhängigen Vater, die Flucht mit der Mutter ins Frauenhaus, der Verlust des Bruders und der eigene, mehrfache Kampf gegen Depressionen. Auf der Suche nach Liebe und Bestätigung muss er sich selbst immer wieder neu erfunden. Ob er diese Liebe und Bestätigung gefunden hat und welche Pläne er in Zukunft verfolgt, verrät er im «Focus»-Gespräch mit Stefan Büsser. ___________________ Habt ihr Feedback, Fragen oder Wünsche? Wir freuen uns auf eure Nachrichten an focus@srf.ch – und wenn ihr euren Freund:innen und Kolleg:innen von uns erzählt. ___________________ «Focus» ist ein Podcast von SRF -Host: Stefan Büsser -Angebotsverantwortung: Anita Richner _____________________ Das ist «Focus»: «Focus» ist der SRF-Talk, der Tiefe mit Leichtigkeit verbindet. Nirgends lernt man Persönlichkeiten besser kennen.

► Tickets für unsere Tour: ⁠https://www.eventim.de/artist/die-deutschenWird Social Media für Jugendliche bald Geschichte sein?

Die Themen von Caro und Flo am 17.08.2026: (00:00:00) Schwimm-EM: Warum der 19-jährige Johannes Liebmann das mit Abstand beste Wochenende hatte. (00:01:44) Riesige Waldbrände: Wie die aktuelle Lage ist und wie Helfende das Wochenende erlebt haben. (00:08:30) Hitzeschutz: Was die SPD gegen die Hitze tun will und was andere Parteien zu den Plänen sagen. (00:13:45) Ceuta: Wie es jungen Migrant:innen in der spanischen Exklave gerade geht und was dort am Wochenende passiert ist. (00:19:14) Community-Aufruf: Was macht euch im Straßenverkehr aggro? Habt ihr Fragen oder Feedback? Schickt uns gerne eine Sprachnachricht an 0151 15071635 oder schreibt uns an 0630@wdr.de. Kommt auch gerne in unseren WhatsApp Channel: https://1.ard.de/0630-Whatsapp-Kanal Hier könnt ihr per QR-Code rein: thttps://1.ard.de/0630-bei-Whatsapp Von 0630.

No podcast ‘Notícia No Seu Tempo’, confira em áudio as principais notícias da edição impressa do jornal ‘O Estado de S.Paulo’ desta segunda-feira (17/08/2026): No primeiro dia de campanha, os dois candidatos que lideram as pesquisas eleitorais se voltaram principalmente para a economia e a segurança pública. O presidente Luiz Inácio Lula da Silva (PT) falou em ministério para tratar de segurança pública e disse que a exploração de terras raras no País é tarefa de empresas brasileiras, sem a intervenção de outros países. Os EUA têm pressionado para abrir esse setor aos estrangeiros. Já Flávio Bolsonaro (PL) voltou a usar a imagem da tesoura para prometer cortar os impostos. Ambos apostaram também no simbolismo ideológico: Lula escolheu o estádio municipal 1.º de Maio, em São Bernardo, para começar sua campanha à reeleição. Foi lá, em 1979, que o então metalúrgico liderou uma greve em plena ditadura militar. O candidato do PL escolheu a Praia de Copacabana, no Rio, e foi vestido verde e amarelo. Política: Caiado, Zema e Renan abrem corrida ‘em casa’ Economia: Crédito próprio avança 70% em 2 anos com juro elevado e endividamento Internacional: Terremoto na Indonésia deixa 5 mil desabrigados; mortes chegam a 53 Esporte: Brasil ganha ouro inédito no MundialSee omnystudio.com/listener for privacy information.

Valérie Dittli trotzt Partei und hält an Regierungsamt fest, Pläne für verfallene Raststätte am Walensee, die Sense erlebt ein Comeback

Ao contrário de semanas atrás, crises acometem mais a campanha de Lula do que de Flávio neste momento, porém, candidato do PL precisa "encatar" mais os eleitores que ainda buscam uma decisão para o seu voto. Campanha será curta.

Airbnb just partnered with TripAdvisor to bring 425,000 experiences onto its platform — a move that signals Brian Chesky isn't just dabbling in experiences anymore, he's building a second business inside the first. The crew breaks down what this means for the future of in-destination travel, why the real unfair advantage might already be sitting inside every host's guidebook, and whether this is Airbnb's best play in markets where short-term rental bans are tightening the grip on its core product. Edwin brings the European perspective: Barcelona's courts just sided with the city, 10,000 units disappear by 2029, and the ripple effects are spreading.   Then the conversation shifts to IHG, which is taking a completely different approach to the owner economics pressure wave sweeping the industry. While Hilton cuts fees and Marriott rolls out rebates, IHG is pitching a full services package — marketing, digital support, training, group booking — and telling owners to trust the value. Edwin's challenge is sharp: don't tell me the service has value, show me the PL. The panel explores whether regional marketing studios could actually be the unlock and what happens when brands start making owners more dependent on infrastructure they don't control.   The big closer: Blackstone just paid $2.5 billion for a 25% stake in AeroPlan, valuing Air Canada's loyalty program at $10 billion — more than the airline itself. Scott calls it a data and credit card gold mine. Ben says the airline business is a commodity and loyalty is where the differentiation lives. And somehow the whole thing detours into a love letter to Blackstone CEO John Gray's Instagram and why the best business development tool in 2026 might just be a jog through Central Park with your phone out. — This Week in Hospitality is presented to you by Journey. Journey is a loyalty platform built specifically for independent boutique hotels and high-touch hospitality brands. Our mission is to give operators the same powerful rewards engine, data intelligence, and guest insights that major chains rely on — without asking them to give up the individuality, soul, or story that makes their property extraordinary. If you're an owner or operator of an extraordinary, independently owned and operated hotel or residence — and you want to see whether your property is a fit for the Journey Alliance — you can learn more and apply at https://www.journey.com/alliance — Special Guest: Sarah Kopit — Editor-in-Chief of Skift LinkedIn: https://www.linkedin.com/in/sarahkopit   Your Hosts: Zach Busekrus — Journey LinkedIn: https://www.linkedin.com/in/zachbusekrus/ Instagram: https://www.instagram.com/behindthestays/   Scott Eddy — Global Travel & Hospitality Expert @MrScottEddy LinkedIn: https://www.linkedin.com/in/mrscotteddy/ Instagram: https://www.instagram.com/mrscotteddy/   Ben Wolff — Founder of Onera & Oasi LinkedIn: https://www.linkedin.com/in/ben-wolff/ Instagram: https://www.instagram.com/iambenwolff/   Edwin Kramer — Luxury Hotelier Consultant & Former GM LinkedIn: https://www.linkedin.com/in/edwinckramer/ Instagram: https://www.instagram.com/edwinkramer/

Eine berühmte US-Demokratin hegt Präsidentschafts-Ambitionen. Berlin spekuliert über die Nachfolge von Frank-Walter Steinmeier. Und Deutschlands Städte fragen sich: wohin mit all den Autos? Das ist die Lage am Freitagabend. Hier geht´s zu den Artikeln: Ambitionen auf die Präsidentschaft: Plötzlich tut Alexandria Ocasio-Cortez Wokeness als irre ab Bundespräsidentenwahl: Vier Tage, vier Stunden und fünf Minuten im Sommerloch Rewe, Edeka, Lidl und Co.: Können Supermärkte das Parkplatzproblem in den Innenstädten lösen? +++ Alle Infos zu unseren Werbepartnern finden Sie hier. Die SPIEGEL-Gruppe ist nicht für den Inhalt dieser Seite verantwortlich. +++ Mehr Hintergründe zum Thema erhalten Sie mit SPIEGEL+. Entdecken Sie die digitale Welt des SPIEGEL, unter spiegel.de/abonnieren finden Sie das passende Angebot. Alle SPIEGEL Podcasts finden Sie hier. Den SPIEGEL-WhatsApp-Kanal finden Sie hier. Hier geht es zu unserem SPIEGEL Shop. Alle Newsletter vom SPIEGEL finden Sie hier. Hier geht es zur SPIEGEL Akademie. Sie möchten den SPIEGEL mitgestalten? Registrieren Sie sich bei SPIEGEL Perspektiven. Informationen zu unserer Datenschutzerklärung.

Trockenheit in der Schweiz: Wasser wird zur kostbaren Ressource. GLP-Präsident Jürg Grossen fordert neue Speicher, wo Gletscher verschwinden, eine landesweite Erfassung des Wasserverbrauchs und eine nationale Kältestrategie. Was steckt hinter diesen Plänen? Der Hitzesommer 2026 beschäftigt die Menschen in der Schweiz. Was sind die Forderungen und Konsequenzen der Grünliberalen Partei? Welche kurzfristigen Massnahmen sind notwendig, um auf die aktuelle Situation zu reagieren? Ausserdem: Grün und wirtschaftsliberal, lange schien diese Kombination das Erfolgsrezept der GLP zu sein. Doch seit den Wahlen 2023 scheint die Partei Schwung eingebüsst zu haben, Sitze gingen verloren. Ist das nur die politische Grosswetterlage, oder wird der Spagat zwischen Ökologie und Wirtschaft zunehmend zum Problem? Der Präsident der GLP Schweiz, Jürg Grossen, ist zu Gast bei David Karasek.

Did you know: Today's dentists are waiting five years longer to buy a practice than they were a generation ago? Kiera is joined by Brian Hanks of Dental Buyer Advocates to talk about delayed ownership traps and why the future of private practice is an encouraging one (Brian shares numerous data points to back that up). They also touch on overcoming fears and all the information out there that makes everyone seem more prepared for business ownership than they actually are, and how to go about buying a practice while asking the right questions. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera (00:00) Hello, Dental A Team Listeners, this is Kiera, and today is an awesome day. I am so excited to be podcasting with one of my favorite humans. He and I have spoken across the country together. We go to different things, we share clients together. I have Brian Hanks, the owner of Dental Dental Buyer Advocates. And today we're gonna talk about like delayed ownership trap because I think so many people get stuck into this of should I buy, should I not buy? And Brian and I are just here to have a fun rift. So, Brian, welcome to the show today. How are you?   Brian Hanks (00:28) So nice to be back, Kiera. You're one of my favorite people too. Thank you for having me.   Kiera (00:32) Of course. I'm excited, Brian. It's a good time. It's been a hot minute since we podcasted together. So it's time, it's time to talk about this. Because when we were chatting about episodes, you were saying that dentists are now waiting like five years longer to buy a practice than they were a generation ago, which is fascinating to me because I've been on this like whole hot to trap of like, do people buy? Are DSOs taking over? Like, is there still money to be made in private practice? Like literally my chiropractor and I were talking about this the other day because she's like,   My dentist told me that they were like not able to make any money. And I was like, well, they sh just give them my card. Like private practice to me is still one of the best businesses and industries, even if you have to buy a top dollar right now. and so just like super fascinating to talk about like delaying that purchasing, why people do it. But Brian, I've jumped right in and pretended like everybody knows who you are. Brian, give us a little intro of like who you are, how you got into Dental Buyer Advocates, what your background is, and then like let's talk about to delay or not delay buying a practice.   Brian Hanks (01:29) Sure.   Yeah, I one of my favorite stories. I'm an ex-Wall Street guy, so I'm a reformed Wall Streeter. And my father-in-law is a dentist. And I would watch these Wall Street people come in and like sell a very aggressive investments. And when they went bust, they would turn around and sell the crappy investments to dentists who at the time my was my father in law. Active practice, he lived in the Seattle area. And anyway, I went to go work for a dental CPA in the Dallas area. I went to work for another one. So I'm I've lived in the accounting world, Kiera.   And when I was in that world, I got younger dentists who were in the pro they were the associates and they were asking accounting questions and tax questions and you know financial planning questions. And inevitably they would come back to dental practice ownership. Like, how do I do this? How much do I pay? Is   Kiera (02:13) Yeah.   Brian Hanks (02:13) is this a good deal? And so I went looking for the book. I was like, well, where's the book? I was on Amazon, I was other places. There was no book. And I thought, all right, well, let me try writing this book. Famous Last Words, by the way, it's way harder than you assume. But the book is called.   Very creatively, How To Buy A Dental Practice. And that helped me start my own business. And that's   Kiera (02:30) I like it.   Brian Hanks (02:33) what I do. I I only help buyers of dental practices. And, you know, Kiera, my business is good, your business is good. Dentist business, we can talk about why the future of private practice is very bright. I can give you some stats and   Kiera (02:46) Mm-hmm.   Brian Hanks (02:46) statistics. But one of the interesting, the most interesting facts for me is Health Policy Institute has data that shows that.   Dentists get into ownership, like they they end up in ownership. Okay, so I'll give you like they've broken it down by like graduation rates. So like the the   Kiera (03:07) And what I   Brian Hanks (03:08) dental school grads from 1990 and then 1995, and everybody between 95 and 2000, so and so forth. So they have these like vintages of graduates. And   Kiera (03:16) Mm-hmm. Mm-hmm.   Brian Hanks (03:17) very reliably, they're showing that nine out of ten dentists, of which you know there's 203,000 in the US, nine out of ten end up in ownership.   At some point in their career. But like you said,   Kiera (03:27) Fascinating.   Brian Hanks (03:28) they're waiting longer to do it. And I think that's what we're going to talk about.   Kiera (03:32) Yeah. Which like again, I think people are scared. So many students I worked at Midwestern and they're like, Kiera, should I buy? Should I go associate? And I was like, listen, you're just delaying the inevitable so like get in there and get it done. Now, I like always throw an asterisk on that. Like if you're not good at your hand skills, like yeah, go go associate for a hot minute. like if you aren't confident with your speed and with case acceptance and like presenting, that's gonna be but I'll tell you there is nothing more thrilling than throwing yourself into a business that you have to produce for.   You learn case acceptance really freaking fast. Like, ask me how I know. We surely did that. Like I took a student, we took our first practice from 500,000 to 2.4 million in nine months. Like she was a she was a power producer. Do I have an office right now that just bought a practice less than a year ago? We're already on track for two and a half million. Yes. Like there are a lot of success stories from that small town. It's not like they were just given the keys to the kingdom. Like they've had to work for it, they've had to build things. They don't have full schedules. But   I just, I don't know. I'm the same way and I I don't know. I'm I'm at a space of but do what makes you happy. Like, do not go   Brian Hanks (04:37) Yeah.   Kiera (04:38) own a practice and make less than being an associate. That's like a hard line for me too. I'm like, 'cause if you're gonna like not be a good business owner, keep associating. But I   Brian Hanks (04:43) No. Yeah.   Kiera (04:46) agree, I feel like the trajectory of dentists is always to purchase. Like they want their own stamp, they want their name on the building. I will also highly recommend don't put your name on the building. Like that's really fun and not scalable. Ask me again how I know that. Like   Cura's dental consulting was real fun till it wasn't. Like the things you the things you evolve on, but truly I I'm excited to hear why you think people are delaying, what that's costing them. Brian, I love that you always come with a bunch of stats and facts. And I love that you named your book, like How To Buy A Dental Practice. That's what people want to know. so it sometimes simple is no, that is the best.   Brian Hanks (05:13) I know. I just yeah. I'm not the best at marketing, right? So yeah, like we we call Kiera when we need   marketing advice. So okay.   Kiera (05:24) Mm-hmm.   Brian Hanks (05:24) So Kiera, here are some more stats for you.   Kiera (05:28) Okay, ready?   Brian Hanks (05:29) the average owner, dentist, makes $151,000 than the average more than the average associate. Okay, 151. Now that's   Kiera (05:37) I was like, hold on, 151   is bad. That's more than if you're being an associate. You're gonna make 151,000 more. Okay.   Brian Hanks (05:43) Yep. Yeah. And think about why   that is. Yep. That's obviously the you're taking on the risk. You're taking on the the pain and suffering of being an owner, right? So there's some compensation involved in   Kiera (05:51) Mm-hmm.   Brian Hanks (05:52) that. Those are two medians, right? And there is a bell curve around both of those numbers. So is it possible   Kiera (05:57) Course.   Brian Hanks (05:58) to make less as an associate? Yes. Yeah. Is it possible   to make a hell   Kiera (06:01) Mm-hmm. Uh-huh.   Brian Hanks (06:02) of a lot more than $151,000 more than an associate? Absolutely, yes, right. So there's there's room on both end of the ends of those those bell curves. but think about   So here's why I one of the data points why I think private practice ownership and dentistry is still it's bright and it's getting brighter. Is you think about the average associate you talk to, Kiera, the average associate I talk to when we're standing around a cocktail party or at mid mid the you know, wherever, some conference, Yankee, Midwestern.   Kiera (06:30) Mm-hmm.   Brian Hanks (06:31) And I will tell you the average associate that I talk to isn't saying, gosh, Brian, you know what? I love my boss. I love the DSO I'm working for.   I love my hours. I love the insurances we take, the assistant they force me to use, I love her, right? It's the future of private practice dentistry is bright because dentists are people. And people generally like   Kiera (06:52) Mm-hmm.   Brian Hanks (06:52) a little bit of control over their career if they can get it. And dentists absolutely can get it. So that's one of the data points that   Kiera (06:55) Yeah.   Brian Hanks (06:58) I love. Now, are dentists scared to get into ownership? And do higher on average student loan balances scare them marginally more than they did 10 years ago, 20 years ago? For sure.   Yep, absolutely. Here's the mistake   Kiera (07:11) Absolutely.   Brian Hanks (07:11) they make. So I'll give the associates listening or the students or whoever it is that's maybe telling you, Kiera, or telling me, or they're telling their, you know, the the person next to them on the treadmill at the gym while they're listening to this, like, sure, Brian, easy for you to say, but I don't feel ready. Right? I haven't taken all of Care's courses.   Kiera (07:30) Mm-hmm.   Brian Hanks (07:31) I haven't, I don't know how you know, I'm not the pro at treatment planning. My hands beat because you I I want to take this implant course first, right?   You come up, your brain comes up with all these excuses of why you don't feel ready. And I'm not gonna dismiss your feelings. I think your   Kiera (07:45) Mm-hmm.   Brian Hanks (07:46) feelings are valid. You should listen to them, but don't here here's another thing to consider in addition to your feelings. Is you know how there were like a hundred people in your dental school class, probably ish, right? And 10 of whom you would never let near your teeth. Like you watch them go through all four years of dental school and you're like,   Okay, of those 10 over there, like they're never getting, they're never giving me a shot. They're never in that nothing, right?   Kiera (08:10) Yep.   Brian Hanks (08:10) Because I guarantee you, nine out of ten of those dentists, they already own their practice. They're not bankrupt. They're making more money than you,   Kiera (08:16) Yeah.   Brian Hanks (08:17) and they are killing it. Meanwhile, you're scared to run a practice. And those, if   Kiera (08:22) Mm-hmm.   Brian Hanks (08:22) those jokers can figure it out, you can figure it out.   Kiera (08:26) Totally. Well, and I think also on there like, Brian, let's be real. Is anybody ready to be a business owner? Like I wasn't, I'm sure you weren't.   Brian Hanks (08:31) Nope. Nope.   Kiera (08:33) I think are people ready to be parents? The answer is no. Like nobody feels ready for that. Were you ready when you went into dental school? The answer's no. I think that there's this imposter syndrome that hits us all that we think, like, give me a little more time and I'm gonna get ready. Give me a little more time. And I will say that like the brass taxes, you jump into owning a business and you figure it out. Now, should you listen to some podcasts? Should you do some things? Like for sure.   But   like how many consultants and coaches are there that literally are gonna like grab your hand, walk you through, and make sure you don't make the mistakes? Like how many people like yourself are gonna walk you through buying the practice to where it's an actually great practice? I I think that I think there's more help today. Now, do I think there's a lot of noise and a lot of people that might be like posturing out there saying that they know what they're doing? Yes. So make sure you like vet them a little bit before you go and jump on a bandwagon of somebody, like someone who's been there, done that, done that successfully multiple times is who I'd bet on. But like   We are in such a day and age where there is so much information out there. You need to be a great clinician. We're gonna teach you how to be a great business owner. And as long as you're comfortable realizing that you've got to learn that side of it, that's to me, like if you're a good producer and you're a good human, like go for it. There's dentistry is so fun owning and practice because the sky is the limit. And ultimately there is no cap on what you're able to do, what you're able to produce, how you're able to do it.   And I think that there are very few careers out there, very few job opportunities that really are the sky's limit. Now, remember how I told you about that dentist who bought their own practice. They're now doing like two fifty this year, whatever they're he was making five hundred thousand as an associate. And so this   Brian Hanks (10:06) Yeah. Hi Bart.   Kiera (10:08) is one where like people be like, Well, gosh, like, you know, he went from five hundred thousand and now he's at a two point, I think he's gonna end around two to two point four this year. But like he had a great associateship. And so I think   There is still this just like uncanny, unnatural desire that you want to just own, you want to build. And I think dentistry is also if I look at like banks, they lend to dental practices, like almost guaranteed, like they have a they're pretty lucrative with like just shelling money out to your dental practice. And I'm like, if banks are willing to back, you've got to also see that your dental practice, like you have the greatest opportunity of not failing.   of any business venture you're going to do. Why is private equity coming in strong? Because they know dental practices are almost bulletproof of an investment to have. So when I look at all those reasons, I agree with you, Brian. People don't feel like they're ready, but I'm like, you're never gonna feel ready. But you have so many things stacking in your favor to help you be successful.   Brian Hanks (11:03) At the beginning of that, I   I don't I don't want people to miss that. If they missed the wisdom that Kiera just shared at the beginning of that, as she said, yeah, you use parenting. I think you use business ownership as some advice. Like I I just want to repeat what you said because it's so important. Dentistry is not like, I don't know, Kiera, scuba diving, right? If you go get scuba certified, you like practice in the pool. And then they like make you, you know, they learn, you know, you you learn taking the regulator out of your mouth and putting it back in and all that. And I imagine like dentists think   ownership, like there's gonna be some course I can take that's gonna prepare me for ownership kinda like scuba certification. That's like you gotta help me come up with   Kiera (11:38) Yeah.   Brian Hanks (11:39) a better example, but it's not it's not true. It's like parenting,   Kiera (11:42) I got you.   Brian Hanks (11:42) it's like marriage. It's like I don't know, business ownership, whatever it is. Like the the thing that prepares you for it is just doing it. Just just   try it out.   Kiera (11:50) Mm-hmm.   Brian Hanks (11:50) Yep.   Kiera (11:51) Well, and I think Brian, to that point, like the analogy is I think people think business ownership is a skill that can be learned in a one, two, three step versus like marriage, relationships, child, like being parents, business ownership. It's an evolution of soul and it's a it's a creating of who you are. It is not a skill. Like there are skill points to it, like learning to read a p PL, learning how what profitability is.   But business ownership in and of itself, I had a friend she's like, Kiera, you have to have kids. Like it will strip you down to your core and it will like show things to you that you've never had. And I said, Have you ever been a business owner? Cause I'll tell you that I'm pretty confident. I've got a lot of that stripping over here that's like breaking me down to my utter like most. But I think we think business ownership and running a practice, I'm not here to say that there's not like tactical pieces and we've broken it down. Like our team actually just went through this something. I'm like, there's really like   10 things that you need as systems that are really gonna make or break it. And you gotta know a couple of like core foundations and you got to know your numbers. Like beyond that, that's kind of your checklist. But to your point of like scuba diving or cooking or whatever, it's not this like checklist skill that you're going to have. And so I think, like you said, you're gonna look for this course. But I'm like, the course is life, the course is doing it, the course is going through it. And I think you've got to have the confidence of are you confident in you that no matter what comes your way, you're gonna be able to figure it out. And if so, business ownership is there for you.   And I would give more confidence to you than you give yourself. I've watched a lot of students. I worked at Midwestern. To your point of those 10 students, there was probably like 50 of them. Sorry, Midwestern grads, I was not letting any of you touch my mouth. Like genuinely, you needed a few years to practice and I'm not your practicey. But like I think I think you're more equipped than you give yourself credit for. Just like you're more equipped for life than you give yourself credit for. And I think business ownership is the same.   Brian Hanks (13:31) So Kiera, let's break down some of those numbers. by the way, better   analogy for business ownership is like health. Do you remember the first time by the way? if you're listening to this, it's pretty obvious if you're watching, but if you're listening, Kiera's in a lot better shape than me. But if if Kiera, I don't know if you had this moment. I I did when I was like 21, 22, that I realized at the I was at the gym, I was like lifting some weights, and I realized, I'll never be done with this. Like you're never done with health. So I think business ownership is a lot like.   Kiera (13:59) I do remember my moment   of that. Mine was   Brian Hanks (14:01) Yeah.   Kiera (14:03) not at the gym, Brian. Mine was actually in Bali, like a little flex there. I remember because   Brian Hanks (14:07) There you go.   Kiera (14:07) I was like having a lot of like knee and hip pain. And I was like, okay, I just have to like work out and then eventually this is gonna get better. And I remember I was walking down to the pool overlooking the ocean. I was like, I'm never gonna be done. Like this is my forever. Like I'm not like I used to just work out to be like skinny and fit. And now I'm like, no, you gotta do this so you don't freaking hurt and you can actually walk and get out of bed. Like it's never gonna end. And   I   sat there and read a book, quite depressed. And then I was like, okay, like this is what it you're right. It's it's a constant evolution of soul. You're never done parenting, you're never done in a relationship. Like you don't hit this, like, check the box, we've got a golden thing. It is a forever perpetual. But I also think that that's what drives dentists to go into that because they are of this obsession of wanting to be the best of the best. You want to get a better prep. You want to get a better crown crop. You go to CE, you're CE junkies out there. Like, this is just another level of obsession.   Of a space that's going to evolve you as a human and it's gonna allow you to grow. So yeah, thanks. That was that was a great that was a great analogy, Brian. Good good call on that one.   Brian Hanks (15:02) Yeah. Yeah, the the   the negative of the health analogy is that you're never done, but the positive is you can break it down. Like you can learn how to do certain lifts a little better. You can learn how to macro track. You can learn diet and exercise.   Kiera (15:14) So you're right, Brian. Like that was a solid call out on the health analogy. Like this is what people are obsessed about, but they want to have that evolution of soul. They want to like I think that that's why dentists are drawn to ownership, but I think they're just afraid. But I'm like, we're also afraid to work out. We're afraid to have kids. We're afraid like, so don't let fear hold you back. I think it's just a like, I don't know. It doesn't be like Nike, just do it, guys. Like that sounds like terrible business advice on my side.   Brian Hanks (15:37) Well just do it and but remember   remember how good you weren't at at all the clinical stuff that you're really   Kiera (15:44) Mm-hmm.   Brian Hanks (15:44) good at now, right? So dentists, the the superpower that most dentists have is that attention to detail, like the obsession over the details and and the the minutiae. And and as a patient, like I gotta go to filling next week, and as a patient, I want my sister thinking about all of the all of the little details, right? and   Kiera (16:04) Mm-hmm.   Brian Hanks (16:04) that superpower is real.   And I want the density like lean into it. If you're listening to this and that evolution of soul that that Kiera's talking about, part of that evolution for you is just remembering that that superpower that you have comes like there's another side to that coin. It comes with a downside. And the downside is the overthinking when you're not.   You know you're not that good at a thing. And if you know you're not that good at finding a dental practice to buy, analyzing a dental practice to buy, actually buying that practice, applying for a loan, like talking to lawyers, all those things, your brain is gonna start to spin a little bit. And j but but but here's the good news: your brain spun a thousand times already. Remember that first time they opened up the little mannequin to like practice, like prepping a crown or something, and you were like, How do I even do this? Right.   Kiera (16:49) Dexter, their little type   it on.   Brian Hanks (16:51) Yeah, like seriously, like you figure this out. You like and if the dentists that I deal with they're the smartest people on the planet, they're awesome. And and so if you can figure that stuff out,   Kiera (17:02) Mm-hmm.   Brian Hanks (17:02) my gosh, like first of all, hire somebody else like you to just be amazing for you in all the areas that you aren't amazing, and just remember that it doesn't this isn't rocket science. yeah, so you can figure this stuff out.   Kiera (17:14) Mm-hmm.   Brian Hanks (17:14) But okay, so speaking of minutia, speaking of details, I gave you the hundred and fifty one thousand dollar number.   Okay, here I did some math. I'm an accountant. I I know I know spreadsheets.   Kiera (17:22) Yeah.   Brian Hanks (17:24) I know how to do like compound interest and some those things. Here's what I did is I just is I said, what's the cost? Okay, if dentists aren't feeling ready, they want to feel like they have their student loans under control, which is smart, right? I'm a financial planner. Yeah, don't get yourself over your skis in debt. That's great. But like, how much is it gonna cost if you're the statistic?   Right. And the statistic is you're you, listener, right now, if you're not a practice owner, are waiting five years longer to own a practice. How much does that five years cost you? Right. And if you do the math, and I did the math at like a 38-year-old dentist versus a 33-year-old dentist. And I assumed that they actually retired at age, both retired at age 60. Okay. So like different lengths of associate part of your career and owner part of your career.   with compound interest, assuming 7% and some of those other variables that I put in there, it was a $1.14 million difference between those two numbers. So don't forget that while you're busy like taking care of your student loans so you can feel ready to buy a practice, it's costing you an enormous amount of money. And Kiera, I would just add, and I'm curious if you can think of any others, I would say the compound.   the compound effect that I'm talking about is not just money, although money is a big part of it. I think the compound effect applies to other things. Like how many more times and at bats would you have for treatment planning, for managing that difficult assistant, teaching someone how to answer the phones better, hiring, firing. Like there's a compound effect on all of those behavioral things too and and it's gonna cost you some money. So any thoughts on that?   Kiera (19:04) Mm-hmm.   Yeah, I think it's a I I was fascinated. I'm so glad that you went into the 1.1 because we had talked about that pre-show and I was just very fascinated of like, my gosh, like that's so much for people. That's so many things. Like there's a financial dollar amount, which I love because I think dentists really do. Like that's an easy one for me to be like, gosh, like me delaying this decision can cost me that much. But I think like there's also you still have to go through the   growth of learning to run a business. So not only is there a financial delay, but there's also the growth of you getting good at running a business and having it profitable and being able to make this thing run longer. And then you have more opportunities like I think about yourself. And the longer you're able to build this practice and like maybe do multiple like there's to me that's like such a it's fascinating. And I think I think the the call to today is there are some people that definitely are meant to be owners and there's some that aren't.   but I think if you have that itch, that scratch, I would really ask yourself, like, what truly are you waiting for? And when are you going to know that you're actually ready? Like you're never going to feel ready to have a child. You're like, I need to get these ducks in a row. Well, those ducks get in a row and then you got seven more ducks that come behind that you're like, I need get those in a row. So to me it'd be if I'm really wanting to buy a practice, what things do I need to have? Cl schedule a call with Brian. Like, I think Brian, this is why we put you on the podcast. I think you're fantastic. You don't put people into weird zones. you're very much like   If that dentist is producing and you don't do those skills and you don't do those type of procedures, don't buy that practice. Like you're not, you're gonna be broke. You're very, very pro making sure people feel confident and that they're able to buy it. And I think it's like buying a home. I remember when I first like went and talked to somebody about buying a home, I had no freaking clue and I wish I would have known more. But like until you start having the conversations, I think it can feel more daunting than it actually is. Then from there, like listen to the podcast, start listening to there's our podcast, there's other podcasts out there, start reading up on how to buy a practice.   But I think to me, there is like two parts to it. One is finding the right practice. Like what you buy, and I say like eyes wide open when you're looking in, and then rosy glasses as soon as you sign on that dotted line, and you're gonna see a lot and you're just gonna deal with it. From there, make sure you got somebody really solid in your corner. Like our practices, as soon as they buy, we take them on. I try to get them two to three months before they close. I wanna make sure we're getting things in. If you don't close on time or things happen, no problem. We're gonna pause you, get your practice in place. Like it's happened twice in hundreds of offices we've helped.   But then, like from there, just have somebody in your corner, somebody who's gonna help you grow in your first year. Most practices are seeing like a 10 to 30% increase in their first year. So if I'm buying a one million dollar practice, that's a hundred to three hundred thousand dollar uptick just by having somebody in the corner. That's very conservative. A million dollar practice, like we are usually growing those exponentially. But like you don't have to stress and freak out. Hey, I'm pinned.   Brian Hanks (21:45) Yep. By the way, I I d pin put a pin, put a pin, Kiera. You you gotta you gotta underline that. Yeah.   That's like underline that, underline it. Like keep going, keep going. I I'm throwing you off. I'm interrupting you, but like I will tell you the   Kiera (21:59) Yeah.   Brian Hanks (21:59) average buyer I talk to on the phone is so scared of patient attrition. They're like, Kiera, like   I'm gonna have 10%, 20%. What if 50% of the patients don't show up? Listen, that's a real fear. By the way, I want you to have that   Kiera (22:10) Right. Mm-hmm.   Brian Hanks (22:12) fear when you're like doing the margin on my crown, right? Like again, it's your superpower dentist,   Kiera (22:16) Mm-hmm.   Brian Hanks (22:17) but like my stats show exactly the same thing, Kiera is saying I have data to support what Kiera is saying that the average   Kiera (22:22) Mm-hmm.   Brian Hanks (22:24) dentist doesn't they have a negative attrition, which is just two negatives, right? So it's a positive. They the average buyer has more enthusiasm, they've got some more energy, they're gonna update the website, they're gonna maybe get rid of.   That one employee that everybody kind of knew probably s needed to go. And suddenly the practice is just gonna it's gonna take off. Ten to thirty percent. That's yeah, right in line with what I'm seeing. That's awesome. So sorry, I I'm interrupting you, keep going.   Kiera (22:47) Mm-hmm. And I think, no, y you are always this is a conversation. It's not like a dictation. So we're like this is real life rift here. I just think people like when you look at it, I think you're more capable than you think you are. I know that you can get the skills, you can figure it out. Like you said, I'm always like, okay, play the what ifs, lose 50% of your patients. Great. Well, we're gonna take those 50%. And there's ways you can actually grow a practice without even needing to have more new patients.   So   we're gonna maximize all those, we're gonna optimize them. You're going to pull in more people. Like it is one of those things that I'm like, I have yet to have a practice go bankrupt. So knock on wood, like you can be my first challenge accepted. Like I feel very confident that I'm not like, unless you completely botch it and you go into malpractice, like we're probably gonna be just fine. So odds of it happening, so minimal. Are you gonna be a little stressed out? Yeah. Like, welcome to business ownership, but you're also looking for growth, and that's why you're being called to this moment. Like   It will not go away. That itch will not go away until you scratch it. And scratching it, and I love that you said like they're waiting five years and that's a $1.1 million minimum. There's so many other pieces to it. So I think I think a lot of dentists like to have facts. I think a lot of dentists like to have that decision make logical sense. And then we back it up with emotional reasons. And I think it's a wise way to make decisions. But I I would just say if you're even remotely curious, like start going down the path. I know when I was going to buy a house.   I needed to go find out, like, I don't know about lenders, I didn't know about interest rates. I did and until you get into it, just like you wanted to be a dentist, but until you got into it and you started working on that type it on and you learned about dropping the box and like waxing it up and working on Dexter and then taking x-rays, like you didn't know it. And I think most of the time the fear comes from the lack of knowing. I will also say, and I've seen this a lot, Brian, a lot of dentists feel like because I'm a doctor and I'm a dentist, if I buy a practice, I should know how to run a practice. And   Brian Hanks (24:38) And   Kiera (24:38) I just want to like   Scratch that out. I want to tell you that that's not true. But I know a lot of you come in feeling like but Kiera, I'm a dentist, or Brad, I'm a dentist, like I'm a doctor, like people expect me to know this. And I want to say you think people expect you to know that, but the reality is you don't. You just need to be scrappy enough to figure it out. No one's expecting you to know anything. Honestly, you probably know way more than you think you do already. But I I want to just cut that because I know a lot of you have perfectionism like fear of being exposed that you're not that great.   Except that you don't know how to run a business just like you didn't know how to prep a crown, but you learned that and you're gonna learn how to do a business and you're gonna do it exponentially well because you are so detail oriented and you're gonna hire a great team around you, hire great coaches around you that you're literally like it's impossible for you to fail. And so I think Brian, like kudos on it, kudos on the stats, any other thoughts that you have around people and like how do they get to the nitty-gritty of actually going through   Brian Hanks (25:26) Let's get some yeah. I'll hit I'll hit you with more stats. Yeah.   Kiera (25:31) that.   Brian Hanks (25:32) Some more facts for dentists. You and you mentioned the failure rate. What is the actual failure rate in dentistry? It's it's 0.14% of dentists go bankrupt. Okay. And it's always, always, always one   Kiera (25:43) Incredible.   Brian Hanks (25:43) of three things. It's drugs, divorce, and then jail. You know, some kind of felony that doesn't have anything to do with practice. so you stay away from those   Kiera (25:51) Yep.   Brian Hanks (25:52) three things and you're guaranteed not to go bankrupt.   And it so what do dentists actually need to buy practice? We've done a good job of pumping people up, given the rah-rah speech. What do you actually need? You need five things, okay? and I almost guarantee you, unless you're in dental school right now, listening to this, you have the five right now. All right. almost guaranteed. and I'll go from hardest to easiest, Kiera. Okay. Hardest for people to get is you need 50k   Kiera (26:18) Okay.   Brian Hanks (26:19) cash. You need some cash. 50k is your magic number.   Has to be liquid. It's gotta be in a checking   Kiera (26:24) Mm-hmm.   Brian Hanks (26:24) savings money market account. Can't be in an IRA or home equity or something like that. but you need that money to show the bank that you're responsible. And by the way, you don't actually hand that money over to the bank. You keep it. Yeah, the bank just wants to see that you have some money to see that you're responsible.   Kiera (26:39) Mm.   Brian Hanks (26:40) And if you know COVID shuts us down again, can you still pay the bank the bank back a few months? All right. So most people have that.   Kiera (26:46) Mm-hmm, mm-hmm.   Brian Hanks (26:47) They've got fifty K or access to fifty K. That's like a side thing we could talk about.   Kiera (26:51) Totally.   Brian Hanks (26:52) Yep.   Kiera (26:52) Mm-hmm.   Brian Hanks (26:53) you need production history. You got to be able to do about 80% of the production of what a seller could do. So million-dollar GP practice, let's say 250 of that Kiera is hygiene, means the doctor was doing 750k a year in production. that means you as an associate need to do about 600   a year   Kiera (27:12) Mm-hmm.   Brian Hanks (27:12) to buy a million-dollar practice. Okay. Most associates listening, you know, public health, military, there are some special exceptions where we need to learn how to count.   procedures and things   Kiera (27:22) Mm-hmm.   Brian Hanks (27:23) like that. But most associates, they can do 600 to buy a million dollar practice. Okay, the 80%. most dentists don't have any problem with numbers threes and four, number three and four. Number three is you got to have a credit score over 680. It's pretty low. And it's a green light, red light. 681 credit score gets you the same interest rate as an 820. And and then you need a clean credit history is number four. And so no bankruptcies, no short sales, or a really good story.   Behind a bankruptcy or short sale. And then you need one year of experience out of dental school or a residency program. GPR, AEGD, specialty program, whatever it is. If you're in a residency program, you could buy a practice the day you get out of your residency. So that's it. And so technically, Kiera, you need number six. Number six is you need a practice to buy. And I'll be I'll be really blunt with people, that's the   Kiera (28:17) Mm-hmm.   Brian Hanks (28:17) hardest step.   Finding a good practice to buy is the hardest thing because everybody   Kiera (28:21) I agree.   Brian Hanks (28:22) wants to look for the practice in their pajamas. They think it's like buying a house. Like I'm gonna go on the MLS and I'm gonna look   Kiera (28:28) Mm-hmm.   Brian Hanks (28:28) for a dental practice. There is no such thing as the DLS, there's no dental listing service. And so if you're in your pajamas looking for a practice to buy, it's   Kiera (28:34) Mm-hmm.   Brian Hanks (28:36) not there. Sometimes it is, which is why people do it, but it's almost certainly not there, especially in the city you want to live right now. and so we'll have a podcast episode about how to   Find a practice well. But the sh here's the short version is you go talk to dentists. Build a network of dentists that know like and trust you. That's the   Six things and and most associates have And so attitude, like don't let us stop you, don't be scared. Like we did the like pump you up version of the speech. And here's the facts to back that up, is it's not actually that hard. Like with those six things, banks will not only give you a hundred percent of the purchase price, they'll give you a hundred percent of the purchase price, and then they'll hand you another seventy-five K in cash just to make sure you don't run out of money on the first day. Sometimes it's a hundred K. I've seen d banks give two hundred thousand dollars in cash.   Kiera (29:21) Mm-hmm.   Brian Hanks (29:21) before they even walk through the doors with you know the key in hand as an owner. So it's awesome. If if you're thinking about ownership and nine out of ten dentists are at some point in their career, it's it's really not it's not it's simple. It's not necessarily easy, but it's simple.   Kiera (29:41) Yeah. And Brian, even on the I've been talking to the Bank of America guys, and they were like, we even give like thirty to forty thousand to a new startup practice for consulting fees in addition to our working capital because   Brian Hanks (29:52) Yeah.   Kiera (29:53) we know that it's also going to help grow them. So there's so many pieces, and I think you've just listed off like really, I agree, like finding the practice and like sending out the postcards, getting to know the network, finding the dentist, like the practice that actually works for you, finding a seller that wants to sell for the price that you want.   I agree with you 100%. That is the hardest part. But I think Brian, you did an incredible job of breaking this down from the like, okay, you're probably gonna do it. Nine out of ten is do buy that. What are the exact steps that I need to take for this? And then I agree with you. Like, absolutely a follow-up podcast on like how to actually find a practice. But Brian, I'm curious if people are interested, like they want to start connecting and like this is what you do. And I know you guys are really generous with your time. How do people connect in with you to like even start the process? Like, again, I feel like curiosity.   Is the best place to be. Like let's just ask the questions. Let's figure it out. So Brian, how do people get connected in with you?   Brian Hanks (30:41) Pop over to Amazon, type in How To Buy A Dental Practice. That's the book. if you want, by the way, if you want a cheaper copy, you can go to the website. The website is DentalBuyerAdvocates.com. I'm happy to ship it to you like as a publisher copy, no strings attached. but yeah, just pop over to Amazon, DentalBuyerAdvocates.com. Care if people want to email me directly. I always offer this. And it's so fascinating to me how few people actually take me up on it. I would be more than happy to have a half an hour conversation with whoever you are, free of charge.   Send me an email, Brian@BrianHanks.com. It's B-R-I-A-N and Hanks like Tom Hanks. So yeah, that's how you get a hold of me.   Kiera (31:20) Amazing.   Well, Brian, thank you for breaking this down and for all of you listening. I hope that today was just a really insightful podcast for you. I hope it gave you the facts to back it up. I hope it gave you the emotional piece. I hope it gave you kind of the like step by step by step of how to get there. I'm so grateful for Brian being here. Everybody connect in with him. And for all of you listening, thank you for listening and I'll catch you next time on the Dental A Team Podcast.  

Alright, a question I get often. What is the difference between EBITDA vs SDE? We dive into a few high-level differences to watch out for when evaluating businesses. EBITDA is typically used for larger businesses ($2-3M+ Profit). SDE is typically used for smaller businesses. BUT neither of those is cash flow. A few podcast nuggies: - SDE is not Cash Flow - Loan payments don't show up on the P&L many times - If you take a business with no debt, stack on 80%+ debt, you are fundamentally changing the entire business structure. You are ADDING risk here. You can get into trouble if you only take their costs vs WHAT YOUR costs will be.   Inzo Technologies: Get a complimentary IT audit for acquisition diligence or post-close transition. Visit inzotechnologies.com/eta.

Vanessa Göcking ist ein Phänomen. Nachdem sie als Autorin unzufrieden mit der Arbeit des Verlages war, der sie veröffentlichte, dachte sie sich: "Ich möchte nicht ständig hören, was alles nicht geht. Lasst uns doch lieber überlegen, wie wir Dinge ändern und besser machen können." Doch das Umdenken kam nicht, also gründete Vanessa kurzerhand ihren eigenen Verlag, den VANI Verlag. Innerhalb von zwei Jahren veröffentlichte sie dort vier eigene Bücher, die allesamt auf Platz 1 der SPIEGEL Bestsellerliste landeten. Sie entdeckte als Verlegerin eine unbekannte Autorin und veröffentlichte ihren Debütroman als hochwertiges Hardcover, der ebenfalls auf Anhieb auf Platz 1 in die SPIEGEL Bestsellerliste einstieg. Geht nicht? Gibt's nicht! Vanessa Göcking ist für mich ein echtes Vorbild. Anstatt sich zu beschweren, wie schlecht alles läuft, hat sie die Dinge selbst in die Hand genommen und einfach besser gemacht. Woohooo!!! Heute erscheint ihr neues Buch Ms Atkins und die Bibliothek der Träume. Darüber reden wir ausführlich. Und über die Buchbranche, über Bestseller, übers Schreiben und über das unglaubliche Gefühl, es allen gezeigt zu haben. Lass dich inspirieren. Dein Lars 09. - 16.10.2026: COMING HOME Retreat - EINE WOCHE MIT LARS AMEND AUF KRETA (nur noch 2 freie Plätze) Alle Infos zum Retreat: https://lars-amend.de/events Mein Partner Leela Quantum Tech: Zum Shop: leelaq.de/lars Dein Code: LARS Mit diesem Code bekommst du aktuell 10% Rabatt auf alles! Hier geht's zur deutschen Telegram Community Der Instagram Account von Leela Quantum Tech Links zu Vanessa Göcking: Vanessa auf instagram.com/vanessa.goecking Website VANI Verlag: www.vani-verlag.de VANI auf instagram.com/vani.verlag Links zu Lars Amend: Website: www.lars-amend.de Lars auf instagram.com/larsamend

O TSE determinou o restabelecimento da filiação de Flávio Bolsonaro ao PL após o senador aparecer indevidamente vinculado ao partido Missão.O caso foi encaminhado para apuração da Polícia Federal. A alteração no sistema do TSE desfiliou o parlamentar do PL e inviabilizou temporariamente o processamento de sua candidatura a dois dias do encerramento do prazo oficial de registros.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.    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.    

Kommentiert werden der 65. Jahrestag des Mauerbaus sowie der Gesetzentwurf für die sogenannte Frühstartrente. Zunächst geht es aber um die Pläne für eine Reform der Nachrichtendienste. www.deutschlandfunk.de, Presseschau

Pléisiúir aite an tsaoil leis an mbeirt seo inniu.

Der kleine Hundewelpe versteht die Welt nicht mehr: Eben noch saß er ängstlich in einem Käfig. Plötzlich wohnt er auf Mareis Bauernhof. Vieles kennt er noch nicht: Bäume, Hundekorb – und die Kater Arthur und Paul. Ab jetzt heißt er Kritschelack, weil er schwarz ist wie Lakritz. Zusammen gründen sie die Flohhalsband-Bande und haben viel Spaß. Alle 5 Folgen der OHRENBÄR-Hörgeschichte: Kritschelack und die Flohhalsband-Bande von Ilke S. Prick. Es liest: Florian Lukas. ▶ Mehr Hörgeschichten empfohlen ab 4: https://www.ohrenbaer.de/podcast/empfohlen-ab-4.html ▶ Mehr Infos unter https://www.ohrenbaer.de & ohrenbaer@rbb-online.de

Danny McMillan returns after his longest break in almost ten years, with Seller Sessions approaching its tenth anniversary and roughly 1,300 episodes. This is the pilot of a new monthly roundtable with Sim and Matt (Dorian returns next month), moving away from the conversion show format towards raw conversation. You'll hear how Sim's team runs product development end to end with AI: keyword-scored idea validation, brand director sign-off, Claude-generated product concepts rendered through Codex, and a launch pipeline already booked out to 2027. Matt shares how Productpinion prioritises features from customer feedback, and why prioritisation is the most undervalued skill in the AI era. The back half tackles the big theme: cognitive load. Danny breaks down verification fatigue, context switching and AI maxing, and why the scarce resource is no longer time but attention and decision quality. Key Topics AI-driven product development - from keyword scoring to Claude SVG concepts and Codex-generated product renders Team structure at scale - how ideas route through brand directors to sourcing across UK and Philippines teams Hiring in the AI era - why refusing to use AI is now a dealbreaker, and why gutting teams for AI is commercial suicide Free local AI tools - Fluid Voice (Whisper Flow alternative) and Meetily (Granola alternative) Cognitive load and verification fatigue - the hidden tax of moving from doer to overseer Timestamps 00:00 - Danny returns: ten years of Seller Sessions, new pilot format 01:50 - Sim's update: ditching ClickUp for a bespoke operating system 03:55 - Matt's update: closing the research loop in Productpinion, Florence CRO brain, MCP 05:39 - Sim's product pipeline: AI keyword scoring, brand director approval, deep research 07:07 - AI product development: Claude concepts, Codex renders, 3-in-1 product mashups 09:07 - Packaging designed for the main image, and how far you can push it 10:46 - Team workflow: brand directors owning P&L, sourcing handoffs 14:21 - Danny on gutting teams for AI: who maintains the machines? 15:56 - The hiring line: refuse to use AI, you haven't got a job 17:48 - Claude across every department: projects, Claude Code vs Cowork 20:10 - Free local tools: Fluid Voice for dictation, Meetily for meeting notes 21:57 - Marketplace arbitrage: moving proven products between Amazon marketplaces 23:21 - Matt on signal to noise: wasting tokens instead of wasting time 24:57 - Time blocking and prioritising features by customer impact 26:54 - Danny's segment: cognitive load, oversight duty and verification fatigue 31:46 - Asking the right question: the Claude Science deep-dive example 36:41 - AI maxing, context switching and high-stakes decision quality 42:07 - Claude telling you to go to sleep 45:16 - Danny's framework: reject the first plan, decision sprints, deliberate decompression 50:47 - Where to reach Sim and Matt Key Takeaways AI has made product development fun again - unique product concepts generated with Claude and Codex, feeding a pipeline mapped to 2027. Augment, don't replace - if someone was worth hiring, AI should multiply their output, not justify cutting them. Prioritisation is the undervalued AI skill - just because you can do everything doesn't mean you should. Verification fatigue is real - build in decision sprints and deliberate decompression, and reject Claude's first plan on sight. The scarce resource is attention, not time - your night schedule and recovery feed the next day's output. Notable Quotes "AI is enabling the boring to get released and the fun stuff to happen." - Sim "Instead of people wasting time, now they're just wasting tokens." - Matt "Prompts don't matter, but asking the right question unlocks everything." - Danny McMillan "AI doesn't just speed you up. It puts you on permanent oversight duty, and the cost of that duty is your attention and your judgment, not time." - Danny McMillan Resources Mentioned Fluid Voice - free, open source local dictation with on-device models; a Whisper Flow alternative Meetily - free, open source meeting summariser that runs privately on your machine; a Granola alternative Claude / Claude Code - the AI platform used across both Danny's and Sim's teams Codex - used alongside Claude to generate product concept images Productpinion - Matt's shopper testing platform, now with MCP support and draft polls Connect Sim - on LinkedIn (genuine reach-outs answered) Matt - on LinkedIn or via productpinion.com Seller Sessions is the leading podcast for advanced Amazon sellers, hosted by Danny McMillan. Dorian returns next month.

Querida Familia Nocturna, bienvenid@s a esta Plática Secreta, que en realidad son varias porque ya se las debía, y como saben a mi me gusta saldar mis deudas con intereses. Y las historias que les traigo hoy están buenísimas son de varios lugares que hemos visitado en en esta #Gira2026 de #FogatasEnTuCiudad Les mando un abrazote, y que tengas #DulcesPesadillas, BYE BYE

Gefühlte Fakten - Folge 347: Happy New Year! Diese Folge könnt ihr als Countdown nutzen (zum Beispiel, um ins neue Jahr zu kommen... appropos, habt ihr schon Pläne für Silvester?) Tarkan ist frisch aus Italien zurück und begeistert vom Konzept Nachtzug. Hubi hat einen Wikipedia Artikel der Woche dabei. Außerdem reden wir über die schlimmste Art von Mensch, Feedback von der Verlagschefin und vieles, vieles mehr! Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte: https://linktr.ee/gefuehlte_fakten Du möchtest Werbung in diesem Podcast schalten? Dann erfahre hier mehr über die Werbemöglichkeiten bei Seven.One Audio: https://www.seven.one/portfolio/sevenone-audio

Confira os destaques do Jornal da Manhã desta quarta-feira (12): As equipes de resgate continuam trabalhando sem parar em busca de sobreviventes no sudoeste da Colômbia após o forte terremoto de magnitude 7,4 que atingiu o oeste do país no último domingo (10). O número de mortos já passa de 250, enquanto os trabalhos de busca continuam nas áreas atingidas. Marina Silva e Simone Tebet participaram do debate “Cultura Paulista em Diálogo” com representantes do setor artístico e cultural no Teatro Oficina, localizado na região central de São Paulo, nesta terça-feira (11). O evento integrou a agenda das candidatas ao Senado por São Paulo, Marina pela Rede e Tebet pelo PSB, ao lado de Fernando Haddad (PT), candidato ao Governo do Estado. O grupo ouviu reivindicações de entidades culturais paulistas, como o SATED/SP e a Cooperativa Paulista de Teatro. O Congresso Nacional convocou para quarta-feira (12) a sessão para instalar a comissão mista que vai analisar a medida provisória que acaba com o imposto de importação de 20% sobre compras internacionais de até US$ 50, a chamada “Taxa das Blusinhas”. Editada pelo presidente Luiz Inácio Lula da Silva (PT) em 12 de maio, a MP perderá a validade caso não seja aprovada até 24 de setembro. Se isso acontecer, a tributação de 20% será retomada. O agendamento da instalação da comissão mista é visto como um gesto do presidente do Senado Federal e do Congresso, Davi Alcolumbre (União-AP), ao governo federal. Reportagem: Thaís Sprovieri. A Polícia Federal cumpriu nesta terça-feira (11) mandados de busca e apreensão contra o ex-secretário do Maranhão Raimundo Cutrim e um advogado, em operação autorizada pelo ministro Alexandre de Moraes, do STF. A ação é um desdobramento da investigação contra o jornalista Luis Pablo, acusado de perseguir o ministro Flávio Dino. Segundo a PF, Cutrim teria utilizado seu cargo público para acessar sistemas controlados e obter dados e imagens de veículos funcionais de Dino, que posteriormente foram divulgados pelo jornalista. Reportagem: Marco Viana. Lula e Flávio Bolsonaro visitam Minas Gerais nos próximos dias para lançar as campanhas de seus candidatos ao governo estadual, Patrus Ananias (PT) e Flávio Roscoe (PL). Flávio Bolsonaro terá duas agendas na segunda-feira (17), em Juiz de Fora e Belo Horizonte, onde participará do lançamento de Roscoe. Esta será sua primeira visita ao estado desde que o PL decidiu apoiar Roscoe, após desistir de aguardar uma definição do senador Cleitinho Azevedo (Republicanos). Lula estará em Belo Horizonte no dia 21 de agosto para o lançamento da campanha de Patrus Ananias, em local ainda não definido. Reportagem: Rodrigo Costa. A Advocacia-Geral da União (AGU) informou nesta terça-feira (11) que recebeu do Discord uma proposta para reforçar a proteção de usuários, especialmente crianças e adolescentes. O documento foi entregue após reuniões com representantes da empresa, do Ministério da Justiça e da ANPD. As negociações começaram após um relatório apontar falhas nos mecanismos de verificação de idade e proteção de menores na plataforma. A AGU cobrou medidas efetivas para cumprir a legislação brasileira, incluindo verificação etária e prevenção de riscos. Reportagem: Marco Viana. Essas e outras notícias você acompanha no Jornal da Manhã. Learn more about your ad choices. Visit megaphone.fm/adchoices

Why do so many companies struggle with cash flow at the exact moment they have their biggest opportunity in front of them? Today we're talking about the hidden financial challenges of growth, how businesses can prepare for larger opportunities, and why access to the right capital strategy can determine whether a company scales or stalls. Our guest today is Eric Rabinovich, Managing Director of X-Caliber GovCon Capital. Eric brings a rare perspective to this conversation, having worked as a government contractor, served as a federal contracting officer with the FDA, and now helping businesses access the capital they need to execute on major contracts. During the show we discuss: Why landing a major contract can create a cash-flow crisis even when it's one of the biggest growth opportunities for a business. How to bridge the award-to-payment gap when payroll, vendors, materials and other expenses have to be paid before the customer pays you. How contract-backed working capital works, including how lenders can evaluate unbilled obligated dollars to determine available capital. Why cash flow and profitability are two different conversations and why a profitable business can still run into serious financial trouble. Why waiting until you need capital can dramatically limit your options, and how proactive capital planning can put you in a stronger position. How to prepare your business for financing by maintaining accurate, reliable books and understanding your P&L and financial position. How to compare different financing options, including traditional bank lines of credit, invoice factoring, asset-based lending and contract-based working capital. How to choose capital based on your specific situation, rather than assuming one financing product is automatically the best option. Resources: https://x-calibercap.com/x-caliber-govcon-capital/

Convidados: Valdo Cruz, comentarista da GloboNews e colunista do g1, e Carlos Ranulfo Melo, cientista político, professor e pesquisador da UFMG. O líder nas pesquisas de intenção de votos disse que seria candidato ao governo do estado de Minas Gerais, mas seu partido disse que não. Ele insistiu e, mais de uma semana depois, conseguiu: na sexta-feira (7), o Republicanos confirmou que o senador Cleitinho Azevedo irá concorrer. A indefinição sobre a candidatura de Cleitinho embaralhou os arranjos políticos no estado e deixou rastros que podem interferir nas eleições presidenciais – Minas é o segundo maior colégio eleitoral do país e, desde 1989, o candidato a presidente que ganhou no estado venceu a eleição nacional. Sem a chance de contar com o apoio do candidato do Republicanos, partido que anunciou neutralidade na disputa presidencial, Lula e Flávio Bolsonaro terão palanques mais tímidos: o PT lançou Patrus Ananias e o PL, Flávio Roscoe. Neste episódio, Natuza Nery conversa com dois analistas da eleição em Minas Gerais. Primeiro, ela fala com o jornalista Valdo Cruz sobre os bastidores e sobre os acordos que culminaram na formação das candidaturas ao governo e ao Senado no estado. Depois, ela entrevista o cientista político Carlos Ranulfo Melo, que analisa o comportamento do eleitor mineiro.

Plötzlich wird es dunkel - doch nicht, weil die Nacht kommt. Die Sonne verschwindet, der Himmel verändert seine Farbe und für einen Moment schauen Millionen Menschen einfach nur nach oben. Denn dort ist nur noch eine schmale Sichel zu sehen. So ungefähr wird die Sonnenfinsternis auch am Mittwoch über Deutschland aussehen. Als wäre das noch nicht genug, sind gerade auch noch die Perseiden unterwegs. Am Nachthimmel ist also ganz schön was los. Warum ziehen uns solche Himmelsspektakel bis heute so stark in ihren Bann? Warum reisen Menschen für eine Minute Dunkelheit extra quer durch Europa? Über die Faszination Universum, über Mythen und Wissenschaft spricht die Moderatorin Jessy Trommer mit Sternenpark-Koordinatorin Sabine Frank und Volker Heinrich vom Physikalischen Verein Frankfurt. Der Astronom und Wissenschaftshistoriker Michael Rappenglück erklärt, wie unsere Vorfahren Sonnenfinsternisse und Sternschnuppen gedeutet haben, außerdem berichtet Astronaut Reinhold Ewald, wie es sich anfühlt, von der Raumstation auf Sonne, Mond und Sterne zu schauen. Podcast-Tipp: Wissenschaft im Brennpunkt Sonnen-Ausbruch - Der unberechenbare Stern Im Jahr 1859 traf ein Sonnensturm der Superlative die Erde. Kann es wieder passieren? Die Folgen für die technisierte Welt wären verheerend. Eine neue Generation von Sonden nähert sich der Sonne. Das Ziel: Gewappnet sein für die nächste Mega-Eruption. https://www.ardsounds.de/episode/urn:ard:episode:f4e3fd1ed445e2ea/

Plásticos representam entre 95% e 100% do total de resíduos flutuantes e mais de 50% dos detritos existentes no fundo do Mar Mediterrâneo; populações costeiras e turismo insustentável são principais fatores responsáveis pela produção do lixo marinho.

The new season is finally here! We chat world cup, Europa Conference League, Albions summer transfers, departing legends, around the league & more in this first new episode of the PL season. #podcast #bhafc #brighton #premierleague #premierleaguepodcast #premierleagueclub #englishfootballclub #brighton #football #footballpodcast

Die Fifa hat ihre Pläne für eine Teilprivatisierung der WM aufgegeben, doch die Kritik an Präsident Gianni Infantino bleibt. Wo liegen die Grenzen der Kommerzialisierung im Sport? Das Gespräch mit Ökonom und Olympiasieger Wolfgang Maenning. (00:04) Intro und Schlagzeilen (01:22) Nachrichtenübersicht (05:55) Wie viel Kommerz verträgt der Sport? (13:39) Zweifel am Kampf gegen die Inflation in den USA (19:01) Basler Polizei öffnet sich weiter für Ausländer (24:04) Thurgau belebt Feuchtgebiete neu

g1 e GloboNews começam a primeira série de entrevistas do jornalismo da Globo nas eleições deste ano. Ronaldo Caiado, candidato pelo PSD, foi entrevistado nesta sexta-feira (7). Candidato pelo PSD, Ronaldo Caiado afirmou que, caso seja eleito, vai anistiar as pessoas condenadas pelos atos golpistas de 8 de janeiro de 2023. “É uma medida que tem o sentido de pacificar o país”, afirmou. Ele disse também que pretende encaminhar ao Congresso propostas de reformas administrativa e política e de revisão de alguns pontos da reforma tributária: ele avalia que o momento é de “urgência” e promete apresentar essas propostas já no primeiro dia de um eventual governo, além de discutir a necessidade de uma nova reforma, a da Previdência. No campo da segurança pública, o ex-governador de Goiás pretende propor a criação de uma polícia comum para os países da América do Sul, como uma forma de combater o crime organizado transnacional: “É a mesma coisa que a Europa fez. Eu quero ter uma polícia que possa transitar [pelos dez países que fazem fronteira com o Brasil]”. Aos 76 anos, Ronaldo Caiado concorre à Presidência pela segunda vez. A entrevista com Natuza Nery e Andréia Sadi foi transmitida ao vivo pelo g1 e pela GloboNews na tarde de sexta-feira (7) e publicada na íntegra como episódio especial do Assunto. Foram chamados para a série de entrevistas os cinco candidatos com melhor pontuação na última pesquisa Datafolha. Renan Santos, candidato pelo partido Missão, foi entrevistado na quarta-feira (6). Romeu Zema, candidato pelo partido Novo, na quinta-feira (6). A entrevista de Flávio Bolsonaro, candidato pelo PL, está marcada para segunda-feira (10), mas ele ainda não confirmou presença. Lula, candidato à reeleição pelo PT, foi convidado, mas sua assessoria de imprensa informou que ele optou por não participar.

Wir beginnen unsere Diskussion über aktuelle Ereignisse mit dem massiven Zustrom von Migranten nach Ceuta, einer kleinen spanischen Exklave an der nordafrikanischen Küste. Diese Entwicklungen stellen die Migrationspolitik Spaniens auf die Probe. Anschließend sprechen wir über die gescheiterten Pläne der FIFA, Anteile an der Fußball-Weltmeisterschaft und anderen FIFA-Turnieren an private Investoren zu verkaufen. Unser Thema aus Wissenschaft und Technik dreht sich um die Regulierung der Entwicklung von KI. Offenbar verfolgen die USA und China hier unterschiedliche Wege. Und zum Schluss sprechen wir über eine interessante historische Entdeckung, die neues Licht auf die Ursprünge eines der berühmtesten Getränke der Welt wirft: Coca-Cola. Der Rest des Programms ist der deutschen Sprache und Kultur gewidmet. Die heutige Grammatiklektion konzentriert sich auf Adverbs of Narration: Part 1. In jeder Region Deutschlands gibt es kulinarische Besonderheiten. Aber nicht alle haben eine so unterhaltsame Legende wie die schwäbischen Maultaschen. Ein Mönch soll in der Fastenzeit vor Ostern versucht haben, heimlich Fleisch in einem Teigmantel zu verstecken, damit es niemand bemerkte. Die Bayreuther Festspiele haben begonnen. In diesem Jahr feiern sie ihr 150-jähriges Jubiläum. 60.000 Besucher aus aller Welt können in die kleine bayerische Stadt kommen und dort bei Wagner-Musik ehrfürchtig die Ohren spitzen. Genau das ist auch die Redewendung dieser Woche: Die Ohren spitzen. Migranten überfordern Spaniens Ressourcen und stellen Migrationspolitik auf die Probe Der FIFA-Privatisierungsplan ist gescheitert KI-Regulierung: USA und China setzen auf unterschiedliche Strategien Könnte Coca-Cola seine Wurzeln in Europa haben? Schwäbische Maultaschen 150 Jahre Bayreuther Festspiele

g1 e GloboNews começam a primeira série de entrevistas do jornalismo da Globo nas eleições deste ano. Romeu Zema, candidato pelo partido Novo, foi entrevistado nesta quinta-feira (6). Candidato pelo partido Novo, Romeu Zema afirmou que, caso fosse presidente do país, retaliaria os Estados Unidos diante das tarifas impostas ao Brasil: “Certamente [iria retaliar]. E vou falar: ‘Pera aí. Tudo tem limites'”. Chamou também Donald Trump, presidente americano, de “imprevisível” e “fanfarrão”. No campo da economia, prometeu que tentará promover um “choque” na área fiscal e privatizar “tudo”: “A começar pela Petrobras. Vamos fazer uma reforma administrativa e uma reforma previdenciária", afirmou. Zema também disse que se inspira no modelo de segurança adotado pelo presidente de El Salvador, Nayib Bukele, mas rejeitou aplicar no Brasil medidas implementadas pelo salvadorenho, como prisões baseadas em denúncias anônimas e prisões sem mandados. O ex-governador de Minas Gerais também afirmou ter ficado "surpreso e decepcionado" com as suspeitas de fraudes em licenciamentos ambientais investigadas durante a gestão dele. Aos 61 anos, Romeu Zema concorre à Presidência pela primeira vez. A entrevista com Natuza Nery e Andréia Sadi foi transmitida ao vivo pelo g1 e pela GloboNews na tarde de quinta-feira (6) e publicada na íntegra como episódio especial do Assunto. Foram chamados para a série de entrevistas os cinco candidatos com melhor pontuação na última pesquisa Datafolha. Renan Santos, candidato pelo partido Missão, foi entrevistado na quarta-feira (6). Ronaldo Caiado, candidato pelo PSD, será entrevistado na sexta-feira (7). A entrevista de Flávio Bolsonaro, candidato pelo PL, está marcada para segunda-feira (10), mas ele ainda não confirmou presença. Lula, candidato à reeleição pelo PT, foi convidado, mas sua assessoria de imprensa informou que ele optou por não participar.

How do you manage money more effectively? How can you stop being surprised by taxes? How do you turn your cashflow into something predictable? Kiera answers these questions and more, with three monthly habits you can build to create profitability. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:01) Hello, Dental A Team listeners. This is Kiera. And today's topic is one of my favorite. It's money, taxes, and making a money-making machine. Yeah. Yay. Let's talk money and taxes. Because honestly, this is what everybody hates. And I'm not a CPA. I'm not a financial advisor. I'm none of those things. I'm just a girl who loves to help practices be more profitable. Help dentists like make and keep the money that they deserve, but doing it in an ethical way as a smart business owner. Because honestly, do you know how many people come to me and they're Kiera, I just want to become the CEO of my business because I don't get it, I don't know how. And I love   Helping people become competent running their businesses through systems, team, vision, you name it. I love to do it with you. So what I found is like a lot of times doctors don't have a production problem. They have a money management problem because you don't freaking know how to do it. You learned how to drop that box. You learned how to make that. This one was funny, guys. Like, why in dental school did they tell you you're doing an I L F filling? Like, come on. Like I remember seeing that and I was like, wow, dentistry. Or like I love when there's new people and they're like, Yeah, doc, we need a B O. And I'm like,   All right, or we could do like an OB, like it's fine, whatever. Or like I remember someone was like, What's a do? A DO I was like, my gosh, that's hilarious. So there's so many things like you've learned all that, but you didn't learn how to like manage your money and talk about it. So I have seen so many practices where they're a multi-million dollar office, but guess what? They're strapped for cash, they're not able to do these things. And the goal is not to like just produce more, it's to build a practice that creates consistent wealth for you. Now, team members listening, I want you to know you want your doctor.   To be insanely wealthy. Like you do. You want the practice to be wealthy because you want it to be cash flowing positive. Because if it is, you're happy. It's more stable, it's more confident. And I'm not saying like, I want your doctor to be wealthy. I want them to do well. You do too. Because guess what? If they're doing great, that means you're doing great. So I want you guys to walk like, how do we manage money money monthly? How do we stop getting surprised by taxes? And this is Kiera's tactical way of doing it. Talk to your CPAs. I'm not able to be that person, but I'm gonna give you some quick tips that work really well.   And then make sure your CPA validates and does it that's best for you. And then also, like, how can we turn this into predictable cash flow? Like that's what you're looking for. So let's do it. And to me, this is where I just see so many. We work with hundreds of offices across the nation. We're Dental A Team, we're experts in dental consulting. We work with dentists and teams. We either are virtual or in person, we're obsessed with making your life better. We call it the yes success model, where it's focused on you, your vision, your team, getting that organized, business fundamentals, earnings and profitability.   And then system structure and scalability. Like, how do we take it and turn it into that? That's what you're looking for. You want to make more money, you want to have less time that's spent in the office, you want to have more efficiencies. Like, let's do that together. That's what we're about. And really, today I get jazzed about this because so many offices are like, Kiera, I don't know where my money went. Guess what? I was that way too. Like, truly, it's so obnoxious. Because I know you are producing it. You need to just make it. Like, and how scary. I think about poor dentists. Like,   You go out, you do your fillings, you don't know if you're gonna get paid for it. You hope and pray that someone's collecting that money, but you will literally have no idea. Then the next thing is you get slapped with taxes, and you're like, my gosh, I have no money. Let's get you money. Like you went to dental school, you have so much debt on you, like you deserve to be a profitable business owner. So, like I said, just three things. Sorry about that. I'm just gonna yank this. Three things that you can do that are monthly habits to create profitability. You good with that? Let's get profitability.   cash flow and financial confidence. Here we go. So number one, dun dun dun dun, it's super sexy and not. All you gotta do, you gotta review your numbers every single month. Not when you're nervous, but as a consistent thing. You can join me. I've talked about it so many times. I call it the MMs. It's morning money meditation. That's it. Just do it. Like roll over. I turn on the call map or I'm into Joe Dispenser right now. there was another one I was listening to for a hot minute. I think it was called I don't even remember.   Was called. I can't even tell you guys. I don't remember. It was like this activations, I think is what it was called. That one was a fun one. It was like manifesting like multiple millions, like whatever you want do. but I meditate, I get my mind right, and then I look at my bank account. So join me on it. But I feel like a lot of times people just they don't know it, they don't get it, they just hope their CPA does it. my financial advisor will get it. I don't need to look at this. I'm just gonna do dentistry. Like, no, pull your head out of the sand. You are a business owner, you've got to look at it. So   We review our numbers before there's a problem, not when something fills off. So things to be looking at on a constant basis. What is our collection and production ratio? And I'm talking production in net, not gross. We got to be able to make sure, like, I don't care. I know Delta Dental's terrible. Guess what? That's all you can collect. So stop feeding your ego. Let's feed the family. Let's look at real numbers. What is that percentage? It needs to be at 98%. Half of you have a money issue, not because you have a money issue, it's because your team's not collecting. Teams, collect the money. We did the work.   Collect the money, fight with insurance, fight, fight, fight, get that money. Like you've got to. So we need to know what those two numbers are and you need to be at 98% collections. Okay. That's number one on your money. Number two is what's your overhead? Should be at 50% or less, 20% doctor pay. You gotta do this. What are we spending in those categories? So I like to look at our payroll percentage. I like to look at our supplies, labs. those are like the main big ticket items within that 50%. Doctor should pay should be sitting between 20 and 30%. All right, let's look at that.   Then beyond that, there's also probably money sitting in your AR. We should never have more than one month's worth of AR sitting there. So if you're producing $200,000, your total AR should never be more than $200,000. That's just the way the game works. So those are things we're gonna look at. All right. You gotta look at did we hit our goals, production, collection? What's our overhead? Did we overspend? Why? What improved and what did it? So we're gonna look at our PL. So I look at.   All of our team, all of our clients, they're on add it to analytics. So you usually have an online analytic. We build a KPI scorecard for all of our clients. Every client has it. So we're looking at what's our goal? What's our production? Is it red or green for that week or that month? Is it red or green for the collections? What's our collection percentage this month? What's our collection percentage year today? Because some months are gonna be low, some months are gonna be high. That's normal business. But we got to make sure we're collecting enough for our BAM, our bare ace minimum. And if not, we need to have savings for that. All right, so we have all that.   Then we also have an overhead calculator. I love the overhead calculator. I'm obsessed with it. We finally nailed this overhead calculator. Like it is, it's dreamy. Because what we do, I like to see this. It's a rolling month. So for those of you watching, great. I'm gonna share a screen. For those of you who are listening to the podcast, I'll explain it. Don't worry. So on here we have a scorecard. So this is one of my favorites. It's the overhead one. So what we do is we have our goals. So we set in our goals.   Like payrolls 30%, supplies are 5%, labs 7%, facility and equipment 8%, advertising 2%, less you're in growth mode, office supplies less than 1%, insurance half a percentage, professional services. We put in there your consulting fee. You're welcome. I want you to see that you can pay for consulting and be profitable. Bank charges and fees, I hope and pray they're less than 3%. They should be lower. And if not, you can get with Moolah. Phone internet utilities, less than 5% or 0.5, excuse me. And then other is usually 1%.   All that totals up to 60%. That means our doctor pay is probably gonna be sitting in at 20% or 30%. How can we trim this? A lot of people can produce more and have less payroll. We can outsource different things. Could we get our supplies lower? Can we order things differently? Labs, like let's look at that facility and equipment. Can we get that lower? Can we reduce our rent? Advertising, office supplies, could we get that down to a half a percentage? Professional services, like what if we got it to 1%? Or one of the fastest, easiest ways is we boost our production.   And it's gonna actually offset it and get it to a 50% overhead. Then what's amazing is we have our year to date. So what is it? What's our collection amount? We always want watch that. Year to date, and then we do a difference. So what's amazing is as you scroll through, we do January, February, March, April, we have our total overhead. What's our doctor W2? What's our doctor distribution, doctor salary? I want to see what percentage it is. This really quickly shows you what's my overhead, what's my doctorate, and then what's my EBITDA or earnings before interest, taxes, depreciation, and amortization.   What's our total expenses, not including debt services? What's that? We want that to be sitting at 80% or less. And it gives us a dollar amount. So we're able to see it month over month and then year to date where we sit. What's the net profit? So in this practice, because they're at 60%, their net profit can only be at 10% unless our doctor pays lower. I don't really care how you do it because distributions are distributions. So if you want to take the profit, you want to leave it in the business, you got to make sure that the practice is paying for your life. Then we have all of our debt services. This is usually where people get stuck on cash. You're stuck on cash.   Because you have your profit, but then your profit doesn't pay for your debt services. And then after your debt services, those debt services a lot of times are not tax deductible. So then you're getting whipped on the other side with your taxes. It's really just this like yin and yang back and forth. Then we look at it. Now, taxes, we put it at 37%. Talks to your CPA. That's the highest tax bracket. You might not be there based on what your profitability is. But we have all this. So this way everything's dialed in. Every single month we're looking it over. I'm obsessed with this because I love it. I made my CPA make one of these.   What's our difference? How is this? What's our year to date? We go over this every single freaking month. Give the PL. Let's fill this in. Let's teach you how to do it this way. The more intimate you are with the numbers. I know people are like, I don't want to fill this in. Can you do it for me? No. I'll teach you one time, but then you're gonna fill this in. Why? Because if you look at this every month, think you're gonna get better? Yes, because what you track and measure improves. Okay. So that's what we're looking at. When we talk about our numbers, when we talk about these different things.   This is how you review your numbers monthly. I kid you not. Now, my gym trainer, I'm gonna talk about her a lot. You guys, I went on a really incredible gym training. All right. I decided when I turned 40, which I'm still like anybody who's got some good tips for like I'm halfway to 80. Do you guys realize that? Like, shoot, that's a moment, okay? Like, that's a moment that I'm still processing. Anyway, I decided I was going to be fit and 40.   And I was like, I'm gonna be the best shape of my life. So my trainer and I have been working out with her for about two years. We set a goal. I hired this incredible photographer. His name is Kai York. He's out of Spain. Go check him out. His photography is absolutely incredible. And I was like, I'm gonna do this incredible fitness journey. And I'll tell you, she was like, Kiera, you've been working out for two years with me. She said, if you want to get to what you want, you've got to start tracking your metrics. And I was like, Yeah, yeah, yeah. Food, food, food. Daddy daddy da.   I'm so busy, blah, blah, blah, blah. Then I was like, fine. So she made me do this like intake form again. And the intake form said, How committed are you? And I remember writing, I'm 100% committed. How committed are you? So I went back to the coach. He guys, I'm a little sassy. My coach and I have come to like this really good place with each other. we have a very great relationship, and I'm super thankful for her. And what was crazy is I went all in. I am on 80 days of tracking my macros 100%.   I usually hit it right on track every single time. I'm not perfect, but I am consistent. I weigh in every single day that I'm home. So we weigh in, measure, do all the measurements every single day consistently. We were like three months into this journey. And I was a girl who was anorexic as a girl who was like never gonna get on a scale. I was like, I don't track it. And she said, Kiera, like we worked a lot on this of anorexia things. And if it ever got to a spot where I felt like it was trickling back.   It was a no-go. But she helped me see that like I'm just using this information to be able to make changes in my life. I was using this information to see, okay, if I ate certain things, how does that impact my weight? I wasn't going after a certain number on the scale. Our ultimate goal, because my my vision is that when I'm 90, I can freaking run faster than my grandkids or people younger than me. I want to be this like freaking ripped 90-year-old lady with cotton candy pink hair. Like that's that's really the vision.   I don't want to be frail. I don't want to be feeble. Yes, I'll sit there and like crochet and knit. I'm still gonna do like some like granny things. I wanna do that. That like feels exciting for me. But I want to be like so strong. So it wasn't about a number on the scale, it wasn't about a body fat percentage. It was truly I want to be in the best shape of my life that's physically strong. Like I wanna be strong. I want to be strong, like not skinny. Like I used to be going after being super skinny. now it's a how can I have like the strongest and take care of my body?   The whole reason I bring this up is because when I track and measure, I got the results I wanted. The first time in my life, I've said, I want a six-pack, I want a six pack, but she's like, Kiera, you've got to track and you gotta measure and you've got to look at it. We use it as data and we make decisions based on that. I bring that up because I feel like your metrics and your numbers, looking at them monthly, looking at them daily, looking at them weekly are the same thing. We don't get obsessive. Like for me, I could have gotten very obsessive and gotten right back into habits of anorexia. That's not the path. The path is to be my strongest, most fit self for you.   Your path is we're gonna be the most profitable fit practice that you can have. We gotta track it, we gotta measure it, and we gotta look at it constantly. But that way we make decisions based on it. So I want you looking at this. This is how you're going to be able to be financially free. This is how you're gonna have money. You're gonna be able to be like into that predictable money-making machine for you that's profitable. You're gonna have profitability, you're gonna have cash flow, and you're gonna have financial confidence. You've got to track and measure, otherwise it will never improve. And I'm just saying, like.   So we have a KPI scorecard that's gonna track your collections, your production, your payroll, your overhead, your profitability, our AR. Then we're gonna have like if one of those is off, then we can dig deeper. But if you look at those at a high level, just like I'm tracking my metrics, I promise you you will improve. What gets measured, like improves. So let's do it. Let's do it together. and I believe your story tells, like your numbers will tell a story long before your bank account does. And it's a way for you to track and measure, it's a way for you to validate. so   Put it on your calendar, have a nice little financial date with yourself. also have this in leadership. Our leadership team looks at our KPIs every single week. Every week, non-negotiable. That's what we do. And some people are like, well, I don't want my team to know numbers. Yeah, it freaks me out sometimes. But guess what? This is part of the game of business. And if I can't trust my leadership team to know my numbers, they might not be the right leadership team for me. Leadership team members, your doctors need to have profit. They've got to pay taxes on that. They got to be able to take care of themselves. And guess what? They work hard. Let them have big dreams and visions.   Just like you have big dreams and visions. Let's make sure we make both come true. Kate, now number two. I'm off my rant. I hope you guys loved it because I loved it. Number two is we got to do whatever your CPA tells you. I'm not a CPA. I can't really like get into that lane. And I'm not trying to get into that lane. I'm just saying for me, taxes were my biggest enemy. At the end of the year, I had a huge tax bill that I had not been saving for. And I know my was like, but Kiera, it's great. You get all this money. And I'm like, yay, but I don't have that money. I spent it.   Like, I don't know, people spend their paychecks. It's just like mystery. And I don't like living in this like, can I spend the money? Can I not spend the money? That never feels good to me. So what I decided to do with my CPA is we put it together and every single month I was like, this is a freaking equation, guys. Whatever my profit is, I need to just save that much money. Like that's it. Why do we like wait up for a quarter or wait up for six months or wait till the end of the year? And then I'm like, shoot, you want me to pay how much? Like, where's that money?   To me, I'm very proactive. I hate being reactive. So I had my CPA work with me. You can talk to your CPA. They can do this for you. Say, I don't like the quarterlies. I like to save it. For me, I personally put mine over an ally, A-L-L-Y. I know their interest rates are not as good as they used to be, dang it. But I'm still making money on that. And then I've got the money set aside. So when they ask me for my quarterly, they ask me for my end of year. I'm not freaking out about this money, but non-negotiable for cure dent before the end of the month, every single month, that money moves. Non-negoti, I don't care what it is.   I move away a distribution. So I have put money, it's profit first model. I do money for taxes. I do money for our BAM for our company to make sure we have that. And then I do our profit moves every single month, non-negotiable. I don't care if it's a good month. I don't care if it's a bad month. But what that does is it forces me to make sure our collections are in place. Do this. You guys are totally able to do this. Okay. So what happens is every single month, my CPA tells me, Kiera, this is where you were. This is your profit. This is how much money you need to put away for taxes.   Is it technically retroactive? Yes. So in June, I'll be moving money for May. Okay. So some months you're going to have a really high month. Then you get September. That's really fun. You still got to find the money because guess what? It doesn't change. You have to go find that money. I move that money out of my bank account into a third party account. So it sits over an ally. It does accrue interest over there, but it sits there. I don't touch it. It only is paid for taxes and I have them labeled into buckets. So it's my taxes, what's my company? Bam. And it moves. This is a disciplined skill.   You do not need to have this hard. For me, I also realized it was taxes, it was tithing or charitable contributions. And then like 401k. So when I used to do a SEP IRA, that was a fun throw because I had to pay that money too. Then I also have end of year bonuses. I hate doing this in December. Like I hated December. I used to dread December. I'd cry every December. Let's stop that. Whatever money you're paying out, if you know you're paying bonuses at the end of the year, let's figure out what it is divided by 12. Let's set that money aside every single month. That way you have it available.   I will tell you this will reduce your financial stress faster than anything else. So let's just do it. And for me, taxes, it's just an operating expense. For me, like that's just part of doing business. I don't, it's not, it's not like money lost. It's just a line item. Like I just need to put it in the bank account. What I also love is because I save every single month. So I kid you not, this is what Care does. I'm happy to put you on my like, I don't really have a text thread, but pretend I do. If you want to be a part of it, great.   By the end of the month, every month before the calendar flips to the next month, my money has moved. Non-negotiable, it will move. So I do have a doctor where we like text at the end of the month to make sure we're both moving money. and so what I do is I move it. What happens is at the end of the year, typically we're making expenses or doing corporate expenses, things like that, capital expenses, excuse me. And when that happens, from there, what we're able to do is we're then able to determine what our tax bill is going to be at the end of the year.   Every year that I have done this, where I save every month, I do 37%, like or whatever your tax bracket is, talk to your CPA. At the end of the year, every year, I'm eight years strong on this. So I feel like it's a pretty good track record to be sharing information. Every single year, I've saved more money than I actually need to pay for taxes. How many of you have done that? Like, that's it, because I put it on my goalboard. I said, That's it. I'm gonna become a freaking tax expert. I read tax books, I like talked to my CPA. I was like, I am sick of crying in December. We're gonna resolve this forever.   Now every single year I have more money than what I used to have. And I say that that's my tax refund. It's been a very long time since as a business owner actually get a tax refund, but that's the way I'm able to have a tax refund. And then I use that money for whatever because it's free. Like I don't have to be worried. I can spend it. And what we do is we make sure the business has enough to pay for my partial life. We have enough to save for taxes. And then whatever's left over to me, that's your like, it's your tax refund. Enjoy that, baby. Like have a good time. I also always have money for quarterlies. I have money set aside for that. So I've never stressed out.   So when the CPA says carry you owe X amount, I'm like, yep, here we go. Off it goes. And I accrued interest on So I feel even happier because I've been accruing interest on that money and I've been saving it. So tax planning is cash flow planning because most of the time I've noticed that business owners get stuck on their taxes. It's cash flow and it's very stressful. So I genuinely believe like your IRS bill should never be your largest surprise. Like, guys, you can do this. So   I set up a meeting with my financial my CPA and my financial advisors. I meet with them every single month. And then I do usually mid year. So it's coming up right now. I'll be meeting with my CPA. Where am I at? What have I paid? What do I still need to have? Where are we projected? Am I high? Am I low? What do we have that at? Every single month they tell me how much I need to save for taxes. Your CPA works for you. Make them work for you. So reserve it. Now, if we're behind, because a few years I've been behind. But guess what? If I'm doing that meeting in June or July,   I have six months to make up that cash. Or if you guys have like some of you are paying back taxes and it just breaks my heart and I'm sorry. So what we do is we just pay a little extra every single month and we just set that. So whatever they tell me, tack on 10% of my debt, we're gonna pay that down, we're gonna pay that back. There's ways that you can do this, and I'm happy to work through any of it. This is what we talk about in our mastermind. Like, pick my brain because I got so sick of crying. Like I said, I'm not a CPA. Your CPAs tell you all that. I'll just tell you I'm a   I'm an entrepreneur over here and a true business owner. It's had to figure out how to make money not be stressful and actually have a cash flow. All right. Number three is how do we make this like predictable cash flow for you? So I think for you, next is going to be like this is all dentistry. So how do we convert like production into profit? So being a good dentist. So we're gonna have strong case acceptance. Make sure patients are saying yes to your dentistry, collections percentage at 98%. Make sure overhead's where it needs to be. Let's make sure our schedule is scheduled efficiently.   Let's make sure that we've got consistent patient and team retention. two practices honestly can collect the exact same amount. One's gonna have profit and wealth, the other one's gonna have stress and overhead. Like the difference is our systems and are we staying consistent? What's our morning huddle? Like I was just in a practice, they're doing so well. And I was like, hey, we're not talking a huddle about how we win. Like let's let's add that in. So they're prepping. I promise you their production's gonna go up every single time I'm in office, their production spikes. It's just that's a little Dental A Team magic because people get excited, their production goes up.   But you've got to have those. Like you've got to have consistent systems. We've got to have consistent case acceptance, consistent schedules, consistent collections. Like those things have to be there. We have to control our overhead and see it. Consistency is not sexy, but it's how you get results. I hope you heard that. Consistency is not sexy, but it's how you get results. It's not perfection. I did not say you have be perfect. You guys, when I'm doing my cut, I was in the best shape of my life. I'm still so proud of myself. I wasn't perfect.   You better believe I still ate Reese's Easter eggs, guys. I freaking love those. You want to make me happy? Ship me those. Please. Like, I love them. they have to be the big eggs, not the little ones. The peanut butter to chocolate ratio is very different. And I peel off all the chocolate. I just want the peanut butter. Like, I'm there for it. I still ate those. I wasn't perfect. At the end, I was perfect. I was literally just eating chicken, rice, and almonds. Like, ugh, chicken for breakfast. Yeah, that was the next level moment. but I was perfect for two weeks.   But I was consistent. I wasn't perfect. You don't have to be perfect. You do need to be consistent. So having those systems, and I want you guys to just look to see in your practice where is one money, like where is it leaking in your practice? Is it in our case acceptance? Is it in our scheduling? Is it in our collections? Is it in us not looking at our overhead? And let's fix it this quarter. Let's set that as a quarterly rock. Let's get it fixed. So, as a quick review, I've ranted on this. I hope you guys loved it. But like truly, I want this to be like money and taxes. And how do you get out of the rut? And how do you stop crying?   How do you actually have cash flow, not cash slow? Like, let's get the cash flow, guys. you gotta review your numbers monthly. I'd recommend it's actually weekly, but start with monthly. You gotta plan for taxes every single month. And then we gotta build systems that turn it production into profit. Like just focus on those ones that are gonna put money on your books. You've got to be able to have this financial confidence. Like it's not a hope, a wish, a prayer. It's by being consistent. It's about being stable. I know that I'm gonna always have money for taxes. Always. Like that's just a discipline. That's a standard, and I will not go below that.   I will not ever go below. Like that's just my standard. We gotta cut, we gotta figure it out. And I love it because it forces me to innovate, forces me to squeeze the juice. Like I will pay myself. I'm not gonna sit here and not like you people just need to live below their means. Like, save 10%. I've always paid 10% to charitable contributions. I'll tell you if you don't do that, I'm not saying you gotta do charitable contributions, but they have shown that people that do save and don't live on everything that they spend.   Actually, you're able to be like the most successful people. That was a great study. I didn't even know it. And I heard it and I was like, wow. But I think it's because it forces us to see that you don't have to live on every single penny that comes through. You're actually able to live below your means, set these as standards, make them and be disciplined. And if you're not great at this, reach out. I love to help people with this. Like you don't have to have this be unpredictable anymore. We can get it to where it's cash flow confident. And I want you to be confident. So reach out.   I do believe that financial success is not good luck. It is just having systems and consistency. That's all it is. So reach out. I'd love to help you understand your numbers. I'd love to help you improve this. I'd love to have you have a practice that really does create genuine true wealth for you. I've got doctors that are asking me for a private mastermind where it's like, how do we wealth generate beyond? So first step is to stabilize, next step is to have structure, next step is to scale. So reach out. I'd love to help you. I'd love to help you guys create real wealth.   Your practices should be assets, not liabilities. So let's get it to where it's cash flowing positive. again, it can really truly be yours. I went from crying all the time to feeling confident as a business owner and I love to share that with people. So reach out Hello@TheDentalATeam.com. And as always, thanks for listening, and I'll catch you next time on the Dental A Team podcast.

Being booked feels like proof that the business is working. But if most of that schedule is filled with injectables, the revenue can look much stronger than the profit underneath it. Product costs, provider compensation, commissions, memberships, and discounting can leave very little behind—even when the calendar is full.  In this solo episode, I break down why injectables need to be evaluated as part of your full service mix instead of carrying the entire growth strategy. I also explain how to organize your P&L by treatment category, calculate what patients actually contribute in gross profit, and use comprehensive treatment plans to improve both patient retention and practice profitability. A Full Injectable Schedule Can Still Produce Weak Profit  Injectables are often one of the largest revenue categories in a medical aesthetics practice. They bring patients through the door, create recurring appointments, and can help establish long-term relationships. But with supply costs, injector compensation, commissions, and discounts factored in, gross margins may only land around 30% to 40%.  That does not leave much room to cover the rest of the business. Rent, administrative payroll, marketing, software, and other operating expenses still have to come out of what remains. When injectables dominate the schedule without enough higher-margin services around them, a busy practice can still struggle to generate healthy cash flow.  Your P&L Should Show Which Services Actually Make Money  A single revenue line labeled "services" does not give you enough information to manage the practice. You need to see how much revenue each treatment category produces and what it costs to deliver those services. Keep the categories simple enough to review consistently, but specific enough to reveal where your profit is coming from.  Group revenue into four or five core categories, such as injectables, aesthetic services, beauty services, laser treatments, and surgical services  Match each category with its direct supply costs, provider labor, and commission expenses  Calculate gross margin by treatment category instead of relying only on the practice-wide average  Separate package revenue collected from the revenue earned as treatments are delivered  Compare patient lifetime revenue with the gross profit that patient generates  Review how memberships and discounts affect margins over time  Track which services lead to repeat visits and broader treatment plans  You do not need dozens of categories or an overly complicated financial report. You need enough visibility to understand the composition of your revenue. Just as body composition tells you more than weight alone, your service mix tells you far more than total sales.  (00:00:00) Why injectables are difficult to price (00:05:41) Balancing the P&L with service margins (00:08:27) Mapping revenue and profit by treatment (00:10:27) Calculating patient lifetime value (00:14:01) Challenging assumptions about patient budgets (00:17:42) Improving retention through treatment plans  Treatment Plans Create More Value Than One-Off Appointments  Patients may come in asking for Botox or another familiar service, but that does not mean they understand every option available to them. A strong consultation starts with the result they want, then maps out the treatments that can realistically help them get there. Present the full recommendation before making assumptions about what they can afford. Let the patient decide what to pursue, what to postpone, and how quickly to move through the plan. That is consultative selling: educating the patient, setting expectations, and helping them make an informed decision without down selling for them.   A written treatment plan also gives the relationship room to grow. One injectable appointment can become the start of a longer patient journey that includes laser treatments, skincare, and other services that genuinely support their goals.  A Stronger Service Mix Makes Growth More Sustainable  When one treatment category carries too much of the practice, changes in product costs, provider capacity, or local pricing can quickly put pressure on the entire business. A more balanced service mix combines the retention benefits of injectables with treatments that produce stronger margins and make better use of the team, equipment, and space you already have. This gives you a healthier patient lifetime value, more recurring revenue, and a clearer picture of what the practice can support as it grows. It also helps you make better decisions about pricing, inventory, staffing, equipment purchases, and future expansion.  A full schedule should create more than activity. It should generate enough gross profit to fund the next stage of the practice. Follow Shannon & Keep What You Earn:   Shannon Weinstein is the founder of a fractional CFO firm specializing in helping 7-figure aesthetics and wellness practices scale with clarity, cash flow, and confidence.  Shannon is committed to helping med spa owners understand, fix, and maximize their business's enterprise value, offering actionable advice and resources, including a popular free video series specifically for aesthetics practice owners.  Connect with Shannon:  Fractional CFO Services and Executive Financial Review: https://www.keepwhatyouearn.com/  Connect with Shannon: https://www.linkedin.com/in/shannonweinstein  Watch full episodes: https://www.youtube.com/@KeepWhatYouEarn  Listen on your favorite podcast app: https://pod.link/1580071347  Instagram: https://www.instagram.com/shannonkweinstein/    The information shared is for educational purposes only and is not individualized financial advice. Aesthetics practice owners should consult a qualified professional before implementing financial strategies discussed here.

"It's only the first quarter, and I have already sold as much as last year."  One of our Inner Circle members left this comment recently and when I read it, I knew that you would want to know how she did it. Jennifer of Homestyle Fabrics and Furnishings sat down with me in this episode and I want you to listen up. She's going to tell you what she did, and it's so simple. You'll learn: The ONE thing she did every single week without guessing or re-inventing the wheel to get traffic and sales The genius way she turned that one thing into her social media content, in a way that she could rinse and repeat. How she made the switch from reading her bank statement to reading her P&L, and how she knew whether or not she was actually profitable. RELATED LINKS: See Jennifer's store here: https://homestylefabrics.ca/ And find her on Instagram How a Maker Scaled Her Sales and Replaced Her Teaching Salary in 4 Months https://www.thesocialsalesgirls.com/blog/how-a-maker-scaled-her-sales-and-replaced-her-teaching-salary-in-4-months-episode-327 The Real Reason You Feel Busy But Stuck https://www.thesocialsalesgirls.com/blog/the-real-reason-you-feel-busy-but-stuck-do-this-to-fix-it-episode-319 Getting Help Vs. Going It Alone https://www.thesocialsalesgirls.com/blog/getting-help-vs-going-it-alone-2xd-bergens-episode-314