Podcasts about pennsylvania institute

As the profession grapples with lower numbers of people becoming accountants and CPAs, discussions about what it should take to become a CPA have proliferated; in this episode, Pennsylvania Institute of CPAs CEO Jennifer Cryder dives into why and how new paths to getting licensed are opening up.

Tom Hood, CPA/CITP, CGMA, executive vice president–Business Growth and Engagement at AICPA & CIMA, understands why accounting skills are often ranked outside the top five of key skills in informal polling of finance audiences. “It's not because they're less important, but because the other skills are more important,” Hood said. The core requirements remain, but the ability to adapt and add new skills has grown in importance with the pace of transformation accelerating. In this episode of the JofA podcast, Hood expands on some recent themes of his travels and what he looks forward to from the Future of Finance Summit in December. What you'll learn from this episode: ·         Why mindset is more important in transformation than the toolset of technology. ·         Details of a recent report about skills from the Pennsylvania Institute of CPAs. ·         The skills that rank ahead of the “table stakes” of technical accounting skills. ·         Why it's important to “grab these new skills.” ·         The new way that Future of Finance Summit attendees will get a summary of the event.

Arthur Joseph Werner, JD, MS (Taxation), is the president and founder of the professional education firm Werner-Rocca Seminars Ltd. Get more Art Werner at cpatrendlines.com here: https://cpatrendlines.com/author/art-werner/ Werner's lecture topics and specialties include business, tax, financial, and estate planning for high-net-worth individuals.Werner lectures extensively in the areas of Estate Planning, Financial Planning, and Estate and Gift Taxation to Certified Public Accountants and Financial Planners and has presented over 3000 eight-hour seminars over the past 25 years, as well as numerous webinars and video presentations. He has been rated as having the highest speaker knowledge in his home state of Pennsylvania by the Pennsylvania Institute of CPAs, was awarded the AICPA Outstanding Discussion Leader Award in the State of Nevada, the Florida Institute of CPAs Outstanding Discussion Leader Award, and the South Carolina Association of CPAs Outstanding Discussion Leader Award.In addition, he is a former adjunct professor of taxation in the Master of Science in Taxation program at The Philadelphia University. Werner received his B.S. in Accounting and M.S. in Taxation from Widener University. He holds a J.D. in Law from the Delaware Law School.

Arthur Joseph Werner, JD, MS (Taxation), is the president and founder of the professional education firm Werner-Rocca Seminars Ltd. Get more Art Werner at cpatrendlines.com here: https://cpatrendlines.com/author/art-werner/ Werner's lecture topic specialties include business, tax, financial and estate planning for high-net-worth individuals.Werner lectures extensively in the areas of Estate Planning, Financial Planning, and Estate and Gift Taxation to Certified Public Accountants and Financial Planners, and has presented well in excess of 3000 eight-hour seminars over the past 25, years as well as numerous webinars and video presentations. He has been rated as having the highest speaker knowledge in his home state of Pennsylvania by the Pennsylvania Institute of CPAs, was awarded the AICPA Outstanding Discussion Leader Award in the State of Nevada, the Florida Institute of CPAs Outstanding Discussion Leader Award, and the South Carolina Association of CPAs Outstanding Discussion Leader Award.In addition, he is a former adjunct professor of taxation in the Master of Science in Taxation program at The Philadelphia University. Werner received his B.S. in Accounting and his M.S. in Taxation from Widener University. He holds a J.D. in Law from the Delaware Law School.

Arthur Joseph Werner, JD, MS (Taxation), is the president and founder of Werner-Rocca Seminars Ltd., a professional education firm. Get more Art Werner at cpatrendlines.com here: https://cpatrendlines.com/author/art-werner/ Werner's lecture topics and specialties include business, tax, financial, and estate planning for high-net-worth individuals.Werner lectures extensively in Estate Planning, Financial Planning, and Estate and Gift Taxation to Certified Public Accountants and Financial Planners. He has presented over 3000 eight-hour seminars over the past 25 years, as well as numerous webinars and video presentations. He has been rated as having the highest speaker knowledge in his home state of Pennsylvania by the Pennsylvania Institute of CPAs, was awarded the AICPA Outstanding Discussion Leader Award in the State of Nevada, the Florida Institute of CPAs Outstanding Discussion Leader Award, and the South Carolina Association of CPAs Outstanding Discussion Leader Award.In addition, he is a former adjunct professor of taxation in the Master of Science in Taxation program at Philadelphia University. Werner received his B.S. in Accounting and M.S. in Taxation from Widener University. He holds a J.D. in Law from the Delaware Law School.

Jennifer Cryder, CEO of the Pennsylvania Institute of CPAs (PICPA), spells out some of the challenges facing CPAs and their firms, largely around hot having clients understand the value of a CPA's advisory role and sometimes a CPA not grasping the idea that they are advisers. The accounting profession, like almost all industry sectors, faces issues with recruiting and retaining talent. Cryder's conversation with Gene Marks on Paychex THRIVE, a Business Podcast, sheds some light on how her state association is addressing issues of modernization through AI, professional development, and rethinking the business model firms have used for decades. Topics Include: 00:00:00: Episode Preview 00:00:54: Introduction of Jennifer Cryder 00:02:12: Challenges facing CPA profession 00:03:24: Examples of challenges, including talent acquisition 00:04:43: Future of CPA firms and the advisory role 00:10:11: What's happened to the small, local firms? 00:13:26: The value a CPA can offer 00:16:35: Recruiting challenges in the CPA profession 00:19:18: Initiatives For Retaining Good Talent 00:23:09: Metrics and job evaluation 00:27:18: Advice on collaboration with CPAs 00:30:57: Wrap-up and thank you   DISCLAIMER: The information presented in this podcast, and that is further provided by the presenter, should not be considered legal or accounting advice, and should not substitute for legal, accounting, or other professional advice in which the facts and circumstances may warrant. We encourage you to consult legal counsel as it pertains to your own unique situation(s) and/or with any specific legal questions you may have.

Randy Crabtree talks to Jen Cryder, CEO of PICPA, the Pennsylvania Institute of Certified Public Accountants, on Episode 148 of The Unique CPA. They discuss the role of state societies in accounting, with a focus on bringing some of the ideas that larger firms have come up with to smaller firms and adapting those ideas to fit. Jen draws on her extensive experience as an audit senior and partner to touch on company culture, preserving that through mergers, and the opportunities that are in front of firms to deal with and thrive through the staffing crisis. PICPA's vision involves human capital, innovation in startups, and offering a wealth of support and resources to firms of all sizes. Randy probes Jen's thoughts on salary transparency, work-life balance, and leveraging technology in the tax profession. Get the full show notes and more resources at TheUniqueCPA.com

Interested in lowering your tax bill? (Who isn't?) Today we're discussing strategies that business owners can employ to keep more money in their coffers. Dave Bookbinder goes Behind The Numbers with Dave Gill, Partner at Haefele Flanagan. Dave leads Haefele Flanagan's tax compliance and planning practice, also offering accounting and consulting services to clients across a variety of industries. His specialties include real estate, retail, restaurants, wholesale, construction, medical practices, financial services and nonprofit. Dave's specialty in tax includes the compliance, planning and IRS representation of businesses, individual and nonprofit clients. Dave is a former chair of the Pennsylvania Institute of Certified Public Accountants' Emerging CPA committee. In this episode Dave shares his insights regarding the issues that business owners face in planning for tax time and strategies to use to reduce the tax burden. He also sheds light on the real estate segment, sharing techniques to minimize the tax bite, and more! About Our Sponsor: Haefele Flanagan (HFCO) is a full-service accounting firm that's been serving clients since 1967.  Not your typical accounting firm,HFCO's services extend well beyond tax and audit to include valuation services, strategic and succession planning, leadership development, and more.  When you work with Haefele Flanagan, we help you realize your long-term goals.  Please visit them at www.hfco.com. About the Host: Dave Bookbinder is the person that clients reach out to when they need to know what their most important assets are worth. He's a corporate finance executive with a focus on business and intellectual property valuation. Known as a collaborative adviser, Dave has served thousands of client companies of all sizes and industries.  Dave is the author of two #1 best-selling books about the impact of human capital (PEOPLE!) on the valuation of a business enterprise called The NEW ROI: Return On Individuals & The NEW ROI: Going Behind The Numbers.  He's on a mission to change the conversation about how the accounting world recognizes the value of people's contributions to a business enterprise, and to quantify what every CEO on the planet claims: “Our people are this company's most valuable asset.”

Welcome to the Accounting Influencers Podcast, going live every Monday to 150 countries and 30,000 accounting practitioners, fintech specialists and influencers in the accountancy, CPA and bookkeeping space.In this episode, Jen Cryder, the CEO of the Pennsylvania Institute of CPAs (PICPA), shares her journey from an English major to a successful career in accounting. Representing around 20,000 accounting and finance professionals in Pennsylvania, PICPA serves as a unique state society dedicated to empowering bookkeepers and CPAs alike. Jen emphasizes the importance of diversity within the profession, where PICPA's membership includes college and high school students exploring accounting careers, practitioners in public accounting firms, and educators in corporate finance. With a strong focus on shaping the future of the profession, Jen discusses the challenges and opportunities of staying ahead in the ever-evolving landscape of accounting, driven by technology, changing standards, and human capital needs. Collaboration among state societies and stakeholders becomes paramount as they work together to address common challenges and share innovative solutions.YoutubeYou can watch this episode and more on our YouTube Channelhttps://www.youtube.com/@accountinginfluencers Guest BioJen Cryder is a trailblazing leader serving as the CEO of the Pennsylvania Institute of Certified Public Accountants (PICPA). As a CPA with practical experience, she brings a valuable perspective to her role, adeptly solving problems and creating opportunities to benefit PICPA's members. Jen's leadership is characterized by transparency, integrity, and a diverse skill set that spans Finance, Accounting, M&A, Operations, Business Development, Change Management, Stakeholder Relations, and Nonprofit Organization Management. With a keen understanding of the evolving landscape of technology and capital markets, Jen navigates as an agile and collaborative executive, addressing disruptions and prioritizing the growth of the organization. She places equal emphasis on empowering diverse teams, ensuring all individuals have access to professional development opportunities to achieve their goals. Committed to member value, Jen fosters strong connections and engagement to tailor PICPA's programs, products, and services accordingly. Notably, as the first female CEO in PICPA's 125-year history, Jen is dedicated to honoring the organization's legacy while strategically shaping the future of accounting and finance with an unwavering focus on member success.◣━━━━━━━━━━━━━━━━━━━━◢If you like the show, we'd truly appreciate a review on whatever platform you listen. We'd love to get to know you!Main show website. For access to every single show with full shownotes: https://accountinginfluencers.com/podcastFor announcements of published shows, tagging guest so you can build your network and offer feedback on the show: https://www.linkedin.com/company/accountinginfluencersFor videos of all podcast interviews and bonus video content: https://bit.ly/AI-youtubehttps://www.instagram.com/accinfluencershttps://twitter.com/accinfluencershttps://www.facebook.com/accountinginfluencersThanks to our sponsors:Accountex. Accountex will return to ExCeL London UK on the 10-11 May 2023. Bringing together 250+ top...

Jen Cryder, CEO of the Pennsylvania Institute of Certified Public Accountants, joins Blake and David to discuss the accounting profession's pipeline problems, including the decline in accounting majors and the difficulties of replacing retiring CPAs. Join the discussion on solutions like work-and-learn models and redefining education requirements. Discover strategies to attract and retain talent, prioritizing the preferences of younger generations and aligning company culture with marketing efforts. Tune in to learn how accounting firms can refresh their image and flourish.SponsorsLiveFlow - http://accountingpodcast.promo/liveflowForwardly - http://accountingpodcast.promo/forwardlySouth Carolina Association of CPAs (SCACPA) - http://accountingpodcast.promo/SCACPAChapters (00:00) - Preview: Not getting a Big 4 offer was the best thing to ever happen to me (00:48) - Welcome Jen Cryder to the show and her overall thoughts on the accounting talent shortage and pipeline problem (06:19) - What are your thoughts on Tulane's new professional advancement program? (13:28) - Are substantial equivalency and mobility really a roadblock? (18:45) - Smaller firms are the ones really impacted by this talent shortage (20:04) - PCAOB says 40 percent of 2022 audits are deficient (24:35) - What are the things younger accountants are really complaining about? (30:34) - CPA firms hike starting salaries 14% (32:32) - How do we encourage young people to go into the accounting profession? (38:55) - Does accounting have more of a retention problem than a pipeline problem? (47:12) - Accounting firms need to think of more creative ways to recruit (50:23) - Remember to subscribe to The Accounting Podcast and where to reach Jen Need CPE? Subscribe to the Earmark Accounting Podcast: https://podcast.earmarkcpe.comGet CPE for listening to podcasts with Earmark CPE: https://earmarkcpeShow NotesUnveiling CalCPA's New Brand     https://www.youtube.com/watch?v=diGVHSgDpU0 Tax and Accounting Pay Advancing at 5.9% Pace  https://cpatrendlines.com/2023/08/08/tax-and-accounting-pay-advancing-at-5-9-pace/ AICPA, NASBA team with Tulane to ease CPA licensing | Accounting Todayhttps://www.accountingtoday.com/news/aicpa-nasba-team-with-tulane-to-ease-cpa-licensing CPA firms facing talent shortage hike starting salaries 14% | CFO Divehttps://www.cfodive.com/news/cpa-firms-facing-talent-shortage-hike-starting-salaries-accounting-accountants/689913/ Pennsylvania CPAs try out work-and-learn model for young accountants | Accounting Todayhttps://www.accountingtoday.com/news/pennsylvania-cpas-try-out-work-and-learn-model-for-young-accountantsConnect with Our Guest, Jen CryderLinkedIn: https://www.linkedin.com/in/jencryder/Get in TouchThanks for listening and for the great reviews! We appreciate you! Follow and tweet @BlakeTOliver and @DavidLeary. Find us on Facebook and, if you like what you hear, please do us a favor and write a review on iTunes, or Podchaser. Interested in sponsoring the Cloud Accounting Podcast? For details, read the prospectus, and NOW, you can see our smiling faces on Instagram! You can now call us and leave a voicemail, maybe we'll play it on the show. DIAL (202) 695-1040Need Accounting Conference Info? Check out our new website - accountingconferences.comLimited edition shirts, stickers, and other necessitiesTeePublic Store: http://cloudacctpod.link/merchSubscribe Apple Podcasts: http://cloudacctpod.link/ApplePodcasts Podchaser: http://cloudacctpod.link/podchaser Spotify: http://cloudacctpod.link/Spotify Stitcher: http://cloudacctpod.link/Stitcher Overcast: http://cloudacctpod.link/Overcast YouTube: https://www.youtube.com/c/CloudAccountingPodcast ClassifiedsFinDaily - https://findaily.io/ Forwardly - https://www.forwardly.com/Want to get the word out about your newsletter, webinar, party, Facebook group, podcast, e-book, job posting, or that fancy Excel macro you just created? Why not let the listeners of The Cloud Accounting Podcast know by running a classified ad? Hit the link below to get more info.Go here to create your classified ad: https://cloudacctpod.link/RunClassifiedAd The full transcript for this episode is available by clicking on the Transcript tab at the top of this page

On July 18, the top leaders of 26 Opposition parties joined hands to form INDIA (Indian National Developmental, Inclusive Alliance), a coalition to take on the Bharatiya Janata Party-led National Democratic Alliance in the 2024 general elections. The coalition plans to set up an 11-member coordination committee, prepare an action plan, and eventually work out a seat-sharing arrangement.  But is seat adjustment enough for Opposition unity? Here we discuss this question. Guests: Suhas Palshikar taught political science at Savitribai Phule University, Pune, and is chief editor of Studies in Indian Politics; E. Sridharan, the Academic Director and Chief Executive of the University of Pennsylvania Institute for the Advanced Study of India Host: Sandeep Phukan

Jen Cryder, CEO of the Pennsylvania Institute of CPAs, shares the innovative ways the profession in her state is dealing with the pipeline problem.  

In this episode, Chris is joined from Canonsburg, Pennsylvania by Liz Vescio, the ESG Advisor at Crown Castle. Crown Castle is a S&P 500 company that owns, operates, and leases more than 40,000 cell towers and approximately 85,000 route miles of fiber, supporting small cells and fiber solutions across every major U.S. market. Its $10 billion investment in communications infrastructure within low-income communities affirms that Crown Castle is inclusively enabling connectivity between people, communities, and businesses. In her current role, Liz leads Crown Castle's environmental, social, governance or ESG efforts. Through collaboration with leaders across the company, she identifies opportunities to achieve ESG goals, ensures alignment of ESG efforts to company goals, and is responsible for ESG public disclosure. In the episode Liz and Chris discuss: - Embedding your ESG strategy in your business identity - Being intentional with investing in your value chain - Collaborating across functions for more sustainability wins, and more... Referenced Materials in this episode: Pennsylvania Institute of CPAs, “ESG – Are We Experiencing a Reporting Revolution?”: https://www.picpa.org/keep-informed/insights/esg GreenBiz, “Is sustainability becoming all about accounting?”: https://www.greenbiz.com/article/sustainability-becoming-all-about-accounting?utm_source2=NYSE%20-%20ESG%20Newsletter%20-%202023_03_17 Sign up to receive bi-weekly episodes right to your inbox: bit.ly/csbpodcastemail Submit your "Sustaining Sustainability" feedback and/or questions: bit.ly/csbpodcastfeedback This episode was researched, recorded, edited, and produced by Prof. CB Bhattacharya and CSB Team of the University of Pittsburgh Center for Sustainable Business: www.sustainablebusiness.pitt.edu Music: "Lively" by Dee Yan-Key From the Free Music Archive CC BY NC SA creativecommons.org/licenses/by-nc-sa/4.0/legalcod

Mark, Ryan, and Cris welcome colleague Dan White of Moody's Analytics and Bill Glasgall, Senior Director, Public Finance at the Volcker Alliance, to discuss state and local government finances and whether it will be a tailwind or drag on the broader economy.Follow Mark Zandi @MarkZandi, Ryan Sweet @RealTime_Econ and Cris deRitis @MiddleWayEcon for additional insight.William Glasgall is senior director, public finance at the Volcker Alliance, a New York-based nonprofit organization where he has supervised the publication of numerous working papers and studies, including four Truth and Integrity in State Budgeting reports. He is also the creator of the Special Briefing webcast series and podcast, co-produced with the University of Pennsylvania Institute for Urban Research, where he is a fellow.Be sure to check out Volcker Alliance's new podcast “Special Briefing” hosted by William Glasgall available here: Apple Podcasts, Spotify, Google Podcasts,

In today's episode, we speak with Pearce Miller, a culinary educator and entrepreneur, who is revolutionizing student-centric academic program models.Pearce has shaped the academic policy for several schools, improving retention and overall student performance. He has taught at the Pennsylvania Institute of Culinary Arts, served as the President of the Pennsylvania Culinary Institute, and filled the role of Vice President of Academics for Le Cordon Bleu.Listen as Pearce chats about developing new ways to connect with students in this new digital environment, hybrid education, and his personal teaching philosophy.

The Infused Show is going Back to School!! Everyone in the cannabis community recognizes that education is a critical component in overcoming an antiquated stigma surrounding the plant that does so much good for so many people, so we are so happy to bring you this episode. Lou Gianotti is a cannabis advocate, and cannabis educator who brings his years of experience in the industry to the Pennsylvania Institute of Technology where he serves as Program Director of Cannabis Studies.  Join us for a great talk about Lou's path into cannabis, and everything the P.I.T. now offers students who are interested in working in this incredible space that we fondly refer to as the cannabiz! For More Infused: A Cannabiz Talk Show visit: Youtube: https://www.youtube.com/c/InfusedShow Instagram: @theinfusedshowFacebook: @Infused:ACannabizTalkShow Twitter: @showinfused Subscribe to Infused on iTunes: https://podcasts.apple.com/us/podcast/infused-a-cannabiz-talk-show/id1535836627

We speak with forensic account Mitchell Benson of Savran Benson about the Biden Tax Plan and infrastructure bill and the impact of issues like the advanced child tax credit, PPP loans and tax enforcement, the potential impact on changes to the corporate tax and capital gains rates, as well as possible changes to the estate tax law. Mitchell Benson specializes in matrimonial litigation support, real estate tax planning and compliance, and tax and consulting for individuals and closely held businesses. He has been a partner with Savran Benson LLP for over 30 years. He is a member of the American Institute and Pennsylvania Institute of Certified Public Accountants, having served on various committees and in leadership positions. Savran Benson LLP | Certified Public Accountants and Consultants *audio editing, voice over & music by Nick DeMatteo

On this episode of The Gas Compression Podcast, host Michael Haning welcomes Andrew Brill, Coordinator/Instructor of Natural Gas Compression at Central Pennsylvania Institute of Science and Technology, who talks about his career path that led to his current position, running a program preparing the next generation of gas compression technicians to thrive in the industry. Andrew's passion for the program is infectious, and based on his own life experience. He was struggling to make ends meet as an auto mechanic when he got into gas compression. As he says, it changed his life. The program is two years, and Andrew strives to achieve a balance between practical training and theory. He wants his students to know what they're doing, and he thinks it's important that they also know why they're doing it. The students work on actual equipment using the same tools they will be using after graduation. They do a paid externship during the summer, where they get valuable experience working as young professionals with top companies in the industry. Covid hit the program pretty hard, and there is room for new students interested in learning this interesting profession. Andrew Brill Central Pennsylvania Institute of Science and Technology Gas Compression Magazine Michael-Haning DISCO Disco Inc. Looking for an expert partner in gas compression repair? We recondition and repair gas compressor cylinders and all their component parts as well as rotary screw compressors. If you are looking for a top-notch partner for your natural gas compression cylinder repair, then give us a call at 806-274-2214 or visit us online at Disco-Inc.com.

India's parliamentary democracy is going through a phase of intense confrontation between the dominant ruling party and a weakened but belligerent Opposition. Is this situation a consequence of the first-past-the-post (FPTP) system, where a party with the the highest votes gets the seat even if it doesn't win a majority? Here we address this question. Guests: E. Sridharan, Academic Director and Chief Executive at the University of Pennsylvania Institute for the Advanced Study of India, and Editor-in-Chief of India Review; Suhas Palshikar taught political science at Savitribai Phule Pune University, Pune, and chief editor of Studies in Indian Politics Host: Srinivasan Ramani Read the Parley article here. You can now find The Hindu's podcasts on Spotify, Apple Podcasts and Stitcher. Search for Parley by The Hindu. Write to us with comments and feedback at socmed4@thehindu.co.in

Jason Hall earned an associate degree from Pennsylvania Institute of Culinary Arts, Pittsburgh, in 1995. His career has taken him throughout the United States, from Akron, Ohio, Napa Valley, CA, to Wilmington, NC, where he worked as executive chef at Café Sonoma. Hall has also worked as executive chef at The Dunes Golf and Beach Club in Myrtle Beach, SC and for nine years as executive chef at Hammock Dunes Club, Palm Coast, FL. In March of 2015 Jason joined the team at Myers Park Country Club in Charlotte N.C. to lead the culinary department as executive chef. Hall holds more than 25 ACF and international competition medals. He has been recognized for his work with the Northeast Florida Culinary Apprenticeship Committee. Chef Hall has done charitable work with, Habitat for Humanity, James F. Holland Foundation, Rally for a Cure-Susan G. Komen Foundation, Flagler County Education Foundation, and Feed Flagler. In August of 2012 Hall successfully passed the Certified Master Chef Exam (CMC®) at the Culinary Institute of America, in Hyde Park, becoming the 67th chef to pass the test. In 2013 Jason was selected to be a member of the exclusive ACF Culinary Team USA 2016, that represented the United States in international cooking competitions across the globe. In November of 2015 Team USA won third place overall at the Culinary World Cup in Luxembourg with double gold medals and attaining the highest score out of all nations in the cold food category. In October 2016 the team again dominated the cold food/culinary art category as world champions placing first in the world out of 42 countries and placing 4th overall.

Tamara Mullin is currently the Director of Safety for FOODWORKS where she oversees food safety procedures and builds upon them to create food safety programs, training, and compliances. Before this, she was the FOODWORKS District Manager. Tamara obtained her degree from the Pennsylvania Institute of Culinary Arts in 1993. Tamara has been working in corporate dining since 1997. She has managed multiple corporate kitchens, rolled out café concepts, and created menus with recipes focused on customer needs. ​In this episode of Food Safety Matters, we speak to Tamara [10:15] about: The history of FOODWORKS How FOODWORKS helps local communities Amenities for their restaurant and host partners How FOODWORKS interfaces with health departments FOODWORKS locations across the country Leveraging resources to help small businesses Impact of COVID on the process Partnership opportunities and how to get started Food code challenges Sharing food safety “tricks of the trade” Incorporating food safety training Standards for acceptance into the program News Mentioned in the Episode: FDA Expands Partnerships in California to Enhance Food Safety [4:32] ​CORE Outbreak Investigation Table Issued by FDA [7:10] Keep Up with Food Safety Magazine Follow us on Twitter @FoodSafetyMag and on Facebook.  Subscribe to our magazine and our biweekly eNewsletter. We Want to Hear From You! Please share your comments, questions, and suggestions. Tell us about yourself—we'd love to hear about your food safety challenges and successes. We want to get to know you! Here are a few ways to be in touch with us. Email us at podcast@foodsafetymagazine.com. Record a voice memo on your phone and email it to us at podcast@foodsafetymagazine.com.

Merriam-Webster's Word of the Day for November 13, 2020 is: farrier • FAIR-ee-er • noun : a person who shoes horses Examples: "His first memory was of a mule his father owned named Hyacinth, and his subsequent memories were all of the saddlebred horses his father trained, or retrained…. His father had begun as a farrier, then added working with sour or broken-down animals and getting them back into the show ring." — Jane Smiley, Horse Heaven, 2000 "To make sure she was suited to the work, Debi apprenticed with a veteran farrier in Florida. Then she signed up for training with Glace Rider, who runs the Pennsylvania Institute for Horseshoeing near State College. For nine weeks, Debi rode with him and learned how to trim hooves, rework shoes and treat laminitis and other foot problems." — Kevin Kirkland, The Pittsburgh Post-Gazette, 18 May 2020 Did you know? Farrier is now usually applied specifically to a blacksmith who specializes in shoeing horses, a skill that requires not only the ability to shape and fit horseshoes, but also the ability to clean, trim, and shape a horse's hooves. When farrier first appeared in English (as ferrour), it referred to someone who not only shoed horses, but who provided general veterinary care for them as well. Middle English ferrour was borrowed from the Anglo-French word of the same form, which referred to a blacksmith who shoes horses. That word derives from the verb ferrer ("to shoe horses"), which can ultimately be traced back to Latin ferrum, meaning "iron."

Director of Communications for the Pennsylvania Institute Dan Bartkowiak joins Larry and Kevin to explain legalizing recreational marijuana would hurt families across the state. See omnystudio.com/policies/listener for privacy information.

A Virtual Discussion about Urban Migrants in India with new CASI Director Tariq Thachil July 15, 2020 In partnership with the University of Pennsylvania Institute for the Advanced Study of India (UPIASI), Penn Global, and Penn Alumni A wide-ranging conversation with Tariq Thachil, who Penn welcomed on July 1, 2020 as the new Director of the Center for the Advanced Study of India (CASI), Associate Professor of Political Science at Penn, and the Madan Lal Sobti Chair for the Study of Contemporary India. During this one-hour virtual talk, Professor Thachil discusses his work and research on the politics of urban migrants in India, and sheds light on his vision for the future of CASI. The dialogue and Q&A was moderated by Penn Trustee Ramanan Raghavendran, ENG'89, W'89, LPS'15 (Managing Partner, Amasia). This event is the first of the new Penn in India: Faculty Speaker Series and is made possible in partnership with the Center for the Advanced Study of India (CASI).

Success Coaching and Training | Responding Well During Change Brenda Wise Is a captivating speaker, highly regarded leader, successful trainer, and dynamic businesswoman. Brenda will focus passionately on assisting others in gaining new awareness and to view “change” as a positive opportunity to create the results one desires in life. Brenda has become increasingly aware of the importance of responding swiftly and effectively to a changing environment, as well as providing new learning in the area of communication, relationship marketing, and personal safety. This realization grants her a double portion of insight, which is confirmed by the increasing demand for such information and the powerful results that is gained.  Brenda’s plethora of experience compliments her 36 years as a speaking professional, trainer, and entrepreneur making her unique background an asset to her training and consulting. Comfortable on the speaker’s platform and a natural in the training room, Brenda’s presentation comes alive while inspiring and motivating her audiences.  Brenda has served as co-owner of an International Franchise Company with over 50 offices in the US, Mexico, and Canada. She has affiliations with the National Speaker Association, American Society of Training and Consulting, National Association of Business Women Owners,” Response” rape crisis, and Habitat for Humanity.  Brenda is passionate about sharing knowledge that will transform the lives of individuals, while empowering them to improve their quality of life, by achieving their goals and fulfilling their destiny.  Mission While standing firm on the beliefs and values that guide my life, along with a strong sense of integrity, I will passionately commit to empower people to take personal responsibility for improving their quality of life; thus allowing them to achieve the excellence they desire. Clients NASA * Hewlett-Packard * DuPont * Sentara Hospitals Clemson University * Wilcox & Savage * Children’s Hospital of the Kings Daughters * Armada Hoffler * Continental Power Train, inc.* Bank of America * Stihl * Long & Foster * Public School System * Dominion Va. Power * Christian Broadcasting Network* Ameriprise Financial * Verizon * Commonwealth Attorney’s office * U.S. Government * All branches of Military Armed Forces * McPhillips, Deans & Roberts * J C Pennys * Va. Beach Health Services * PETA *Seaward Marine * Rite Aid *United Way * Virginian Pilot * Norfolk & Southern * Eastern Virginia Medical School * Mary Kay *  Honors Awarded “Pioneer Award” for being a catalyst for creative and dynamic change in a system of the national network Received the “Silver Award” level of Excellence Earned the “Chairman’s Distinguished Achievement Award” for creating international recognition for Citizens Against Crime Presented “Business of the Year” by the International Society of Crime Prevention Practitioner’s Certified Zig Ziglar trainer for employee development, and Certified Master Trainer in the Neuro-Science of NLP by the Pennsylvania Institute of NLP  Awarded “Rising Star” with BANKCODE technologies the future of Communication and AI.  Brenda’s educational focus includes Business Administration, Communication, Behavioral Sciences.  “Each day is a gift, each day is a lesson to be learned, and each day is an opportunity for growth”. Brenda Wise  Working from Home, the New Normal Be understanding and empathetic, we are all in this together.  Morning routine: keep one!!!!! Meditate – Gratitude journal, read, exercise, shower, dress       No PJ’s  BE FLEXIBLE!!!! Dedicated workspace: DOOR on it and try to teer clear of dining room table and sofa. Set boundaries / Create Schedules. Define your BIG 3 most important things to bring the greatest ROI.

Success Coaching and Training | Responding Well During Change Brenda Wise Is a captivating speaker, highly regarded leader, successful trainer, and dynamic businesswoman. Brenda will focus passionately on assisting others in gaining new awareness and to view “change” as a positive opportunity to create the results one desires in life. Brenda has become increasingly aware of the importance of responding swiftly and effectively to a changing environment, as well as providing new learning in the area of communication, relationship marketing, and personal safety. This realization grants her a double portion of insight, which is confirmed by the increasing demand for such information and the powerful results that is gained.  Brenda’s plethora of experience compliments her 36 years as a speaking professional, trainer, and entrepreneur making her unique background an asset to her training and consulting. Comfortable on the speaker’s platform and a natural in the training room, Brenda’s presentation comes alive while inspiring and motivating her audiences.  Brenda has served as co-owner of an International Franchise Company with over 50 offices in the US, Mexico, and Canada. She has affiliations with the National Speaker Association, American Society of Training and Consulting, National Association of Business Women Owners,” Response” rape crisis, and Habitat for Humanity.  Brenda is passionate about sharing knowledge that will transform the lives of individuals, while empowering them to improve their quality of life, by achieving their goals and fulfilling their destiny.  Mission While standing firm on the beliefs and values that guide my life, along with a strong sense of integrity, I will passionately commit to empower people to take personal responsibility for improving their quality of life; thus allowing them to achieve the excellence they desire. Clients NASA * Hewlett-Packard * DuPont * Sentara Hospitals Clemson University * Wilcox & Savage * Children’s Hospital of the Kings Daughters * Armada Hoffler * Continental Power Train, inc.* Bank of America * Stihl * Long & Foster * Public School System * Dominion Va. Power * Christian Broadcasting Network* Ameriprise Financial * Verizon * Commonwealth Attorney’s office * U.S. Government * All branches of Military Armed Forces * McPhillips, Deans & Roberts * J C Pennys * Va. Beach Health Services * PETA *Seaward Marine * Rite Aid *United Way * Virginian Pilot * Norfolk & Southern * Eastern Virginia Medical School * Mary Kay *  Honors Awarded “Pioneer Award” for being a catalyst for creative and dynamic change in a system of the national network Received the “Silver Award” level of Excellence Earned the “Chairman’s Distinguished Achievement Award” for creating international recognition for Citizens Against Crime Presented “Business of the Year” by the International Society of Crime Prevention Practitioner’s Certified Zig Ziglar trainer for employee development, and Certified Master Trainer in the Neuro-Science of NLP by the Pennsylvania Institute of NLP  Awarded “Rising Star” with BANKCODE technologies the future of Communication and AI.  Brenda’s educational focus includes Business Administration, Communication, Behavioral Sciences.  “Each day is a gift, each day is a lesson to be learned, and each day is an opportunity for growth”. Brenda Wise  Working from Home, the New Normal Be understanding and empathetic, we are all in this together.  Morning routine: keep one!!!!! Meditate – Gratitude journal, read, exercise, shower, dress       No PJ’s  BE FLEXIBLE!!!! Dedicated workspace: DOOR on it and try to teer clear of dining room table and sofa. Set boundaries / Create Schedules. Define your BIG 3 most important things to bring the greatest ROI.

As a child, Chef Jay Rohlfing watched his grandfather make Angel Food cake and was immediately hooked by the culinary arts. He attended culinary school at the Pennsylvania Institute of Culinary Arts and after graduation went on to work at the Boca Raton Resort, Harbor Court Hotel, and Linwoods in Owings Mills. Working under Linwood Dame was the most influential experience of his career. Linwood pushed Dutch to reach great heights and to pay attention to all aspects of the kitchen. Chef’s favorite pastime is growing his and his wife’s small farm. The couple raises chicken, ducks, rabbits, and a bounty of vegetables each season. Chef Rohlfing joined the Cunningham’s in 2016. He describes his approach to cooking as “rustic American,” and enjoys creating approachable dishes and ensuring guests have a great experience. He is excited to have the ability to source products from Cunningham Farms – and believes that knowing where a product comes from only multiplies the respect culinary staff has for their craft. Follow Cunningham's online at: https://www.facebook.com/cunninghamsMD/ https://www.instagram.com/cunninghamsmd/ https://twitter.com/cunninghamsmd Or Book A Table and Have Jay Serve you Here: https://www.opentable.com/r/cunninghams-reservations-towson/?restref=110557&corrid=c7dade7f-3f23-42bb-90a6-6d84ab7eb4c6 --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/toddcollins/support

Eric Joseph Esoda is the President & CEO of the the Northeastern Pennsylvania Industrial Resource Center (NEPIRC). Eric joined NEPIRC in 1998 and, since that time, has held positions within the organization’s consulting, business development and financial management departments. Prior to joining NEPIRC, Eric worked with the New York offices of the accounting and consulting firms of Fust, Charles & Chambers, LLP and KPMG. Within those firms, his areas of specialization included manufacturing consulting, financial management, financial compliance and entrepreneurship. Eric has several professional publications to his credit and has been a contributing researcher and author to several statewide and national publications on the manufacturing industry, CEO learning behaviors, and the impact of various economic development policies and programs upon the business sector. As a regular presenter at national conferences, Eric has hosted workshops and keynote presentations on topics such as manufacturing innovation, innovative approaches to addressing the shortage of qualified workers, how corporate culture impacts organizational strategy and how companies can effectively use Voice-of-the-Customer feedback to make business decisions. Eric’s strong dedication to northeastern Pennsylvania’s manufacturing industry led to his nomination as the nation’s Manufacturing Champion of the Year in 2011 and his designation as Master of Ceremonies at the national Manufacturing Extension Partnership Awards Ceremony during each of the past two years. An ardent supporter of our country’s manufacturing industry, Eric has been called upon numerous times to provide expert testimony and presentations before various legislative committees, research teams and international audiences. Eric holds a degree in Accounting from the University of Scranton and a Masters Degree in Accounting from Binghamton University. He is a Pennsylvania Certified Public Accountant, a former Officer of the Northeastern PA Chapter of the Pennsylvania Institute of Certified Public Accountants and is in pursuit of his Innovation Engineering Black Belt from the Manufacturing Extension Partnership, University of Maine and world-renowned innovation leader, the Eureka Ranch.

Title: Enterprise Bank's Leader, Chuck Leyh: Accountant, Banker and Deal Maker, Part 1 Subtitle: A two-part discussion with a successful banker fulfilling a COMMON BANKING need with an UNCOMMON BUSINESS solution. “Being a banker is like being the pilot of an aircraft.  It is years of boredom and seconds of terror.” Kelly Coughlin is CEO of BankBosun, a management consulting firm, helping bank C-Level officers navigate risk and discover rewards.  He is the host of the syndicated audio podcast, BankBosun.com.  Kelly brings over 25 years of experience with companies like PWC, Lloyds Bank and Merrill Lynch.  On the podcast, Kelly interviews key executives in the banking ecosystem, provide bank C-Suite officers, risk management, technology and investment ideas and solutions to help them navigate risk and discover rewards, and now your host, Kelly Coughlin. Greetings, this is Kelly Coughlin, CEO of BankBosun, helping bank C- suite execs navigate risks and discover reward in a sea of threats and opportunities.  Being a banker today is an enormous challenge.  I like to say the three “Rs” that are constantly threatening and challenging then are risks, regulation, and revenue creation.  And within each of the three “Rs” you have varying layers of threats.  In the risk bucket you have cyber risk, operational risks, compliant risk, market risk, interest rate risk and, of course, credit risk. That is the risk that in your core business, lending, you make a bad loan and it doesn’t get paid back. There are some great quotes on banking in the lending business.  Warren Buffet says, “Banking is very good business if you don’t do anything dumb.”  Carl Webb, Co-Manager of Ford Financial Fund said, “Banks get in trouble for one reason, they make bad loans.”  And now you have an ironic quote from another now infamous banker, “Irrational lenders come and go, but mostly they go.” That’s from John Stumpf, former chairman and former CEO of Wells Fargo.  And, of course, Stumpf was the banker who appeared in front of Congress a while back and got completely hammered, rightly or wrongly, and now he, just like other irrational lenders, is of course gone. And then you have one of my favorite quotes from Fred Schwed, author of Where are the Customers Yachts. He writes, the conservative banker is an impressive specimen.  He spends his day saying, no.  He says yes only a few times a year. His rule is that he reserves his yeses for organizations so wealthy that if he says no some other banker would quickly said yes.  His business might be defined as the lending of money exclusively to people who have no pressing need of it.  In summary, he affirms what Bob Hope, one of my favorite comedians of all time, said, A bank is a place that will lend you money if you can prove that you don’t need it.  Consequently, because of these dynamics banks typically are not the place one goes to get early stage or startup or venture or distressed or risk capital for a number of practical reasons.  Regulators don’t like it.  The revenue could be tricky to accrue, especially when collectability is either not assured or perhaps uncertain.  Bank auditors are frequently stuck in an audit review model that challenges their ability to think outside the box on revenue recognition collectability.  The end result is only a few banks step into this world of lending to companies who truly need it.  I came across a bank, a while back, that breaks the mold on this. I was frankly looking at some historical financial data on banks.  As most of you know, I spend a significant amount of my time helping community and regional banks improve their revenue growth rate by improving their ability to compete with big banks, brokers and advisors. So, in doing that research I came across a very unique bank located in Allegheny County in a suburb near Pittsburgh PA. The bank is fairly traditional in a few areas. They accept deposits.  They make personal loans.  They make business loans and they sell some insurance products.  I don’t believe they provide wealth management or trust services but it’s where they are unique that really got my attention.  Number one, they offer consulting services.  Number two, they offer book-keeping services.  Number three, they offer marketing services, and number four, they offer temporary services, primarily, temporary short-term CFO type services.  Number five, they lend to the small business, the startup and the small distressed business market. And most importantly, their uniqueness is most apparent in its five-year cumulative annual growth rate of approximately three times the industry average. They have a growth rate of 25 percent and the industry average is about 8 percent. And with that type of uniqueness, I decided I need to talk to this company.  So, with that in mind, I hopefully have the CEO and chairman of the Board of Enterprise Financial Services group, Chuck Leyh, located in Allison Park, Pennsylvania.  Chuck is a CPA with more than 30 years of experience in public accounting with an emphasis on tax and business consulting and he has experience in business analysis and business valuations and he is a member of the AICPA and a member of the Pennsylvania Institute of Certified Public Accountants.  Hopefully Chuck is on the line.  Chuck, are you there? Chuck:             I am here. Kelly:               Chuck, how are you doing today? Chuck:             Very good. Kelly:               Well, did I make any mistakes in my introduction there? Chuck:             No, I think you kind of covered it.  I’m not sure the growth rates are quite what you have stated but certainly over a long haul they have been very significant. Kelly:               I just took some summary financial data prior to today, you are substantially higher than the industry average? Chuck:             Yes, yes, we do a lot of, as you stated, startup businesses, businesses in distress, means we do a lot of risk mitigation with SBA, real estate, and what traditionally happens is in more challenging economic times we have more loans than we know what to do with. And in the competitive times is when it becomes more challenging for us to grow, because the economy is strong and a lot of business are healthy and banks are out lending and there is a lot more competition and there are not as many people, believe it or not, starting businesses or going through distresses when times are strong, and when times are weak those trends go up and that’s when we typically grow a great deal. Kelly:               Chuck, I have a lot of questions here but before we kind of get into the guts of this let me ask you this, are you fundamentally an accountant or are you fundamentally a banker? Chuck:             I am fundamentally an accountant.  I still am a partner in a CPA firm and that’s what my chosen profession was.  Twenty years or so I got this bright idea with some friends to start a bank and after a few years it wasn’t doing what it was supposed to.  So, when you usually start something with your friends and clients they look at it and say, yeah, this isn’t working out here, well, you got us here, you better go fix it.   And so that’s kind of how I got into banking. Kelly:               Alright, let’s talk about the history of enterprise.  Is this first-generation enterprise or does what we see now kind of the second generation after you have fixed this version?   Chuck:             So, this is the same business concept.  Basically, this business concept grew out of me having a friendship with a banker and looking at modeling out a business plan.  The way I kind of created the business plan to model out was to go to my accounting firm clients and get a list of the things they did not like about banking and see if I could draft a business plan that address those issues, and that’s kind of how this whole system grew.  It wasn’t run quite the way it was intentioned and it struggled for a few years and, like I said, that’s been how I got into it on a day to day basis.  And I have continued for the last 18 years to oversee day to day operations and turn things around and put it on the right foot. Kelly:               The version of enterprise that we see now, what was the market and was the opportunity?  What void did you fill? Chuck:             I think, when you go back to when we started the bank, that list of things that my clients didn’t like about banking, there was basically a few premises and we kind of built a plan along that line.  The lack of continuity in relationships, probably a lack of business empathy, and almost, what I term, the phase banker’s arrogance, where bankers felt that they know how to run a business better than the business person.  So, that was kind of one issue and, obviously, the other was continuity where things get in our relationship, those people get promoted, move on and you start all over again trying to educate your bankers as to how your business run. And probably the unique focus of Enterprise Banking structure was to address those two issues.   And one of the ways that we did that was to create a relationship manager concept where, that’s not unique, every bank has what they term relationship managers, but in this situation a relationship manager functions as a small business inside the bank. Basically, it’s treated as the branch gets its percentage of revenue based on the bank’s net interest income, monies to bad debt reserve, which we build and allocate on a per loan basis.  So basically, they get a percentage of that and out of that you hire their staff, have fringe benefits, expenses, whatever it is that all run through that little business unit. By them running their own business inside the bank, it kind of address the empathy and the continuity because they don’t get promoted or anything else.  The stronger, the larger the branch gets, the more money they make so they get empathy and get rid of that banker arrogance by running the business themselves.  So, they experience the same problems their clients and borrowers are experiencing.  The continuity issue is addressed because they are in that position and that’s a lifetime relationship type position like a CPA would have with their clients.  So, that’s a kind of a unique situation in the bank and a lot of it is quality assurances and checks and balances and everything that revolve around that structure and that structure was created to address those two basic issues. Kelly:               At the parent bank level, is there a credit committee that approves any sort of investment that the bank would make then? Chuck:             Yes, there is actually in this bank, one of the problems that we created to address was the timely decision on credit.  More than, if there was a “no”, setting goals for people so that they can address those goals and perhaps come back and then have a different answer if they have taken time to prepare themselves better for the lending relationship.  And so, because there is a senior loan committee that’s actually made up of board members that meets weekly and it addresses all the credit requests.  So, the relationship managers have a financial stake in what happens with the loan.  And, obviously, that is something in their minds and it has to pass their comfort level before they will introduce it to senior loan committee. But the senior loan committee then is the ultimate approval source so, pretty much, every relationship and loan, so that there is a strong checks and balance in the system. Kelly:               So, in terms of the types of deals that you guys do, let’s just talk about the nuances of the start-up business.  Are you looking for deals, whether it be a startup and that their cash flow is limited but there is some sort of a asset protection there that you have got some collateral protection? Chuck:             Yes, as I am sure you are aware, most banks emphasize historical consist in cash flow as the basic foundation for assessing risk for making a loan.  If you have a start-up business or a business that’s gone going through distress where it has lost money for a period of time, you don’t have that cash flow continuity and strength to support the lending relationship.  This is still a bank.  It still takes bank risks so it reverts back to looking for an underwriting that’s almost a worst-case scenario.  It almost assumes that the business will go under then it looks at it and says, can we assess the risks and protect ourselves?  And that typically then leans towards collateral of some sort or government guarantees that mitigate the risks if there is not enough collateral so that the elevated risk of failure is offset by this collateral that mitigates the amount of the losses potential. Kelly:               Your success in the distressed business vertical, if you will, versus the startup.           Chuck:             I don’t know that there is a whole lot of difference between the two.  Actually, the distressed area is a different type of thought process and underwriting.  You know, when you have a startup, business projections are never what reality ever is in either business.  So, you are kind of looking at the management background, the experience level, the concept and, is it a well thought out program?  That’s what you are sort of looking at for the startup program.  But, it’s a little different with the distressed business because in there, typically you come in and they have been successful for a period of time, now they are going through a problem and you have to assess that problem.  Is that the real problem?  Do they have the fix identified? And you believe that fix is the only thing that’s necessary.  And so there is a little bit of an analytical difference between the two.  Both, you have to have a good sense that management has a hand to hand, either in the start-up situation or the distressed situation but the validation is a little different in the two different scenarios Kelly:               I don’t need to tell you that management is first and foremost a factor to be evaluated, how are you doing in that area, and especially in the stress mode where you have management that kind of attribute their distressed situation to market factors as opposed to themselves and their own management decisions? Chuck:             I have been in the marketplace for 40 years and you have kind of seen a lot of examples of good and bad management, you’ve seen a lot of examples of mistakes and people learning from their mistakes or basically saying it’s somebody else’s fault.  And so you kind of go through the situation and you see how people analyze the situation, how they take responsibility for it and what their game plan is, moving forward.  And that is the intangible analysis you go through to try to assess your probabilities for success, but, ultimately, in this type of lending you are going to have a lot more failures than you will in a traditional bank environment.  And so you have got to stress the collateral practical liquidation analysis and assess the risks a little differently based on collateral.   Because until you experience somebody first hand going through distress and pressure and how they react to it,  you actually don’t know for sure how an individual’s character will hold up to pressure. Kelly:               The team you have that help you in the due diligence and acceptance of a deal, I suppose you are looking at their market plan, certainly their internal control systems, their accounting systems, all those core things to run the business but, in my opinion, businesses typically fail on the revenue side, not so much on the back-office side. How do you guys go about really evaluating the  revenue projections and their ability to get their first customers, if they are a startup; or to substantially increase their ability to get customers, if it’s a turnaround? Chuck:             There are obviously, based on the pedigree of management, the experiences they have, the type of idea, the amount of competition, all of those things, that are into a risk analysis and then you look at that perceived risks and then you mitigate it with either collateral or guarantees or something else.           As a CPA and as a banker, the one thing I disliked with when bankers would tell my clients that that business plan doesn’t have a prior, it will never generate to revenue, and then five years later those people are multimillionaires because they really did know what they are doing. And, you know, that banker arrogance is again the thing that you watch because just because a revenue is planned doesn’t seem to make sense to you, it doesn’t mean it doesn’t have the chance of success. The most successful people are the people who does something unique and outside the box.  Because you haven’t seen it succeed you feel there is a greater risk. You want to try to balance that mind set so that you don’t turn down a deal because the revenue is not apparent.  But you do look at the deals where you are more skeptical of the revenue and you say I want more protection with collateral or more of a government guarantee or more some risk mitigation when I don’t feel real comfortable or think this revenue stream is going to happen soon.  And every situation is done on a case by case basis, and that is the key.  In a small bank like this where everything is customized to the specific circumstances you don’t have prepackaged products.  You try to design something just for that particular client.  For instance, somebody starts up a driving range and they come in and say, you know, I have a better idea and I can do a better job running the driving range, my people skills, my networking, my background.  Well, you look at those kind of things and you know it’s going to take time for reputation to grow, you know things are going to have to work out in a certain way and you know there is going to be curves and steps backwards, you know, the best of us, hopefully, take two steps forward and then one backward.  It’s inevitable to happen.   So, you start to look at the design, for instance, you might go say, okay, clearly these people don’t have any revenue from say, November through April, well, then you may design a loan structure that it goes interest only in the off season and then it kicks up to a greater than normal principal and interest payment on the in season so you kind of help them budget themselves and help them structure things.  And you advise them in that relationship as to how you are going to mitigate your risk in the off season in the business plan.  If you have a facility where you can conduct parties or do something in the off season or some other revenue that complements the off season to get rid of some of the cyclical nature of the business.  And then you start to look and see how does that perspective borrower react to your advice and your thought process.  And all those things come together to determine whether it’s a relationship you want to work with or not.  Kelly:               Let’s say, a term of the compensation on these deals, are you taking any warrants, options, any sort of equity or is it straight interest rate? Chuck:             We haven’t done that up to this point in time.  It has been a straight interest rate.  I will say that up through the recession, the spread for taking this kind of risk when you are using the SPA, for instance, they will have a maximum rate that you can charge and have a guarantee.  The spread that you got from your cost of funds to the rate that you would get for doing this type of lending was significant, the money was very good. I will say that since the recession, flattening of the interest rate curve here, recently, but really since the recession that margin shrunk a lot and so we are looking at different ways to perhaps supplement revenue to get the margin back to where it was say 10 years ago versus where it is today. Kelly:               Right.  Like any bank, your core source of funds are going to be customer deposits and you always have some assets to liability risk management you have to do there, are you able to get sufficient deposits from your customer base, knowing that this is your business model, so are they fearful of that? Chuck:             Actually, when we work with a client obviously we are showing a loyalty towards them that the other banks aren’t showing because we are doing a loan that others won’t do.  We kind of expect that loyalty to come back so we’re kind of writing things upfront that says if we are going to take this risk loaning you this money.  You have got to have your operating accounts with the bank.  Everybody is pretty good about that and obviously when the businesses become successful and strong and get out of their start up period then deposits can become very significant.   And that funds a big portion of the bank but we are not a retail consumer oriented group so that’s our sole client base and small business deposits is not sufficient to fully fund the operations.  So, we will go in and do borrowings from federal loan banks, we will do self CDs, you know, and then use even a broker CD market, as long as the funds are reasonably priced, and competitive with home loan bank borrowings.  We actually push our class of funds higher than most banks because while we are taking what most would deem to be more credit risk than most financial institutions, we take extremely low credit risks and interest rate risks.  So, what we are giving away on the credit risk part we are taking back on the interest rate risk part so that we have pretty much a neutral situation for our funding and our asset to liability management so that drives our cost of funds up also by having a lot longer term borrowings than a lot of institutions. Kelly:               Let’s talk about your consulting services that are packaged into your offerings.  I see that you have got marketing, bookkeeping and temporary services and I believe that there are primarily CFO services, what purpose do they fill and are they important to your overall offering?         Chuck:             Well, they are very important, especially to the start-up businesses.  And the original premise of forming the bank was to make banking into a service value oriented proposition versus a purveyor of money.  The concept here with a relationship manager is to be a consultant, a financial consultant similar to a CPA.  But CPAs are typically more in a tax oriented consulting approach and then some general business consulting, and these people are a more general business consulting, finance consulting.  That’s the training they get, to be a relationship manager.  Now, the subsidiaries that we have, given to more of a specific and stronger expertise in certain disciplines, whether it is real estate, marketing, bookkeeping services, IT services, and then general business consulting with different specialties niches so that when, you know, a startup business has the idea, if you build it they will come.  We all know it doesn’t work that way, people have to know about it and so our marketing people will take it to the next level. And what it does is, it improves the probability of success for the startup businesses, and obviously that has a strong synergy with the bank because it improves our success rate and reduces the bad debts.  And at the same time, we price the services that we are not making a big profit on it, we are making some money on it and then that synergy of making our underlining businesses get stronger.  Those two things together create a strong value for the bank and for the client.  When we have a new relationship come on board from a borrowing perspective we do analyze and have our consultant go out and look at their accounting system and make sure that they have the capabilities to report to us the way the loan documents require.  And we have somebody from our IT subsidiary go out and review their computer systems to make sure that they have a security level that makes it safe to do business with us and them.  And so those two things are looked at and if they identify a problem then we go to the client and say, you need to beef up these areas and if you want we can help but you don’t have to work with us or you can find anybody but there is an issue here.  So, those are the two areas we look at where we say there is a certain level we have to get to but we never go with our people and say you have to use them or something like that.  If the client wishes to that’s great, if they don’t then so be it. Kelly:               Oh, that’s very smart, very smart. Chuck:             Most of the clients have assembled a team of people and we are more than happy to work with that team of people.  Let’s say, if something doesn’t work and that team drops the ball somewhere that’s typically when our people starts to get involved.  So, it’s more of helping a client and being there to pick them up when they stumble rather than try to push services and grow the service aspect of the business.  This is a bank, we look at those services and seeing them being complementary to the bank, not so much as a huge profit center in and of themselves. Kelly:               Do the cost and the revenues from those services, do they run through the bank or do they go through a consulting subsidiary? Chuck:             They go through a subsidiary but they get consolidated but most of them are operated a little above break-even but not much. And that’s how the pricing is affected to keep it almost overly competitive so that people that are going through distress can actually afford to get the help. Kelly:               I love that business model. I really do. In terms of your footprint, where do you operate geographically? Chuck:             It’s pretty much Allegheny County and the bi-contiguous counties but what really drives it is not so much a geographic distance.  That is something that with remote banking and all the electronic world, the way it is today, geography isn’t really an issue.  What is important for us is the evaluation of collateral and the accretive evaluation, and if we get into a troubled loan, having it be within an area that we can dispose of assets to get our money back.  And this bank does some things pretty unique in that area and like, for instance, many times when you reap with us a piece of property and it’s in a distressed situation we can actually have a little subsidiary that comes in, repairs the facility, gets it ready for market and then our real estate group goes and sells it. And so in this particular bank we are not sitting there selling a distressed property at thirty cents on the dollar.  We don’t do that.  We go in, we make sure we fix it up so it’s presentable and it’s safe and then we’ll market it in a conventional sense and market for its fair market value.  You have to be close enough to our Allegheny County location for us to efficiently carry out that aspect of the business plan. And so it pretty much runs in western Pennsylvania.  Kelly:               That’s terrific.  That concludes part one of my interview with Chuck Leyh, CEO of Enterprise Financial Services, in Allegheny County, Pennsylvania.  In part two we are going to talk to Chuck about how   his unique business model presents challenges in dealing with both regulators and the auditors.   Thanks for listening.  We want to thank you for listening to the syndicated audio program, BankBosun.com.  The audio content is produced and syndicated by Seth Greene, Market Domination, with the help of Kevin Boyle.  Video content is produced by the Guildmaster Studio, Keenan, Bobson Boyle. Voice introduction is me, Karim Kronfli.  The program is hosted by Kelly Coughlin.  If you like    this program, please tell us.  If you don’t please tell us how we can improve it. And now some disclaimers, Kelly is licensed with the Minnesota Board of Accountancy as a certified public accountant.  The views expressed here are solely those of Kelly Coughlin and his guest in their private capacity and do not in any way represents the views of any other agent, principal, employee, vendor or supplier.

John Harrison has an amazing story to share and I was thrilled to have him on my podcast. He is a father of four children. By the time John turned 30 years old he was over 300 pounds. At 41 he is now at 200 pounds. John lost well over 60 pounds through unconventional training methods including kettlebell training, mace swinging, sandbags and others. John is an SFG I through StrongFirst and a licensed massage therapist through the Pennsylvania Institute of Massage Therapy. John shares his road to health and fitness and how he has successfully lost his weight. He also shares his approach to working with his students and clients by incorporating the Functional Movement Screen, soft tissue work, and strength training to really provide a totally integrated approach. Here is what you will learn in this episode: Intro/background Success with convention methods of weight loss (running, elliptical, etc.) How unconventional training methods of weight loss (kettlebell, mace, sandbag) made the difference. Journey from HKC to SFG and pursuing massage therapy Integrating FMS, massage therapy, and strength training into student's training sessions Rik Brown (Mr. Maceman) Don Giardafino and much more Show Notes: Mr. Maceman  

Richard founded the firm in late 2009. He has over 20 years of experience servicing organizations ranging from small closely held businesses to large Public Companies. Industries have included manufacturing, real estate, construction, non-profit, retail, employee benefit plans, local governments, automotive, education, health care, broker-dealers and professional organizations. Richard has served clients both domestically and internationally. Richard received a Bachelor of Science degree in Accounting from Drexel University in 1987 and is certified in the Commonwealth of Pennsylvania. Richard is active in the local community and has served on the Board of Kendal Crosslands Communities for 10 years. He is currently the Clerk (Chair) of the Board of Directors. Affiliations: American Institute of Certified Public Accountants (AICPA) – serving on their National Peer Review Committee. Pennsylvania Institute of Certified Public Accountants (PICPA) – serving on the Peer Review Committee as well as the Accounting and Auditing Procedures Committee. He is also a frequent author of the PICPA Journal on accounting and auditing topics. Member of PrimeGlobal – serving as vice-chair of their Peer Review Committee and an annual presenter at their Business Assurance Conference. Fellow of the American Board of Forensic Accountants.

Coach was a long running sitcom on ABC that starred Craig T. Nelson and Jerry Van Dyke. In April of 2015 NBC went forward with a 13-episode order of a Coach reboot written by the original creator Barry Kemp. The show would follow Craig T. Nelson's TV son Tim Fox as he becomes the head coach of the fictional Pennsylvania Institute of Science and Technology (PIST). Through some gentle persuasion the head coach decides to call upon his father Hayden Fox to join the team as the assistant head coach.   The pilot script sets up the situation fine, but lacks the comedy. This script relies heavily on Hayden Fox's over the top delivery of simple lines he was known for in the original series. For the other characters it seemed the script would have been punched up several times before being shot. The first episode was filmed in front of a live studio audience, and the end result received mixed reviews. While audiences always seem to enjoy the Hayden Fox character and Craig T. Nelson as an actor, the show it self was labeled as "dated." Lucky for Nelson he was paid for the entire 13-episodes, the other actors were only paid for the pilot. What do you think? Do you wish NBC moved forward with the new Coach series? Or are there other reboots you would rather watch?

Jeff Fagin is a Financial Evangelist, Entrepreneur, Investor, Educator, Financial Coach, and Business Consultant. Having an MBA and CPA, Jeff has spent his entire 35 year career successfully managing people, managing businesses and managing money.  Eric Wright, CPA, CITP is a IT shareholder with Schneider Downs, a regional certified public accounting firm with offices in Pittsburgh, PA and Columbus, OH.    He server as the chair of the Pennsylvania Institute of Certified Public Accounts' IT assurance committee.     Jennifer Myers and Noura Salman - Real Estate Broker and Owner of Dwell Residential Brokerage, Jennifer Myers along with her guest, CPA and tax strategist extraordinaire, Noura Salman.  Heather Bailey is a partner in SmithAmundsen's Chicago office and a member of the firm's Labor & Employment Practice Group. Heather focuses her practice on employment and labor litigation.  Nick Berry is the President and co-founder of the Fitness Consulting Group Family of Brands, which serves business owners in the fitness industry.    He has been a bestselling author on the topic of fitness and business building practices in the fitness industry multiple times.