Podcasts about periodically

1. A complete list of University of California Press journals is available at UC Press Journals 2. Clare E. B. Cannon; Advancing sustainable transitions: A spatial analysis of socio-environmental dynamics of landfills across the United States. Elementa: Science of the Anthropocene 12 January 2024; 12 (1): 00101: Link 3. Morrison, Matthew D. Blacksound: Making Race and Popular Music in the United States. Oakland: University of California Press, 2024. Available at: UC Press Bookstore 4. Matthew D. Morrison; Race, Blacksound, and the (Re)Making of Musicological Discourse. Journal of the American Musicological Society 1 December 2019; 72 (3): 781–823: Link 6. Jennifer Lynn Peterson; Scenes of Destruction and Beauty: Sponsored Film, Women Reformers, and the Save-the-Redwoods League. Feminist Media Histories 1 April 2023; 9 (2): 43–75: Link If you are interested in supporting the work of UC Press and its Journals Program, please consider making a charitable donation to the UC Press Foundation. To learn more about the UC Press Foundation and how to contribute, please visit UC Press Website. David Famiano is the Journals Director at the University of California Press Jessica Chesnutt is the Journals Manager at the University of California Press. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/african-american-studies

Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.The scripture instructs us to fix our attention not on the things that are seen but on the things that are unseen, for the things that are seen are temporary, but the things that are unseen are eternal (2 Corinthians 4:18). Eternal things must become so clear that our motivations and inspiration are not designed by temporary realities. Our decisions must now shift towards an upgraded paradigm anchored in what is not yet known or visible to the eyes. We must refuse to be governed by what we see or will eventually feel.

Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.The scripture instructs us to fix our attention not on the things that are seen but on the things that are unseen, for the things that are seen are temporary, but the things that are unseen are eternal (2 Corinthians 4:18). Eternal things must become so clear that our motivations and inspiration are not designed by temporary realities. Our decisions must now shift towards an upgraded paradigm anchored in what is not yet known or visible to the eyes. We must refuse to be governed by what we see or will eventually feel.

If your normalcy, is juggling dogs, clients, kids, partners, piles of washing, dozens of undone chores, and a brain with 47 tabs open, this episode is for you. It is all about the reality of running a dog business while looking after family and dealing with a long list of other responsibilities outside of work. We talk openly about those rock‑bottom moments where you wonder if it would be easier to just go back to being “normal,” identity crisis, handling grief and being overstretched. You'll hear how to simplify your business, prioritise tasks and surround yourself with a community of people that provide the support you need instead of inadvertently making things worse. KEY TAKEAWAYS Feeling overwhelmed by life and work doesn't mean you're not cut out to run a business,  it means you're human. Developing a rinse‑and‑repeat business model frees up headspace and time.  Discomfort is part of growth. The right mentor stop your overthinking. They help you see where you are making things harder than they need to be. Who you surround yourself with massively affects your belief in what's possible and how hard everything feels.   When you feel fear or overwhelm spike about money, clients, big decisions or other things, pause, and say, “This is my brain trying to keep me safe.” Then ask: "If fear wasn't driving this, what would I choose?"   Periodically, audit your business for tabs that don´t need to be open and plates you no longer need to keep spinning. List out everything you're trying to do, decide what actually moves the needle and what can be parked. For regularly repeated tasks, develop simple rinse and repeat processes, and follow them. BEST MOMENTS “How often, do you feel you've just got too many tabs open in your head, or you're spinning too many plates?” “Life is busy, life is short, so actually spend it with people you love. Spend it with people that are going to encourage you.” “Often, we are afraid to put ourselves first.” “What thoughts are yours, and what are other people's that have infiltrated your brain?” If you've not grabbed your CBA Live ticket yet, get your arse in gear and sort it here:https://www.caninebusinessacademy.com/cba-live-2026/ Across two days we cover everything we've talked about in this episode (and a lot more): real-life business stories, mindset, money, systems, and strategies you can actually use.  You'll connect with other force-free trainers, and you'll have the chance to join the CBA community full-time so you're not left doing this on your own. CBA Live is the business event for force-free dog trainers and behaviourists. SOCIALS AND IMPORTANT LINKS https://www.tiktok.com/@letstalkdogbusiness https://www.youtube.com/@LetsTalkDogBusiness www.caninebusinessacademy.com https://www.facebook.com/groups/caninebusinessacademycommunity Let´s Talk Dog Business Strategy Book - https://www.amazon.co.uk/Lets-Talk-Dog-Business-Strategy/dp/1068791705 Email: hello@caninebusinessacademy.com ABOUT THE HOSTS Jo Moorcroft and Vicky Davies are dog behaviourists, business strategists, and co-founders of Canine Business Academy—the UK's go-to hub for dog professionals who want more than just a logo and a dream. With a combined passion for dogs and business done properly, Jo and Vicky have helped hundreds of canine professionals build sustainable, profitable businesses rooted in real impact. Their award-winning work has earned recognition including:– UK StartUp Awards: Business to Business (Midlands)– Small Business Awards UK: Most Innovative Small Business 2025– Business Awards UK: Most Innovative Pet Product 2024– Plus shortlists at the Women in Business and Great British Businesswoman Awards They're also No.1 bestselling authors of Let's Talk Dog Business Strategy, featured on BBC Radio, FOX, NBC, and more—with 63,000+ downloads of this very podcast. Their philosophy is simple: Give a shit. Get shit done. Get results. This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.The scripture instructs us to fix our attention not on the things that are seen but on the things that are unseen, for the things that are seen are temporary, but the things that are unseen are eternal (2 Corinthians 4:18). Eternal things must become so clear that our motivations and inspiration are not designed by temporary realities. Our decisions must now shift towards an upgraded paradigm anchored in what is not yet known or visible to the eyes. We must refuse to be governed by what we see or will eventually feel.

Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.The scripture instructs us to fix our attention not on the things that are seen but on the things that are unseen, for the things that are seen are temporary, but the things that are unseen are eternal (2 Corinthians 4:18). Eternal things must become so clear that our motivations and inspiration are not designed by temporary realities. Our decisions must now shift towards an upgraded paradigm anchored in what is not yet known or visible to the eyes. We must refuse to be governed by what we see or will eventually feel.

With the Co-Authors of The Greater Game and Dan Sullivan of Strategic Coach and John Bowen of CEG Insights Louis Diamond speaks with Dan Sullivan of Strategic Coach® and John Bowen of CEG Insights about founder dependency, enterprise value, and the architecture behind scalable businesses. In Summary Many advisory firms grow successfully while remaining highly dependent on their founders. Dan Sullivan and John Bowen argue that the difference between a successful practice and a valuable enterprise comes down to architecture. Louis sits down with the co-authors of The Greater Game to discuss founder dependency, enterprise value, intellectual property, and why some businesses scale beyond their owners while others do not. The conversation offers advisors a framework for thinking differently about growth, succession, and long-term optionality. The Storyline Many advisors spend their careers helping clients build valuable businesses. Far fewer stop to ask whether their own firms are being built the same way. That tension sits at the center of Louis Diamond's conversation with Dan Sullivan, co-founder of Strategic Coach®, and John Bowen, founder of CEG Elevate Group and CEG Insights. Their new book, The Greater Game, challenges a common assumption about growth: that bigger businesses are simply the result of working harder, adding more clients, or improving existing systems. Instead, they argue that enterprise value is created through architecture—the deliberate design of a business that can scale, transfer, and thrive without its founder at the center. The discussion introduces a framework for understanding why some entrepreneurs remain trapped in optimization while others build enterprises that compound in value over time. Along the way, Dan and John explore founder dependency, intellectual property, succession planning, strategic partnerships, and the role advisors can play in helping entrepreneurial clients navigate each stage of growth. For advisors, the framework creates an important mirror. The same forces that limit enterprise value for entrepreneurial clients often exist inside advisory firms themselves. The result is a conversation that extends well beyond business growth and into questions of optionality, transferability, and what ultimately makes a firm valuable. Topics Covered Enterprise Value Creation Founder Dependency Risk Business Architecture vs. Optimization Intellectual Property & Scalability Strategic Partnerships & Leverage Succession Planning & Optionality Legacy, Impact & the “Greater Game” Mindset > Download a transcript of this episode… Listen and Learn Highlights for Advisors What is The Greater Game—and why does it matter to advisors? (17:57) Dan and John introduce the framework behind their new book and explain why advisors should think about it both for entrepreneurial clients and for their own businesses. Why do only a small percentage of entrepreneurs create exponential enterprise value? (22:24) The discussion explores the difference between “architects” and “optimizers” and why most business owners remain focused on improving what exists rather than designing what comes next. Why is founder dependency such a significant valuation risk? (35:00) John explains how businesses that depend on a single individual often struggle to scale, transfer, or command premium valuations. How does expertise become intellectual property—and why does that matter? (35:00) The transition from expertise to transferable systems may be the most important bridge in the entire framework, creating leverage that extends beyond the founder. What prevents many advisors from fully serving entrepreneurial clients? (18:00) The conversation examines why most advisors are well-equipped for traditional planning needs but less prepared for the governance, succession, and enterprise-value challenges entrepreneurs eventually face. What does the next game look like after you've already “won”? (50:00) Dan and John discuss why many successful entrepreneurs and advisors eventually shift their focus from accumulation to significance, impact, and legacy. What's the single most important move an entrepreneur can make? (52:30) Dan shares the concept of Unique Ability® and explains why simplifying around your highest-value strengths often creates the greatest multiplier effect. Key Takeaways Enterprise value is created through architecture, not effort. Many successful businesses continue to grow while remaining highly dependent on their founders. The firms that command premium valuations are often built differently from the start. Founder dependency acts as a hidden valuation discount. The more a business depends on one person, the more difficult it becomes to scale, transfer, or sell at a premium. Intellectual property is often the bridge between a practice and an enterprise. When expertise becomes codified, transferable, and repeatable, value begins to exist independently of the founder. Advisors and entrepreneurs often face the same challenge. The same founder-dependency issues advisors help clients solve frequently exist within their own firms. Strategic partnerships create leverage that expertise alone cannot. Many of the most successful entrepreneurs grow through collaboration, ecosystems, and coordinated expertise rather than attempting to solve every challenge themselves. Most advisors are trained to solve early-stage problems. Entrepreneurial clients eventually require guidance around succession, governance, scalability, and enterprise value—areas that extend beyond traditional planning. The next stage of growth is often not about growth at all. For many successful entrepreneurs, the question eventually shifts from accumulation to significance, impact, and the legacy they want their business to create. https://www.youtube.com/watch?v=JY5xOB8GTQY Quotable Moments “The exit multiple is downstream of the architecture.” “The difference between a three-times and a fifteen-times multiple is often whether the business depends on the founder.” “You have to simplify in order to multiply.” “We're not talking about a 10x game anymore. We're talking about a 100x game.”     FAQs Why do some advisory firms command higher valuation multiples than others? Dan Sullivan and John Bowen argue that valuation is often determined long before a transaction occurs. Firms that reduce founder dependency, codify intellectual property, and build transferable systems typically command higher multiples than those built around a single rainmaker. What is founder dependency and how does it impact enterprise value? Founder dependency occurs when clients, revenue, and decision-making remain concentrated around one individual. While those businesses can be highly successful, advisors find they are often more difficult to scale, transfer, or sell. What is the difference between an architect and an optimizer? An optimizer focuses on improving an existing business model. An architect builds systems, intellectual property, and structures designed to create leverage, scalability, and long-term enterprise value. What does Dan Sullivan mean when he says “100x is easier than 2x”? The concept challenges entrepreneurs to stop thinking incrementally. Rather than working harder within the current model, transformational growth often comes from redesigning the model itself through better leverage, collaboration, and systems. How can advisors better serve entrepreneurial clients? Many entrepreneurial clients eventually need guidance beyond investment management, including succession planning, governance, intellectual property strategy, and enterprise value creation. Understanding where a client sits in their business journey can help advisors provide more relevant advice and coordination. What is the expertise trap and why does it matter for advisory firms? The expertise trap occurs when critical knowledge, relationships, and processes remain inside the founder's head. Until that expertise becomes transferable and repeatable, enterprise value often remains limited regardless of growth. Dan Sullivan and John Bowen argue that valuation is often determined long before a transaction occurs. Firms that reduce founder dependency, codify intellectual property, and build transferable systems typically command higher multiples than those built around a single rainmaker. Founder dependency occurs when clients, revenue, and decision-making remain concentrated around one individual. While those businesses can be highly successful, advisors find they are often more difficult to scale, transfer, or sell. An optimizer focuses on improving an existing business model. An architect builds systems, intellectual property, and structures designed to create leverage, scalability, and long-term enterprise value. The concept challenges entrepreneurs to stop thinking incrementally. Rather than working harder within the current model, transformational growth often comes from redesigning the model itself through better leverage, collaboration, and systems. Many entrepreneurial clients eventually need guidance beyond investment management, including succession planning, governance, intellectual property strategy, and enterprise value creation. Understanding where a client sits in their business journey can help advisors provide more relevant advice and coordination. The expertise trap occurs when critical knowledge, relationships, and processes remain inside the founder's head. Until that expertise becomes transferable and repeatable, enterprise value often remains limited regardless of growth. Related Resources The Greater Game by Dan Sullivan and John Bowen Strategic Coach® CEG Elevate Group The Greater Game Dashboard Diamond Consultants Advisor Transition Report Dan Sullivan The world's foremost expert on entrepreneurship in action, Dan Sullivan has spent the past five decades empowering business owners to reach their full potential in both their professional and personal lives. His strong belief in and commitment to the power of the entrepreneur is evident in all areas of his company, Strategic Coach®, and its successful membership community. Dan is married to Babs Smith, his partner in business and in life. They jointly own and operate The Strategic Coach Inc., with offices in Toronto, Chicago, and the UK Dan and Babs reside in Toronto. John Bowen John J. Bowen Jr. is the founder and CEO of CEG Elevate Group, the holding company that includes CEG Worldwide and CEG Insights. Through these companies, he helps elite financial advisors serve fewer, wealthier clients exceptionally well while building more valuable and scalable businesses. Before founding CEG, John spent 26 years as a financial advisor and built a $2 billion wealth management business. That firsthand experience grounds CEG’s work today across advisor coaching, enterprise programs, empirical research through CEG Insights, and practical frameworks for advisors who want to move beyond practice growth to enduring enterprise value. John is the author of 21 books on wealth management, entrepreneurship, and success. His newest book, The Greater Game: Your 100x Blueprint for Exponential Growth, Freedom, and Legacy, co-authored with Dan Sullivan of Strategic Coach, will be published by Hay House Business in May 2026. Today, John and the CEG team work with leading advisors and enterprise firms — including some of the largest advisor organizations in the United States — to help advisors deepen relationships with affluent clients, build scalable practices, and design lives of greater significance. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Architecting 100x Growth: A “How-To” From Legends Dan Sullivan and John Bowen A conversation with Louis Diamond and Co-Authors of The Greater Game, Dan Sullivan of Strategic Coach and John Bowen of CEG Insights.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Architecting 100x Growth: A “How-To” From Legends Dan Sullivan and John Bowen, a conversation with the industry’s top coaches and co-authors of The Greater Game. I’m Louis Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Most entrepreneurs and many advisors spend years optimizing for growth without realizing they’re building a business that still depends entirely on them. Revenue and complexity grow; enterprise value, transferability, and freedom often lag far behind. Dan Sullivan and John Bowen argue that the issue isn’t effort or intelligence; it’s architecture. No doubt these are familiar names in the wealth management industry, but just to set the stage, Dan is the co-founder of Strategic Coach, and John is the founder of CEG Elevate Group and CEG Insights. Together, they spent decades coaching and studying high-performing entrepreneurs and advisory firms. Their latest book, one they joined forces on, The Greater Game, lays out a very different framework for thinking about growth, one built around scalability, transferrable value, and long-term leverage rather than incremental optimization. What makes this conversation especially relevant for advisors is that the framework cuts both ways. It applies to the entrepreneurial clients that advisors serve, as well as to the advisory firms themselves. And in many cases, the same founder dependency and expertise trap that limits a client’s enterprise value is quietly limiting the advisor’s business too. We talk about the difference between operators and architects, why 100 times growth can actually be easier than two times growth, where businesses tend to stall as they scale and how advisors can start thinking differently about their own firms, particularly when it comes to enterprise value, succession, and long-term optionality. It’s rare access to a conversation with two of our industry’s legends whose advice and counsel has not only helped to transform the business lives of many of our listeners, but also my own. So let’s get to it. Dan and John, thank you both for joining us today. Dan Sullivan: Thank you, Lou. It’s a real pleasure. John Bowen: I’ve had the privilege of joining you before, but never with my co-author, Dan Sullivan, and I’m excited to share what we’re doing because I think it can make a big impact in our advisor industry. Louis Diamond: No doubt about it. Yeah, this has been an interview I’ve been very excited to host. So let’s jump right in. Dan Sullivan, I think you are a man that needs little introduction. So many advisors in the industry are fans or clients of your firm, Strategic Coach, but for those who aren’t as familiar or need a refresh, can you just give some quick context into why you started Strategic Coach and what the company does today? Dan Sullivan: Yeah. Well, it goes back to 1974. I was a copywriter at BBDO, the Canadian branch of BBDO, big global advertising agency. It still is. But I’ve been sort of a lifetime coach. I remember once when my mother finally caught up with what I was doing in life and I was describing what I was doing, she says, “Well, you were doing that when you were a child. You were talking to adults and you were asking adults about their experiences.” And I said, “Yeah, I could do this when I was eight or nine years old, but it took me a long time to get a business model wrapped around it.” But I jumped out in 1974 and started coaching anybody, but it actually turned out that entrepreneurs were the best people to coach because they would write a check on the spot and they would make a decision on the spot and I needed cashflow and I did it. So I’ve been personally, as a Strategic Coach, which was named by someone else. You’re just out there trying to get cashflow to pay for the rent. So I started in ’74, and I was lucky and it really relates to your target audience, Lou. Right off the bat, I got what are called top-of-the-table life insurance agents. And that was really, really great because life insurance agents are purely a conceptual business. So someone can get a new idea at breakfast and they can have a new business by dinnertime just because they can change their mindset. And that moved on. And I did that for 15 years, just one-on-one, 1970s, 1980s. And then, I’d had enough experience that we turned it into a workshop program in 1989. We’ve been at it ever since. So I was at a talk. Joe Polish is a great friend of ours, Joe Polish with Genius Network. And he had a speaker there, and he says, “You’re one of the original gangsters, aren’t you? You’re one of the first people.” And I said, “I don’t know if I’m the original, but I think I’m the only surviving one.” So it’s 52 years that I’ve been doing what I’m doing. And I had the good fortune to meet John in around 2009. John, was that the year? 2009? John Bowen: Yeah, in the little economic downturn that everybody knows about here. Dan Sullivan: Yeah. And John had a great coaching program and we had a great coaching program. And over the years, we’ve talked a lot about what makes a entrepreneur exponential in their thinking. And finally, about two years ago, we decided, let’s write a book about this. And that’s the new book, which is called The Greater Game. That’s where this all started. It’s just been a great pleasure because we sync very well. Louis Diamond: Amazing. And Dan, I think a lot of people likely know you either from Strategic Coach. I know I’m personally a big fan of two of your books and I know of others, The Gap and The Gain and Who Not How. We’re going to talk about your new book, but I think it’d just be helpful. Can you talk about the key premise of some of your prior books, The Gap and The Gain and Who Not How? Dan Sullivan: As a result of my membership, I’m a member in other groups. And so Joe Polish of Genius Network fame, he’s been in my program for 28 years, and I’ve been in his program for 15 years. And there was a writer who was in one of the first Genius Network workshops, and he approached me. And I created a lot of books, but I create small books and they’re self-published. I do a book a quarter. I’m 82 in about three weeks. So when I was 70, I said, “I’m going to give myself a 25-year project. I’ll write 100 books in 100 quarters.” And this is quarter number 47, and I’m writing my 47th book. But they’re little books. They’re 60, 70 pages. They’re one-idea books. And Ben Hardy, who was, at that time, the number one writer on Medium, which is a blogging type medium, he approached me, and he said, “I know you don’t write big books and you don’t have publisher books. But,” he said, “if you ever did,” he said, “I’d like to collaborate.” And that was a great good fortune on my part. So we produced three books in five years. The first book was Who Not How. Who Not How basically says when you have a goal, the biggest problem with the goal, you’re excited about the goal, but you’re not excited about doing it. So you find “Whos” who help you and you build teamwork around it. And that was a big seller. And then, we had another concept which was called The Gap and The Gain that entrepreneurs, depending on how they measure their progress, can be perpetually unhappy or they can be perpetually motivated. And it all depends on how they measure their progress, how they measure their goal setting and their goal achievement. And then the third book, which has really turned out to be the big one, up until this book, this book will be bigger. It’s called 10x Is Easier Than 2x. So hence, Coach, everybody has a 10x game plan. Whatever number they want to choose, revenues, personal net worth, whatever, you have a framework of 10x, which is sometime in the future, but you use that future framework for deciding what you’re going to do today that will end up as a 10x result. I thought that was going to be our formula for the rest of my life until I met John. And then John is a great AI practitioner. And I began to realize that that 10x is now becoming 100x for really top-notch entrepreneurs, but the 10x is easier than 2x. And we just crossed the million mark with the three books, which is really good. And it’s great for lead… we’re having people show up and they’ve really bought into what Strategic Coach is. We have a good size company. We’re not a small company. We have 120 team members. We’re in five centers: Los Angeles, Vancouver, Chicago, Toronto and London, England. But it’s been really great because we’ve really grown with technological change and it’s basically, we teach people how to think about their thinking. And Lou, you were in for three years, both in-person and virtual. So you know what the starting structure of it is, but I’m in love with entrepreneurs. Entrepreneurs are crucial characters on the planet, but mostly they operate alone and what we’ve done is create a community for them. Louis Diamond: Fantastic. Thank you, Dan. And John, I think perfect segue to you, because I know you’ve spent your career serving and helping entrepreneurs as well, mostly within financial services or within wealth management. And you’ve been very kind to share some of your amazing research on advisors serving entrepreneurial clients in the past. But for anyone who’s missed those episodes, similar question for you, can you share what your companies do? CEG Elevate, CEG Insights, your new research, and then we’ll dive into your exciting new book. John Bowen: Thank you, Louis. And Dan and I are very excited about just entrepreneurs in general. Dan is, because he’s working with them directly. The best clients for financial advisors are entrepreneurs, largely, if you’re going to go high net worth, ultra-high net worth. So we have a company, CEG Elevate, which is our parent company. Two of the companies that are really interesting for this podcast is CEG Insights and this is our research arm. And we’ll study about 20,000 high net worth, ultra-high net worth clients this year in depth and 6,000 up to 7,000 we’ll do just of entrepreneurs. And this is in the partnership. Lou, I invited you up to… We were skiing two years ago in Park City and you couldn’t join us. But Dan and I made a deal to do a 25-year partnership studying entrepreneurship, one for Strategic Coach and his coaching clients, but really the opportunity for financial advisors. And it’s probably just as well because I came down, and I think, Dan, you were 80 at the time and I was 69. I’m 70 now. And I was skiing with a whole bunch of 40-year-olds, and they’re all going, “You guys are way too optimistic.” And Dan and I are just getting started on this. And the other company that’s applicable is CEG Worldwide, where we have the privilege of coaching and training some of the top financial advisors, those aspiring, and also working with the enterprises to really help move up market and do this great experience. Louis Diamond: Fantastic. Dan, question for you. What was the core problem you and John were trying to solve in your new book, The Greater Game? What is it that existing frameworks weren’t touching? And then John, I’ll have a follow-up question for you after that. Dan Sullivan: Yeah. Well, by the very nature of what we do, we’re not going for wannabes. We’re not going for entrepreneurs who hope to be really successful someday. We’re engaging with and we’re registering into both of our communities, people who, they’re already great. They’re already doing so many things right, but they’re kind of doing it unconsciously. They just have a unique ability for growth. They have a unique ability for networking and expansion, but the very, very core is they’ve done it on their own. And they’ve done it out of intuition and they’ve done it out of ambition and motivation. But their biggest problem is that they’re really lonely. I’m in my sixth decade now of coaching entrepreneurs, and people say, “Well, what’s the number one problem that entrepreneurs face?” And I said, “Loneliness.” They can’t explain themselves to the family they grew up with. They can’t explain themselves with their lifetime friends. They have thoughts about how they’re operating. And they take enormous pride in their ability to transform difficulties into breakthroughs, but they don’t have anybody to talk to. So what we’ve created is a community where when you walk in the room, everybody in that room immediately understands you. Everybody immediately applauds what you’ve done. Everybody is inspired by you. So my framework is I call, “What you’ve done on your own, you’re great. You’re a winner already, but who do you talk to?” You have to hide a lot of your success because they just won’t understand what it is that actually motivates you. And the beauty of the partnership with John is the vast majority of our clients are in 70 or 80 different industries, so they’re not peculiar. We start off with financial services, especially life insurance. But what I notice is that all the difficulty they get into life is they’re trying to communicate with people who don’t understand them. And what we’re saying is, “Stage one, you did it on your own, you’re great by any standard whatsoever. You check all the boxes for being a successful person, but you don’t really have any way to actually check out how other people are doing this.” And so we’ve created a community, and John has created a community where people, immediately, there’s understanding. And not only that, but there’s opportunity because they’re unique in their own ways. Every one of our entrepreneurs has created a very, very unique pattern of success that if they were with 10 other people, they could learn from this. If they were with 30 other people, they would learn even more. So that’s what we’ve done. So stage two is now joining a community where everybody gets you. Louis Diamond: Interesting. And that’s the premise of the book. We don’t want to have people not buy it, but what is the greater game? What’s the game that folks are playing and pursuing and how do you make it greater? Dan Sullivan: I tell you, what I’ve always been lacking, I’m sort of intuitive like most entrepreneurs are. We’ve done about 300 times growth since we started the program. But it’s intuitive. I don’t have any research to back this up. I’m low on fact finder. I find, generally speaking, the best facts are just the facts that I make up, but at a certain point, you’d like to have some actual research to back me up. So I’ve gone as far as I can go with our company without real research. Then John comes into the picture, and now we got some real research. And I will say this, this is generally true. It’s not just a problem with me that I don’t have research. I find that entrepreneurism is one of the least researched subjects on the planet. And John comes along and he’s done all the backfill for how entrepreneurs actually perform and I’ve got research to prove it. Louis Diamond: Perfect. Yeah, John, question for you. So what is The Greater Game? And then, how do you think it relates to what financial advisors have been missing? John Bowen: One of the things that we as financial advisors all want to work with people who have already won. And there’s no better group than entrepreneurs, successful entrepreneurs. If we look at people with 25 million or more of investible assets across all households in the US, 90% are entrepreneurs. And at the 5 to 25 million of investible assets, it’s three out of four. So at CEG Worldwide, we’ve always wanted to really understand advisors. And we said we’ll partner with Dan and his passion with entrepreneurs, we’ll go ahead and study them so that we can bring insights on how we can better serve them. And the very first thing we want to do is understand, yeah, there’s very different stages that we see of entrepreneurs and we talk about the whole concept of The Greater Game. And the idea here is we wanted to identify… And I’ll share some PowerPoint slides. I know a lot of us are listening and I just want to walk through this, but Louis will have it in show notes, his team will. We really saw four areas. The first one was level one, stage one was foundation for freedom. They had ambition, the vision, but they really needed security. And Dan calls this, and I love this term, “cash confidence.” But it’s really using a financial advisor to have security. And one of the things, the last time I was on with you, Louis, we talked about there’s 59.2% of entrepreneurs who want to switch advisors because they don’t believe they have that security. And that’s kind of the foundation. And this is why you’re never going to read a more friendly financial advisor book for entrepreneurs than this because in our coaching program, we’re developing workshops and so on to bring this message out. And then the second level is where now we saw… and there were four levels. Dan and I identified 5.4% of these entrepreneurs that were just killing it and they were going through all four levels. The second level was energy for expansion. They were very motivated, they were excited about getting up and really the intellectual property, and Dan’s been one of the big leaders in this, is so much of what we know… And as I go through this too, I want every one of the advisors to think about it’s not only your entrepreneurial clients, this is for you too, is having this intellectual property, getting it out of your head so that your business is not founder-dependent or personality-dependent. You’ve got this enterprise. And then, the third level where it really took off was collaboration and multiplication. And Dan talked about the power of community and this is so big. And for advisors, the community is often working with other professionals, the accountants, the attorneys, the investment bankers. Matter of fact, when we survey, we found that 40% of the people with 25 million or more that they invest with an advisor came through an investment banker. So creating that community, teamwork, having the right team and then autonomy. Can you step away from your practice? The entrepreneurs step away 30 days, 60 days, 90 days, making that independence, moving from the founder-dependent to the enterprise. And the last level was exponential. And this is all along the way, the AI opportunities to accelerate this and augment this is really real, but the agency where the blue ocean, creating new markets, then getting the commitment and courage. And at each of these levels, we saw different entrepreneurs just really taking off. And one of the things that’s so important, Louis, for what we’re talking about today is advisors all are ready to treat stage one, the foundation for freedom, but they don’t really understand the other stages, and that’s really what entrepreneurs want. So if you want to work in this market, it’s very important for you to understand what you can do to help. The difference is often for an entrepreneur, a three to five multiplier versus 15, the level one or stage one to stage four. And this is where it gets really exciting. Louis Diamond: This would be a question for John. You found, and he’s mentioned it, that only 5.4% of entrepreneurs operate as architects versus optimizers. Can you explain the difference between those two personas? John Bowen: Well, I’m going to set up the research and let Dan really bring it home. But Dan and I came up with this framework, The Greater Game and the 10 Multipliers, and we’ve got that and we’re putting it in order and we wanted to really confirm. And everything we do is empirical research. So we reached out to 1,000 very successful entrepreneurs, 1,016. And it became very clear that the 5.4% of them were actually executing on all these levels and they were just distancing everyone else. And what we came up with, and Dan mentioned it earlier, that his book, 10x Is Easier Than 2x, but we said, what we’re seeing… and we’ve got a whole bunch, I think it’s 26 stories in the book of entrepreneurs, we’re seeing so many people blow this out that 100x is easier than 2x, and it forces a whole different mindset where if you’re optimizing, you’re kind of looking incrementally. But when you step back as an architect, big picture, wow, huge opportunity, both for entrepreneurs and advisors that are entrepreneurs to make a real big difference. This is something you’ve really coached to and had the privilege of working with thousands of entrepreneurs helping them on that journey. Dan Sullivan: Yeah. One of the things that was confusing for me, Lou, when I first started coaching, because everybody who came in to coach, you remember when you came into your first Chicago workshop, that everybody in the room was motivated. I’m not a motivational speaker. I don’t have to motivate the entrepreneurs who are in Coach. They’re already motivated. The problem is the focus of their ambition and focus. And what we discovered was that there were two types that showed up. I didn’t really understand it, but they’re what I call status-oriented entrepreneurs. And what they are when they were a kid, they didn’t have anything. Their family wasn’t at the top of the pole. When they were born, they grew up in a certain community, but there were certain people who lived in the right part of town and they had really big houses and everything about their lifestyle was way above everybody else in the lifestyle. And they saw the lack of what they had, because of the way they were born, that they were going to match it. But the matching was based in not only what the big home looks like. They’ve got other homes, they’ve got vacation homes. They belong to clubs. There’s clubs for the winners, and the losers aren’t part of those clubs, golf courses and boating clubs and everything else. And what I noticed was their motivation was simply to get to that point where they had the same sort of status. And they’re interesting for a while, but once they’ve gotten to that level of status, they’re not interesting anymore. They go on cruise control at that point and they just want to stay within that framework. But the really interesting entrepreneurs, and we really highlight them in the book, it’s just about growth. So when they get to one level, they say, “That’s great. Okay, now I’ve got a new baseline and now I want to grow even further.” And we have one story, very, very interesting. When he came into my Chicago workshop, I met him and he said, “I’ve got a big engineering company.” This is Paul VanDuyne. He’s out of the Quad City area of Iowa. And he says, “My ambition for your program is for three years, I’m just going to plan my retirement.” And I said, “Well, we’ve got some thoughts about that.” So I said, “Just do your first workshop and we’ll talk about it 90 days from now.” And he came back and he had an entirely different game plan, and he’s grown basically 250 times in his last 13 years. He’s completely transformed the industry that he’s in and he had this growth. So what we’re looking for in The Greater Game, we’re looking for those entrepreneurs who are already successful, but they don’t see any stopping point. They’ll grow to one level and then they say, “Okay, that’s the new baseline. Now I grow to another level.” Meanwhile, three years ago, what happened is the world got a new capability called AI. AI, you’re not talking 10x. If you use it properly… a lot of people are in the very early stages here, but we can see the ones who are applying it for growth. John has set up an entire research structure just to measure the people, and what are the people who are just motivated by growth? They don’t see any stopping point. They don’t see any retirement age. They’re just growing. They’re in better health now than they were when they started their ambition. One of the great breakthroughs we’re having now is the impact of AI on physical fitness and health right now. And so you have 70-year-olds now who are way more ambitious at 70 than they were at 50. So we think a whole new world is being created in front of us, but there isn’t the research to measure what the real winners of this new game are actually doing. And The Greater Game is a lot of Strategic Coach thinking tools, but it’s also the phenomenal research that John is doing, and we’re measuring exactly what are these people who just constantly grow, what are they actually doing? John Bowen: Louis, if I can jump in, I want to go back to Paul just for a second because he was going to do something classical, and Dan is also my coach and I was going to do something similar. Paul told Dan that he was going to retire at 65, and his wife. And he were going to open up a little mom-and-pop coffee shop. And the reason so many of the entrepreneurs are caught in the 2x optimization is they’re grinding it out. They’re working harder to be more successful and the desire to do that isn’t very high. That’s why you retire. On the other hand, what we found, the ones working on 100x are building platforms and ecosystems. They’re architected. And as we were writing the book, CEG grew by 58%. I’m going to give a lot of credit to the book, because as Dan and I were working on the processes, I wanted to walk all the talks. This is where the world is changing. I want everybody to think as a financial advisor, you’re being served twice, one with The Greater Game, they don’t care about a few basis points on returns. That’s table stakes. So much of the level one is taking care of the investment side, mitigating taxes, taking care of the areas, protecting the assets, some charitable planning, maybe shoot in some succession planning. I can tell you only 6% of the entrepreneurs actually feel they’re getting that from you, but that’s only level one. If you can help them from each of the stages, stage one through four, and help them create that vision, they’re going to love you to death. Because many of them want to continue in this path and create tremendous value, bigger impact, not creating legacies in the sense of enduring legacies, but active legacies. Last year, my wife and I set up a private foundation. I called it The Greater Game Foundation. I just love this so much, the difference that you can make, and I want to do it while I’m living, not while I’m gone type of thing. I think that’s one Dan and I very much share. Louis Diamond: Awesome. You wrote the book 10x Is Easier Than 2x, but now you’re claiming 100x is easier than 2x. How can that be the case? Dan Sullivan: The interesting thing, one of my points of proof on the original idea, the 10x Mind Expander, I use a lot of what the entrepreneurs have already done to prove the future. In other words, I said… You’ll remember the exercise, Lou. And I said, “I want you to pick your best number.” Everybody’s got a best number. It’s revenue, it’s net worth, whatever. And I said, “I just want you to multiply by 10.” And immediately there’s this reaction. He says, “You know how hard it was to get to just where I am 10 times?” And I said, “Well, you’ve already done 10 times. You’ve probably done 10 times twice. So let’s go back to the beginning. When were you 1/10 of where you are right now?” And they can nail it. They can tell you the year, they can tell you the month when they were 1/10 of where they were. And I said, “Let’s write the actual structure that got you from 1/10 to where you are right now.” And there’s five stages, and usually it’s an event, it’s a new relationship and all of a sudden they get a big check. And we measure, as entrepreneurs, size of check is a good scorecard. When you’re first starting, you got a $10,000 check, that was the biggest check. But about five years later, you get a $100,000 check, and all of a sudden it seems strange at breakfast, but by dinner you’ve normalized the idea, “Well, I know what it’s like to get a much bigger check, a 10 times check.” And so I have them create five growth stages that took them from where they were 1/10 to where they are right now, and I said, “Now let’s go back and talk about doing 10 times more.” And what they recognize, 80% who’ve got them 10 times the first time is going to be the same. It’s relationship, it’s having a great team, it’s having a simple approach that always works and it’s about the kind end customer. It’s not about them. It’s about who is it that you’re being a hero to in the marketplace. Because the truth is people don’t want to have a lot of relationships as they grow. They’d like to have one relationship to grow. They’d like to have an advisor who’s growing with them. But then John introduced me to the whole world of AI and I said, “We’re not talking 10 times anymore. We’re talking 100 times.” I said, “If you apply this new form of thinking, because it is an entirely new form of thinking, to what you’re doing right now, you can see that 10 times is going to happen just by doing three or four things where you’re eliminating waste, you’re eliminating things that just don’t work anymore, changing relationships, changing teamwork, changing collaborations in the marketplace.” But meanwhile, this new world of thinking is making you healthier. It’s making you more fit. So where before you thought you wouldn’t have the energy at 70, you now have more energy at 70 than you had at 50. So you’re the only one who says when it’s going to stop. I’m 82 in three weeks. We’re having this… I’m 82 and I’m way more ambitious at 82 than I was at 52. And the world is, because the world outside in terms of technological capability and access is way, way bigger in my 82nd year than it was in my 52nd year, and I love the growth. I have to tell you that the greatest point where AI is going to have the impact is going to be making money. The big titans, the Metas, the Googles, the Nvidias, what do they have in common? It’s about the money and where AI is being applied most is how you do new things with money. So that’s where the 100 times now comes from. I’ve normalized it. I said, “We’re not talking a 10x game anymore. We’re talking 100x game.” But the number on the scoreboard isn’t the issue. The scoreboard is, are you actually having fun? Louis Diamond: Yeah, we call it living your best business life. That’s our major barometer in charge. John, I don’t know if you could pull up your slides again, but I want to talk about the bridge between stage two in your pyramid to stage three. So that’s from expertise into scalable property. Can you explain how this relates to a financial advisor or an independent business owner and why this concept is so important for the valuation of a business? John Bowen: The book, it’s written for entrepreneurs, but I wanted to create some bridges while we’re together with Louis on really what’s going on for financial advisors and how you can help them. So if they’re at our stage one, Dan and my stage one of The Greater Game, and they want to go to two, they’re kind of dreaming oftentimes, and we want to help them begin creating the architectural structure. And as an advisor, this is really going to encourage everybody to read chapter two, The Greater Security. It talks about really the VFO, Virtual Family Office structure that they want, and you got to help them get financially solid, building personal wealth outside of the business, tax, estate, insurance, business structure. That’s what we all do today. Then though, if they want to move from level two to three, what we find over and over again, advisors are not equipped to do this, because what we’re taking is that founder where everything’s in its head, we’re now helping them move from just having that expertise to having scalable property. This is that codifying the process of building IP that’s transferable. And this is where the real valuation changes. Now, I’m not asking financial advisors to be the IP experts, but what the entrepreneurs want is they want somebody to help them curate and then coordinate between each of these levels. We go from three to four that the founder is indispensable, oftentimes at three. Now we want the team there to be invincible. And it’s not just the individual team as Dan was talking about. It’s the community. The collaboration is where this really takes off. The noise of AI is making it harder to market, but by partnering, particularly as financial advisors, we can very quickly have groups. One of the reasons why I’m collaborating with Dan, I want to help our financial advisors to work with entrepreneurs. Dan wants that research. So this is the natural collaboration. But they’re interested here in governance, self-managing teams. One of the things that Strategic Coach is brilliant at, the pre-transaction they want. And what we find so often is the indispensable discount. So many businesses sell, if they sell at all, they’re selling for three to five times multiplier, not advisory, but traditional businesses. Well, if you can make it to four, all of a sudden you’re now talking to 10 to 15 times multipliers. And think of it as if I’m a buyer and I’ve been involved in 50-some transactions, what happens is if the business is the guy, the gal, they’re the business, then you’re buying a very expensive job type thing. So let’s just keep a simple one. They’re having a couple million dollars of EBITDA. And let’s say the high range of that, five times EBITDA is $10 million. Well, the difference at 15 times two million is 30. Now, a few basis points I don’t really care about. I really care about capturing that difference. And because there’s a machine working without, I can buy that machine and generate that cash flow and it’s also taking advantage of the vision. And then when we get to level four, this is where most advisors make the biggest mistake is, “I’ve won. I’m at level four. I’ve got tremendous wealth.” Okay, but I’m now looking at significance. And I do want to go, “It’s not enduring legacy I’m looking for. I’m looking for active legacy. I’m looking for family governance.” Do I want to continue to build it like Dan and I’m doing at 70? I’m building the business so I can continue doing it as long as I want to do it. At the same time, and I love the impact we have and I know you do too, Louis, for the impact you have. Why not build the platform that’s going to allow you to do that as long as you want to do that? And if you don’t want to do it, let’s create the most value to transfer. When you start having conversations like that with families, entrepreneur families, it just changes, and very few advisors can do that. And that’s what we’re finding. We have a coaching company, training company, we train those things. They’re winning, quite honestly, almost 100% of the time because entrepreneurs didn’t know that was available to them. Louis Diamond: Interesting. It seems like the difference between stage two in your pyramid, to leap to stage three or four, that seems like a pretty massive pivot point for valuation for building a scalable business, having a self-managing company, et cetera. Do you find or have you seen that advisors or entrepreneurs that are in stage two themselves, they kind of pattern-match when they’re working with their own clients and kind of manage their own clients into stage two, or is it not really connected? John Bowen: I think that once you get the bigger picture and see the greater game, you can help your clients. That is a very small percentage. Remember, it was only 5.4 of when we surveyed successful entrepreneurs were actually playing the greater game, all four levels, the 10 greater multipliers. So I think what we tend to do is we get stuck on what we can do. And all the training is for level one for financial advisors. We don’t know how to guide them through the other levels. And really, the big difference from two to three, Dan and I’ve talked about this a lot, and I think Dan’s one of the biggest champions of this, is collaboration, putting together strategic partnerships. It could be with your competitors. This is for entrepreneurs, competitors, it could be various vendor partnerships. But the ability to open up markets that way when you have now put together in level two your IP, value creation’s huge. For advisors, it’s putting together partnerships with centers of influence. When we survey top financial advisors, 70% of their best clients came through COI, Centers of Influence with accountants, attorneys, investment bankers, and so on. Well, let’s do it on purpose, be successful on purpose. Louis Diamond: Dan, question for you. In all your experience working with successful financial advisors, insurance producers, probably any entrepreneur, what do you feel are the most common things that folks do unintentionally to really hurt their enterprise value even long before, or if ever, they decide to sell their business? Dan Sullivan: Yeah, I think the biggest thing is they stay entirely within their industry. One of the first questions that we ask our entrepreneurs when they come into the program and where you see it most is in the professions: lawyers, accountants, engineers, architects. I’ll say, “Well, what is it that you are?” And they’ll say, “Well, I’m a lawyer. I’m a tax lawyer.” And I said, “Are you a tax lawyer or are you an entrepreneur who has a specialty in tax law?” Okay. It makes a big difference, because if you see yourself as a tax lawyer, then you’re saying that you’re a better paid factory worker. You’re a manual laborer. But if you’re an entrepreneur, it’s a fairly recent idea in human history. There’s always been entrepreneurs, but it wasn’t until about the beginning of the 1800s that you start seeing this really different class of people in the marketplace, who, it didn’t matter how they were born, they were taking advantage of some new multiplier technology. Steam power being a great example. Around 1800, steam power came on. And anybody who had a bright vision for themselves and had the wherewithal to figure out what needs could be satisfied with a new technology, all of a sudden they became rich. They became rich. And it was very disruptive, because up until then it was based on aristocracy and you were born into wealth or you were born into poverty. There was no crossover. So what we’re saying is anybody who comes into Strategic Coach, I said, “I’m not going to tell you anything about your particular industry.” I said, “You know all the best practice people in your industry and they have workshops and they have conferences and you go to them, but they don’t know how to be entrepreneurs. You know how to create a really well-paying job, but you haven’t created a company.” A company is a totally different realm and I would say the vast majority of entrepreneurs, 95% of entrepreneurs haven’t really created a company. They’ve just created a really well-paying job which requires their presence and their attendance. I said, “You don’t get any payout for your company. If you’re the company, you need to have a structure.” I’ll give you an example. We started the company in 1989, and we’re about 270 times what our first year revenues were, and that was a great year. I was very happy for the first year, but we’re about 270 times. Along the way, what I did is I created other coaches so it wasn’t just Dan, the coach. So we have 16 other coaches. And I’ll give you a little example. In 1994, that year our company did 144 workshop days, 36 per quarter. One coach: me. Last year we did 600 workshop days and I did 12. 588 were done by other coaches. And our coaches are great. They’re clients who have coaching instincts and they do it. So about four years ago, I met one of our clients who’s an M&A specialist, and I laid out all the facts just in conversation, “This is our revenues. We have no debt. It’s repeatable income, around 70% is repeatable for one year.” I put the whole structure together. And I said, “So right off the top, I don’t have any relatives on staff.” The first thing they look for, “Any relatives working for you?” And he gave me a number. It was a big number. It was probably four times revenue for that year. He said, “We got a lot of structures.” Then something happened in the marketplace, and this is a great breakthrough that the US Patent Office sometime in the last 10 years recognized that up until about 10 years ago, to get a patent, you had to have a technological component for what you were doing. Sometime in the last 10 years, the patent bureaus decided that the internet is the technological component. So they’ve introduced education and entertainment as patentable processes. So in the last three years, we’ve gotten 82 patents. 82 patents. And these are our thinking tools, Lifetime Extender, Free Focus and Buffer Days. You know the routine that you learn in the first three days, and we’ve got 82 of them. We’re averaging about 25. I get a new patent about every two weeks. So I saw this M&A specialist, and I said, “This has happened in the last three years.” And he said, “Immediately it doubles the valuation of your company.” So what John’s saying here, as you go through the four stages, more and more you get paid for your creativity, retail, you get paid for your retail. But if you structure it, you record it, you package it, it is even greater than what you got paid for your creativity. Louis Diamond: Super interesting personal anecdote, and I appreciate you sharing that because that definitely did drive the point home for me. I see the applicability to probably any industry, but especially to any financial advisor. Dan Sullivan: Oh, yeah. Louis Diamond: The best RIA firms, the best advisors, they pretty much all start off with a cult of personality founder who’s the rainmaker. And then the practices that really grow and scale and are valuable are more platforms. That’s what private equity wants to invest in. And those are the firms that get the higher multiples. Dan Sullivan: Yeah. So the big thing is there’s a really, really great IP lawyer. He’s in our program and he’s made the breakthrough, and he’s the first IP lawyer that doesn’t charge by the hour. He charges by the patent. If the IP lawyer charges by the hour, it’s a very slow patent. If he charges by the patent, it’s a very fast patent. But the big thing, he showed a slide that in just big corporations, 1980, you took big corp, Fortune 500, the S&P 500, more than 80% of their valuation was tangible. It was property, it was real estate, it was fleets, it was equipment. Last year, more than 80% were intangibles. It was your ideas, intellectual. If you look at Elon Musk, it’s all intellectual capital. If you look at Meta, you look at anything, it’s intellectual. It’s not tangibles. So we’ve entered into that new world and AI has introduced us to that new world. It’s new processes, new structures, new approaches and it’s really interesting. It’s hard for entrepreneurs to get their idea that your creativity is actually property. Louis Diamond: It sounds like the ultimate challenge for anyone listening is translate your process, your ideas, the stuff that you’re doing by instinct as you both had said, and turn it into something patentable or something repeatable that another advisor, another executive, another owner can pick up and deploy and scale. John Bowen: We share the process in chapter four. It’s the fourth greater multiplier. And we actually share Caldwell, the attorney that Dan’s talking about, his story and the value creation. He’s now the major player in that space. And this is where we as advisors, we’re given a twofer, Dan and Louis, is that you can help your clients, but you can do this yourself too. You’ve been involved in a number of large transactions. The difference, I had a $2 billion advisory practice I sold in ’98, and we sold for 16 times earnings. And a big part of it, we were in that blue ocean. We had agents that we created and strategic process that would run without me, and it did type thing. And it continued to grow and went for about 10 fold what I sold for a number of years later. This is something that’s very real. Louis Diamond: Absolutely. I got two more questions for you guys because I know you’re both busy. For an advisor who feels like they’ve won the growth game, they grow 10, 15, 20% per year, they’re charged up, they’re on the Barron’s list, the Forbes list, they’re hitting their AUM milestones, they built an amazing team, they have a family member in the business. They have everything that anyone could want. What does the next game look like for them? What’s the next frontier once you’ve achieved all those things that from the outside looking in, seems like you have it all? What’s the next game to play? John Bowen: Well, we’re going to both say The Greater Game, but the- Dan Sullivan: Well, tell them about the dashboard, John, because the book is just part of the deal here. It gives you the landscape. There’s a great tool that comes with the book. So tell them about the dashboard. John Bowen: Really what we wanted to do is to create kind of a community just around the book. Dan and I and team built a dashboard. We were very creative on naming, thegreatergamedashboard.com. You can go in and we’re now studying every month over 500 successful entrepreneurs. We have that data in here. You’ll be able to see how you compare at each of these stages, the four stages, the 10 multipliers. And you’re going to get specific recommendations. This is for entrepreneurs. But again, you should do it. If you’re a financial advisor, you have an equity ownership, you should definitely be doing it as well. And one of the things that we see over and over again, and Louis, you probably see this a lot in the conversations. They have advisors who have already won. They don’t know what the next game is. And it’s easy to check out at that point. It’s easy to frustrate the next generation of leaders and so on. If you take the time to really see what the opportunities are and architect to realize that vision, you can create, whether it’s selling the practice, creating tremendous value there or designing a role for yourself, maybe it’s executive chairman type for that business that you can guide it with the vision and what you’ve brought and strategy. But bring that team up. That’s going to create so much value, so much impact and you can design it for the life that you want. And that’s where I get very excited. Louis Diamond: I can hear the passion in your voice. Dan, let’s finish with you. Given all of your experience working with entrepreneurs, advisors, business owners, et cetera, what’s the one move that you’ve seen the most successful entrepreneurs in your orbit make that’s changed the trajectory of their firms and their life more than anything else? Dan Sullivan: I’ll answer it in a little roundabout way. Periodically, I have a thinking tool. I said, “If everything was taken away from you as an entrepreneur and they moved you 1,000 miles away, what’s the one thing that you would take with you? It has to be portable. So what is the most portable thing that you have that you would start over again with the greatest value that you had created previously? What would it be? And then you would rebuild what you’ve already created, but you would do it much faster. What would be the one thing?” It’s an interesting thought. But in our concept, it’s called unique ability, that there’s something about you, as an individual, that first of all gave you enough confidence to become an entrepreneur because it’s risky. It’s a risky proposition. It’s guessing and betting and it’s risky business and it’s unique ability. So the starting point for all growth in Strategic Coach is that there’s something about you that’s absolutely unique. You don’t have any competitors on this and it has two qualities. One is that you’re so good at it, you don’t take it seriously. You’ve done this since you were a child and it just comes to you naturally and you don’t see the significance of it. When you’re in Coach, you start seeing the significance of it. And the second thing is you just absolutely love doing it. It’s what you love doing most of all. It comes to you naturally. You don’t even have to think about it. And then you begin to realize that anything else you’re doing as the founder and the owner of your company, probably somebody else can do. So you’re doing 20 things, but really you should be doing three things. The other 17 things still need to be done but not by you. And that’s the breakthrough. You have to simplify in order to multiply. Louis Diamond: I absolutely love that. I know when I was in Coach, that was my biggest takeaway or realization was figuring out what my unique ability was because I think the two components,

Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.The scripture instructs us to fix our attention not on the things that are seen but on the things that are unseen, for the things that are seen are temporary, but the things that are unseen are eternal (2 Corinthians 4:18). Eternal things must become so clear that our motivations and inspiration are not designed by temporary realities. Our decisions must now shift towards an upgraded paradigm anchored in what is not yet known or visible to the eyes. We must refuse to be governed by what we see or will eventually feel.

Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.The scripture instructs us to fix our attention not on the things that are seen but on the things that are unseen, for the things that are seen are temporary, but the things that are unseen are eternal (2 Corinthians 4:18). Eternal things must become so clear that our motivations and inspiration are not designed by temporary realities. Our decisions must now shift towards an upgraded paradigm anchored in what is not yet known or visible to the eyes. We must refuse to be governed by what we see or will eventually feel. Having said this, we must differentiate between responding by the feeling of fear, and moving courageously towards the next prophetic emphasis of heaven. We must not allow pride or a sense of failure to keep us bound to a place or location whose season has ended. The need to be guided by the leading of the Spirit is highly important in this period. And this is the context into which we enter this month's fast.

Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.The scripture instructs us to fix our attention not on the things that are seen but on the things that are unseen, for the things that are seen are temporary, but the things that are unseen are eternal (2 Corinthians 4:18). Eternal things must become so clear that our motivations and inspiration are not designed by temporary realities. Our decisions must now shift towards an upgraded paradigm anchored in what is not yet known or visible to the eyes. We must refuse to be governed by what we see or will eventually feel.

Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.The scripture instructs us to fix our attention not on the things that are seen but on the things that are unseen, for the things that are seen are temporary, but the things that are unseen are eternal (2 Corinthians 4:18). Eternal things must become so clear that our motivations and inspiration are not designed by temporary realities. Our decisions must now shift towards an upgraded paradigm anchored in what is not yet known or visible to the eyes. We must refuse to be governed by what we see or will eventually feel. Having said this, we must differentiate between responding by the feeling of fear, and moving courageously towards the next prophetic emphasis of heaven. We must not allow pride or a sense of failure to keep us bound to a place or location whose season has ended. The need to be guided by the leading of the Spirit is highly important in this period. And this is the context into which we enter this month's fast.

Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.

Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.The scripture instructs us to fix our attention not on the things that are seen but on the things that are unseen, for the things that are seen are temporary, but the things that are unseen are eternal (2 Corinthians 4:18). Eternal things must become so clear that our motivations and inspiration are not designed by temporary realities. Our decisions must now shift towards an upgraded paradigm anchored in what is not yet known or visible to the eyes. We must refuse to be governed by what we see or will eventually feel.

Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.

Allow me to reestablish this point that fasting is not a ritual at PortalsGate. It is a divine order, a deliberate act of calibration that encourages a realignment toward God's prophetic voice, intentions, and counsel. Fasting is like a calibrated compass that guides a ship toward its destination. Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.The scripture instructs us to fix our attention not on the things that are seen but on the things that are unseen, for the things that are seen are temporary, but the things that are unseen are eternal (2 Corinthians 4:18). Eternal things must become so clear that our motivations and inspiration are not designed by temporary realities. Our decisions must now shift towards an upgraded paradigm anchored in what is not yet known or visible to the eyes. We must refuse to be governed by what we see or will eventually feel. Having said this, we must differentiate between responding by the feeling of fear, and moving courageously towards the next prophetic emphasis of heaven. We must not allow pride or a sense of failure to keep us bound to a place or location whose season has ended. The need to be guided by the leading of the Spirit is highly important in this period. And this is the context into which we enter this month's fast.

Allow me to reestablish this point that fasting is not a ritual at PortalsGate. It is a divine order, a deliberate act of calibration that encourages a realignment toward God's prophetic voice, intentions, and counsel. Fasting is like a calibrated compass that guides a ship toward its destination. Periodically through the years, we've usually entered a season of fasting not because tradition requires it, but because friction of kingdom transition and advancement demands it, and we are in one of those seasons now. This month's fasting aligns with a series of teachings we've been engaging in relating to the principle of paradigm shift, and I have no doubt that what the Spirit is saying is giving us the needed insight and perspective in making those highly required decisions. There is nothing that produces clarity of mind like fasting. It does not replace any dimension of human life; rather, it exposes the flaws, weaknesses, and limitations that block a person from discovering and fulfilling what God has set before them. Fasting is an instrument of transformation, reformation, and realignment. It changes how we perceive and how we engage with the world around us.We live in an unprecedented season. The nature of these days demands a continuous upgrade in spiritual awareness and interaction, especially for anyone who carries a deep sense of divine visionary calling. The forces arrayed against our destinies are not passive. Satanic operations have been unleashed within the space of human life, each designed to create unrest, uncertainty, confusion, fear, doubt, discouragement, and the sense of complete failure.Many who are not discerning and tracking in the spirit have already concluded that the problem is natural. The job is not working. The finances are not aligning. The account does not balance. The workplace is issuing threats. The business seems not to be working the way expected. Social migrational policies have turned hostile. Lives are being threatened and in some cases, taken without justice. Check Habakkuk chapter 1. There is pressure on every side, sending subliminal messages engineered to make you flee, and if you're not spiritually anchored, you will respond to the pressure rather than to the word of the Lord.The scripture instructs us to fix our attention not on the things that are seen but on the things that are unseen, for the things that are seen are temporary, but the things that are unseen are eternal (2 Corinthians 4:18). Eternal things must become so clear that our motivations and inspiration are not designed by temporary realities. Our decisions must now shift towards an upgraded paradigm anchored in what is not yet known or visible to the eyes. We must refuse to be governed by what we see or will eventually feel. Having said this, we must differentiate between responding by the feeling of fear, and moving courageously towards the next prophetic emphasis of heaven. We must not allow pride or a sense of failure to keep us bound to a place or location whose season has ended. The need to be guided by the leading of the Spirit is highly important in this period. And this is the context into which we enter this month's fast.In Acts chapter 10, beginning at verse 9, Peter went up to the rooftop to pray. He was hungry, and while he waited for food to be prepared below, he fell into a trance. A sheet descended from heaven, filled with every kind of animal, and a voice told him to kill and eat. Peter refused. He told the voice that nothing common or unclean had ever entered his mouth. The voice answered him: what God has declared clean, you must not call common. This exchange happened three times before the sheet was taken back into heaven.

What page are you on? We must always be ready to answer that question, and Amy continually encourages us to always have a page we are on in the Word. Periodically, we will be sharing the page we are on. Today, Amy is in Numbers 32, and she walks through the consequences we face when settling for less than the Lord's perfect will. References: Numbers 32; Romans 1:24,26,28; Matthew 19:8; Acts 2:42; Hebrews 10:25; John 14:15; James 4:17; 1 Chronicles 5:26; Philippians 4:6; Hebrews 4:16; Ephesians 6:18; James 1:22; Psalm 119:2 Contact us: devotedpodcast@atheycreek.com women@atheycreek.com https://atheycreek.com/ministries/women Follow us on IG: @atheywomen @ammcreynolds

Executive Puls podcasts are originally seen and heard at AMGA.org.Periodically we present encore presentations

This episode is sponsored by Flipping 50 Menopause Fitness Specialist. Flipping 50 Menopause Fitness Specialist.- Become a health & fitness coach who finally speaks midlife women's language. Learn how to design workouts that balance hormones that actually get results for women in menopause. Other Episodes You Might Like: Previous Episode - The Menopause Gut: Hidden Reasons Symptoms Happen Exercise Won't Fix Next Episode - Personalized System for Optimal Weight Health in Menopause—GLP-1 Shot Or Not More Like This - The Bible for Exercise Guidelines Update: Here's What It Means Resources: Don't know where to start? Book your Discovery Call with Debra. Leave this session with insight into exactly what to do right now to make small changes, smart decisions about your exercise time and energy. Use Flipping 50 Scorecard & Guide to measure what matters with an easy at-home self-assessment test you can do in minutes. You're doing all the things.  They don't work.  You've changed things.  That doesn't work either.  If it seems you're going through a revolving door of symptoms and trying to juggle responses but failing, this is for you.  It's not just that exercise needs change.  Periodically, by the way.  Every quarter during perimenopause, or at least bi-annually if you're experiencing significant changes, you have to look closely at whether your exercise is causing inflammation or supporting muscle that will help you deal with it. It doesn't matter if you're lifting, you can still be in a moment of significant storm that results in your inflammation being up when recovery isn't keeping up.  We discuss the ways women doing all the things can still fail you if you're not getting the foundation you need at the place you need it. We discuss cellular health, liver, detox and the key part these play in whether your lifting, walking and intervals will work.  If you're ready to stop spinning your wheels and start seeing results, this conversation will change how you approach doing all the things. My Guest: As Co-Owner and Chief Brand Officer of BodyBio, Jess Kane Berman leads brand strategy, education, and global growth, shaping the company's voice at the intersection of cellular health, environmental wellness, and evidence-based medicine. Jess blends science-backed insights with practical application, empowering women to move away from doing more and toward doing what's right for them. Passionate about cutting through confusion, she helps women simplify their approach to fitness, nutrition, and overall health so they can feel stronger, energized, and back in control. If this episode made you flip your workout routine — share it!

The great Mr. Fix-It, Lou Manfredini, joins John Williams to tell us the projects we need to be working on this week. Lou explains why it’s important to periodically check for leaks in your home. Lou also answers all of your home improvement questions. Listen to HouseSmarts Radio on WGN each Saturday morning at 6 am.

The great Mr. Fix-It, Lou Manfredini, joins John Williams to tell us the projects we need to be working on this week. Lou explains why it’s important to periodically check for leaks in your home. Lou also answers all of your home improvement questions. Listen to HouseSmarts Radio on WGN each Saturday morning at 6 am.

The great Mr. Fix-It, Lou Manfredini, joins John Williams to tell us the projects we need to be working on this week. Lou explains why it’s important to periodically check for leaks in your home. Lou also answers all of your home improvement questions. Listen to HouseSmarts Radio on WGN each Saturday morning at 6 am.

The great Mr. Fix-It, Lou Manfredini, joins John Williams to tell us the projects we need to be working on this week. Lou explains why it’s important to periodically check for leaks in your home. Lou also answers all of your home improvement questions. Listen to HouseSmarts Radio on WGN each Saturday morning at 6 am.

The Iran War, which began on February 28, 2026, is impacting global markets and I'm pretty sure it's having an effect on your portfolio too. Over the past month, the S&P 500 has dropped about 6%, largely due to surging oil prices. With crude oil climbing as high as $100 a barrel and lingering uncertainty around the conflict's resolution, volatility is weighing heavily on retirement investments.  We'll explore the implications for investors, discuss historical parallels with previous market shocks, and offer practical tips to navigate the fallout—whether you're looking to rebalance, automate your contributions, or take advantage of tax-loss selling. Stay tuned as I break down actionable strategies to manage your portfolio through these turbulent times, and hear why it's important to avoid overreacting despite the dramatic headlines.   You will want to hear this episode if you are interested in... [00:00] Impact of the Iran war on the global market [02:55] Market movements since the Iran war began [05:20] Strategies for dealing with portfolio volatility [06:29] Why buy into the market right now [07.39] Rebalance your portfolio to prepare for retirement  [08:50] Continue to automate your investments [10:14] Evaluate your underperforming investments [11:12] How to create a tax loss that works for you   Oil Prices and Stock Market Declines  Since the war began, the S&P 500 index has fallen approximately 6%, a drop largely attributed to a sharp increase in crude oil prices. Oil prices spiked from $67.29 per barrel on the eve of the conflict to as high as $100, currently stabilizing around $90 at the time of recording. This represents a 33% climb post-conflict climb and as much as a 50% jump compared to prices in recent months.  This sudden rise is far from the norm, and it's a clear demonstration of how tensions in resource-rich regions can send shockwaves throughout global markets. Higher oil prices raise production costs across industries, cut into profits, and reduce consumer spending power—all factors that undermine future earnings and push stock valuations lower.   Volatility Is Nothing New While the current drop may feel alarming, it's important to remember that market declines happen regularly and often recover just as quickly. President Trump's tariff proposals from the last year, pushed the S&P 500 down 18% before tensions eased and the market rebounded to close the year up 18%. This historical context reassures investors that dramatic events can have both short-lived and long-term effects, but resilience and recovery are common themes in market history.   Strategies for Navigating Volatility I recommend several strategies for managing portfolio volatility, starting with the importance of viewing downturns as buying opportunities—using cash to "buy the dip" can be rewarding when markets recover, especially in sectors hit hard by recent declines, including technology. It's also important to regularly rebalance your asset allocation to maintain your preferred stock-bond mix, which helps manage risk and ensures you're not overexposed or underinvested as markets shift.  The value of automated investment contributions takes advantage of dollar-cost averaging, so don't halt contributions during downturns, stay consistent for long-term growth. Periodically reviewing and potentially trimming persistently underperforming investments and considering tax-loss harvesting in taxable accounts are also key tactics—this can improve portfolio efficiency, allow for strategic tax deductions, and keep your investment plan on track without straying afoul of wash-sale rules.   Looking Forward and Recovery Potential Market volatility is inevitable, especially in uncertain times, but history and sound investing principles remind us to avoid knee-jerk reactions. Take advantage of the situation by rebalancing, automating investments, evaluating underperformers, and using tax-loss harvesting to ensure your portfolio remains resilient. Downturns often lay the groundwork for future gains, and patient, disciplined investing pays off over time.   Resources Mentioned Retirement Readiness Review Subscribe to the Retire with Ryan YouTube Channel Download my entire book for FREE    Connect With Morrissey Wealth Management  www.MorrisseyWealthManagement.com/contact Subscribe to Retire With Ryan  

Are women's cycles catching waves with monthly tides?

Credo Service featuring First Parish members James Hall, Sarah Quick, and Annette Sawyer Worship service given Sunday, March 8, 2026 Prayer by Rev. Erica Federspiel Richmond, Parish Minister https://firstparish.info/ First Parish A liberal religious community, welcoming to all First gathered 1739 Credo means "I believe" in Latin. Periodically, First Parish invites members to offer personal statements of belief. Based on their personal experience, members speak of what they trust to be true. Worship this Sunday features the credo statements of FIrst Parish Members James Hall, Sarah Quick, and Annette Sawyer. Please join us. Guest musician David Stern will offer music on the piano this week, in addition to First Parish accommpanist Ken Seitz.   Offering and Giving First The Giving First program donates 50% of the non-pledge offering each month to a charitable organization that we feel is consistent with Unitarian Universalist principles. The program began in November 2009, and First Parish has donated over $200,000 to more than 70 organizations. For March 2026, Boston Women's Fund will share half the offering collected during Sunday worship at First Parish. Boston Women's Fund uplifts, advocates for, and invests in women, girls, and gender-expansive people who are leading grassroots organizations and systems-change efforts across Greater Boston. BWF provides flexible funding, leadership and youth development, and educational programming that strengthen movements led by those most impacted by injustice. We prioritize BIPOC-led and BIPOC-serving grassroots organizations with annual budgets under $500,000, helping build power, opportunity, and lasting community impact. The remaining half of your offering supports the life and work of this Parish. To donate using your smartphone, you may text "fpuu" to 73256. Then follow the directions in the texts you receive.

Periodically, I choose a plant, tree or fungus to explore, only to find there is very little folklore about them. Invariably, there are two reasons for this. First, the plant, tree or fungus has little use to humans, so no one bothered much with it in the past. This sometimes applies to toxic specimens, too. You don't need to preserve knowledge about something you know to avoid, so there's no lore to pass on. Second, the plant, tree or fungus only arrived in the UK (or Europe) within the last couple of centuries. Again, this often results in sparse lore about them, much as we see with the horse chestnut or sycamore. I ran into this exact problem with the London Plane tree. I'd seen one featured in a 3-part documentary about trees, narrated by Michael Palin, on Cheapside in London. Having gone to meet it myself on a trip to the capital, I announced I'd be starting this month's Tree theme with the London Plane. And then I discovered how little folklore there actually is about them. Still, how they came about proves to be an interesting story on its own. The tale of the Cheapside Plane is worth exploring too. So while we've got less folklore than usual, there are still stories to tell.  Let's go to meet the London Plane in this week's episode of Fabulous Folklore! Find the blog post with all the images and references here: https://www.icysedgwick.com/london-plane/ Get your free guide to home protection the folklore way here: https://www.icysedgwick.com/fab-folklore/ Become a member of the Fabulous Folklore Family for bonus episodes and articles at https://patreon.com/bePatron?u=2380595 Get weekly articles and bonus content at Substack: https://fabulousfolklore.substack.com/ Buy Icy a coffee or sign up for bonus episodes at: https://ko-fi.com/icysedgwick Fabulous Folklore Bookshop: https://uk.bookshop.org/shop/fabulous_folklore Pre-recorded illustrated talks: https://ko-fi.com/icysedgwick/shop Request an episode: https://forms.gle/gqG7xQNLfbMg1mDv7 Get extra snippets of folklore on Instagram at https://instagram.com/icysedgwick Find Icy on BlueSky: https://bsky.app/profile/icysedgwick.bsky.social 'Like' Fabulous Folklore on Facebook: https://www.facebook.com/fabulousfolklore/

Periodically, Peter will be available to answer questions about Buddhist concepts and practices.  During this talk, he focuses on how consistent meditation practice develops internal awareness skills in the same way that consistent practice with a musical instrument develops musical skills.

During the Poock's Post segment of Ep. 32 of the Ask the Law Firm Seller Show, Jeremy E. Poock, Esq. shares the following warning: Warning to T&E Attorneys: Clients Do Not Necessarily Hire the Same Firm that Prepared an Estate Plan for Probate & Trust Administration As Poock explains: “What we continue to see with Trusts & Estates attorneys is that when the clients for whom Trusts & Estates attorneys prepared wills and trusts - when they pass away, their children [and] their named fiduciaries, they will go to Google [and] ask for ‘Best Trusts & Estates attorney near me.'”   In terms of why children and fiduciaries ask Google, or their preferred AI thought partner, to suggest the best Trust & Estate attorney to hire, Poock shares the following:   Beneficiaries and fiduciaries want to hire a Trusts & Estates law firm that features multiple 5-Star Google Reviews and that publishes compelling content on their websites, as well as social media, as compared to returning to the law firm that prepared the original estate plan per the following mindset:   “Just because Mom or Dad trusted them, doesn't mean that we need to.”   What can Senior Attorney T&E attorneys do now to preserve a significant, valuable aspect of their T&E practices, namely, the future probate and trust administrations on behalf of their Trusts & Estates clients?   Poock offers the following suggestions:   1. Consider Your Wills Cabinet as Estate Plans under Management: Please consider the estate plans that you have prepared as “Estate Plans under Management.”   Similar to financial planners who maintain Assets under Management, maintaining Estate Plans under Management involves: (a) Regularly updating client contact information; and (b) Periodically contacting T&E clients to offer to update their plans.   2. Establish Relationships with Named Beneficiaries & Fiduciaries: As a proverbial antidote to named fiduciaries and beneficiaries searching online for T&E attorney when a need to probate a will or trust arises, Poock suggests that T&E lawyers proactively establish relationships with both beneficiaries and named fiduciaries.   As Poock states, “Let them know who you are . . . You care about the people for whom you wrote the estate plans, and you can let [beneficiaries and fiduciaries] know: ‘We're here for you.'”   3. Update Your Website & LinkedIn Profile: Considering the likelihood that named fiduciaries and beneficiaries will search online for a T&E attorney to administer their loved one's estate plan, Poock suggests the following:   That Senior Attorney T&E lawyers update their websites and LinkedIn profiles to establish a digital assurance that the firm that prepared the estate plan for their loved one has the experience and capability to administer the plan, as well.   Regarding the significance of this warning in the context of selling a T&E law firm, Poock explains the following:   In Law Firm Sales 1.0, purchasing firms pay a selling law firm upon an earnout basis, namely, fee sharing upon revenues derived from a selling law firm's defined Book of Business.   Importantly, if estate planning clients do not return to a purchasing law firm when the need arises to administer a will or trust prepared by a selling law firm, the following negative consequences will occur:   1. The potential value of a selling law firm's Estate Plans under Management will become unrealized; and   2. The expected earnout will not match a selling law firm's expectations, despite having prepared hundreds, and sometimes thousands, of estate plans.   As Poock advises, “If you want to get as high of an Earnout as possible when you sell your firm, [i]t is just so important to keep in touch with your clients.”   And, as Poock suggests, “[R]each out to your clients; get that updated contact information; learn more about who the beneficiaries are, who the fiduciary is; keep in touch with them and let them know your firm is here for them and their families for years and decades to come.”

Today's guest is Paul Cater. Paul is a veteran strength and conditioning coach with over 25 years of experience spanning professional baseball, collegiate athletics, and high-performance team environments. Paul is known for blending traditional strength training with rhythm, timing, gravity, and a deeply relational, art-driven approach to coaching. His work challenges purely formulaic or data-driven models and puts the live training session back at the center of athlete development. In an era where training is increasingly automated, optimized, and reduced to dashboards and numbers, it's easy to lose the human element that actually drives performance. This conversation explores how rhythm, feel, load, and coaching presence shape not just outputs, but adaptability, resilience, and long-term athletic growth. If you've ever felt that “something is missing” in modern training environments, this episode speaks directly to that gap. In this episode, Paul and I explore training as a live performance rather than a static program. We discuss using early isometric and axial loading as a readiness anchor, how downbeat rhythm and eccentric timing drive better outputs, and why chasing numbers too aggressively can undermine real performance. We dive into music, movement, art, and coaching intuition, and how creating alive, rhythmic sessions builds stronger athletes, and better coaches, without relying solely on rigid protocols or excessive monitoring. Today's episode is brought to you by Hammer Strength and Lila Exogen. Use the code “justfly20” for 20% off any Lila Exogen wearable resistance training, including the popular Exogen Calf Sleeves. For this offer, head to Lilateam.com Use code “justfly10” for 10% off the Vert Trainer View more podcast episodes at the podcast homepage. (https://www.just-fly-sports.com/podcast-home/) Timestamps 0:00 – Mountain Training Inspirations 6:00 – The Role of Community in Training 12:15 – Performance and the Observer Effect 23:27 – Shifting Training Protocols 32:32 – Balancing Data and Intuition 42:14 – Efficacy of Isometric Training 47:23 – Five-Minute Wonders 53:28 – The Art of Adaptation 57:44 – Embracing the Subconscious 1:28:06 – A Playlist for Performance Actionable Takeaways 0:07 – Mountain training inspirations Training in demanding natural environments reshapes how you view effort, pacing, and resilience. Use uneven terrain and elevation to naturally regulate intensity instead of forcing outputs. Let the environment create variability rather than programming it artificially. Periodically remove mirrors, clocks, and screens to reconnect athletes with internal feedback. 6:00 – The role of community in training Training outcomes improve when athletes feel socially anchored. Design sessions where athletes work together rather than in isolation. Use shared challenges to build collective buy-in and accountability. View community as a performance multiplier, not a soft add-on. 12:15 – Performance and the observer effect Athletes change behavior when they know they are being measured. Use testing sparingly to avoid distorting natural movement. Train without constant feedback to preserve authentic effort. Recognize when measurement helps clarity and when it creates tension. 23:27 – Shifting training protocols Protocols should evolve with the athlete, not remain fixed. Regularly reassess whether a method still serves the athlete's needs. Avoid loyalty to systems that no longer produce adaptation. Let context, stress, and readiness guide training decisions. 32:32 – Balancing data and intuition Numbers inform decisions, but intuition completes them. Use data as a reference point, not the final authority. Trust experienced pattern recognition when data feels incomplete. Teach younger coaches how to observe, not just measure. 42:14 – Efficacy of isometric training Isometrics offer clarity, control, and nervous system regulation. Use isometrics to teach position awareness and intent. Apply them during deloads or recovery periods. Emphasize quality of tension rather than maximal force. 47:23 – Five-minute wonders Short, focused training can still drive adaptation. Use brief sessions to maintain rhythm during busy schedules. Prioritize intent and execution over duration. Stack small doses consistently rather than chasing long sessions. 53:28 – The art of adaptation Adaptation is individual, nonlinear, and context dependent. Avoid expecting identical outcomes from identical programs. Adjust based on response, not expectation. Respect that progress can look quiet before it looks obvious. 57:44 – Embracing the subconscious Much of performance operates below conscious control. Reduce over-cueing to allow automatic movement to emerge. Trust repetition and environment to shape behavior. Coach less, observe more. 1:28:06 – A playlist for performance Music influences emotional and physical rhythm. Use music intentionally to shape session tone. Match tempo to desired movement qualities. Allow athletes some ownership over the training atmosphere. Quotes from Paul Cater “Training is as much about remembering what we are as it is about building what we want to become.” “The moment measurement changes behavior, you have to question what you are actually training.” “Community is not separate from performance. It is performance.” “Coaching is an art because people are not repeatable systems.” “Isometrics give you honesty. There's nowhere to hide.” “Data can guide you, but it cannot feel the athlete.” “Adaptation does not care about your program, only your response.” “Sometimes the best thing you can do as a coach is stop talking.” About Paul Cater Paul Cater is a veteran strength and conditioning coach with over 25 years of experience working across professional baseball, collegiate athletics, tactical populations, and high-performance team sport environments. He has served in leadership and performance roles with organizations including Major League Baseball, NCAA programs, and private high-performance facilities, and is known for his ability to blend high-intensity strength training with rhythm, coordination, and ecological skill development. Paul's coaching philosophy emphasizes gravity, timing, and rhythm as foundational drivers of athletic performance. Rather than relying solely on rigid programming or isolated testing, his sessions are built around early exposure to meaningful load, isometric and inertial work, and rhythmic constraints that reveal readiness, alignment, and intent in real time. His work integrates elements of sprint mechanics, change of direction, elastic strength, and movement artistry to create training environments that are both physically effective and psychologically engaging. Currently working in a collegiate performance setting, Paul is deeply interested in coaching as a live, relational craft; treating each session as a performance that develops not just outputs, but awareness, adaptability, and ownership in athletes. His approach bridges traditional strength training with concepts from sport, art, music, and survival movement, offering a perspective that challenges purely automated or data-driven models of performance.

On today's segment, we have a laid back conversation with Daniel about astrology, karma, and past life regression. When I met Daniel, we immediately clicked on metaphysics, time, alternate realities, death, and most importantly - child like humor. Periodically, we like to sit down and explore the cosmos in laid back and communal fashion. We hope you glean sparks of insight, inspiration, or feel a shift in perspective while listening to our banter. To Book with Daniel: https://www.thepastliferegressionist.comhttps://www.instagram.com/thepastliferegressionist/?hl=enYOUTUBE:D9 exploration:https://youtu.be/HTgYcjltyasCharacteristics of Your Spouse:https://youtu.be/i_cOvdSbjy0Soulmate Astrologyhttps://youtu.be/ExnDysvjzUwChristine:website: innerknowing.yogainstagram: astrologynow_podcastpatreon: patreon.com/astrologynowpodcast keywords: astrology, jyotish, Vedic astrology, sidereal astrology, nakshatras,  spirituality, Christine Rodriguez, aries, libra, scorpio, libra, capricorn, Nakshatra, new moon, taurus, Venus, Jupiter, Pisces, Spirituality, horoscope, retrograde, eclipse, solar eclipse, new moon, lunar eclipse

Periodically, Karolyn is going to bring in an expert to profile an important herb or nutrient. On this show, she talks with herbal expert and naturopathic physician Dr. Patricia Gaines about saffron. Dr. Gains will describe the health benefits of saffron and other important details. Saffron is quickly becoming a "go-to" herb for mental health and more. Listen in and learn from a highly trained expert about saffron.Five To Thrive Live is broadcast live Tuesdays at 7PM ET and Music on W4CS Radio – The Cancer Support Network (www.w4cy.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com).Five To Thrive Live Podcast is also available on Talk 4 Media (www.talk4media.com), Talk 4 Podcasting (www.talk4podcasting.com), iHeartRadio, Amazon Music, Pandora, Spotify, Audible, and over 100 other podcast outlets.

Speaker: Pastor NickDate: January 4, 2026Synopsis: This morning we begin our New Year by having a time of Congregational Sharing. Periodically we take time to pass the mic and encourage one another and life up the name of God by sharing how God has been at work in our lives and the start of a new year is the perfect time to look back and reflect on where God has been moving. For this reason when the sharing starts we will NOT BE STREAMING due to privacy for those sharing. Please enjoy the music, community prayer and kids devotional this morning and if you want us to share something on your behalf - place it in the comments. Thanks and Happy New Year!Intro Music:     Inspire And Motivate by Mixaund | https://mixaund.bandcamp.com           Music promoted by https://www.free-stock-music.comOutro Music:     Inspiring Beat by Alex Menco | https://alexmenco.net           Music promoted by https://www.free-stock-music.com           Creative Commons Attribution-ShareAlike 3.0 Unported         https://creativecommons.org/licenses/by-sa/3.0/deed.en_US

Re-releasing a DAT listener favorite! The Dental A-Team is joined by Dr. Nate Tilman! Fascinating history aside (read his bio below), Dr. Tilman talks with Kiera about his unique dental practice situation, how he's managed to merge five different practices into his own, and a strategy for doing so. He also speaks to the shifting of culture in his practice, what it took for him to recognize, and the success it's brought. More on Dr. Tilman: Originally from Salisbury, Maryland, Dr. Tilman attended Wake Forest University for his undergraduate degree. He was awarded his Doctor of Dental Surgery from the University of Maryland where he graduated Summa Cum Laude in 2001. Dr. Tilman served in the U.S. Navy Dental Corps for four years, including two years forward deployed aboard USS Ashland (LSD 48). Following his military service, Dr. Tilman moved to Newport, Rhode Island, in 2007 and opened Newport Family and Cosmetic Dentistry. He has had the pleasure to work with an amazing team and amazing patients in creating a state-of-the art, caring, and comfortable dental practice. His commitment to incorporating advanced technologies and techniques allows Dr. Tilman and his team to provide dental treatment in fewer visits and more comfortably than with traditional techniques. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: speaker-0 (00:05) Hey everyone, welcome to the Dental A Team podcast. I'm your host, Kiera Dent, and I have this crazy idea that maybe I could combine a doctor and a team member's perspective, because let's face it, dentistry can be a challenging profession with those two perspectives. I've been a dental assistant, treatment coordinator, scheduler, filler, office manager, regional manager, practice owner, and I have a team of traveling consultants where we have traveled to over 165 different offices coaching teams. Yep, we don't just understand you, we are you.   Our mission is to positively impact the world of dental. And I believe that this podcast is the greatest way I can help elevate teams, grow VIP experiences, reduce stress, and create A-Teams. Welcome to the Dental A Team Podcast.   Hello, Dental A Team listeners. This is Kiera and you guys. I love podcasts where I get to bring on offices that I just think are fantastic. So this is an office that we have worked with in the Dental A Team. Also fun fact, he is in the smallest state in the entire United States. So you all know me and my state traveling. His state is one of my hardest states to get to every year, because it's so tiny and it's so far away from me. But he's just one of the best people I've ever met. He's an incredible leader, incredible dentist, incredible just   good human. So I'm so glad and so excited to welcome Dr. Nate Tilman to the show. How are you today, Nate?   speaker-1 (01:27) I am great. Thank you. Thank you. I'm super excited to be here. ⁓ as you know, I've been a fan of the podcast for, know, pretty much since you started. And it's kind of like, it's kind of surreal being, you know, being on, being on the podcast. So I appreciate, appreciate the offer.   speaker-0 (01:44) Well, I love it. love to one it's fun. Thank you for being a podcast fan I mean it's almost coming up on three years of the podcast since we created it and I never would have thought that the podcast could connect me with such cool people so one thank you for being a podcast listener and two things are just being a rad person I I liked the podcast has become a fun passion project for me to meet people to hear their stories   So I kind of alluded to it. You're also doing something similar to Dr. Dave Mogadon, who was on the podcast about those chart ⁓ mergers and buyouts that's kind of helped with your growth, but kind of just tell the listeners like how you even got into dentistry and kind of what your growth trajectory has been, just so they kind of know as a background to today's podcast.   speaker-1 (02:28) Yeah, I'll try not to ramble too much about it. yeah, I went to always wanted to do something in healthcare. My grandfather was a public health physician is a big inspiration for me. So kind of I think it's midway through college decided dentistry is gonna be a really good fit, you know, for a number of reasons. Went to University of Maryland for dental school, loved it decided to stay in general dentistry for   you know, all the variety of what we do. was on a Navy scholarship, so I was able to spend the first four years as a practicing dentist in the Navy. ⁓ Two years I was on a ship as the only dentist. So it was a really good, didn't realize like how helpful an experience that was for like running us an organization, even though it was an organization of three.   speaker-0 (03:14) Yeah, but I also feel like let's just talk about the Navy real fast because I didn't know this about you and my husband and I were literally talking probably two days ago and he said I don't think I ever could do the Navy like put me on a ship with these people for so long and dump me in the middle of the ocean like nowhere to go no hiking like what do you even do? How how was that? feel like more than anything it would teach you mental stamina is what I think I would learn from being on the Navy. But how was it for you? Maybe maybe you guys go swimming every day. I don't know like what do you do all day?   speaker-1 (03:43) Definitely not at all. it was, the two years on the ship was very, it's a super unique experience. And we were a small ship, 400 sailors. We transported Marines. So I was responsible for pretty much 400 patients. had, it was me, I had an administrative assistant and I had two dental technicians that could do some basic hygiene, not a hygienist, but it was me. ⁓   So having to learn like managing supplies and, know, managing appointments and all of that stuff. But the unique thing as a, as a dentist, and mean, this is one year out of a, you know, my GPR. still I was safe, but didn't really know necessarily all what I was doing, but I love to get myself out of jams because middle of the ocean, like. Mid procedure. I'm not going to be the guy calling a helicopter, you know, you got to work through it. So.   speaker-0 (04:40) They're like awesome because it's gonna push your limits and you've got to just figure it out Which I think so many dentists when they do own they don't learn that stamina that stress like hey, it's you figure it out But you're like the odds are even stacked more you're in the middle of the ocean and I mean it would been a pretty cool story for me maybe not for you to hear like a helicopter to come get a patient because you botched a root canal or something like you'd have to figure that out, but that that doesn't definitely up your odds of intensity   for sure being out there and nobody else is there to help you. You're the man. You got to figure it all out.   speaker-1 (05:13) Yeah. And I think it's, while it would have been nice to, you know, if I'd had a situation like, know, where I had a mentor, another dentist I was working with, you know, to be able to bail out, like it have been helpful, but it really, it did, it gave me a lot of, a lot of confidence, um, you know, early on for like, can work my way through this. And then also like what things I don't want to do. Cause I don't want to get stuck in that position again. Yeah. And it was, and yeah, while I didn't have to helicopter anybody out, one of the things I did do, and I don't think at the time, nobody had ever really.   speaker-0 (05:34) True.   speaker-1 (05:42) done it from a small ship or the even smaller ships around us that there were two times where people had some dental emergencies that I was able to fly out to their ship and take care of them.   speaker-0 (05:52) No way. Well, you do have like built in planes. You travel anywhere. So it's like quick, like fly you in, but that's crazy. Cause you ma I can't even imagine the stress that those poor other dentists were feeling of like we're in the middle of here. Like what am I supposed to do? ⁓ I guess call someone else. So, I mean, we talk about dentistry and I've said this so many times, like, feel like dental practices are like these solo islands out there. All y'all just kind of hang in your own area. You literally were in the middle of the ocean flying solo.   speaker-1 (06:22) Yeah. That's crazy. It was fun. There wasn't a ton of dentistry to do. I, know, cool thing with the Navy, they give you other jobs. So I became an air traffic controller. So I was in charge of, you know, all of the flight operations on the ship. so between that and dentistry, it me pretty busy. And then I played a of video games, you know,   speaker-0 (06:41) I'm like, I would be pulling pranks. mean, just throughout COVID, my husband, he makes fun of me. I feel like a roaming tiger in these four walls of our house. Like sometimes I'm like, just let me out of here. Like I can't even handle it. I'm like, I gotta go for a run. I gotta go for a hike that I can't even imagine being on a ship. would be like, I know I'd be pulling pranks on every single person on that ship and just like running for my life. Cause I probably would torment everybody, but air traffic control that like you really went for all the things, Nate, dentistry and air traffic controller.   What don't they say those are the top two suicide jobs? Like you really went for the whole extreme there. Nice job.   speaker-1 (07:15) Well, that's that's like when they selected me to go to the school for our traffic control. What are you guys trying to tell me? You already know I'm a dentist.   speaker-0 (07:23) Gosh, that's crazy. So you were in the Navy and then you went, got out of the Navy. Did you go straight to private practice? Did you go in and be an associate?   speaker-1 (07:32) So I was an associate for a year, still in the Virginia Beach area and then moved to Rhode Island. My wife is, we met in college, I'm two years older, so she was awesome for following me around. then, ⁓ so when she was done with her residency, she's from New England, so we kinda, that's where we looked up here. And I'll tell you, Virginia Beach area, super easy to get a job as an associate, tons of positions around, I figured it'd be the same thing coming up here and there was nothing.   speaker-0 (08:00) mean,   Rhode Island is like the size of a dot on a map. I mean, it's itty bitty, which I makes you a celebrity just because you live there. Like, not many people even live there, so.   speaker-1 (08:11) Yeah, it's in and it's there's there's a number of dentists, but it's it's all solo guys and it's tough like restricted covenants. You know you get a two mile radius. That's the whole state.   speaker-0 (08:21) Exactly   exactly that is you definitely have to look at your associate ships of their contracts really closely Otherwise, you might be booting out of that state just because like you said two mile radius is not far in Rhode Island   speaker-1 (08:34) Not at all. So I ended up having an opportunity to a it's like a four operatory practice, like three, I think two and a half, three days a week. The guy was definitely like on the decline of practice. So jumped into that, had no idea what I was doing. And then six months later, was approached by another dentist who was moving from the area. I think it was a family thing too. And he was having trouble getting somebody to buy   his practice Rhode Island. It's not many dentists moved to the state for a number of reasons. So again, I was still trying to figure out how I was paying my initial loan and how I was running this practice or whatever. the opportunity to buy, to merge this, the patient base. So I did that and it was definitely the best thing I did because it brought in a whole new group of patients. I was able to go from like two and a half days a week to four days a week.   I was able to add another hygienist at the time. so it wasn't super intentional, but the growth was happening. just kind of fell in my lap. I'm like, I'll do this. And looking back, it is where I realized what a good thing it was.   speaker-0 (09:48) For sure. And I hope people listening, ⁓ I am a firm believer that opportunity doesn't always knock on the door and say, I'm opportunity. Sometimes it looks like pure chaos. Sometimes it's stretching you beyond. Sometimes it's really just showing up. I remember the day that I was asked to work with DSI as a consultant. Guys, I had one consulting client before Mark asked me to be a consultant. And overnight, I had 45 clients in my lab. I didn't know what the heck I was doing. But I people listening realize like,   For you, you're struggling. just bought your practice. Don't know what you're doing. Yes, you've had quite a bit of experience, but at the same time, running a practice is very different than being an associate or I'm sure even in the Navy. And so now, and then, hey, by the way, there's all this other patient base wanting to come in. And I love that you just, jumped, you took that opportunity. And I think again, so many times in life, opportunities show up. It's just a matter of, we willing to take them and figure it out or are we too scared and just let them pass by? ⁓   You brought those patients in and you were mentioning pre record that adding in patients from other practices has really been a great way for you to get new patients. ⁓ which people are constantly looking for new patients. was just talking to, there's a guy out here. He's a pathiatrist guys. I'm like, I don't know. I just can't help myself, but help business owners. Like I love it. Podiatry is not that much different than dentistry. Y'all see patients like dentistry, we work on the mouth, but I treat work on the foot. Like   Basically, it's kind of like pediatric. You go to your surgery centers, they come in, you see these patients for their adjustments. But I was talking to him and he's a solo podiatrist and there are two podiatry offices around him that have just shut down doors. So he's like, yeah, it's just great. Like people are finding us and I'm like, did you call those people and ask them for their charts, buy those charts? that is two practices worth of patients that you're just hoping maybe one day will Google you when they're seriously sitting right in front of you. So   I'm super curious. I love this topic. know Dave's talked about it as well, but Nate, how do you buy charts successfully? How do you make that transition? Like Dave was talking about buying so many charts, but kind of from your experience, how do you buy these charts? How do you merge these patients in successfully? And other than just good luck and being in the right place at the right time, finding more of these opportunities. I'm super curious.   speaker-1 (12:04) Yeah, yeah. So for this one, know, having no idea what I was doing, I did have some, think, good advice from a transition attorney that I worked with. initially, the guy that was selling his charts, wanted X number of dollars for his, I think he said, 1,000 active records.   speaker-0 (12:26) And what's like X number of dollars like just give me a ballpark you don't have to say the exact amount but I'm like is it five dollars a chart ten dollars a chart thirty dollars a chart like what   speaker-1 (12:35) If I remember, this was probably 10 years ago, so I believe it was 60 a chart is what he wanted. So I think he wanted 60 million, right? And, you know, I, again, not knowing too much, I definitely knew that those 1,000 people were not gonna come over, right? So I was worried about like, what's the risk? Like, are 10 people gonna come or are 800 gonna come? I have no idea.   Yeah. So the attorney I was talking to, he said, he'd never done it this way. said, but maybe what you want to do is offer a little bit more per record, but only for like a small percentage at first. And then keep track of it over time. And that's what I think I did. It was either a hundred or 120 a chart. And I prepaid for like 300. But then for the next year, I kept track of all the, like once I got above that 300, I kept track of it.   So the nice thing is it limited my, it limited my risk. It put more, I guess, importance or motivation on the seller to really like push his patients to come. Cause the more you make more, the more people that came to see me. So it was a win-win that way. And it also, it let me kind of control that the influx too, because I think if all of sudden I was getting, you know, 800 patients calling all at once, it'd be a little bit trickier to merge this all in.   So that worked out really well.   speaker-0 (14:00) And I'm just curious on that, because this is something else I've been really wondering. After talking to Dave, now meeting this podiatrist, guys, I just love this type of stuff. This is cool business stuff that I feel a lot of people don't talk about. I'm curious, how long was the arrangement? Was it for a year that you would pay him? Was it for five years you'd pay the selling doctor? Because I'm curious, how is the motivation? for me as a business owner, I wouldn't want this to go on forever. I'd want an end date of when I don't have to pay you $120 per patient.   So how is that kind of arrangement set up?   speaker-1 (14:32) It actually, was nine months is what we had set. And I think it could work either, but I certainly wouldn't go more than a year, because it is, it becomes a major pain. And then, honestly for me, as I got close to that nine months, we sort of started slowing down. We strategically scheduled those last few patients in the nine months, but I still had all the records.   speaker-0 (14:54) That's what curious. So did you get all the records? So like you paid this, all the charts come to you, and then the other dentist has good faith that you're going to be honest? Or do they get access to it? Was that what it was?   speaker-1 (15:04) He could have like, had it written. If you wanted to send somebody to audit it, like absolutely. He had access to do that. He just never did. and yeah, we had an initial wave of a lot of people and then it slowed down a bit. And you know, it's, um, I think, I think it ended up, maybe we got 450 out of that thousand. Um, and it and it was close and it was close to that nine months. You know, we were getting close to like 400 and again, I just.   We slowed down a little bit, ⁓ just whatever. But as soon as that nine months hit, then we started re-marketing to the people we hadn't seen.   speaker-0 (15:43) 100   % because then it's like you've got basically 400 patients on recall that haven't been in and so did you guys win it happened and of course you might say things you'd do differently or whatnot but did you have that selling doctor send a letter to all of his patients like hey I'm no longer seeing it come see Nate like he's fantastic or did you guys just pick up the phone and start calling these people what was kind of the strategy of the how-to for you?   speaker-1 (16:07) So he, so he wrote, we both wrote a joint letter, which was good. And then I was able, I actually brought on his, he didn't have an office manager, but it was like his lead front desk and scheduler. So we brought her on. She wasn't a, she wasn't a great, perfect culture fit, but she knew the patients. So that worked. I think she was with us for probably about the nine months.   speaker-0 (16:26) Exactly.   Cause in my mind I was thinking like, that's genius. Maybe you can do like a little like sweetheart deal where it's like, Hey, I'm buying your charts and also your scheduler upfront. Can I just have them like help me call these patients? I'll pay them for a couple of months or whatnot. I don't know. Like there's a piece of me that's like, I could see the pros and the cons of that, but you're right. It's me calling that person who's known these patients for years calling to get them scheduled and help out with that. That's probably again, even if it wasn't a great culture fit, it probably did get more patients in your door.   speaker-1 (16:59) For that initial, yeah, absolutely for the initial. Because they already had the patients pre-scheduled, so they were able, and they know them, it was really helpful having that familiar voice.   speaker-0 (17:09) Totally. Yeah. Clever. Okay. So you went higher than what they're doing, ⁓ which I tell everybody, I'm like these people who are shutting their doors, pretty much any offer you give them is, mean, don't be like a low ball and completely have it feel ridiculous, but they, have no option to sell. There are no options for them to sell. They're not going to make any money. Like that's gotta be a hard reality for that selling doctor to realize like, Hey, I built this business up, but it's not even a sellable product.   So I have no asset anymore. So I'm like, honestly, any money that they can get for these charts, I do think is a good deal and something great for the selling doctor as well. So I don't think it's a ⁓ vicious, like you're taking advantage. I just think again, opportunity shows up in different ways. And I think for the selling doctor, it also was an opportunity that they got probably way more than they were expecting to get when they closed the doors of their practice.   speaker-1 (18:02) Yeah. Cause honestly, it hadn't been for new, he'd been trying actively to sell it somewhere. And I was like, I think I was like the last person, you know, had I not been able to step up and, and, work something out, it would have just been all those patients out into the ether. And, know, probably who knows how many of those, you know, 450 would have shown up with us anyway. But it's, it's, know, again, being younger, not knowing what I was doing, like it was intimidating for me. But as I look back, like he'd never done that either.   speaker-0 (18:22) Yeah   speaker-1 (18:30) You know, so was all, it was new for both of   speaker-0 (18:33) Well, and also thinking about, I'm sure some listeners might think like, Nate, that's a bad deal, though, spending $120 per patient chart. And if you are a wise business owner and you know the cost of acquisition of a new patient, yes, I would say that that probably is on the higher end of a patient. However, I think the perk of this is these are most likely patients who have been active patients in a dental practice that are going to be good patients that are coming. And odds are they also might be, I call them sleeping.   patients in the fact that this dentist was on the retiring side, odds are that dentist was just slowing down with dentistry. Every dentist will have this happen to where odds are these patients actually have a lot more treatment available since their selling doctor was slowing down in their career. while it might be more expensive, you're probably also paying for it with the dentistry available with an older doctor selling. So got it. Okay.   speaker-1 (19:22) Yeah. Yeah.   And then yeah, like, and then fast forward, you know, another five years or so from then, it's not five, about five years ago. I had a dentist moonlighting with me who was in the Navy. It was getting out, wanted to stay in the area. Awesome, awesome dentist, really good friend of mine now. And he wanted to stay, but again, at that point I wasn't busy enough to really support another.   an associate and I'd never really never had an associate either. And again, opportunity I had, was having, it was like a county dental society meeting. I was talking to a friend of mine as well, who was a little bit older dentist and she was like, I'm thinking about slowing down. maybe this guy could work for you for a couple of days a week and me a couple of days a week. And kind of light bulb went off my head. I was like, or I could buy your practice if you're open to it. And then you can slow down whatever you want. ⁓   be an associate with me and he could work at the two. I kind of saw the writing, like the potential if he did that, what happens if now he wants to buy that practice and then it's, you know, so that actually.   speaker-0 (20:29) You would be training up your competition. So good job on seeing that and not letting that happen.   speaker-1 (20:35) Yeah. And, uh, and it worked and that worked out great around the, again, just weird timing around the same as I was closing on that deal. One town over those, dentist who unfortunately had a terminal, uh, terminal cancer and was looking for somebody to help take over his practice. So I was able to take over his patient base, which another bonus of being able to help, you know, get this new associate, you know, even busier.   speaker-0 (21:01) So really your practice is a makeup of four practices. Did I count my?   speaker-1 (21:06) And then I had one more a little bit later. There's like five, five, nine into two locations now. So yeah. Yeah. And with that one, was the, um, I was able to bring one of the hygienists on board. Um, which again, that familiar, familiar face, familiar voice, um, was a big, was big and she's still with us and she's awesome. So, um, so that's been, that's been really good.   speaker-0 (21:07) Okay, so   Clever. love it.   awesome.   Have you guys heard? But like really have you heard? And are you the type of person that loves to take massive action? Well, if you are, I would love to invite you to Dental A Team's Virtual Summit, April 22nd through 23rd. And yes, right now guys, it's early bird. That means it's $200 off the normal ticket price. You guys are going to learn how to optimize your practice this year. We know it's been a rough year. People have quit. We've had COVID, we've had changes. So we want to teach you guys how to optimize within your practice now and execute.   Friday is full team, Saturday is all things leadership. So bring your team, get some CE, take massive action, head on over to TheDentalATeam.com. Coupon code is summit early bird, and it's valid until March 31st. That's summit early bird, all one word, and it's valid until March 31st. So guys, head on over. I can't wait to have you take massive action, optimize your practice, and execute. Let's make 2022 your best year. I love it.   I love how much you have, ⁓ I think if anything I'm taking is don't be afraid to take those risks, don't be afraid to look at opportunities and also I think you just kind of have also positioned yourself to be well known within your community and I feel like so many dentists, like yes even within big cities like New York, Denver, guess what? People are always retiring. I just had a student from Midwestern reach out to me and was mentioning how like.   Hey, care, do you know of anybody to buy a practice? And I'm like, what is going on? I don't know all the details, but I'm like, this is somebody who's been graduating for maybe a couple of years looking to sell a practice. so I think it's just important to get to know the doctors around you to build those friendships. Because when I think it's often like you're putting yourself in a position to be ready for that opportunity, it's kind of like right now they say have a lot of cash on hand. We know something's going to be shifting in the economy.   So just be ready for when opportunities there. And I think getting to know your neighbors, getting to know those dentists, hey, great, you also as a dentist might need them as a resource in the future as well. So I think it can go both ways, but I love that you've done that. So now I'm curious, Nate, because I selfishly want to talk to you about this. You've got these two practices, you've got these dentists.   Who knows, you're gonna like probably add on like four more practices of charts in the next five years. I mean, based on your record, like let's just start piling them all on. You'll be the only dentist in Rhode Island. You're just gonna last. But I know culture is something you and I off air. Nate is one of my favorite clients. I don't even come to your practice, Nate, and you and I will just chat business, talk shop. You are somebody that I will say publicly is someone who's just been.   a really great influence in my life. Periodically, you will just send me a random text of like, just tell me that we're doing a good thing. And I will say, and you know, as an owner, those kudos and those like good vibes, they don't happen as often because you're the one who's giving all that out to your team and to your clients and to your patients. And so Nate, I will say publicly, like how much you've just been an influence in my life as well. Something I just have appreciated with you as a client, as a friend, as a mentor. So I'm excited to chat. You've got all these things going.   I know culture has been a piece that you and I both have been talking about of developing this culture. So kind of what spurred you into realizing you wanted to shift your culture of your practice. And then let's talk about the nitty gritty, but like how did you as a business owner know you needed to do a shift within your culture? Because I think that that's humility. And I'm just curious, like what tipped you off? How are you able as a dentist to own that, that you wanted to shift that?   speaker-1 (25:03) Yeah, I mean, I think for me it was noticing, you know, sort of the patterns over the years of the just the ups and downs of culture, you know, and it's, you know, whether you call it the vibe or how everybody's getting along. ⁓ And there, I mean, it's over the years, like we've had some pretty painful, painful times and times where it's like, nobody likes being here. That's way better, you know, in the last few years and it had been in the past, but.   It's, I was realizing I didn't really know how to, I didn't realize I had, that I could have influence on, on how to change that. It's, you know, some of it, I'm not a confrontational person. I'm pretty laid back and I want every, you know, I want to be the one that's liked. I want to be everybody's friend. And it's hard. It's, mean, whatever 13 years into practice ownership. And I still, you know, struggle with that.   kind of not being able to be everybody's best friend. Like I actually own the boss and like I have to own that. So it's, know, again, I finally got like just really got so exhausting of the ups and downs of like, is this going to be a good month or is this going to be a good week or who's going to be upset and all that. that it's like, you know, it's not just on me, but it's like, creating that environment that people, you know, that people want to be here. You know, people are happy people.   playing well together and trying to manage all that. it's, you know, it's certainly I haven't figured it out completely, but it's, you know, just trying to work on little things.   speaker-0 (26:41) Yeah, well and I love that you said that because incidentally I'm like, ⁓ Nate, why didn't I even think about this? I know why you and I are good friends. We're eyes on the disc profile. We both love to be liked. We're both very outgoing. We're like, you know life at the party have a good time. We're also okay to like let other people be the life of the party, but just really that and I do think a lot of dentists have that personality. ⁓ I was thinking about dentists last night actually while I was falling asleep and I'm like gosh you guys have to charm and dazzle and wow all day long.   Like you walk in and you have to make friends quickly and it's in an uncomfortable like, hey, let me like get real up and close and personal, like look in your mouth. And I got to like win you over and make you like me. I want to say yes to treat Mike. That's a lot of output of energy all day long for you guys. And so for you to realize that you also have to be a boss, I think one takes humility and two, also is ownership. And I would agree. I think it's like you get to a spot where I'm like, all right, being friends is fun.   But we got to have this like even kill because this up and down is just causing me to feel like I'm in whiplash all day long. So what were some of the things that you started to shift again? You and I chatted in December and I know we both like I've taken this from our conversation of culture is a slow burn. It is not something that happens overnight. It is not something that is instantaneous and I am an instantaneous person. Like I will figure it out. I will come up with it like we will find the solution and culture is like, all right.   Cool, I'm here for the journey. So what were some of the things you started to shift that you've been able to see? know Tiffanie's been helping you guys in your practice quite a bit as well, but I think ultimately at the end of the day, consultants can only help as far as the leaders are willing to go. And so for you to be willing to shift and change is why your team's been shifting and changing too. So what were some of those specifics?   speaker-1 (28:26) One of the, I would say the hardest thing for me and I still like, it still gives me anxiety and trouble is having difficult conversations. And while, you know, it's   you wouldn't think it would necessarily play toward helping with culture, having difficult conversations. I think it really does because I think it resets some of that, ⁓ like where the expectations are, what kind of the clarity on what needs to be done. But I think that's part of, on my ups and downs, I, again, wanting to be agreeable and being pretty laid back, if there was some...   trouble happening or there's some conflict between the team. Like a lot of my default for years was, it'll just blow over. Like, let's it work itself out. And it would work itself out by exploding after a drink or two. And then everybody would hug it out after a drink or two, and then we're fine for a while. But like, was no way to operate, right? So for me, getting over my fear and my anxiety of having those hard conversations, you know, and that's actually, that's one of the things that Tiffanie has been super helpful.   with on helping me through some of those. And I think one of the biggest skills that I've gotten with working with the Dental A Team is that, to have those conversations. They're not fun. People don't like them. I don't like them. But I think it makes a big difference and means a lot once people, like once you get through that.   speaker-0 (30:02) For sure. And you're lucky to have Tiff. think Tiff is one of the best at it. Tiffanie is very masterful on being able to, I say word ninja it. She's also just very direct, which is odd because she's so lovable and so nice. But something her and I have chatted a lot. And to your exact point, when team members have those uncomfortable conversations and they know their employer is willing to do it, everybody actually feels safe.   and that safety can create stability, which also creates like easiness. So my husband and I felt like I used to be a people pleaser with him. And just this week, he and I had a really big decision, a really awesome opportunity, and we ended up turning it down. And I was so frustrated. Like, I'm such a like driver and doer and like, this is an opportunity. We've been working for five years for this and we're just gonna like walk away from it. And I was not my most polished Kiera. ⁓   Thankfully, I would never do this with my team, but my husband, was just like full on expressive on like, and not anger at him, just the frustration of the situation. Like we've worked for this for five years and we're still not going to go through with it. And he made a comment to me, said, Kiera, I love that we've worked on our relationship so much to where you can feel comfortable and confident to have this conversation, to express your true feelings and we can work through it and find a solution. And I use that example because I feel like it's very similar with teams with   bosses that are willing to have these uncomfortable conversations because there's a there's a trust and a confidence that I can come to you. I know we can go toe to toe. I know we can work through this even though it's not fun in the moment per se. There's so much beauty and ease and flow that happens because we're not just always like holding it inside trying to like charm everybody else around us.   speaker-1 (31:47) Yeah. And what I have sort of seen ⁓ as I'm doing that more often and as I'm getting more comfortable with it, I'm seeing my team do the same thing with each other, in a, you know, in a respectful way. And they're confronting things before they become like these underlying deep seated issues. So yeah. So that's been good. ⁓ Working on gratitude is another, is another big one. Yeah. It's funny. It's, it's, ⁓   That's been, that's taken me a little bit to get used to and kind of coming up with a pattern of how to do it because it doesn't necessarily come naturally to me. You know, I think it all the time in my head, you know, how appreciative I am, but it's expressing it is what's hard and finding the way that resonates because everybody's different. What, you know, what lights everybody up is different. So it's trying to, I'm still trying to figure that out for everybody individually.   speaker-0 (32:42) But I think it's awesome that you're taking that on and like you said and I will say kudos to male doctors that are willing to share their appreciation because I'm not a male, but I have heard from several male colleagues that it's very uncomfortable. They're like, I'm just not somebody like you said, I think it, but I don't necessarily say it I don't know how to say it and sometimes it's an awkward thing. But I will say as a team member, I worked only with male doctors, except for one time I had a female doctor. But most of the time males were the doctors I would work with.   And as a team member, especially a female team member, it meant the world to me when they would share that appreciation. it just would, most women are very much ⁓ people who love those words of affirmation that are genuine and sincere. And so I think that that's a great thing that you've taken on. And I know that that's shifting because you shifting that way is shifting your entire team as well. Very cool. Okay. I just want like a quick highlight list as we wrap up, Nate, I appreciate you so much. What are some of the things working with Tiffanie that you've   that you guys have implemented in your practice or some things that you've seen, like we've talked about chart mergers, which gosh, it's just so fun. And we talked about culture shifts, but what are some of the things over the last year? I think you guys are just wrapping up your heading into year two. What are some of the things you guys have implemented with her this last year that were really just impactful for you?   speaker-1 (33:59) Yeah, it's, it's, it's, it's a, we've done a bunch of like small things, you know, and, and, that's what I think has been great is like they, they're easy concepts, but communicating ⁓ better handoffs from front to back and committing to that. ⁓ It's, one of the first things that she introduced with us. And, you know, it seemed like such a simple thing, but it's made a huge difference in. ⁓   and just having consistency of communication and then also it helps the teamwork. ⁓ That's been really good. She's helped a lot with trying to ⁓ have us have a better of sense and strategy around our revenue cycle. Just little things that we didn't necessarily know that we weren't doing, you know, as efficiently as we could. But what I love the most is the process and the accountability part that's put in. ⁓   there, you know, I, in previous years, you know, I've worked with other coaches and consultants and things. Um, and it's always been like a kind of a cookie cutter type thing. And it's, you know, it has been helpful, but what I really love about Dental A Team is how. Yeah. She's able to look and see exactly what it is that we do and how we do it and tailor those systems to us. Um, uh, but also that holding us like holding us accountable to do it. Like we had a, we had a call.   this week, I think it was. we've been looking at outsourcing things for, and I think we've probably been talking about it for a month, two months or so. And it was kind of funny because she has, she's like the sweetest person in world, but she was like, all right guys, I'm tired of talking about this. You're going to buy the end of it. And we're going to, we're going to make a decision on this in my head. This is on Tuesday. I was like, all right, by the end of Thursday, we'll have this done. She's like today, like today that you've done this and tell me who you're going with. And I was like, all right.   But sometimes that's what we need, know, cause we were stuck in this little cycle. So she, you she's good with that. And then sort of same thing with, you know, those are one of the difficult kinds of conversations I needed to have, but was Tuesday was funny. She was, she like really lit a fire under us. Cause like three or four things are like, you're getting this stuff done today and it's happening. that's the push we need, but there's other, know, there's, it's not always that intense. You know, there's also, ⁓ you know, if we need a little help with, you know, with things and,   It's process. She's there each step of the way.   speaker-0 (36:25) awesome. I love it. Well, I think that other no, go ahead.   speaker-1 (36:28) Sorry, it's   been really, it's been really good that I haven't seen with anybody else I've worked with before is she's totally accessible to my team. And I have a couple of the people on my team who are like very growth mindset, growth oriented with us. And, know, they, I think they talked to her more than I realized. And it's, it's one of like, felt initially like when she, you know, gave everybody her contact information, she like, I don't know, I hope that doesn't get abused. And she's like, I love it. That's what I'm here for.   and not knowing the specifics of what she's helping some people with. Like I've had a couple of people on my team, they're like, is so great to be able to reach out to Tiffanie and get this advice on this. And she's helping them just as much as she's helping me. That's awesome.   speaker-0 (37:09) That's huge and I appreciate that Nate because one it's fun to hear how our consultants are doing and I love like a few pieces you said which makes me happy because like as an owner and I'm sure as dentists we have this great vision of what we want our company to be what we want our practice to be and then to hear a patient experience to hear a client experience I'm like we will never be cookie cutter I refuse like forever because no practice is cookie cutter so to hear that it's systems that are customized to you guys where it's what's gonna work with you and also like you said   that accountability. Tiff and I, will say kudos to Tiff because at first, you know, we were like, how do you consult offices? And most of time we'll just kind of go through with you holding you accountable. But there are times when we will need to like laser in, lay it down and be like, guys, here's the reality. Just like a coach at the gym. I'm like, I don't want you like high five. I mean, that was a great workout when my squats look terrible. Like tell me to get my booty down, get my back out. Like   make sure I'm actually doing the work if I'm going to put in the work. And so I love that she did that. And like you said, that is something that we are so pro having those team members elevate rising them around you. That's something like we have kind of, I have a three prong approach and it's making sure you are profitable as a business. Cause if we're not profitable, fantastic. And to hear that TIF is helping you guys with that revenue cycle, making sure that's there at the handoffs, but then also growing people themselves.   You with those hard conversations, you making sure, I mean, we were just talking, you're having time off and your whole team is like killing it and you're not even there, which is awesome. ⁓ Also elevating team members. So it's not just the dentists themselves, but the team and then putting in those systems and team development top to bottom. So to hear it from a client experience, and we didn't even rehearse this prior to it, but to really hear the, and I didn't even prep you Nate. I didn't tell you to like, Hey, think of the last year and the highlights before we get on it. And I purposely did that because I wanted to hear.   what really stood out to you over this last year? What were the things that, because sure, you could go back and reread the emails and prep for it, but I'm like, that doesn't actually matter. What matters is what sticks in the moment. And so I just appreciate that. I love you as a client. know Tiff loves you as a client. You're just a, you're a great example of execution, of humility, of seeing opportunities and executing on them. And I hope people realize that success in my opinion doesn't just happen by chance. It is methodical. is...   Executed on sometimes you get sprinkled with that good luck charm But I also think that good luck charm is only good luck if you actually execute on it So Nate, you're just a dream. I love it. I love what you've done. I appreciate you being on the podcast you're just such a happy human and You're you're a great person who's doing great things in this world and your team's super lucky to get to work with you and learn from you as well   speaker-1 (39:48) Oh, thank you so much. And I feel so, you know, so lucky to have come to come across the Dental A Team, you know, three years ago and, and, and gotten to know you, gotten to know your team and all of you thought, you know, to me, my team and my life, it's awesome.   speaker-0 (40:00) Totally.   Well, it's, you know, we said yes, because you're in Rhode Island first. That was the first like initial yes. then you know, so but no, I appreciate it, Nate. So guys, if you if you have questions on mergers, or how to buy these charts, like please reach out, we'll connect you in with Nate. And if his story and the successes he's had resonate with you, email us, we'd love to chat with you. Hello@TheDentalATeam.com. And Nate, thanks for being here today. Thanks for just being a good human in this world that we need more people like you. So thanks for being here today.   Thank you. Awesome, guys. All right. As always, thank you all for listening, and I'll catch you next time on the Dental A Team Podcast.   wraps it up for another episode of the Dental A Team Podcast. Thank you so much for listening and we'll talk to you next time.  

Quaranteam - Dave In Dallas: Part 10 Dave & Olivia use skills meant for a last resort.Based on a post by RonanJWilkerson, in 12 parts. Listen to the Podcast at Explicit Novels. Let's review the list of characters: David Belsus – 46, physics & astronomy professor at Eastfield college, a community college in the Dallas area. Prepper, survivalist, has a greenhouse in his backyard and lives in an outer ring suburb. Six foot, fit, short cropped hair. Lupie Ramos – 32, former financial advisor, Dave's neighbor, got caught out of state when the lockdowns started. She spent two frantic weeks trying to get back to her daughter. Lupie has been in love with Dave for over a year. Long, dark brown hair, medium build, and a lovely smile. Esme – 9, daughter of Lupie, prone to the occasional snarky comment. Adores Dave. Becca; 18, Lupie's babysitter, was watching Esme when lockdowns occurred. Her refusal to abandon Esme, as her mother insisted, likely saved Becca's life, since her extended family ignored precautions and died of Duo. Esme, Lupie, and Dave are all Becca has left in the world. Short, medium build, small tits, with short blond hair and a smile that is shy with strangers and beams with family and friends. Janice Wheeler; 33, Dave's first partner to arrive, a librarian at Cedar Valley, another community college member of DCCCD. Slender build and medium height, Janice is 3/4 Korean, her paternal grandfather is Anglo. Medium length black hair often pulled back in a bun for work or ponytail at home. Shawna Cooper; 36, senior meteorologist at WFAA, Master's degree in meteorology from O U, worked at NSSL and spent time as a storm chaser. Whole hog sci-fi nut, beginning with Start Trek TNG. 5' 10", large tits, medium brown skin, dark brown eyes, shoulder length black hair styled like a frizzy weeping willow. Olivia Tyler (Liv); 21, senior studying horticulture at Tarleton State University, near Dallas. Daughter of Carter and Janelle, Dave's best friends since college. Had a well-known crush on Dave throughout her teen years. Since her dad was former SF and a survivalist, Liv is skilled with several firearms as well as bladed weapons. Never failed to take a deer any season she's hunted. 5'10" long, dark brown hair, large tits, lightly tanned, brown eyes, and a wide smile. Melanie Ustanich; 22, graduate student in IT at Tarleton, Liv's roommate, recently found a passion for cooking. Spent most of her life in foster homes, Liv's parents accepted her like family the first time she went with Liv on Thanksgiving Break. 5'8" medium length auburn hair, green eyes, small mouth with a ready, mischievous smile. The ladies came through, leaving one mug beside the detective and swiftly exiting with the pot, several mugs, a milk jug, and a small container that may have just been repurposed as a sugar dish. Verratti pushed her mask up to her nose to take a sip, holding the mug like a sacred talisman, her eyes closed and a look of bliss dawning on her face. It was a short day. She opened her eyes and the distance they contained sent the brief appearance of joy below the horizon once again. Laying her mug back on the table, she pulled her mask back into place. "The man that was with you that day at the range?" "Yes, my friend Carter. He was the one that arranged the time on the range." "And how did he manage that? Didn't you say a few times he was a security guy?" "He runs physical and digital security checks for sites his company guards. He and his guys also get hired out by insurance companies to check out their client's security plans as well." For a moment, Dave allowed himself to forget the pain and use the present tense. "I think you mentioned a few times before class that he was in special forces?" "Yep. He likes to say his civilian job is kinda similar to his work in the army, just with paintball or laser tag gear." "Good." She motioned him to sit close, so she could speak lower. "You've stumbled into something no one seems to be working hard to solve." Dave's eyebrows stitched together. Her tone was more ominous than her words. "Nine weeks ago, a truck carrying seven vaccinated women was attacked. It was on its way to some rich neighborhood to deliver partners to the McMansion set. The attackers covered their tracks reasonably well, so we never caught them. Two weeks ago, a shipment of vaccine got hit between Grand Prairie and the Vax Center. They didn't even try to take the whole shipment, just grabbed a bunch and ran like hell. The chopper that was following them didn't have infrared on it, so they lost track of them in the trees in the dark." Dave stayed silent as she paused to gather her thoughts. "Look, I shouldn't have said any of this, but nobody's doing anything. Your friend has the skills to deal with the problem. And the way you've always presented yourself, if he's your friend, then he'll want to apply his skills to right a great big fucking wrong that's being ignored. There's an Air Force liaison office in the station right now. They're supposed to coordinate a military response to big attacks, but they've been blasé about both attacks." "Wait? Military to take out crooks? I mean, even big deal shit like this? Shouldn't that be done by SWAT or ATF?" She stared at him. If he had to guess, her lips were tightly pressed together under her mask. Her words were tightly spoken as she continued. "The fact your attackers cut their fallen buddies' nuts off suggests they had bonded female partners. That means either the hijacked transport, or the vaccine attack. Maybe both. And that means they may have been coming here to abduct your partners and bind them to themselves." "But that would kill them!" Dave started out as a loud interjection, but at her look, and as his own self-control kicked in, he dropped to a strenuous whisper. "There; is a way. But only if the man is dead. There was an ER nurse on the first transport. She would have known about the procedure, at least in broad terms." She pulled a map from her valise. Unfolding it, she pointed to two locations. The attacks happened here, and here." "Yeah, that stretch of I-20 is a bit empty, even being in the middle of urban sprawl." "Because of that attack, they moved the flights to Love Field." "No rural hideouts along the way." "Exactly. Now look, here's where the chopper last was sure they had an eye on them." Her finger indicated a spot southeast of Athens. "What I'm asking you is to get a hold of your friend. See if he and some of his team are willing to investigate; and maybe rescue some of these women. No one else is doing anything about this. And they are escalating." "Do you think they'll try again here?" "I don't know. Not anytime soon, you gave them plenty of reasons to give this place a wide berth. I can't swear to that, but I'd say they'll at least leave you alone for a while." Which means they may be coming for my family again. Whenever they feel like trying again. No point in telling her about Carter. I'll have to do this myself, but I'm not telling her that. A trained, former special forces operative that still does security testing is a reasonable person to ask to do this. A community college professor that's been trained by his prepper buddy doesn't sound nearly as reassuring. Fuck Carter, why the hell did you have to die? "How sure are you on that last sighting?" She flipped her notebook back several pages. After consulting her notes, she carefully laid her finger again on the map. "Right there." Dave stared at the indicated location, noting nearby major road intersections and the distances from each to the tip of her finger. Mainly, he looked at the roads that formed a boundary around the area. The raiders may not be inside that space, but it was a place to begin. "Be very careful. There's suspicion that some army deserters are with these guys." She took a deep breath. "It's like pulling teeth getting anything out of the Air Force woman about this. Please professor, talk to your friend. I'll contact you in a day or so to see if he's responded." "Why don't I just call you?" "I'd rather have that discussion when I'm not at the station or around other officers." "Okay. You need anything else from me detective?" "No. No, I should be going. I'll call in a few days." "I'll be ready." Hope I've found them by then . Dave walked her to the door and locked up behind her. He slipped over to the parlor to check the window patch for any air leaks. Dave ran his hand around the edges, slowly, but felt no movement, not cold streams. Some of the family had come downstairs, now that the weather was once again outside. Dave sat in a chair, staring off into space while the others red or talked. This may take more than a day, just to find these guys. And once I do, I'll need time to observe, and then time to plan. Food, water, ammunition. I'll need something long-range. My best bet will probably be picking them off one at a time at first. I've got silencers for the MP5's, but no subsonic ammo. It's still going to be obvious when I shoot. Carter has all the subsonic ammo. Imagine the look on the face of whoever finds his armory. Fuck, what if they just bulldoze the place? Yeah, Liv and I need to try and get his weapons and equipment. Wait, I have subsonic.22LR. I could use that for the first few. Fuck, I'm really doing this. That means I'll be gone for a few days. It's already been two days for Rebecca, and she's on such a short fuse. We really ought to ask the vaccine experts why that is. Gee, what a call to make. "Hey, vaccine guys? Yeah, look, I've got this eighteen year old cutie that just insists on having sex every four days. Like, she's climbing the walls by day five. What's up with that?" I'm sure they'll have all kinds of sympathy. Well, I have my first thing I've got to do before I go. Dave found Becca in the room she and Reena shared. The one they'd previously used as a 'hotel room' the night the ladies put together for prom. Reena was not around. "Hey, sexy nerd girl, what're you up to?" Becca rolled on to her back from her book reading. Her face was glowing, though she was also blushing from her scalp to, well, lower than her shirt collar. She very cutely bit her lower lip. Dave chuckled. "You are so damn cute, ya know that?" Her face twisted a little. "Demotion huh? I've gone from sexy to cute in less than a minute." "One does not preclude the other. There is an intersection of the two. In my opinion, you exist within that intersection." "God, you know how weirdly sexy it is that you can talk math about sex?" "You know how great it is that you're one of two partners I can talk to that way? Most of the others either won't get it, or will be turned off by it." The radiant look Becca got from the compliment was exactly what Dave was going for. She wasn't just a teen hottie, or gamer girl, or some other check box. She was his younger nerd partner that he got to introduce to so many things he loved that were new to her. Or, things she'd heard about, but not yet experienced. And she was fun in bed. Becca's hand slipped to the hem of her t-shirt. Dave stepped swiftly up to her bed and grabbed her hands. He pulled her around so her ass hung off the edge of the bed and her head was braced against the wall. She and Dave were still experimenting with different ways to have sex. She'd recently mentioned that quickies sounded kinda hot. Dave figured now would be a good time to try. He grabbed her shorts and panties at the hips and pulled both down to her calves, bringing her legs straight up in the same motion. Dave leaned against her, her ankles on one of his shoulders, as he unbuttoned his pants and shoved pants and boxers to mid-thigh. The aroma of Becca's arousal reached Dave's nostrils, matching the signal that her panting breath and lust-filled eyes were sending. Truth to be told, he was fairly revved as well. The little gasp she gave as he hand-fed his mostly hard cock into her saturated pussy was delicious. Dave leaned in closer, folding her legs back onto her body, her ankles on either side of his head, her shorts against his collarbone. He drilled her fast and hard. This wasn't love making, wasn't a tantric exercise, and was not 'the full Dave'. A quickie was just that; hard, fast, and get 'er done. Becca's cute little huffs and grunts urged him to keep going, her moist, rippling channel gripping his shaft and egging him on. In due time, Dave felt that familiar tingle in his balls rising up through his cock and he began firing his hot seed into her eager passage. Becca shuddered and convulsed the same as if Dave had taken most of an hour lifting her to ecstatic heights. Dave leaned a bit further in to kiss Becca tenderly on the lips. Becca giggled. "That was fun." "Good, we can add that to the repertoire," Dave said, buckling his pants. He leaned in for another kiss, this one with just a moment of lingering, before walking away. Becca's eyes shone brightly as they followed him. Now I wait. Dave spent the rest of the evening sitting with his ladies, sometimes talking, mostly listening. Lupie called everyone to the dinner table. A nice warm casserole that soothed the insides after most of the day with the inside matching the weather outside. Downstairs anyway. Mostly what Dave remembered from the evening was looking around the table at his family as they chatted and moved on from the events of the morning. Mostly. Every once in a while, someone's attention wavered, or they flinched from a sound. That's why I have to do this. Dinner was late enough that some began their night time routine once it was over. It had been a draining day, even for those that had huddled upstairs. The emotional impact, the fear and anxiety they'd gone through took a physical toll. "Hey, Shawna, let's meet in my office in a few minutes, okay? I'll find Liv and Mel and have them join us." "Sure. Night security?" "Yeah. The detective was reasonably sure there wouldn't be a repeat tonight, but let's be safe." "Okay." Shawna hugged him tightly. Dave went off to find the other two, then made his way to his office. Even though they'd just finished dinner, he felt a bit munchie. He pulled a half-eaten pint of blueberries out of his fridge and snacked slowly. Each woman smirked as they entered. Shawna started imitating the guitar intro of a certain song by Black Sabbath. Dave just shook his head with a rueful smile. Then he popped a few more berries in his mouth. "We need to maintain a watch tonight," he informed them once he'd cleared his mouth. "The threat is perceived to be low, but I'd rather not take a chance. I'll take first watch, then wake Shawna to relieve me. She can wake Liv, and when Liv's shift is over, she can wake Mel." The way Olivia stared at Dave made him wonder if she suspected his real plan, but she said nothing. "We'll post guard here in Shawna's morning room with the door open. It's right at the top of the stairs, so anyone would have to come past the guard to get to any of us. I'll drag the chair from that room to the door, far back enough that anyone looking in will see darkness, but near enough the guard can see the head of the stairs and part of the hallway in each direction." "That's it. Get some sleep. When it's time to switch over, get up and get moving. We'll have one pistol out and transfer that over. Don't go to bed until your relief is in place." Shawna came in for a kiss before she left. A long, slow kiss with no tongue. She looked meaningfully into his eyes before she walked out, saying nothing. Dave waited over an hour for all the activity in his house to settle and everyone to fall asleep. He slowly and quietly rose from his seat. He slipped in to the master bedroom to find Shawna on the outer edge of the bed. Of course she'd thought ahead so she wouldn't disturb the others. Dave lightly tapped her foot, and she stirred awake. Dave went back to his post while she dressed. Once she got there, he handed over the pistol. "You're going after them aren't you?" she whispered low and urgent. "Yes. It's the only way to ensure everyone's safety. These guys are a danger to us, and others. The detective was so frustrated with the inaction, she told me other events that have happened, but no response from the police." "Other houses have been attacked?" "No, the other attacks haven't been on houses, but they look related." "How far away are they?" "I don't know for sure. She gave me some information on the last place they were seen." "Then how long will you be gone?!" She kept her voice low to not disturb anyone, but there was a 'shouting' tone to her whisper. "I don't know. I'm taking food and water in addition to the rest of the gear." "David, please be careful. All our lives depend on you." He wrapped his arms around her for a tight hug. "I know. I'm doing this for your safety. No more middle of the night break ins." He paused for a moment. "Carter took me through a few scenarios that apply. We had to use paintball guns for those trainings, but I've spent plenty of time on the range with all of these weapons. I won't be as good as Carter, but I'm good enough to pull this off. I'm coming back to you babe." He pulled back so they could look each other in the eyes. "You are plenty of reason to come back." "Me and eight others," she said with a teasing grin. "Anyone of you alone is enough to go fight this fight and get my ass back here in one piece. I finally understand Carter now. Somethings you have to fight for." He slipped away from her and went to the master bedroom closet. In a box tucked away in a corner, he pulled out a set of lightly used 90's era BDU that Carter'd urged him to get from an Army-Navy store. It was not the only set, but he wasn't going to be gone that long. Hell, his partners would all be screaming for doses by then. After dressing, and donning his combat boots, he walked silently out of the bedroom. That he had to pause and prep his mind for. Carter had shown him how to walk quietly in these boots, it just took practice and care. It had been a long time, so he ran through the lessons and practices in his head for a minute after he had them on. He trod gently down the stairs to the gun closet. He typed in the code and swung open the door. That's when the darkness at the end of the unlit hall moved. "Go to bed Olivia." His voice was flat. "You are not going after these guys alone." Dave flipped on the light in the small space. The illumination spilling into the hallway revealed Olivia in a matching pair of BDU. "How the hell?" "I mailed myself a box to this address before I reported to the vaccine center. Mostly other stuff, but one set of woodlands and my best broken-in boots." "Livy, you need to stay here and watch the others." "I need to watch over your ass and bring you home so you can keep fucking all these women that are addicted to your cum." Dave felt a wave of shame at the comment. That he was risking himself, some, but their safety required he take out this threat. That he was; unfaithful to any of these women, because none of them were the only one. Yes, he could personally enumerate all the reasons why, but that didn't change the visceral reaction of a man that never wanted a lot of women, just one that he could be devoted to, and vice versa. "Liv ;” "I'm not trying to talk you out of this. I'm certainly not condemning you for having multiple partners, David. On behalf of myself, and all your partners, I insist I go with you and provide overwatch. You know I'm a better sniper than you. You're better at CQB. We do this together." A cold hand gripped Dave's chest. "Olivia, I already dragged you into one gunfight. I won't do it again." "You didn't drag me into anything. The world sucks and some people are assholes. The same guy that taught you raised me not to just stand idly by. I'm going with you." She came in close, molding her hand to his jawline. "You didn't cause the attack this morning. You stood in the gap, and I stood with you. What you're about to do is needed. And I'm standing with you again." Without another word, she slipped around him and started gathering her gear. Dave joined her. Within half an hour, they loaded tactical gear, ammo, weapons, water jugs, canteens, and field rations in Liv's pickup and got on the road. They were completely in sync, though neither spoke a word. Chapter 12; A Walk on the Chaotic Good Side. October 29, 2020 12:30am The hum of the heater fan on its lowest setting combined with the warm air coming off the windshield were not helping Dave maintain alertness. Livy drove while he checked their route against what he'd seen on the detective's map. So far, it was just a matter of 'drive towards Athens'. Dave snuck the window down a little, inviting some cool air to help him stay fresh. Not too far, though. Occasionally, they'd run into an isolated cloud still giving up a pittance of drizzle, remnants of what passed over their house yesterday morning. Mostly it was just cold. "I miss the little triangle windows that pivoted open on Dad's old beater pickup." Dave chuckled. "Yeah, those were useful. Guess somebody decided to save money and make them fixed instead of movable." Olivia humphed in response. When she said nothing for a few minutes, he reached into the bag on the seat between them and pulled out an apple. She didn't notice until he took his first crackling bite. "Damn. Again?" she laughed. "Fill up too much and you'll bust out that stab shirt. Sorry, it's just;” "I'm eating way more often than the rest of you, and not gaining any weight. Yeah, I know. They said this serum shit has weird side effects. Seems for me it's kicked my metabolism into the stratosphere." "Oh, big words like 'stratosphere' huh? Hmm, ya know, the higher metabolism would explain why you're outrunning me." Dave turned his head towards her, a mock annoyed expression on his face. "I've been faster than you for years. For a bit there in your teens you gave me a good challenge." Liv giggled. "I got faster so you'd have to look at my ass." "I worked harder to stay ahead of you so I wasn't looking at a sixteen-year-old's ass." Out of the corner of his eye, Dave noted Livy giving him a rueful look. With a quiet voice; and one eye on the road; she asked, "Is this the only way we could have been together?" His heart skipped a beat. His voice was deepened with loss when he replied, "I don't know, Olivia. I just don't know. The two of us together would have been a very unusual pairing in other circumstances. No law would have stopped us being together but a lot of custom and tradition would interfere." He reached his hand out and she took it. "So it was either this, or an asteroid hitting the Earth for me to get you?" Dave laughed. "Maybe not quite that dramatic." Their joined hands lay on the seat between them for a time, enjoying the union of their lives as the cold, damp miles passed. Half an hour later, signs proclaimed a junction ahead as they neared their first waypoint. "Want me to stay on 175 and go east around Athens?" "No, west on 7. When we get to the southside of town, we'll take 19 south." Dave waited before asking, "You need to switch out. We've both had long days." "I'm good. Just hand me another Dr. Pepper." Dave knee-stood in the seat, reaching back to the cooler with water, soda and reusable freezer packs. Ice would have been too loud loading at the house, and going to an automated ice station was more deviation than he was willing to take. The drinks weren't ice-cold this way, but they were at least cool. Between the caffeinated soda, and the No-Doz bottle in the glove box, they could fight off the drowsiness the road hum threatened to induce. Weirdly, the squeeze from the compression shirt for the stab plates helped keep him awake, though it did make it tougher to twist around for things. Maybe if he wore it more often, he'd know how to move better in it. With the late hour, and pandemic rules in effect, they hadn't seen another vehicle since pulling out of their own driveway. They crossed three overpasses for major roads out of town before exiting to southbound 19 / Palestine St. The creepy feeling intensified as they took their exit. The north side of the road held a hospital with what was undoubtedly the only ER for thirty miles around. In some directions, even further than that. And there was no activity at all. The lights were on. But no signs of human movement. A few miles down the road they passed the middle school, completely abandoned since March. Liv's hand slipped back to the middle of the bench seat. Dave added his to hers, holding her gently but firmly. Ten minutes later, with their headlights boring holes into the pitch black, Dave's phone buzzed. He pulled it out, noting the time was now approaching 2am. -There's been another attack, this time on a very rich man's estate. Bodyguards dead, left laying there. -Rich man dead, carried off, along with most of his partners. -Last seen southbound on 45, suspect they are taking that to 287 until Palestine. No intelligence beyond that. Please ask your friend to decide quickly. Dave quietly fumed. Another attack meant more suffering that he hadn't prevented. That was the whole point of this crazy scheme wasn't it? Immediately, he recalled a story Carter had told only once, after they'd been roommates for more than a year. It was a 'Boy's Night In' with two pizzas and a tsunami of beer, and some typical action flicks playing. Dave's friend related a time when they'd been too late to protect a local villager that had cooperated with the Special Forces team. The local government goons had not been kind to the collaborator. Or his family. "We found out too late, got there too late, not a fucking thing we could do. Not one fucking thing. Except," he raised his head so his bloodshot eyes were revealed, "we tracked the fuckers and took them out before they got back to their base. It was beyond our mandate. We were supposed to train only, not engage directly. We did it, and never talked about it." Track the fuckers down and take them out. Little wonder why that particular memory surfaced now. "Something wrong?" "Text from the detective. They hit another house. Successfully this time." "Oh shit. What are we going to do?" "What an old friend once told me was the only real option. Track the fuckers down and kill them." "Dad was such an eloquent man." Dave barked a laugh as he texted back. -We're already enroute. -We'll locate them on the run and track them to their base. -Thank God. -And thank your friend for me. Dave still saw no reason to inform her of his omission. Well, he felt a little guilty, but she'd get over it. Lupie on the other hand, might just tie him to the bed and spoon feed him between each woman's 'dosing' turn. Shawna might or might not help Lupie, but she was not going to help Dave avoid Lupie. Hell, by the time he got back, Lupie might be so worked up she'd chew him out exclusively in Spanish for over an hour. In between kisses and hugs because his dumb ass came home in one piece. Getting his mind back on the present, Dave pulled up a map on his phone. "This may make it easier to find their base. They're coming down 287. Previous attempts tracked them as far as Palestine. We'll intersect with 287 just outside Palestine, so we'll pick a good spot when we get there and wait. I suspect they will be an hour or half hour behind us." "K." Dave zoomed and scrolled on his map for several minutes. "There's a community college north of the intersection. It has a parking lot that will give us a good view, but far enough away we could miss something. There's also a gas station and a convenience store on the south of the intersection, on the west side that would give better views, but higher risk of detection. It's probably closed. If we're the only car there, it's going to be awfully suspicious; especially if we pull out right after they pass." "Don't worry, Dad gave me a few lessons on shaking a tail, and on tailing. Just before I went off to college, he even had me drive back country roads with no lights; on the road or car. If we can avoid getting noticed when we first pull out; by waiting 'til we can just see their tail lights; we should be fine." "Let's go for the convenience store first. If it looks too dicey, we'll move off to the college parking lot." Liv nodded her agreement. The silence that followed persisted until the intersection loomed. The community college parking lot had all of its lights on, as did the Exxon just south of it. The Valero on the west side and south of the intersection had its awning lights on, but no more. No lights were on around the convenience store south of the highway confluence. Even better, there were two vehicles parked in the lot. Liv pulled into a space near one of the other vehicles. But not too close. She killed the lights, lowered the windows halfway, and turned off the ignition. Both occupants of the truck surveyed first the near vehicle, then the more distant one, looking for any sign of occupancy. If these guys were good, they might have a lookout posted to watch for a tail. During the forty-five minute wait, neither their eyes nor ears detected any sign of another person in the parking lot. For that matter, there was no sign of anyone around the college, or in the gas station south of them. The station across the way probably had an attendant inside. A low rumble coming from the northwest initially alerted Dave and Liv to their approaching quarry. Without exchanging words, they each hunched down in their seats. Both were on full alert. Hunter versus hunter was a dangerous game. Of course, if one hunter doesn't know the other is around, so much the better. For the other at least. Five S U V, varying from mid-size to huge, rolled swiftly through the interchange. They slowed from far in excess of highway speeds, down to something reasonable for the possibility of merging; if one had incredibly sparse traffic to handle. Which worked just fine, since there was absolutely zero traffic to merge with. As the engine sounds began to fade, Livy sat up and started the engine. She quickly doused the lights that automatically lit up before backing out from behind the vehicle two parking spaces over. Hopefully, it shielded them from the target's notice. Well, that and the fact the targets were headed away from them, and presumably keeping hostages in check. With swift, smooth motions, Olivia got the pickup on the highway following the distant trail of tail lights. Noting the woodlands on both sides of the highway limiting visibility around the curves, Livy began rapidly closing the distance. Balancing that were the few streetlamps and the need to not show up in the last vehicle's rearview mirror. The train of S U V passed under one, went dark again except for the taillight; which brightened briefly; then were illuminated again for a flash before disappearing. "Shit," she muttered. "It's gotta be the underpass for the loop. That's why they went left and cut off. They went behind the embankment. Just take the loop to the left and keep pressing. We'll catch them. Just be careful of more street lamps. I'm not sure if this loop they're hopping on is limited access. If they hit stoplights, we'll need to be very careful to avoid notice." "Right." There were a few traffic lights to negotiate, but both were solid green the entire time the runners and the pursuers were in view. The greater concern was the street lights near the intersections. Increasing their following distance once a traffic light became visible bought them some grace. They also took the risk of allowing the convoy to get out of view over a small rise while they waited just outside the pool of light before making the left at Park Ave. That was followed by mild panic until they could catch up with their quarry. A sweeping left turn awaited just over the crest. Dave spotted tail lights turning right as they finally hit a straight section. It turned out to be another curve in the road. This road had just enough curves to allow Livy to close the distance and remain unobserved. As the pursuing duo came around one curve, the convoy ahead was disappearing around the next. Just as they cleared a shallow 's' turn, Dave spotted tail lights disappearing to their right. "Ease up, I think we're going off onto a narrower road." By the time they reached the turn, Liv had them at an appropriate speed. No sign of the convoy ahead, and greater darkness with the trees closer in, she had to go slower. Fortunately, the road was winding through a few tight turns which caused the convoy to go even slower. They managed to catch sight of taillights and hear engine noises through the trees before they got close enough to be noticed. The asphalt took a gradual rightward curve, but a faint red glow inside the dust cloud ahead signaled the convoy had plunged ahead onto the dirt road. Hunter and unwitting prey slowed again, but the frequent braking and the scattering effect of the dust kept Dave and Liv well aware of their quarry's position. Liv coasted and maintained distance so she never had to touch the brake. To do so would reveal their pursuit. The convoy slowed further and Liv allowed the truck to coast to a stop. "Let's find a place to park this thing and dismount." Dave pointed off to a small pocket beside the road where the trees curved away from the dirt track. Each opened their door gingerly, sliding quietly to the wet grass. Liv and Dave first checked their own gear, then each other's. Satisfied they wore or carried everything they thought they would need, they eased the doors closed, latching them softly. "One benefit of this weather; the gators will be hibernating, and maybe the snakes too," Dave said in a whisper. "Brumating. And probably yes on both counts. The gators will be in the water, but the snakes will find a burrow or hollow log. So stay away from likely hidey holes." "Yes, professor." Dave's wry grin was both smart ass and respectful. Liv's nature knowledge far exceeded his own. Her reply smile was appreciative. Then both faces went blank as the two focused on their mission. Using every technique Carter had taught him, Dave slipped stealthily through the trees. Crouching, he moved swiftly from bole to bole, taking care to avoid rock piles and downed logs. The red glow in the distance was diminishing. He noticed sets of tail lights lining up side-by-side before extinguishing. They were parking. That was a good thing, because Dave and Liv were already on foot. That also meant the possibility of guards on the perimeter. Dave paused a bit longer in his position, searching for any sign of patrols or stationary sentinels. Seeing none, he dashed forward to a new location and watched again for any sign of an observer. Liv moved from her prior spot to the place Dave had just vacated. Morning twilight was in full swing, so the pair had good lighting. Periodically, Dave observed men moving to each vehicle, removing a woman, and leading her to one of the buildings. A few men guarded the vehicles, but their focus was on the occupants, not someone outside. All the better. Dave and Liv found themselves places within whisper distance a few feet back from the tree line. Unobstructed views with low probability of getting spotted. In better circumstances, they would observe for hours, from multiple positions around the clearing, gathering information and striking in the wee hours, or at first light tomorrow. But; those women being taken inside compelled faster action. Whatever these assholes were doing needed to be stopped. At the same time, they couldn't just rush in, or they'd lose, Dave would be dead, and Liv would be dead or worse. And not long after, the rest of his family would be in very dire straits. So don't fuck up, asshole . This had to be what Carter meant about walking the razor's edge. One thing was clear; these guys had no security posted. The pre-dawn twilight was sufficiently bright that someone looking out the window would spot them if they got stupid. The trees opened up into a large clearing. Within the open space sat the parked S U V, two large buildings, and several smaller ones. The two large buildings were corner adjacent and perpendicular on their long axes. They were somewhat longer than they were wide. The large building stretched wide across their eyeline seemed to be where everyone was gathered. That's the building the women had been taken into. Several others converged on that location not long after. About half an hour after the last man disappeared into the big building, Dave and Liv spotted someone leaving. He had someone over his shoulder. He headed for one of the smaller buildings. About five minutes later, it happened again. Time to communicate. He pulled out his phone, already set to silent, no vibration. Fortunately, he had a few bars. -Compound located. Track my location. Stuffing his phone in his pocket without waiting for a reply, Dave slid closer to his partner. "I'm going in closer. I'll get under the windows and listen in." Liv's face was unconvinced. "Is that wise?" "We need to know more before we do anything. I've got to get close enough to hear them. Get your rifle ready to snipe. Keep me covered. I'll pass on the outside of the first building," he pointed to the one that lay along their line of sight and perpendicular to the target building, "and then cross along the near wall of the one they're in. You'll be able to see me for most of that time, and you can see either end. You'll know if someone's about to come around and spot me." "We need Dad's low watt tactical radios." "If wishes were horses, hun." He gave her a quick kiss, then silently backed further into the trees. This allowed him to move more quickly without detection, though he still remained on alert for any sentries out here in the trees. There were none. Approaching the tree line again, he scanned thoroughly with eyes and ears, for any sign of someone that would spot him emerging. With still no sign, Dave dashed from the trees to the near wall of the likely empty large building. There he waited, listening for any sound suggesting he'd been seen. His heart was pounding. He worked to calm himself so he could hear anything over the roar of the blood in his ears. Of course, that could just be the contrast. This rural fall morning was incredibly quiet thus far. Satisfied he was as yet undetected, Dave moved stealthily to the far corner of the building. He put a hand on the wall, feeling the rough brick exterior. It was distinctly not new, but not decrepit either. A few short steps brought him to the building's corner. Using the 'slicing the pie' tactic Carter taught him so long ago; and re-taught over and over and over; Dave passed around the corner to find no one there. Hugging the wall, he crept by, pausing at each of the two doors, listening for any sign of occupancy. By the time he reached the end of the building near the occupied building, the sun was not yet up, but the sky was well-lit. As was the compound. With more on the line, Dave took more time with his pie-slicing cornering technique. The rest of the compound, then the side wall of the other building, and then the back wall of the target building came slowly into view, all devoid of other humans. He slid carefully along the sidewall of the empty building until he was near the corner closest to his target. With his head only he once more rounded the corner, verifying no one had entered the small area bounded by the two buildings on two sides in the time he'd been behind the first one. Sure that he was clear, he crossed the gap to the second building. He watched his footfalls carefully since the area conjoining the two buildings had been cemented in a rectangular shape. Postholes along the edges suggested this might be some sort of outdoor area with an awning during warmer times. A broom at the corner Dave was heading for suggested someone took the time to keep it clear of debris. At least he didn't have to worry about stepping on a twig. Dave heard a door open, then close. Footsteps in grass reached his ears but receded. He swiftly slid along the wall to the front of the building and took a cautious peek. Once again, a man was walking toward one of the smaller buildings, this time carrying a woman in his arms rather than over his shoulder. Dave eased himself away from that corner and back to the corner proximate to the back wall. He had to step carefully around the broom again as he came around to the semi-enclosed courtyard. Dave eased his way carefully along the back wall. At least now he had the benefit of knowing Liv could watch the area around him and cover him as needed. He crept carefully, listening for sounds through the wall. Primarily though, he knew his best chances were under the three windows, two of which were close together, more than halfway down the building's length. As he approached an exterior vent for a dryer, he paused. For a moment the thought flashed through his mind that this would be the ideal place for a snake to hide. Then his rational brain took over, reminding him that the intermittent nature was likely insufficient to help a snake survive through the winter. They were more likely off in the woods somewhere or hiding in the walls of one of the houses. The first window was just past the vent. Dave paused. He waited for a few minutes, but heard nothing. He edged up, his face upturned, his nose turned away from the building. Edging upward, he allowed his peripheral vision a first glimpse in the window. It was dark. He turned his head slowly, seeking greater detail. A few shadows and a small light on the back wall limned out an empty kitchen space for a community. Efficient, but a little too regimented for Dave's taste. A little too zombie group think. Dave moved forward. This time he skirted around a pile of small diameter metal pipes. Must be for a future irrigation project or outdoor faucet. The next window was only a few feet past the pile. Dave had to be careful how far out he went. He crouched and quickly got back to the wall once past the pipes. He could already hear voices. Someone was angry. "I said sit the fuck back down. You dumbasses cost us three men with your half-assed raid. No, you don't get a shot at any of the women from this raid. You're lucky we let you fucking live. One more fucking word out of your fucking mouth and I will shit-can all your asses. And you, big mouth, you'll go last; after I ass fuck your sister without a new dose! You can watch her melt like somebody poured battery acid in her shithole, then I'll kill you, with the memory of her screams in your fucking ears!" Dave went cold. His mind called up one of the videos about the dangers for a woman exposed to the semen of any man other than her partner. Anger welled up in him, but he tamped it down. A berserker rage banged against the walls of Dave's discipline. He held his focus, knowing he would only accomplish his goal with cold efficiency. All the things Carter said over the years, words that had been whirling in his ears since the moment of the break-in, all settled into cold clarity. Yeah, they were gonna die. In due time. He crept closer. Again taking care to avoid detection, Dave saw a woman select a syringe full of a vibrant green substance. She moved over to; a dead body on the floor? What the hell? Why is she injecting the dead guy? Wait, now it's purple inside? Maybe he just misidentified the earlier color? The woman with the syringe stood. A man dragged a blonde woman over to a table near the lady with the syringe. Dave heard her whimpering once she was close. A second man took the woman's other arm. The two men held her pinned, face down, against the table as her whimpering turned to active cries. Dave's stomach turned over. A third man pulled the woman's pajama pants down. She wore no panties. The woman with the syringe approached. The way she walked, and the look on her face, gave the impression she was walking to the gallows. Dave swore she mouthed the word 'Sorry' to the pinned woman before injecting her with the purple contents of her syringe. Immediately, the woman jerked and thrashed. The man behind her dropped his pants. Dave dropped low, not needing to see anymore. Hell, he'd seen far more than he ever wanted to. The cries and sounds he heard had a certain resonance with the priming and later imprinting orgasms of his partners. But overlaid with a guttural, raw emotionality. Then there was no more sound from the woman. A few low conversations between the men, and then Dave heard the door on the other side of the building open. Dave duck-walked away from the window and around the pipes. Once against the wall again he raised up a bit and paused. He needed to collect his thoughts. What to do was clear. Kill every man here. Given what they were doing, there were no innocents. The only questions revolved around how to do what needed to be done. Ideas formed in his head, but he needed to confer with Olivia. At the very least, she needed to know his intentions. Teamwork would be vital. He also trusted her judgment. Her input could prove useful. It often did. Something more about Olivia was rattling around the back of his head. A thought jumping up and down, demanding attention, but not coming forward. Like a word sitting on the tip of your tongue you just can't say. Something he knew, but wasn't fully acknowledging. It didn't seem related to the immediate task, so Dave moved his attention elsewhere. The number of trips from the large building to the smaller ones was very nearly the number of trips from the cars to the big building earlier. That meant soon the men would no longer be occupied with; what they had been doing. Since some had recently come back from a raid, they were likely to bed down soon. That would be a good time to strike. Time to move and communicate. The door had cycled twice more during Dave's thinking. As he rounded the corner of the empty building, free to move unobserved, he heard the door slam open. He froze in place, a few steps past the corner, where he could listen without being detected. Multiple footsteps approached, and sharp mutterings between two men. The footfalls changed as they crossed from the grass onto the concrete. Their voices became clearer too. "Why drag her all the way out here? It's fucking cold and wet." "'Cuz I don't wanna clean up the fucking mess when the old bitch slags, that's why! Grass will just eat it up and get nice and green next summer. Inside, the carpet and the fucking pad have to be replaced." Dave's blood boiled. He tamped it down for immediate purposes. He also started moving back the way he came. Weapon at the ready, he rounded the corner again. Three figures were just crossing off the concrete pad and back into the grass. Two males in hunter camo and a naked blonde woman sobbing as they dragged her between them. They stopped several steps off the pad. One man was out of view, the empty building blocking Dave's line of sight to him. Liv surely had a good shot on him, but she might not yet know enough to take it. She'd know soon enough though. The man Dave could see was turned away from Dave, with the woman collapsed, on her knees in front of him, looking away from Dave also. By their orientations, the man that was out of sight was probably facing the corner and would see Dave the instant he came around it. Fortune favors the brave . One of Carter's favorite phrases. Dave slipped the MP5 back behind him, on safe, he pulled the.22 pistol from his holster, and the silencer from his cargo pocket, mated them gently, and carefully began screwing the silencer in place. The woman cried out, pleading for mercy. Unseen by Dave, the second man slapped her, the sound unmistakable. Dave was moving as the slap echoed. His face etched in stone. No anger in his visage, no mercy in his eyes. His weapon came up smoothly as his feet accelerated him along the wall towards the man in his vision. Dave was now a fire and maneuver platform for the pistol. Just before he cleared the corner, he fired three rounds, all into the man's upper left back. His shot group was as perfect as the practices with Carter over the years. At least one of the rounds went through the man's heart. The suppressor dulled the sound of firing, and the subsonic ammunition avoided the supersonic crack of the rounds that would surely draw attention. The stricken man fell even as Dave came around the corner, rounding on the next target. That man was just beginning to look towards the corner with a curious expression. Dave fired again. Three rounds, just as Carter had trained him. He also dropped with no further resistance or sound. The first target was on the ground and the second descending, knees buckling beneath a falling torso, when the shuddering blonde woman registered the changes. She began to rise and turn around. Dave reached her at that same moment, grabbing her bicep and hauling her to her feet. To forestall undesirable attention, he shifted his hand from her arm to her mouth, clamping it shut. He got there just in time. The woman stared at him, terror in her wide-open eyes. He held his pistol low and to the side, but her eyes ping-ponged several times from it to his face. As frightened as she was, her eyes settled, then roved over his face. Within seconds her terror was held in check. Not gone but shoved aside. Like she was ready to believe something less evil than that of the other men's plans was now upon her. "Stay quiet, I need to get you out of here." She nodded. Wariness was present, but also a willingness to believe in; something. Grabbing her hand, Dave led her across the concrete pad and around the corner of the empty building. He didn't stop until they'd passed the length of the building, now leaning against the short wall, in full sight of Olivia. In pausing, Dave was reminded consciously of what his subconscious had of course noted; the woman wore not a stitch of clothing. He quickly averted his eyes, but not before registering her phenomenal figure. Granted, the condition of her skin on her face and her body indicated a woman with more than just a few decades of experience on this little ball of rock, but she was none the worse for wear by any means. Fit was an entirely apt description. Her tits had a natural sag, but still bore a certain firmness as well as a modest heft. And her eyes. Her eyes were captivating. Penetrating even. They stared at him from a gently rectangular face. Modestly arched eyebrows topped those gazing deep green orbs, and model perfect cheekbones provided a pedestal for those eyes to rest upon. Shapely, proportionate lips still trembled slightly beneath a nose that was not quite angular, and more than a button. Her face would fit in on a magazine cover or a boardroom. A face that could launch a thousand simps. "Let's get into the trees. My partner, Olivia, is waiting for us. Once we get away from prying eyes, we can give you something to cover up with. What's your name?"" Her face warmed briefly even as her arms instinctively moved to shield her tits. "Natasha." Her voice was unsteady, but not weak. "That way, Natasha." Dave pointed to a small gap between two young trees. Nothing he'd seen suggested she was a plant or any other kind of trap, but with only himself and Liv, he realized there was no room for fuck-ups. He spent much of his time walking sideways, keeping an eye to their rear. They entered the trees easily and without getting spotted. Natasha immediately slowed, picking her places to step more carefully with her bare feet on the woodland surface. They proceeded straight back from the buildings, in reverse of Dave's approach. He caught her arm when they reached the point to turn left towards Liv. Pointing quietly, Dave directed her on the new course. She nodded and kept moving. A few steps later, things started getting exciting. "Oh, holy Shit!" Even before his head turned, he knew the speaker was in the same vicinity as the two bodies he'd left behind. Through the intervening trees, Dave spotted a man standing in the gap between buildings. He safed the pistol and started unscrewing the silencer. There was no angle in stealth anymore. Once separated, the pistol went back in the holster and the silencer in his cargo pocket. He brought his MP5 back around. The man circled the two bodies slowly. Dave quietly moved closer to Liv, until they could see each other. With her attention on him, Dave drew his hand across his neck, then pointed at the man still examining the space where his friends had fallen. He heard the report of the rifle at nearly the same instant the back of the man's head sprouted a jet of blood and tissue. Dave hustled the last several steps to Liv's position. Liv gave him a wry smile as she looked behind him. "Recruiting more ladies, David?" As Dave began to object, her smile dropped. "I saw the whole thing. I didn't hear what was said, but they had it coming, that's for sure." "Yeah well, we need to get her warm and clothed. And still deal with these guys." "I've got spare clothes in the truck. Let her hide inside. At least get her out of the elements." Two men appeared, one on either end of the occupied building. Dave, Liv, and their charge were too deep in the trees for the men to spot. Besides, they were focused on the three bodies they could see. "Okay, I'm going to get her in sight of the truck, and then head down the backside of that building," Dave pointed to the empty building. "Got it. So, do I let these guys go back inside?" Do I tell her to take the shot? We're already all in here . Something in Dave went cold. "Once they turn back, take the shot." Liv merely nodded, her attention, earlier divided between her scope and Dave, was now fully downrange. Dave ushered Natasha along a tiny foot path, giving her some ease in foot placement. He tried to keep his eyes off her naked form, but when she jumped at Liv's first shot, the jostling of her tits was magnetic. He turned his eyes away quickly. Fortunately, he was able to spot the truck at this range. "We're going to have to work quickly to shut these guys down. Can you see that white patch through the trees?" Dave pointed in the direction he wanted her to look. Natasha nodded. "That's our truck. The door is unlocked. Get in there and get out of the wind. That will help you warm up some. Liv says she has a change of clothes behind the seat. Take a quick look to see if you can find a shirt or something. Then stay low, stay out of sight." The woman nodded again. "You are leaving me?" "I have to stop all of them before they hurt anyone else." Another shot rang out. She lunged at Dave, wrapping her arms around his neck. He was alarmed for just a moment, but he felt the shaking of her silent cries. She jolted again with the next shot. He gave her several seconds, then peeled her arms off of him. "I have to go." With that, he turned and hustled to a spot along the tree line proximate to the edge of the empty building. He was still covered by trees when he spotted a man moving toward him along the building. He's trying to flank Liv . Dave took up a firing position braced against a tree. Then he fired three rounds. The man dropped without a sound, though the shots echoed through the compound. Another crack from Liv's rifle announced her continued engagement with their opponents. If Dave didn't get engaged soon, they could overwhelm her. He sprinted across the gap and raced down the building's length. Another shot rang out. Dave reached the corner of the building, breathing hard, heart pounding. He heard feet slapping concrete and then go quiet. Swiftly turning the corner, he saw two men sprinting away, through the gap between buildings, and one more passing the other end of the building in the distance. Then another came around the corner near him, the follow-on to the two with their backs to him. He noticed Dave as Dave's SMG reached chest height. Dave's trigger finger pulled three times, smoothly, in quick succession. Three widely spaced red spots erupted on the man's chest. He fell against the wall and slid down. The man's weapon clattered to the concrete pad. Immediately, Dave shifted to the men headed away. One was beginning to turn. Dave fired on him first, this time with his weapon fully raised, taking aim and grouping his shots. Dave shifted to the second man that hadn't yet keyed on Dave's position behind him. With three rounds in his upper chest while running full tilt, the man tumbled to the ground. While Dave was taking out his targets, he'd registered two shots from Liv's rifle. That meant ten men in total they'd killed. But how many were there? At least ten, since the S U V had two men each. What Dave didn't know was how many were left behind to hold down the fort while the attackers were out. As he mulled over the issue, he dealt with two more immediate concerns. His weapon locked open on his last shot. He triggered the magazine release with his right, catching and removing the spent magazine with his left. Quickly, he stuffed the empty mag in his cargo pocket before pulling a fresh magazine from his tacvest. With a fresh magazine in place, he pressed the bolt release, driving a new round home. To be continued in part 11, Based on a post by RonanJWilkerson, in 12 parts, for Literotica.

Periodically, we pause our regular message series to take in a reminder about how we live at Christ Church. Here is Vicar Bill on Worship.Thanks for listening to the Christ Church Mequon Podcast. Find your next step and let us know how we can be praying for you at ChristChurchMequon.LIFE/Podcast. Hit that subscribe button and, until next week, God bless.

Periodically around these parts the audience demand for unpaywalling certain subscribers-only episodes becomes too clamorous to ignore. So it was with Members Only #286, our gripping conversation with celebrated author Sebastian Junger about his harrowing new book, In My Time of Dying.“Please consider making this a non-members only episode,” wrote beloved subscriber James G. “Ditto,” seconded Daniel Cavelli. “I wanna send this to many people.” Similar beseechings from random_academic, Jake O'Finkelstein, [Dr.] Jeff Singer, Lara Merkel Ross, and Oren, who added: “I have a friend who barely survived a massive heart attack last month. And I can think of many others who will be inspired by this incredible conversation.”To our longtime paying customers: We hear you! Please share the episode widely, either as a one-off or a come-on!To our many brand new paying subscribers, brought here by a generous gift, welcome to this weird & wonderful community, and please enjoy full run of the Comments and Chat. And to those seeing/hearing us for the first time, or just flying in the very back of the plane, here is the type of content that can come with a paid subscription. As our dear old D.C. pal Maura Flynn put it, “You make my support increasingly worthwhile and I encourage everyone who can to contribute on the highest possible level. Great stuff, rock on!”You know what to do.•You can always start drinking again•Enough to make ⅔ of these grown men cry•Sebastian's (most recent) near-death experience•Danger in, insight out•Momento Mori•There's nothing so dangerous as a wounded Apache•Don't have an aortic rupture in Truro in July•ICU humor•Hi dad•An existential digression•Better than the one with Will Farrel•Ideological Duolingo•Hot tip from an immigration officer•Old-time antisemitism•Bestselling author sleeps with chainsaw•Sarajevo & the Spanish Civil War•Men's Journal and the good old days of war reporting•The folly of Afghanistan and nation-building on the cheap•Some things are sacred•Investigating near death experiences•Don't test Santa Claus•Etymology of a curse•Atheists, physicists, and consciousness•God of the gaps•Yes, we are literally talking about quantum physics•The science of myth•The reason for the need the idea of heaven•Restrepo•Why we all need a tribe•Things were better when they were bad•If you're not sufficiently terrified, you're not getting it.•A tribute to dangerous jobs•Making meaning in a meaningless universe•A Bostonian goodbyeYouTube link:Follow The Fifth ColumnYouTube: @wethefifthInstagram: @we.the.fifthX: @wethefifthTikTok: @wethefifthFacebook: @thefifthcolumn This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.wethefifth.com/subscribe

Periodically on Trust Me, I Know What I'm Doing, we share a SPOTLIGHT conversation and feature brief chats with an individual from the community about a very special topic or a unique endeavor. Now, we live in an era where lessons and memory of the past seems to get crystallized and presented with increasing speed and accuracy. But perhaps now more than ever, it's equally important to actually pause and reflect and synthesize and process our experiences as rich human lessons to share and express to the world. Vinita Gupta is a pioneering entrepreneur and technology leader who made history as the first woman of Indian origin to take a company public in the US. With over 40 years in Silicon Valley, she's a celebrated leader in engineering and innovation, and a staunch advocate for women in tech. To add to that, Vinita is an internationally recognized bridge champion, an artist, and a writer. And she recently wrote about her multifaceted journey in her memoir, The Woman Indeed: Road to IPO, Bridge Tables, and Beyond, which is available everywhere.Big shout out to INDIASPORA for sparking this one, to anyone who is sick of the six seven trend, to the American South Asian Network at americansouthasiannetwork.comIt's Thanksgiving week in the US, so please, find someone in need and consciously practice a random act of kindness!

What would you do differently when starting your business?  Periodically you need to evaluate and tune-up some of your processes.  Listen as we discuss if you could go back what would you do differently. Do you want to do things differently?  Take advantage of a complimentary business strategy session to discover the opportunities in your business! Book a strategy call today! https://actioncoachwi.com/contact-us/ Daily Dose of Business: https://actioncoachwi.com/daily-dose/  Sign up today! 12-Week Management MasterClass: https://actioncoachwi.com/management-training/   Sign Up Today!

Do you really know if your fragrance works? Or are you just hoping for compliments? In this episode, Karen reveals why friends and family are not likely to be giving you the feedback you really need. She shares the essential steps needed to truly evaluate your perfume - like a pro. Karen takes you through setting a clear brief and mastering technical checkpoints. She shares the tools and mindset that separate hobbyists from serious creators.  Tune in to transform the way you judge your scents and take yourself one step closer to making fragrances that always deliver. KEY TAKEAWAYS  The opinions of friends and family feel good, but their noses can´t be the final word. Often, they are biased and rarely fit your target demographic. Investing time in learning how to professionally evaluate your scents is essential. Without a clear goal for your scent, you'll never know if you've hit the mark, so start every creation by writing out a solid brief and use a checklist to keep your evaluation honest and well organised. Don't just sniff and forget. Track and assess your fragrance over hours to see how it really lasts, evolves, and performs on skin or in the bottle. You need to test for smoothness, strength, longevity, harmony, diffusion and evaluate it in the base and conditions your customer will actually be using your scent in. Sensory fatigue is real. Periodically, step away and reset your nose. Allow plenty of time to evaluate your scents. BEST MOMENTS  “Evaluation is a whole separate skill. You could be good at blending, you could be good at putting different materials together, but also still not know whether what you made actually works.” “If you don't know what you were intending to create, you're not going to know whether you hit that mark or not.” “Make yourself a little checklist that you can actually go through every time you create a fragrance, every time you do modifications.” EPISODE RESOURCES In-Person Course - https://www.karengilbert.co.uk/studio-classes Fragrance For Skincare Course: https://www.onlineperfumeschool.com/creating-fragrance-for-skincare-products-online-course How to create a scent story episode - https://podcasts.apple.com/us/podcast/how-and-why-to-create-a-scent-story/id1693602939?i=1000630627487 VALUABLE RESOURCES Getting Started Guide: https://www.karengilbert.co.uk/podcast-getting-started-guide Artisan Perfumery Mastermind: https://www.karengilbert.co.uk/artisan-perfumery-mastermind Website: https://www.karengilbert.co.uk ABOUT THE HOST Fragrance expert, author, teacher, and speaker; Karen Gilbert runs courses in the UK and online which demystify the secretive world of perfumery in a fun and interactive way.  Karen has inspired thousands of students to explore their olfactory sense and create their own personalised fragrances. With extensive product development experience in both the commercial perfumery and the organic skincare industry, Karen is able to offer a unique insight into creating natural and mixed media fragrances for fine fragrance, room scents and skincare/bodycare products using commercial perfumery techniques. Karen is also a certified meditation teacher and has a passion for helping people to create daily rituals that integrate scent with other modalities to shift state and increase your sense of wellbeing. CONTACT DETAILS Website - https://www.karengilbert.co.uk/ Instagram - https://www.instagram.com/karengilbert/ Facebook - https://www.facebook.com/KarenGilbert.co.uk YouTube - https://www.youtube.com/@KarenGilbertPerfumeMaking Email - karen@karengilbert.co.uk   This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

In today's Cloud Wars Minute, I reveal how Palantir leapfrogged the competition with 63% cloud growth, shaking up the Cloud Wars Top 10.Highlights00:14 — Periodically, I do an update on what I call the Cloud Wars Growth Chart. The latest list shows that Palantir — new to the Cloud Wars Top 10 — is number one in fastest growth, by a long shot. Google Cloud, which for the last six quarters had been the fastest growing, is now in the number two spot. Oracle comes in at number three.01:06 — So let's see here: Palantir — look at this — 63% growth to $1.12 billion. Previous quarter growth rate: 48%. Pretty nice when you can go from 48% to 63% in a market like this. So the question is: What is Palantir doing that has allowed them to grow at these dramatically higher growth rates?02:05 — Number two, Google Cloud. 34% growth to $15.2 billion. That's an acceleration from the previous quarter's 32% growth. The third: Oracle. 28% growth, $7.2 billion in cloud revenue — up from 27%. SAP grew 27% in Q3, $6.14 billion. Previously 28%. Then Microsoft grew 26% in cloud revenue to $49.1 billion for the quarter, down from the previous quarter's growth rate of 27%.03:07 — We saw growth throughout the Cloud Wars Top 10. Six of the nine that report their cloud revenue said that they are seeing accelerating growth from one quarter ago to their most recent quarter. So six out of nine growth rates going up, even as they're getting bigger. Now the outlier there is IBM, which does not break out its cloud revenue.03:47 — The other big thing I see coming along is that we are moving into a place now where it's becoming fuzzy between cloud and AI. Because cloud, after all, is the delivery vehicle that has made AI now something accessible to every individual in the world.04:40 — So, we see these sort of intertwined, bonded pairs of cloud and AI. It's been fascinating to watch this. And these growth rates show the market is getting hotter. These companies are growing faster — for the most part — remarkable. So, hats off to Palantir, Google Cloud, Oracle, and all the others on this list. Visit Cloud Wars for more.

Co-hosts Ryan Piansky, a graduate student and patient advocate living with eosinophilic esophagitis (EoE) and eosinophilic asthma, and Holly Knotowicz, a speech-language pathologist living with EoE who serves on APFED's Health Sciences Advisory Council, interview Evan S. Dellon, MD, and Elizabeth T. Jensen, PhD, about a paper they published on predictors of patients receiving no medication for treatment of eosinophilic esophagitis. Disclaimer: The information provided in this podcast is designed to support, not replace, the relationship between listeners and their healthcare providers. Opinions, information, and recommendations shared in this podcast are not a substitute for medical advice. Decisions related to medical care should be made with your healthcare provider. Opinions and views of guests and co-hosts are their own.   Key Takeaways: [:52] Co-host Ryan Piansky introduces the episode, brought to you thanks to the support of Education Partners GSK, Sanofi, Regeneron, and Takeda. Ryan introduces co-host Holly Knotowicz.   [1:14] Holly introduces today's topic, predictors of not using medication for EoE, and today's guests, Dr. Evan Dellon and Dr. Elizabeth Jensen.   [1:29] Dr. Dellon is an Adjunct Professor of Epidemiology at the University of North Carolina School of Medicine in Chapel Hill. He is also the Director of the UNC Center for Esophageal Diseases and Swallowing.   [1:42] Dr. Dellon's main research interest is in the epidemiology, pathogenesis, diagnosis, treatment, and outcomes of eosinophilic esophagitis (EoE) and eosinophilic GI diseases (EGIDs).   [1:55] Dr. Jensen is a Professor of Epidemiology with a specific expertise in reproductive, perinatal, and pediatric epidemiology. She has appointments at both Wake Forest University School of Medicine and the University of North Carolina at Chapel Hill.   [2:07] Her research primarily focuses on etiologic factors in the development of pediatric immune-mediated chronic diseases, including understanding factors contributing to disparities in health outcomes.   [2:19] Both Dr. Dellon and Dr. Jensen also serve on the Steering Committee for EGID Partners Registry.   [2:24] Ryan thanks Dr. Dellon and Dr. Jensen for joining the podcast today.   [2:29] Dr. Dellon was the first guest on this podcast. It is wonderful to have him back for the 50th episode! Dr. Dellon is one of Ryan's GI specialists. Ryan recently went to North Carolina to get a scope with him.   [3:03] Dr. Dellon is an adult gastroenterologist at the University of North Carolina at Chapel Hill. He directs the Center for Esophageal Diseases and Swallowing. Clinically and research-wise, he is focused on EoE and other eosinophilic GI diseases.   [3:19] His research interests span the entire field, from epidemiology, diagnosis, biomarkers, risk factors, outcomes, and a lot of work, more recently, on treatments.   [3:33] Dr. Jensen has been on the podcast before, on Episode 27. Holly invites Dr. Jensen to tell the listeners more about herself and her work with eosinophilic diseases.   [3:46] Dr. Jensen has been working on eosinophilic gastrointestinal diseases for about 15 years. She started some of the early work around understanding possible risk factors for the development of disease.   [4:04] She has gone on to support lots of other research projects, including some with Dr. Dellon, where they're looking at gene-environment interactions in relation to developing EoE.   [4:15] She is also looking at reproductive factors as they relate to EoE, disparities in diagnosis, and more. It's been an exciting research trajectory, starting with what we knew very little about and building to an increasing understanding of why EoE develops.   [5:00] Dr. Dellon explains that EoE stands for eosinophilic esophagitis, a chronic allergic condition of the esophagus.   [5:08] You can think of EoE as asthma of the esophagus or eczema of the esophagus, although in general, people don't grow out of EoE, like they might grow out of eczema or asthma. When people have EoE, it is a long-term condition.   [5:24] Eosinophils are a type of white blood cell, specializing in allergy responses. Normally, they are not in the esophagus. When we see them there, we worry about an allergic process. When that happens, that's EoE.   [5:40] Over time, the inflammation seen in EoE and other allergic cell activity causes swelling and irritation in the esophagus. Early on, this often leads to a range of upper GI symptoms — including poor growth or failure to thrive in young children, abdominal pain, nausea, and symptoms that can mimic reflux.   [5:58] In older kids, symptoms are more about trouble swallowing. That's because the swelling that happens initially, over time, may turn into scar tissue. So the esophagus can narrow and cause swallowing symptoms like food impaction.   [6:16] Ryan speaks of living with EoE for decades and trying the full range of treatment options: food elimination, PPIs, steroids, and, more recently, biologics.   [6:36] Dr. Dellon says Ryan's history is a good overview of how EoE is treated. There are two general approaches to treating the underlying condition: using medicines and/or eliminating foods that we think may trigger EoE from the diet.   [6:57] For a lot of people, EoE is a food-triggered allergic condition.   [7:01] The other thing that has to happen in parallel is surveying for scar tissue in the esophagus. If that's present and people have trouble swallowing, sometimes stretching the esophagus is needed through esophageal dilation.   [7:14] There are three categories of medicines used for treatment. Proton pump inhibitors are reflux meds, but they also have an anti-allergy effect in the esophagus.   [7:29] Topical steroids are used to coat the esophagus and produce an anti-inflammatory effect. The FDA has approved a budesonide oral suspension for that.   [7:39] Biologics, which are generally systemic medications, often injectable, can target different allergic factors. Dupilumab is approved now, and there are other biologics that are being researched as potential treatments.   [7:51] Even though EoE is considered an allergic condition, we don't have a test to tell people what they are allergic to. If it's a food allergy, we do an empiric elimination diet because allergy tests aren't accurate enough to tell us what the EoE triggers are.   [8:10] People will eliminate foods that we know are the most common triggers, like milk protein, dairy, wheat, egg, soy, and other top allergens. You can create a diet like that and then have a response to the diet elimination.   [8:31] Dr. Jensen and Dr. Dellon recently published an abstract in the American Journal of Gastroenterology about people with EoE who are not taking any medicine for it. Dr. Jensen calls it a real-world data study, leveraging electronic health record patient data.   [8:51] It gives you an impression of what is actually happening, in terms of treatments for patients, as opposed to a randomized control trial, which is a fairly selected patient population. This is everybody who has been diagnosed, and then what happens with them.   [9:10] Because of that, it gives you a wide spectrum of patients. Some patients are going to be relatively asymptomatic. It may be that we arrived at their diagnosis while working them up for other potential diagnoses.   [9:28] Other patients are going to have rather significant impacts from the disease. We wanted to get an idea of what is actually happening out there with the full breadth of the patient population that is getting diagnosed with EoE.   [9:45] Dr. Jensen was not surprised to learn that there are patients who had no pharmacologic treatment.   [9:58] Some patients are relatively asymptomatic, and others are not interested in pursuing medications initially or are early in their disease process and still exploring dietary treatment options.   [10:28] Holly sees patients from infancy to geriatrics, and if they're not having symptoms, they wonder why bother treating it.   [10:42] Dr. Jensen says it's a point of debate on the implications of somebody who has the disease and goes untreated. What does that look like long-term? Are they going to develop more of that fibrostenotic pattern in their esophagus without treatment?   [11:07] This is a question we're still trying to answer. There is some suggestion that for some patients who don't manage their disease, we very well may be looking at a food impaction in the future.   [11:19] Dr. Dellon says we know overall for the population of EoE patients, but it's hard to know for a specific patient. We have a bunch of studies now that look at how long people have symptoms before they're diagnosed. There's a wide range.   [11:39] Some people get symptoms and get diagnosed right away. Others might have symptoms for 20 or 30 years that they ignore, or don't have access to healthcare, or the diagnosis is missed.   [11:51] What we see consistently is that people who may be diagnosed within a year or two may only have a 10 or 20% chance of having that stricture and scar tissue in the esophagus, whereas people who go 20 years, it might be 80% or more.   [12:06] It's not everybody who has EoE who might end up with that scar tissue, but certainly, it's suggested that it's a large majority.   [12:16] That's before diagnosis. We have data that shows that after diagnosis, if people go a long time without treatment or without being seen in care, they also have an increasing rate of developing strictures.    [12:29] In general, the idea is yes, you should treat EoE, because on average, people are going to develop scar tissue and more symptoms. For the patient in front of you with EoE but no symptoms, what are the chances it's going to get worse? You don't know.   [13:04] There are two caveats with that. The first is what we mean by symptoms. Kids may have vomiting and growth problems. Adults can eat carefully, avoiding foods that hang up in the esophagus, like breads and overcooked meats, sticky rice, and other foods.   [13:24] Adults can eat slowly, drink a lot of liquid, and not perceive they have symptoms. When someone tells Dr. Dellon they don't have symptoms, he will quiz them about that. He'll even ask about swallowing pills.    [13:40] Often, you can pick up symptoms that maybe the person didn't even realize they were having. In that case, that can give you some impetus to treat.   [13:48] If there really are no symptoms, Dr. Dellon thinks we're at a point where we don't really know what to do.   [13:54] Dr. Dellon just saw a patient who had a lot of eosinophils in their small bowel with absolutely no GI symptoms. He said, "I can't diagnose you with eosinophilic enteritis, but you may develop symptoms." People like that, he will monitor in the clinic.   [14:14] Dr. Dellon will discuss it with them each time they come back for a clinic visit.   [14:19] Holly is a speech pathologist, but also sees people for feeding and swallowing. The local gastroenterologist refers patients who choose not to treat their EoE to her. Holly teaches them things they should be looking out for.   [14:39] If your pills get stuck or if you're downing 18 ounces during a mealtime, maybe it's time to treat it. People don't see these coping mechanisms they use that are impacting their quality of life. They've normalized it.   [15:30] Dr. Dellon says, of these people who aren't treated, there's probably a subset who appropriately are being observed and don't have a medicine treatment or are on a diet elimination.   [15:43] There's also probably a subset who are inappropriately not on treatment. It especially can happen with students who were under good control with their pediatric provider, but moved away to college and didn't transfer to adult care.   [16:08] They ultimately come back with a lot of symptoms that have progressed over six to eight years.   [16:18] Ryan meets newly diagnosed adult patients at APFED's conferences, who say they have no symptoms, but chicken gets caught in their throat. They got diagnosed when they went to the ER with a food impaction.   [16:38] Ryan says you have to wonder at what point that starts to get reflected in patient charts. Are those cases documented where someone is untreated and now has EoE?   [16:49] Ryan asks in the study, "What is the target EGID Cohort and why was it selected to study EoE? What sort of patients were captured as part of that data set?"   [16:58] Dr. Jensen said they identified patients with the ICD-10 code for a diagnosis of EoE. Then they looked to see if there was evidence of symptoms or complications in relation to EoE. This was hard; some of these are relatively non-specific symptoms.   [17:23] These patients may have been seeking care and may have been experiencing some symptoms that may or may not have made it into the chart. That's one of the challenges with real-world data analyses.   [17:38] Dr. Jensen says they are using data that was collected for documenting clinical care and for billing for clinical care, not for research, so it comes with some caveats when doing research with this data.   [18:08] Research using electronic health records gives a real-world perspective on patients who are seeking care or have a diagnosis of EoE, as opposed to a study trying to enroll a patient population that potentially isn't representative of the breadth of individuals living with EoE.   [18:39] Dr. Dellon says another advantage of real-world data is the number of patients. The largest randomized controlled trials in EoE might have 400 patients, and they are incredibly expensive to do.   [18:52] A study of electronic health records (EHR) is reporting on the analysis of just under 1,000. The cohort, combined from three different centers, has more than 1,400 people, a more representative, larger population.    [19:16] Dr. Dellon says when you read the results, understand the limitations and strengths of a study of health records, to help contextualize the information.   [19:41] Dr. Dellon says it's always easier to recognize the typical presentations. Materials about EoE and studies he has done that led to medicine approvals have focused on trouble swallowing. That can be relatively easily measured.   [20:01] Patients often come to receive care with a food impaction, which can be impactful on life, and somewhat public, if in a restaurant or at work. Typical symptoms are also the ones that get you diagnosed and may be easier to treat.   [20:26] Dr. Dellon wonders if maybe people don't treat some of the atypical symptoms because it's not appreciated that they can be related to EoE.   [20:42] Holly was diagnosed as an adult. Ryan was diagnosed as a toddler. Holly asks what are some of the challenges people face in getting an EoE diagnosis.   [20:56] Dr. Jensen says symptoms can sometimes be fairly non-specific. There's some ongoing work by the CEGIR Consortium trying to understand what happens when patients come into the emergency department with a food bolus impaction.   [21:28] Dr. Jensen explains that we see there's quite a bit of variation in how that gets managed, and if they get a biopsy. You have to have a biopsy of the esophagus to get a diagnosis of EoE.   [21:45] If you think about the steps that need to happen to get a diagnosis of EoE, that can present barriers for some groups to ultimately get that diagnosis.   [21:56] There's also been some literature around a potential assumption about which patients are more likely to be at risk. Some of that is still ongoing. We know that EoE occurs more commonly in males in roughly a two-to-one ratio. Not exclusively in males, obviously, but a little more often in males.   [22:20] We don't know anything about other groups of patients that may be at higher risk. That's ongoing work that we're still trying to understand. That in itself can also be a barrier when there are assumptions about who is or isn't likely to have EoE.   [23:02] Dr. Dellon says that in adolescents and adults, the typical symptoms are trouble swallowing and food sticking, which have many causes besides EoE, some of which are more common.   [23:18] In that population, heartburn is common. Patients may report terrible reflux that, on questioning, sounds more like trouble swallowing than GERD. Sometimes, with EoE, you may have reflux that doesn't improve. Is it EoE, reflux, or both?   [24:05] Some people will have chest discomfort. There are some reports of worsening symptoms with exercise, which brings up cardiac questions that have to be ruled out first.   [24:19] Dr. Dellon mentions some more atypical symptoms. An adult having pain in the upper abdomen could have EoE. In children, the symptoms could be anything in the GI tract. Some women might have atypical symptoms with less trouble swallowing.   [24:58] Some racial minorities may have those kinds of symptoms, as well. If you're not thinking of the condition, it's hard to make the diagnosis.   [25:08] Dr. Jensen notes that there are different cultural norms around expressing symptoms and dietary patterns, which may make it difficult to parse out a diagnosis.   [25:27] Ryan cites a past episode where access to a GI specialist played a role in diagnosing patients with EoE. Do white males have more EoE, or are their concerns just listened to more seriously?   [25:57] Ryan's parents were told when he was two that he was throwing up for attention. He believes that these days, he'd have a much easier time convincing a doctor to listen to him. From speaking to physicians, Ryan believes access is a wide issue in the field.   [26:23] Dr. Dellon tells of working with researchers at Mayo in Arizona and the Children's Hospital of Phoenix. They have a large population of Hispanic children with EoE, much larger than has been reported elsewhere. They're working on characterizing that.   [26:49] Dr. Dellon describes an experience with a visiting trainee from Mexico City, where there was not a lot of EoE reported. The trainee went back and looked at the biopsies there, and it turned out they were not performing biopsies on patients with dysphagia in Mexico City.   [27:13] When he looked at the patients who ended up getting biopsies, they found EoE in 10% of patients. That's similar to what's reported out of centers in the developed world. As people are thinking about it more, we will see more detection of it.   [27:30] Dr. Dellon believes those kinds of papers will be out in the next couple of months, to a year.   [27:36] Holly has had licensure in Arizona for about 11 years. She has had nine referrals recently of children with EoE from Arizona. Normally, it's been one or two that she met at a conference.   [28:00] Ryan asks about the research on patients not having their EoE treated pharmacologically. Some treat it with food avoidance and dietary therapy. Ryan notes that he can't have applesauce, as it is a trigger for his EoE.   [28:54] Dr. Jensen says that's one of the challenges in using the EHR data. That kind of information is only available to the researchers through free text. That's a limitation of the study, assessing the use of dietary elimination approaches.   [29:11] Holly says some of her patients have things listed as allergies that are food sensitivities. Ryan says it's helpful for the patients to have their food sensitivities listed along with their food allergies, but it makes records more difficult to parse for research.   [30:14] Dr. Dellon says they identify EoE by billing code, but the codes are not always used accurately. Natural Language Processing can train a computer system to find important phrases. Their collaborators working on the real-world data are using it.   [30:59] Dr. Dellon hopes that this will be a future direction for this research to find anything in the text related to diet elimination.   [31:32] Dr. Jensen says that older patients were less likely to seek medication therapy. She says it's probably for a couple of reasons. First, older patients may have been living with the disease for a long time and have had compensatory mechanisms in place.   [32:03] The other reason may be senescence or burnout of the disease, long-term. Patients may be less symptomatic as they get older. That's a question that remains to be answered for EoE. It has been seen in some other disease processes.   [32:32] Dr. Dellon says there's not much data specifically looking at EoE in the older population. Dr. Dellon did work years ago with another doctor, and they found that older patients had a better response to some treatments, particularly topical steroids.   [32:54] It wasn't clear whether it was a milder aspect of the disease, easier to treat, or because they were older and more responsible, taking their medicines as prescribed, and having a better response rate. It's the flip side of work in the pediatric population.   [33:16] There is an increasingly aging population with EoE. Young EoE patients will someday be over 65. Dr. Dellon hopes there will be a cure by that point, but it's an expanding population now.   [33:38] Dr. Jensen says only a few sites are contributing data, so they hope to add additional sites to the study. For some of the less common outcomes, they need a pretty large patient sample to ask some of those kinds of questions.   [33:55] They will continue to follow up on some of the work that this abstract touched on and try to understand some of these issues more deeply.   [34:06] Dr. Dellon mentions other work within the cohort. Using Natural Language Processing, they are looking at characterizing endoscopy information and reporting it without a manual review of reports and codes. You can't get that from billing data.   [34:29] Similarly, they are trying to classify patient severity by the Index of Severity with EoE, and layer that on looking at treatments and outcomes based on disease severity. Those are a couple of other directions where this cohort is going.   [34:43] Holly mentions that this is one of many research projects Dr. Jensen and Dr. Dellon have collaborated on together. They also collaborate through EGID Partners. Holly asks them to share a little bit about that.   [34:53] Dr. Jensen says EGID Partners is an online registry where individuals, caregivers, and parents of children affected with EGIDs can join.   [35:07] EGID Partners also needs people who don't live with an EGID to join, as controls. That gives the ability to compare those who are experiencing an EGID relative to those who aren't.   [35:22] When you join EGID Partners, they provide you with a set of questionnaires to complete. Periodically, they push out a few more questionnaires.   [35:33] EGID Partners has provided some really great information about patient experience and answered questions that patients want to know about, like joint pain and symptoms outside the GI tract.   [36:04] To date, there are close to 900 participants in the registry from all over the world. As it continues to grow, it will give the ability to look at the patient experience in different geographical areas.   [36:26] Dr. Dellon says we try to have it be interactive, because it is a collaboration with patients. The Steering Committee works with APFED and other patient advocacy groups from around the world.    [36:41] The EGID Partners website shows general patient locations anonymously. It shows the breakdown of adults with the condition and caregivers of children with the condition, the symptom distribution, and the treatment distribution.   [37:03] As papers get published and abstracts are presented, EGID Partners puts them on the website. Once someone joins, they can suggest a research idea. Many of the studies they have done have come from patient suggestions.   [37:20] If there's an interesting idea for a survey, EGID Partners can push out a survey to everybody in the group and answer questions relatively quickly.   [37:57] Dr. Dellon says a paper came out recently about telehealth. EoE care, in particular, is a good model for telehealth because it can expand access for patients who don't have providers in their area.   [38:22] EoE is a condition where care involves a lot of discussion but not a lot of need for physical exams and direct contact, so telehealth can make things very efficient.    [38:52] EGID Partners surveyed patients about telehealth. They thought it was efficient and saved time, and they had the same kind of interactions as in person. In general, in-state insurance covered it. Patients were happy to do those kinds of visits again.   [39:27] Holly says Dr. Furuta, herself, and others were published in the Gastroenterology journal in 2019 about starting to do telehealth because patients coming to the Children's Hospital of Colorado from out of state had no local access to feeding therapy.   [39:50] Holly went to the board, and they allowed her to get licensure in different states. She started with some of the most impacted patients in Texas and Florida in 2011 and 2012. They collected data. They published in 2019 about telehealth's positive impact.   [40:13] When 2020 rolled around, Holly had trained a bunch of people on how to do feeding therapy via telehealth. You have to do all kinds of things, like make yourself disappear, to keep the kids engaged and in their chairs!   [40:25] Now it is Holly's primary practice. She has licenses in nine states. She sees people all over the country. With her diagnosis, her physicians at Mass General have telehealth licensure in Maine. She gets to do telehealth with them instead of driving two hours.   [40:53] Dr. Jensen tells of two of the things they hope to do at EGID Partners. One is trying to understand more about reproductive health for patients with an EGID diagnosis. Only a few studies have looked at this question, and with very small samples.   [41:15] As more people register for EGID Partners, Dr. Jensen is hoping to be able to ask some questions related to reproductive health outcomes.   [41:27] The second goal is a survey suggested by the Student Advisory Committee, asking questions related to the burden of disease specific to the teen population.   [41:48] This diagnosis can hit that population particularly hard, at a time when they are trying to build and sustain friendships and are transitioning to adult care and moving away from home. This patient population has a unique perspective we wanted to hear.   [42:11] Dr. Jensen and Dr. Dellon work on all kinds of other projects, too.   [42:22] Dr. Dellon says they have done a lot of work on the early-life factors that may predispose to EoE. They are working on a large epidemiologic study to get some insight into early-life factors, including factors that can be measured in baby teeth.   [42:42] That's outside of EGID Partners. It's been ongoing, and they're getting close, maybe over the next couple of years, to having some results.   [43:03] Ryan says all of those projects sound so interesting. We need to have you guys back to dive into those results when you have something finalized.   [43:15] For our listeners who want to learn more about eosinophilic disorders, we encourage you to visit apfed.org and check out the links in the show notes below.   [43:22] If you're looking to find specialists who treat eosinophilic disorders, we encourage you to use APFED's Specialist Finder at apfed.org/specialist.   [43:31] If you'd like to connect with others impacted by eosinophilic diseases, please join APFED's online community on the Inspire Network at apfed.org/connections.   [43:41] Ryan thanks Dr. Dellon and Dr. Jensen for joining us today. This was a fantastic conversation. Holly also thanks APFED's Education Partners GSK, Sanofi, Regeneron, and Takeda for supporting this episode.   Mentioned in This Episode: Evan S. Dellon, MD, MPH, Academic Gastroenterologist, University of North Carolina School of Medicine   Elizabeth T. Jensen, MPH, PhD, Epidemiologist, Wake Forest University School of Medicine, University of North Carolina at Chapel Hill   Predictors of Patients Receiving No Medication for Treatment of Eosinophilic Esophagitis in the United States: Data from the TARGET-EGIDS Cohort   Episode 15: Access to Specialty Care for Eosinophilic Esophagitis (EoE)   APFED on YouTube, Twitter, Facebook, Pinterest, Instagram Real Talk: Eosinophilic Diseases Podcast apfed.org/specialist apfed.org/connections apfed.org/research/clinical-trials   Education Partners: This episode of APFED's podcast is brought to you thanks to the support of GSK, Sanofi, Regeneron, and Takeda.   Tweetables:   "I've been working on eosinophilic gastrointestinal diseases for about 15 years. I started some of the early work around understanding possible risk factors for the development of disease. I've gone on to support lots of other research projects." — Elizabeth T. Jensen, MPH, PhD   "You can think of EoE as asthma of the esophagus or eczema of the esophagus, although in general, people don't grow out of EoE, like they might grow out of eczema or asthma. When people have it, it really is a long-term condition." — Evan S. Dellon, MD, MPH   "There are two general approaches to treating the underlying condition, … using medicines and/or eliminating foods from the diet that we think may trigger EoE. I should say, for a lot of people, EoE is a food-triggered allergic condition." — Evan S. Dellon, MD, MPH   "I didn't find it that surprising [that there are patients who had no treatment]. Some patients are relatively asymptomatic, and others are not interested in pursuing medications initially or are … still exploring dietary treatment options." — Elizabeth T. Jensen, MPH, PhD   "We have a bunch of studies now that look at how long people have symptoms before they're diagnosed. There's a wide range. Some people get symptoms and are diagnosed right away. Other people might have symptoms for 20 or 30 years." — Evan S. Dellon, MD, MPH   "EGID Partners is an online registry where individuals, caregivers, and parents of children affected with EGIDs can join. EGID Partners also needs people who don't live with an EGID to join, as controls." — Elizabeth T. Jensen, MPH, PhD

Performance used by permission of the artist. Thriving jazz communities offer performers at all skill levels not only stages to play on but places to compose and perform original works. Northeast Ohio is no different, and the Third Law Collective is the Music Settlement's initiative with this goal in mind. Periodically musicians from throughout the area meet up and share original works with each other and audiences. This week, we feature one of those performances.  Led by Bop Stop Director Bryan Kinnard on flute and from a September 26th, 2024 performance – it's the Third Law Collective – Live at the Bop Stop.

Periodically, Dave checks in with leadership trend researcher and advisor Tom Casey to learn what practicing business leaders have on their minds. He and his Discussion Partners Collaborative colleagues ask the question, "What if all you believe to be accurate and possible is incorrect?" In these turbulent times, Tom discusses how leaders are holding their beliefs in suspension. They are advised to 'snap out of it'. 

Welcome to season 17! In this episode, we continue our tradition of reflecting on the mysteries of our lives based on the mysteries of the Rosary. In every season of our lives, we're given opportunities to grow in charity and to receive God's grace. Periodically, it is important to pause and reflect on how God has been working in and through our lives. In our conversation, we model what this looks like and discuss how the virtues of each mystery of the Rosary align with the mysteries of our lives and the fruits God is cultivating. Join us today as we share the Joyful and Luminous mysteries of our lives.    Heather's One Thing - The beauty of being an empty nester! Sister Miriam's One Thing - Chastity: Reconciliation of the Senses by Bishop Erik Varden  Michelle's One Thing - Summer camps Michelle's Other One Thing - College football is back!  

This is a Tribute episode to Tom Lehrer, who passed away last week at age 97. For anyone unfamiliar with him and his music, he was a brilliant musical satirist who wrote incredibly clever, interesting and topical songs in the 1950s and 1960s. He was not a full-time musician. His true love was mathematics and he was employed for years as a professor at Harvard and MIT. Periodically, however, he emerged to perform and record several albums of his songs.He was trained as a classical pianist. All of his songs were performed just with him playing the piano and singing. His lyrics were sharp, intelligent, incisive and always on point. Here are some of his “Greatest Hits”.“Poisoning Pigeons In The Park” is about one of the pleasures of springtime.“Be Prepared” is his Boy Scout “marching song”.“I Hold Your Hand In Mine” is his necrophiliac ballad.“The Vatican Rag” is his response to the Vatican's attempt to “make the Church more commercial”, as he liked to say.And perhaps his most famous song is “The Elements”, where he names all of the elements to a Gilbert & Sullivan melody.Tom Lehrer will be missed.------------------------------------------The Follow Your Dream Podcast:Top 1% of all podcasts with Listeners in 200 countries!Click here for All Episodes Click here for Guest List Click here for Guest Groupings Click here for Guest TestimonialsClick here to Subscribe Click here to receive our Email UpdatesClick here to Rate and Review the podcast—----------------------------------------ROBERT'S NEWEST ALBUM:“WHAT'S UP!” is Robert's new compilation album. Featuring 10 of his recent singles including all the ones listed below. Instrumentals and vocals. Jazz, Rock, Pop and Fusion. “My best work so far. (Robert)”CLICK HERE FOR THE OFFICIAL VIDEOCLICK HERE FOR ALL LINKS—----------------------------------------Audio production:Jimmy RavenscroftKymera Films Connect with the Follow Your Dream Podcast:Website - www.followyourdreampodcast.comEmail Robert - robert@followyourdreampodcast.com Follow Robert's band, Project Grand Slam, and his music:Website - www.projectgrandslam.comYouTubeSpotify MusicApple MusicEmail - pgs@projectgrandslam.com 

Periodically on TRUST ME I KNOW WHAT I'm DOING , we share a SPOTLIGHT conversation and feature brief chats with an individual or a group from the community about a special topic or a unique endeavor. I grew up in a Marathi American household and even as a born and raised Californian, there was a lot of attention at my house to Marathi film and cinema.  So much that the idea of watching Tukaram, Ram Shastri, Simhasan, or Umbartha were not foreign to me as a 12 year old. Marathi cinema is the oldest film industry in India and from Dadasaheb Phalke making the first full feature length movie more than 100 years ago to Prabhat films all the way to 2016's Sairat,, you can directly connect the dots from this rich legacy to every corner of India's film industry today.So on this SPOTLIGHT episode of Trust Me, I Know What I'm Doing, and yes, I'm aware of the mild irony of this, नमस्कार आणि आपल्य सर्वांचा स्वागत करतो. आणि नेहमीप्रमाणे, आज आपण या मुलाखतीत  अंग्रेजित बोलणार आहोत! So, let's focus on how this Marathi film legacy is undergoing a contemporary revival at the intersection of art, business, and community, through the North American Film Association (NAFA) and its founder, Abhi Gholap. As a serial entrepreneur, investor, and passionate Marathi film enthusiast, Abhi has personified that bridging of tradition and today's film landscape, and is the convener of the upcoming 2025 North American Film Festival in San Jose. Notably, he is the producer of the acclaimed award-winning 2011 film Deool, a movie that not only achieved commercial and critical success but also underscored the social impact and artistic power of Marathi storytelling. His experience with Deool shaped his unique approach to filmmaking, blending an entrepreneurial drive with a keen sensitivity to meaningful, community-centered stories. And now with the non-profit NAFA, and the focused  lens of the upcoming 2025 North American Film Festival, it was great to explore how Abhi and NAFA are creating new opportunities—connecting local voices with international platforms and using film as a common language of inclusion and growth. The mission of NAFA is pretty simple - to advance the Marathi film ecosystem through collaborative efforts in production, distribution, and film festivals, and I've personally found that for any group, a spirit of inclusion and priority to strong storytelling is one that builds sustainable connection and emotional endurance.So, as we sat for a conversation, and after a brief Marathi introduction that you can see on the Youtube version of the podcast,  I was actually thinking of how people get introduced to movies when they're young and so I asked Abhi if he could reflect on some of his own first Marathi movie experiences and memories… Please learn more about the 2025 NAFA Film Festival (July 25-27, 2025 in San Jose). 

On the 257th episode of the GreatBase Tennis podcast, Steve Smith and Constantinos Alevizopoulos are once again at the table, and Dave Anderson is on the phone. There will be a quiz on how to spell the full name of our friend from Greece. Just printing out "Good Guy" will be accepted and understood.Now that everybody and their brother has a podcast, we appreciate you taking the time to listen to ours. Based on the core information provided by the primary pillars of our curriculum, we are confident that our listeners will find a different perspective by listening. As we approach the five-year mark of our weekly podcasts, listeners should consider revisiting many of our first episodes. Periodically going back to basics is always a smart move in any endeavor.

Periodically on the podcast we'll consider picture books that could be called "cult classics" in some manner. You know the type. Who Needs Donuts? The Lonely Doll. That sort of thing. They're books that may not be a part of the cultural zeitgeist but for a significant contingent of readers, they mean the world. Bill Canterbury was recently interviewed on Betsy's site in conjunction with the release of his new picture books, and he later sent me some suggestions for the podcast. As such, we thought we might try my hand with this one. We've never done a Seibold before, and we were curious to see how this 1993 publication held up. Turns out... it sure as heck couldn't have come out any year BUT 1993, that's for sure. We discuss the muted palette, busy pages, outsider art, and how this is only one of three books in the same series. For the full Show Notes please visit: https://afuse8production.slj.com/2025/05/19/fuse-8-n-kate-mr-lunch-takes-a-plane-ride-by-j-otto-seibold-and-vivian-walsh/

With this episode, we kick off our new ongoing blind tasting series with a focus on the IPAs that made craft beer what it is today. Periodically over the next few months, we'll be gathering up five IPAs that represent well-known, influential, or otherwise significant IPAs from all over, looking to find our pick for the overall best using a much more professional and organized scoring system than usual. This first one has a bit of an, uh, “unintentional reboot” feel to it - but the results truly rock us to our cores. But also, we have a surprising number of sandwich topics, Craig seeks the throne of the Grandmaster Cicerone, and we're both completely shocked by the absence of Citra. Beers Reviewed Blindly (in order of appearance) Cigar City Brewing - Jai Alai Maine Beer Co. - Lunch Dogfish Head Craft Brewery - 60 Minute IPA Bell's Brewing - Two Hearted IPA Surly Brewing - Furious IPA