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Some presidents are known as uplifting orators; our present president is known for petulant putdowns.Periodically, Trump discovers a new pejorative that he considers clever, so he wears it out attacking his endless list of enemies. His current favorite is “lunatic,” hurling the slur at women reporters, most foreign leaders, all Democrats, protestors, and… well, everyone who offends him.But if he wants some real lunatics to belittle, why not that menagerie he's appointed to top government positions? Such as Brendan Carr, Trump's FCC attack dog who keeps yapping that he's gonna abolish NPR.Failing at that, Carr has now gone from silly to ridiculous, pushing a phantasmagoric scheme that truly is lunacy. It comes from some Elon Musk protégés who apparently noticed that our planet gets dark as night falls. Eureka, they exclaimed, we need to “light the night!”Why? Well, they say, to illuminate all city streets and rural roads, make crops grow faster, and stuff like that. But how to generate the light? Easy, the geniuses explain: Mirrors.They want government support to deploy a global network of orbiting space mirrors that could reflect sunlight onto Earth's rotating dark areas. Lots of mirrors – the schemers propose to put 50,000 in our skies by 2030, with each of the largest ones shining as bright as 100 full moons!Nothing could go wrong with that, right? Bedazzled, Carr didn't ask. Instead, with no public input, he just rubber-stamped an initial launch of this “novel technology,” blandly assuring us that “harms are unlikely to occur.”To oppose this lunacy, connect with the American Astronomical Society: aas.org.Jim Hightower's Lowdown is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit jimhightower.substack.com/subscribe
We never outgrow the need to review the basics of our faith. Periodically, we'll pause between message series to remind ourselves about certain aspects of our theology here at Christ Church. Today we're reviewing what we believe about The Holy Spirit.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.
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
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/new-books-network
At first glance, hearing "We've never had a complaint" sounds like excellent news.No customer dissatisfaction.No product issues.No safety concerns.But for Quality and Regulatory professionals, this statement should trigger an entirely different question:How do you know?What Is a Complaint?Many organizations believe a complaint only exists when a customer submits an official complaint form or explicitly uses the word "complaint."Regulators take a much broader view.A complaint may include:Unexpected device performanceProduct malfunctionsCustomer dissatisfactionUsability issuesDistributor observationsTechnical support interactionsReturned productsAny information suggesting the device may not meet requirementsComplaints Are Often HiddenPotential complaint signals can be found in:Customer emailsDistributor communicationsService reportsSales team discussionsTraining sessionsSocial media commentsTechnical support ticketsIf these sources are ignored, valuable post-market information is lost.Why Zero Complaints Can Be a Red FlagImagine a company with:5,000 devices on the marketProducts sold in 20 countriesDaily clinical useAnd yet...No complaintsNo usability observationsNo customer questionsNo returned devicesExperienced auditors may not celebrate.Instead, they may question whether the complaint handling process is effective enough to capture real-world information.Complaint Handling Impacts the Entire Quality SystemWeak complaint collection doesn't only affect one procedure.It directly influences:Clinical Evaluation Reports (CER)Post-Market Surveillance (PMS)PMCF activitiesPSUR preparationBenefit-Risk assessmentsState-of-the-art reviewsIf complaint data is incomplete, clinical evidence may also be incomplete.Five Practical RecommendationsDefine complaints broadly.Review every customer-facing information source.Create a structured complaint screening process.Trend data regularly to identify recurring issues.Periodically challenge your system by asking:"Would an auditor agree that we've identified every potential complaint?"Final ThoughtThe next time someone proudly says,"We've never had a complaint,"don't celebrate immediately.Ask instead,"How do we know?"Because in medical devices, the absence of complaints is not always evidence that everything is working perfectly.Sometimes, it's evidence that nobody is looking.Who is Monir El Azzouzi? Monir El Azzouzi is the founder and CEO of Easy Medical Device a Consulting firm that is supporting Medical Device manufacturers for any Quality and Regulatory affairs activities all over the world. Monir can help you to create your Quality Management System, Technical Documentation or he can also take care of your Clinical Evaluation, Clinical Investigation through his team or partners. Easy Medical Device can also become your Authorized Representative and Independent Importer Service provider for EU, UK and Switzerland. Monir has around 16 years of experience within the Medical Device industry working for small businesses and also big corporate companies. He has now supported around 100 clients to remain compliant on the market. His passion to the Medical Device filed pushed him to create educative contents like, blog, podcast, YouTube videos, LinkedIn Lives where he invites guests who are sharing educative information to his audience. Visit easymedicaldevice.com to know more. If you need help implementing QMSR or preparing your teams for FDA inspections, contact: info@easymedicaldevice.com If you are located outside the EU/UK/Switzerland and need an Authorized Representative (and possibly an Importer), we can support you as well.Social Media to followMonir El Azzouzi Linkedin: https://linkedin.com/in/melazzouziTwitter: https://twitter.com/elazzouzimPinterest: https://www.pinterest.com/easymedicaldeviceInstagram: https://www.instagram.com/easymedicaldeviceThis podcast is hosted by Podcastics, the easiest platform to create and publish your podcast.
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/environmental-studies
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/music
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/communications
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
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
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/popular-culture
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.
Mindy Diamond on Independence: A Podcast for Financial Advisors Considering Change
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.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.
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.
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?
Sermons from First Parish Unitarian Universalist of Arlington Massachusetts
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.
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!
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.
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.
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!
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