Podcasts about Pipeline

The Pipeline: From Young Influencer to OnlyFanz

(00:00) — Opening and early spark: Maya recalls childhood, cultural expectations, and her mom's cancer shaping her why.(03:05) — High school full circle: Research at Dana-Farber and reading her mom's records makes medicine click.(04:26) — ER simulation at Midscience: Realizing she could do this for real.(05:38) — MCAT dread and doubt: Nights staring at the ceiling, wondering if this path is for her.(06:45) — Post-grad without a net: Losing structure, studying alone, and deciding to invest in resources.(08:30) — Choosing community wisely: Avoiding toxic premed circles and building supportive friendships.(10:20) — Leaving campus support: How being outside university systems complicates the process.(11:20) — Three gap years: Cold-emailing a CEO, first job, and early adulting lessons.(12:50) — Why delay med school: Living life, tough East Coast costs, and embracing gap years.(14:15) — Strong application foundation: SNMA, BSU, hospital volunteering, and shadowing.(15:10) — MCAT timing talk: Advisor guidance and taking it when you're ready.(16:50) — Grace and the long view: “Med school isn't going anywhere” and an AI aside.(18:10) — Family reactions: Easing mom's worries about multiple gap years.(18:55) — No plan B: Knowing it was time to return and pursue medicine fully.(20:15) — Rebuilding the app: Mentors, letters, and becoming a medical assistant.(21:55) — Five MCAT attempts: Why she didn't quit.(23:20) — Faith and mentorship: The SNMA-matched surgeon in Alabama and tangible support.(26:50) — Pipeline cutoff reality: Missing by one point and reapplying 3–4 cycles.(28:50) — First interview at last: Spreadsheet tracking and the scream heard at home.(31:46) — Two-day acceptance: Shock, gratitude, and a family celebration.(36:56) — Paying it forward: Using social media to help students.(38:15) — Step 1 mindset: Starting early, NBME check-ins, and defeating fear.(41:05) — Final advice: Take time, find mentors, and invest in yourself.Maya joins Dr. Gray to share a candid look at persistence when the MCAT and the application cycle don't go your way—again and again. Growing up in an African family and watching her mom battle cancer set her sights on medicine early. In high school, working on research at Dana-Farber and reading her mom's records brought everything full circle, and an ER simulation at Midscience at Harvard made the dream feel real.After college, losing the structure and community she relied on made studying for the MCAT alone brutal. Maya ultimately invested in resources, leaned on supportive friends, and found mentors—including a plastic surgeon she met through SNMA who even helped fund tutoring. She took three gap years, built meaningful clinical experience as a medical assistant, and weathered 3–4 application cycles. After five MCAT attempts and a pipeline cutoff missed by one point, she finally broke through—landing 6–8 interviews and her first acceptance just two days after an interview.Now in medical school, Maya is intentional about confidence and early Step 1 prep, while using social media to support students coming behind her. This episode is a blueprint for rebuilding structure, choosing community wisely, and giving yourself permission not to quit.What You'll Learn:- How to rebuild structure and community after leaving college- What changed after five MCAT attempts and multiple cycles- Using mentors and groups like SNMA/MAPS to open doors- Turning gap years into real clinical growth as a medical assistant- A confidence-first mindset for Step 1 and beyond

Welcome to Get Up in the Cool: Old Time Music with Cameron DeWhitt and Friends. This week's friend is Kenny Feinstein! We recorded this yesterday at their home in LA. Tunes in this episode: Give Me a Chaw Tobacco (0:35) Jeff City (9:33) The Girl Slipped Down (18:21) Box the Fox (39:48) Lost Indian (44:40) BONUS TRACK: Hell and Scissors Visit Water Tower's website and follow them on Instagram Sign up for my Learning Tunes on the Fly workshop series! Support Get Up in the Cool on Patreon Send Tax Deductible Donations to Get Up in the Cool through Fracture Atlas Sign up at Pitchfork Banjo for my clawhammer instructional series! Schedule a banjo lesson with Cameron Visit Tall Poppy String Band's website and follow us on Instagram follow Sweeten the Third on Instagram

Are you serving active clients while your sales pipeline completely dries up? In this episode, Simon Severino and Monica Bosinov explain how founders fall into the dangerous "roller coaster" cycle of neglecting sales until they reach a point of desperation. Learn quick, actionable strategies to consistently grow your business and keep your pipeline alive: Rate Your Commitment: Honestly score your daily dedication to driving sales on a scale from 1 to 10.Stay Visible and Focused: Use a physical "strategic action calendar" to track your top priorities and avoid digital distractions.Gamify Your Outreach: Set easily beatable daily goals (like one outreach a day) to build momentum and avoid subconscious burnout.Practice Sales Gardening: Treat your pipeline like a garden by dedicating a little time every day to nurture, water, and prune your prospects. Stop waiting until you desperately need a client to start selling. Watch now to learn how to keep your sales engine running! TIMESTAMP00:00 How Committed Are You to Being Your Business's Sales Engine?01:00 Overcoming Distractions with a Strategic Action Calendar02:00 Gamifying Daily Outreach to Build Momentum03:00 Setting Strict Commitments and Prerequisites for Success04:30 How to Escape the Feast or Famine Sales Roller Coaster05:30 Transforming Your Pipeline into Visualized Relationships06:30 Avoiding Desperation by Knowing Your Pipeline Number07:30 Sales Gardening: Balancing Product Delivery and Distribution

The Real Reason You Can't Break Six Figures (It's Not Your Marketing) [Ep. 352]If you feel like you are doing all the marketing things and still stuck below six figures, this episode is for you. On this episode of The Real Truth About Business podcast, I break down what is actually keeping service-based entrepreneurs trapped in a revenue plateau and why more content, more visibility, or more funnels will not fix it. I share what I have seen after 9 years of working closely with consultants, coaches, and solopreneurs who are working hard but not seeing consistent revenue growth.We dig into the real business strategy shifts that create momentum and sustainable business growth. I also explain how focusing on the right operational levers like pricing strategy, lead generation quality, and your sales process can change everything. If you are ready to move out of operator mode and start thinking like a CEO, this conversation will help you understand exactly where to focus next.What You'll Learn:Why marketing is rarely the true reason service-based entrepreneurs stay under six figuresThe business strategy gaps that quietly create a long-term revenue plateauHow pricing strategy impacts cash flow, confidence, and revenue growthThe difference between more leads and the right lead generation approachWhat a simple, effective sales process looks like at the six-figure levelHow to shift out of solopreneur survival mode and into CEO mindset decision makingEpisode Highlights:[00:00] Introduction and why this conversation matters for service-based business owners[04:12] The biggest misconception about marketing and business growth[09:35] How pricing and positioning affect your ability to scale revenue[16:48] The role of lead generation quality versus quantity[22:10] Why your sales process determines whether you break six figures[28:55] Wrap-up and the first strategic step to take this weekKey Takeaways:Marketing Is Often a Symptom, Not the Root ProblemHere is what I see constantly. Business owners assume that if revenue is inconsistent, they need more marketing. After 9 years of working with service-based entrepreneurs, I can tell you that marketing is rarely the actual issue. Most revenue plateaus come from deeper business strategy gaps. When pricing is unclear, offers are loosely positioned, or the sales process is reactive, more visibility only amplifies the instability.Breaking six figures requires clarity on how your business is designed to generate revenue. That includes knowing exactly what you sell, who it is for, and how prospects move from lead generation into paying clients. Without that structure, marketing becomes exhausting and unpredictable.The Three Pillars That Drive Revenue GrowthInside my Focused Visionary Framework, I teach that sustainable business growth comes from strengthening three core areas. Pricing determines whether your business model can support your goals. Pipeline determines whether you have consistent, qualified opportunities. Sales determines whether those opportunities convert into revenue.When service-based business owners focus on these pillars, they shift from operator mode into strategic planning. They begin making CEO-level decisions instead of reacting to short-term cash flow pressure. That shift is what allows revenue growth to become repeatable and scalable.CEO Mindset Creates Strategic MomentumReaching six figures is not just about working harder. It is about thinking differently about how your service-based business operates. Strategic planning, clear pricing strategy, and a defined sales process create confidence. Confidence creates consistent action. Consistent action drives business growth.If you are stuck, the solution is not to add more noise. It is to simplify your business strategy and focus on the levers that actually move revenue. When you do that, six figures stops feeling out of reach and starts becoming a logical next step.Resources MentionedBook a CEO Strategy Call Learn more about The Missing Piece IntensiveLearn more about The Focused Visionary AcceleratorJoin Back Pocket InsightsDownload the FREE Lead and Conversion TrackerSubscribe to the Sunday Morning Brew NewsletterAbout the Host:Michelle DeNio is a business strategist based in Sarasota, Florida, specializing in helping service-based entrepreneurs break through revenue plateaus using her Focused Visionary Framework. With over 300 podcast episodes and 9 years running her consulting business, she helps coaches, consultants, and service providers scale sustainably through strategic planning, pricing optimization, and sales process development.Connect with MichelleWebsiteThreads Instagram LinkedIn Facebook

A quick take on what's on the horizon for Dravet syndrome treatment Credit available for this activity expires: 03/17/2027 Earn Credit / Learning Objectives & Disclosures: https://www.medscape.org/viewarticle/rapid-reports-dravet-syndrome-synthesizing-pipeline-2026a10007ux?ecd=bdc_podcast_libsyn_mscpedu

Nathan Florence, the middle of the three Florence brothers, was born in Hawaii in 1994. Like his older brother, three-time world champion John, and younger brother, Pipe charger and ace skateboarder Ivan, Nathan grew up in a beachfront house looking out to Pipeline, and made the seamless progression from building sandcastles on the beach to getting spit out of tubes in what was ostensibly his backyard. Nathan competed in amateur events, but they were never his thing. He preferred big, heavy waves, and he got friendly with Mack truck-sized barrels. Technology conspired in Nathan's favor, specifically YouTube. He started vlogging and his clips connected.  Today, with more than half-a-million followers, Nathan's on what he's dubbed "the Slab Tour," where he searches the planet far and wide for mutant waves. Nathan's wife, Mahina, shoots many of the clips. Nathan and Mahina live on the North Shore. Complimenting his heavy-water surfing is his role with Florence, the family brand, for which he and his brothers are hands-on in the R&D, test piloting, and overall vision.  In this episode of Soundings, Nathan talks with Jamie Brisick about mastering fear, growing up at Pipeline, his brothers, why competition was never a fit, training, close calls, how vlogging changed his life, foiling, and the Slab Tour. Presented by Rainbow® Sandals. Produced by Jonathan Shifflett. Music by PazKa (Aska Matsumiya & Paz Lenchantin). Become a TSJ member at surfersjournal.com.

In this episode of the Pipeliners Podcast, host Russel Treat discusses alarm management and the risk that poorly designed alarm systems pose to operators. Visit PipelinePodcastNetwork.com for a full episode transcript, as well as detailed show notes with relevant links and insider term definitions. 

This is episode 821. Read the complete transcription on the Sales Game Changers Podcast website. The Sales Game Changers Podcast was recognized by YesWare as the top sales podcast. Read the announcement here. FeedSpot named the Sales Game Changers Podcast at a top 20 Sales Podcast and top 8 Sales Leadership Podcast! Subscribe to the Sales Game Changers Podcast now on Apple Podcasts! Purchase Fred Diamond's best-sellers Love, Hope, Lyme: What Family Members, Partners, and Friends Who Love a Chronic Lyme Survivor Need to Know and Insights for Sales Game Changers now! On today's show, we interviewed Nick Michaelides, former Senior Vice President of U.S. Public Sector Sales at Cisco and the 2026 IEPS Lifetime Achievement Award recipient. Find David on LinkedIn.  NICK'S TIP: "Every sales professional needs to lean in on AI and understand where the technology is going, because if you don't, someone else will, and they will outsell you."

Investigative reporters have uncovered a network of these crypto-to-cash desks operating across Canada. And some of the transactions moving through them appear linked to crypto wallets allegedly associated with the Islamic Revolutionary Guard Corps.So how could money tied to a sanctioned regime end up moving through Toronto?Host Noor Azrieh speaks with reporters behind the global investigation, The Coin Laundry, and with financial-crime experts about how Iran and other sanctioned actors use cryptocurrency to move money around the world.Then we zoom out. As the US-Israeli war in Iran escalates, Liberal MP Julie Dzerowicz joins us to explain what Canada is actually doing about it.CORRECTION: This episode incorrectly identified Toronto Star journalist Sheila Wang as Sheila Edwards. We regret the error.Host: Noor AzriehCredits: Aviva Lessard (Senior Producer), Sam Konnert (Host/Producer), Noor Azrieh (Host/Producer), Caleb Thompson (Audio Editor and Technical Producer), Max Collins (Director of Audio) Jesse Brown (Editor), Tony Wang (Artwork)Guests: Spencer Woodman, Richard Sanders, Jessica DavisBackground reading:Suspicious transactions at GTA crypto shops reveal alleged links to Iran-backed terror groups. Is the regulator doing enough to police them? – Toronto StarFrom Dubai to Toronto, inside the crypto-to-cash storefronts fueling money laundering's new frontier – International Consortium of Investigative JournalistsInside Canada's shadowy crypto banking system that makes it easy to facilitate ‘an unlimited amount of crime' – Toronto StarIran's Crypto Sector Was a Lifeline Through Sanctions. War Could Shut It Down – WIRED Middle East2 charged in killing of former SFU instructor who was outspoken Iran critic – CTV NewsPolice call shooting at U.S. consulate in Toronto 'national security incident,' seek 2 suspects – CBC NewsMPs demand answers about failure to deport and name Iranian regime officials – The Globe and MailSponsors: Douglas is giving our listeners a FREE Sleep Bundle with each mattress purchase. Get the sheets, pillows, mattress and pillow protectors FREE with your Douglas purchase today at douglas.ca/canadalandVisit fizz.ca to learn more about Fizz mobile and its long list of added-value features, and activate a first plan using the referral code CAN25 to get 25$ off and 10GB of free data.And did you know we have a monthly supporter exclusive show? On the next episode of Off The Record, we're asking you: What fake news story did you fall for? AI slop? An April Fools' joke? Or something more sinister… Call in and let us know on Thursday, March 26th from 4:30pm to 6:30pm EST by going to callinstudio.com/show/canadaland or dialing in at 888-401-7056 when the time comes!If you want to hear that (or if you want to catch up on all the great episodes of Off The Record you've missed!) become a supporter at canadaland.com/join or call in on March 26th and we'll give you a free month of Canadaland premium.If you value this podcast, Support us! You'll get premium access to all our shows ad free, including early releases and bonus content. You'll also get our exclusive newsletter, discounts on merch, tickets to our live and virtual events, and more than anything, you'll be a part of the solution to Canada's journalism crisis, you'll be keeping our work free and accessible to everybody. Can't get enough Canadaland? Follow @Canadaland_Podcasts on Instagram for clips, announcements, explainers and more. Hosted on Acast. See acast.com/privacy for more information.

China importiert trotz des Irankriegs weiterhin iranisches Rohöl. Zentral sind dabei der Hafen Jask sowie eine Pipeline, die Transporte unabhängig von der Straße von Hormus ermöglichen. Analysten sehen darin sowohl eine wirtschaftliche Absicherung Chinas als auch eine wichtige Einnahmequelle für den Iran während des Konflikts.

Most marketers create content and hope it moves deals forward. Katerina Maerefat shows you the exact system to prove it does—then build more of what works.Content becomes powerful the moment you stop treating it separately from your revenue funnel. In this episode, Katerina walks through how to map content performance to pipeline stages, identify which pieces actually influence closed deals, and use that data to shape your next creation priorities.What you'll learn in this episode:- How to structure pipeline metrics that reveal which content types drive closed opportunities- Why "aligning on business objective first" changes which content you build and how you measure it- The content mapping exercise: cataloging type, format, and funnel position to spot gaps worth filling- How to identify white space opportunities by analyzing funnel velocity across industries and personas- Building a cross-functional operations committee to align marketing, sales, and CS on shared initiatives- Why senior alignment on OKRs cascades into bottom-level execution on content that actually moves revenueGuest BioKaterina Maerefat is VP, Growth Marketing at Mediafly. With 15 years of marketing experience—13 of them in PE-backed B2B SaaS companies—she has built growth functions across oil and gas, e-learning, supply chain risk, and revenue enablement. Her career evolved from marketing generalist to specialist in growth marketing, marketing operations, analytics, and marketing technology. She brings both the metrics-driven precision that shapes strategy and deep respect for the craft of content creation. Katerina connects with peers on LinkedIn.Text us what you think about this episode!

Send a textWelcome back to Nerdery and Murdery! This week, on the Nerdery side of the house, Zig continues his chronological journey through the Star Wars universe with a deep dive into Rogue One. He explores the rebellion, the sacrifice, the storytelling choices, and why this film stands as one of the most grounded and emotional entries in the entire saga.Then Geoffrey takes us north - far north - to Alaska for the next installment in the Murdery side of the A–Z of American Serial Killers and Unsolved Cases.This time, it is The Pipeline Murders: a chilling cluster of disappearances and homicides that unfolded during the Trans-Alaska Pipeline boom of the 1970s. Women vanished. Bodies appeared in remote places. Multiple killers may have been at work. And through it all, the wilderness swallowed the answers.Two worlds. One episode.Welcome to Episode 240 - where rebellion meets the cold silence of the Last Frontier.Support the show

Coming Down the Pipe... [0:00] - The Season 21 intro for The Pipeline Show [1:14] - Guy kicks of this week's episode with a recap of the Friday night action across the CHL and NCAA with playoff updates and the schedule for the rest of the weekend. [16:47] - Ranked 101st in North America by NHL Central Scouting, 6'4 forward Caelan Joudrey is powering his way through the rest of the season with the Wenatchee Wild. The team is currently on the outside of the playoff picture but could Joudrey be on the radar for Hockey Canada's U18 squad? We discussed that, the NHL Draft and much more. [38:35] - Brandon Wheat Kings defenceman Gio Pantelas steps into the Draft Spotlight to talk about his career this far, his thoughts on the upcoming NHL Draft, the WHL playoffs and much more. [59:19] - Not only will Carson Carels be a 1st round pick in the 2026 NHL Draft but he might go inside the top 10. Possibly the top 5. He may even be the first player chosen from the WHL this season. He's having an outstanding season with the Prince George Cougars, he's represented Canada at the Hlinka and the U20 WJC, he's been in the WHL Top Prospects Game and repped the CHL against the US-NTDP. Time to shine the spotlight on him!

Send a textIn this special kickoff to a three-part miniseries, Aaron Moncur and Brad Hirayama explore one of the most important—and often overlooked—skills in engineering: how to accelerate the speed of engineering work without sacrificing quality. Drawing insights from more than 300 episodes of the Being An Engineer podcast, Aaron has distilled recurring lessons from experienced engineers into 21 practical best practices. In this first episode, Aaron and Brad break down the first seven strategies that help engineers move faster, solve problems more effectively, and create more value for their teams and companies.  The conversation focuses largely on what individual engineers can do today to work more efficiently—from choosing the right communication method and asking for help sooner, to troubleshooting systems more intelligently and leveraging off-the-shelf solutions instead of reinventing the wheel. Along the way, Aaron and Brad share real stories from engineering projects, lessons from early-career mistakes, and insights into how small improvements compound over time. They also discuss the broader impact of engineering speed: why moving faster doesn't just benefit businesses—it helps bring better technologies and solutions to the world sooner. In this episode, you'll learn: • Why picking up the phone can accelerate projects faster than email • How asking for help early prevents costly rabbit holes • A simple method for troubleshooting complex systems • Why basic experiments and data beat gut feelings in engineering decisions • When it's smarter to buy components instead of designing them • How off-the-shelf products can dramatically speed up prototyping • Why intentional extra effort and continuous improvement compound over time This is Part 1 of a 3-part series on accelerating engineering speed. In the next episode, Aaron and Brad continue the conversation with seven more best practices to help engineers and teams move faster and deliver results more effectively.  Subscribe to the show to get notified so you don't miss new episodes every Friday.The Being An Engineer podcast is brought to you by Pipeline Design & Engineering. Pipeline partners with medical & other device engineering teams who need turnkey equipment like cycle test machines, custom test fixtures, automation equipment, assembly jigs, inspection stations and more. You can find us at www.teampipeline.us Watch the show on YouTube: www.youtube.com/@TeamPipelineus

On this episode of In The Room we have Pastor Shawn, Jonah, and Pastor Marco discussing “clogged pipelines” that keep prayers from being effective, prompting a heart check for issues like rebellion, unforgiveness, wrong motives, and unrepented sin. They emphasize prayer as essential to relationship with God and reference John 16:24 about asking in Jesus' name. Jonah shares how God quickly provided a reliable car after a breakdown, highlighting gratitude and contentment, while Pastor Marco recalls his daughter's illness and the encouragement of church intercession. The group explains general prayer, supplication, and intercessory prayer, stresses praying together, and talks about trusting God's timing, including when the answer is “no.” Thank you all for joining us, have a blessed day!

031326 Scott Adams Show, Strait of Hormuz, Pipeline Alternatives, Economic Warfare, Save Act

We help B2B brands launch shows that turn their point of view into pipeline. If you're launching a podcast (or have one already) and are not sure how it can hit your bottom line, book a meeting with Jason: https://meetings-eu1.hubspot.com/jason-bradwell/youtube-meeting-link Most B2B podcasts are quietly failing their businesses, and the owners don't even know it. If your show is only driving downloads and impressions, you're leaving pipeline, revenue, and serious commercial momentum on the table. In this solo episode of Pipe Dream, Jason Bradwell breaks down four powerful podcast segment types that the vast majority of B2B companies are completely ignoring. Whether your show runs fortnightly or monthly, these segments are designed to stretch your content further, fill your feed more consistently, and move prospects through every stage of the buyer journey, from totally unaware all the way through to product aware. Jason explains how to think like a media company, why the standard guest interview format is holding your show back, and how a few simple structural additions can transform your podcast into a genuine revenue engine. Key Takeaways ◼️ How to use a Recap Segment to share your point of view without overshadowing your guest ◼️ Why the Hidden Segment helps you publish more frequently without recording extra episodes ◼️ How to use a Trending News Segment to tag companies and individuals and dramatically increase content visibility ◼️ Why a Company Updates segment is one of the most underrated tools for bottom-of-funnel nurture ◼️ How to map your podcast content across all four stages of buyer awareness ◼️ Why thinking like a media company is no longer optional for B2B brands serious about owned media Chapter Markers 00:00 Intro 01:00 Why Most B2B Podcasts Get Stuck at Top-of-Funnel 02:00 Using Segments to Drive Mid and Bottom-of-Funnel Results 02:45 Segment 1: The Recap Segment 04:00 Segment 2: The Hidden Segment 06:00 Segment 3: The Trending News Segment 07:45 Segment 4: Company Updates What's Next If any of these segments sparked an idea for your show, don't let it sit, book a call with Jason and turn that idea into a content system that actually drives pipeline. Useful Links Connect with Jason Bradwell on LinkedIn: https://www.linkedin.com/in/jasonbradwell/Listen to Pipe Dream on Podbean: https://www.podbean.com/podcast-detail/bac4p-2a0121/Pipe-Dream-%7C-A-B2B-Marketing-PodcastLearn more about B2B Better: https://www.b2b-better.com

What happens when physician referrals start disappearing? For Chad Madden, it forced a complete reinvention of how his practice attracted patients. That shift ultimately led to scaling his clinic to seven locations and co-founding Breakthrough to help hundreds of practices do the same. In this episode we discuss: The New Patient Pipeline and how it works The difference between clinician messaging and patient messaging Why direct response marketing works for healthcare The systems that turn cold leads into paying patients How cash-pay services are reshaping the economics of private practice The takeaway: Great care alone doesn't guarantee growth. You also need a system to create demand, and Chad shows us that system.  

On this episode of The Ty Brady Way, Ty sits down with Brett Blackham, a Medicare and life insurance agent who built his business the slow, steady way while juggling his family's retail pharmacy on the side. Brett came into the industry through his brother Bryce and spent years growing his book of business nights and weekends before finally going all in. If you've ever wondered what it really looks like to build something part-time before making the leap, this episode is your roadmap. Brett opens up about what those first few years looked like: slow growth, leaning on a personal network built through years of pharmacy relationships, and using The Parable of the Pipeline as his guiding philosophy for building renewable income. The book's core idea is simple but powerful. One person hauls buckets every day to make money while another spends time building a pipeline. The bucket hauler earns faster at first, but once the pipeline is built, there is no competition. Brett's Medicare renewals were his pipeline, and he trusted the process even when the early returns were modest. The conversation gets practical fast. Brett breaks down how he approached lead generation, starting with word of mouth and referrals, then buying leads strategically, and even working discarded leads other agents had written off. His philosophy is simple: a lead isn't dead until they're buying or dying. He shares the story of closing a life insurance policy on a lead card belonging to a grandmother who had passed away eight months earlier, proof that the right conversation at the right time beats a shiny new lead every time. Ty and Brett also tackle the biggest misconceptions in the Medicare space, including the widespread belief that working with an agent costs money. It doesn't. Brett explains how the same products available online or over the phone are available through an agent at no extra cost to the consumer, with the agent paid by the carrier. He also addresses something that hits close to home for both of them: clients who don't think to call their agent when problems come up. Brett walks through a powerful real-life example involving a $3,500 ambulance bill that nearly got paid unnecessarily, resolved in minutes because a client finally picked up the phone. Near the end of the episode, Brett reflects on what he would tell his younger self: you could have gotten here faster. Not because he was lazy, but because he didn't yet believe how quickly it could happen. That insight leads to a broader conversation about the emotional weight of leaving guaranteed income behind and why the rule of thumb to wait until you're earning double before cutting the cord exists for a reason, even if the math eventually makes the decision for you. Brett's definition of success is one of the most grounded you'll hear: balance. Enough financial resource, enough time, and enough freedom to follow what actually brings you joy. He doesn't need a scoreboard. He needs to be at the game.   As always, we would like to hear from you!

Send a textThe internet lost its mind when the news dropped: David Goggins is entering the Air Force Pararescue pipeline.Instant hot takes. Instant outrage. Instant “he's stealing a slot from some kid.”Trent jumps in solo to break down what's actually happening—and what people are getting completely wrong.First, Goggins isn't taking a slot from an 18-year-old. He's coming in through a retraining slot, the same process used for prior-service members moving into the career field. Second, the pipeline isn't some fragile institution that collapses because a famous guy shows up.Trent digs into the emotional reactions inside the community, the weird internet myths about Indoc credibility, and the bigger picture that most people are missing. Love him or hate him, Goggins shines a massive spotlight on Air Force Special Warfare—and that might be the recruiting exposure the community has been asking for for years.This episode isn't hype. It's context.And maybe a reminder that the loudest opinions online usually understand the least about how the pipeline actually works. goggins-trent-draft⏱️ Timestamps00:00 Ones Ready intro and episode setup 01:10 Why everyone is freaking out about Goggins 03:30 The truth about retraining slots 06:10 Is Goggins “stealing” a pipeline spot? 08:30 Attrition myths and pipeline realities 10:40 Emotional attachment to Indoc and selection 13:00 The wild credibility argument about Goggins 15:20 Quiet professionals vs recruiting reality 17:45 Why most Americans don't know AFSW exists 20:00 Trent's honest take on David Goggins 23:00 Why the exposure could help recruiting 26:30 Potential risks and potential upside 29:20 Will he actually make it through the pipeline? 31:30 The internet reactions and community debates 34:00 Final thoughts on Goggins and the pipeline

Unleashed: The Political News Hour with Chris Cordani – When entertainment becomes instruction, when platforms become political filters, when education becomes ideology production, and when foreign policy debates are flattened into propaganda slogans, you don't just get bad movies or biased headlines. You get a society whose “common sense” is manufactured...

Episode 203! Nate and Justin record with Pals at the Friday night hangout on the show floor of the 2026 Muletown Pipe Show.Support our sponsorredeemedpipes.cominstagram.com/redeemedpipesfacebook.com/redeemedestatepipesebay.com/usr/redeemedpipesIf you would like to support the podcast mission of providing a smoking lounge atmosphere for those that don't have one, see the options at: https://www.buymeacoffee.com/pipespourspalsPipes, Pours, and PalsPO Box 432 Daleville, IN 47334Call "The Pipeline" and leave us a message to potentially be used on air at 209-677-7473 (209-Mrs-Pipe)Email us at pipespoursandpals@gmail.comInstagram@PipesPoursAndPals@TheCoffeePotCodger@IndianaNate

In this quickie episode, we will answer a question from one of our podcast family members: “Can a virgin get BV?”. It's a complicated question, that needs explanation. PLUS, we will relate this to a former “event” from a past president- so listen until the end!1. Kim ES, Waltmann A, Duncan JA, Hood-Pishchany I.Advances in Treating Bacterial Vaginosis: Recognizing Sexual Transmission and Pipeline of Therapies. Current Opinion in Infectious Diseases. 2026. 2. Liu D, Zhang X, Zhao X, et al. Bacterial Vaginosis: Advancing Insights Into Microbial Dysbiosis. Critical Reviews in Microbiology. 2026. 3. Verstraelen H, Verhelst R, Vaneechoutte M, Temmerman M. The Epidemiology of Bacterial Vaginosis in Relation to Sexual Behaviour. BMC Infectious Diseases. 2010. 4. Verstraelen H, Verhelst R, Vaneechoutte M, Temmerman M. The Epidemiology of Bacterial Vaginosis in Relation to Sexual Behaviour. BMC Infectious Diseases. 2010.

SaaStr 845: How SaaStr Built a $5 million Pipeline Machine with 1.5 Humans and 20 AI Agents with SaaStr's Chief AI Officer and Momentum from Salesforce's VP of GTM Amelia LeRutte, SaaStr's Chief AI Officer (and the person Jason Lemkin calls "the AI Agent Whisperer"), breaks down exactly how she went from managing a 10-person team to running 20 AI agents that generated $4.8M in additional pipeline — and closed half of it. In this episode, Amelia walks Jonathan Kvarfordt, Momentum from Salesforce's VP of GTM through: — Her journey from social media manager to Chief AI Officer, including the three-month deep dive where she locked herself in a room to figure out AI agents — The full breakdown of SaaStr's 20-agent stack, including how they split work between tools like Salesforce AgentForce, Artisan, Qualified, Clay, Momentum, Gamma, and Zapier — A live demo of their multi-agent workflow: how a single form submission triggers a chain of agents that enrich data, build personalized Gamma decks, and draft follow-up emails, automatically — Real results: deal volume doubled, win rate doubled, and $2.4M closed from AI-sourced pipeline in just 8 months — The "90/10 rule" for deciding when to buy an agent vs. build one with vibe coding on Replit — Live demos of Digital Jason (Delphi), Amelia AI (Qualified), and a sponsor portal being vibe-coded in real time Whether you're running a lean startup or scaling a go-to-market team, this is one of the most tactical breakdowns of an AI agent stack you'll find.

The IPO market was booming – but now has been hit by a “wet blanket.” Greg Martin says the war in Iran is hitting IPOs by creating uncertainty, higher energy prices, and market volatility. “I'm still very optimistic, but we need to see some of these things sorted out.” SpaceX's IPO, reportedly slated for June, could shake up the entire market, Greg says. Other megacap private AI companies expected to go public could impact the market like “we've never seen,” he adds. ======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

We help B2B brands launch shows that turn their point of view into pipeline. If you're launching a podcast (or have one already) and are not sure how it can hit your bottom line, book a meeting with Jason: https://meetings-eu1.hubspot.com/jason-bradwell/youtube-meeting-link Most B2B marketers are leaving serious pipeline on the table at trade shows. In this episode, Jason reveals the three-stage podcast playbook that transforms your event strategy from an expensive gamble into a measurable revenue driver. Trade show season is a fixture in almost every B2B marketing calendar, yet most brands treat their podcast and their event strategy as completely separate initiatives. In this solo episode, Jason Bradwell breaks down the tactical framework B2B Better uses to help clients integrate podcast content across every phase of a trade show: pre-event, during the event, and post-event. Jason opens by addressing a frustration felt by B2B marketers everywhere: watching leadership commit hundreds of thousands of pounds to trade show presence while content budgets remain paper-thin. The good news is that with the right approach, a podcast can justify that investment and amplify it significantly. The pre-event phase focuses on a simple but powerful shift in cold outreach. Rather than asking prospects to visit your booth, inviting them to be featured on your podcast from the show floor lifts response rates from the industry-standard 2% up to 15-20%. During the event, Jason explains how to set up a mini broadcast studio within your booth, drawing on a real example from a client activation in Amsterdam. A well-executed editorial plan at a single trade show can generate 3 to 12 months of high-quality content. The post-event phase covers how to package that content into sales follow-up sequences that keep accounts warm long after the event ends. Key Takeaways ◼️ How to shift your cold outreach from a sales pitch to a value-first podcast invite that lifts response rates from 2% to 15-20% ◼️ Why treating your podcast and trade show strategy as separate silos is costing you pipeline ◼️ How to carve out a dedicated recording space at your booth and turn it into a micro-event within the wider trade show ◼️ Why a single trade show can generate up to 12 months of relevant B2B content when you plan your editorial calendar in advance ◼️ How to use post-event content packages to give your sales team warm, relevant touchpoints for prospect follow-up ◼️ Why owned media gives B2B brands a structural advantage over competitors relying purely on paid event presence Chapter Markers 00:00 Intro 00:01 The Trade Show Budget Problem Every B2B Marketer Knows 00:02 Pre-Event: Using Podcast Invites to Book More Meetings 00:04 Why Shifting the Ask Changes Your Response Rate Completely 00:05 During the Event: Building a Live Content Engine on the Show Floor 00:07 Post-Event: Turning Content Into Sales Follow-Up Sequences 00:08 Key Takeaways and How to Get in Touch Relevant Links and Resources RODE Wireless GO II (compact field mic referenced in episode): https://rode.com/en/microphones/wireless/wirelessgoii What's Next If you are heading into trade show season, now is the time to build your podcast editorial plan around it. Reach out to Jason on LinkedIn or drop him an email via the link in the show notes to talk through how B2B Better can help you turn your next event into a content and pipeline engine. Useful Links Connect with Jason Bradwell on LinkedIn: https://www.linkedin.com/in/jasonbradwell/  Listen to Pipe Dream on Podbean: https://www.podbean.com/podcast-detail/bac4p-2a0121/Pipe-Dream-Podcast Learn more about B2B Better: https://www.b2b-better.com

Rob Wormley, Founder of WG and Groundcrew Partners, joins Brendon Dennewill to expose the gap most companies never talk about, the distance between a polished positioning strategy and actual revenue execution. Whether you're running a SaaS startup or a home services franchise, the problem is the same: great frameworks gathering dust in Google Drive while pipeline stalls. Rob shares how he helps leadership teams cut through the noise, pick the right 90-day plays, and build messaging that creates urgency, not just awareness. What You'll LearnWhy positioning is an operational imperative, not a marketing problem, and who should actually own itHow the strategy-to-activation gap silently kills revenue in both tech startups and franchise businessesThe inverted funnel framework Rob uses to move from brand identity → market strategy → 90-day tactical executionWhy AI-generated messaging creates a "same data, same output" commoditization trap, and the human layer that fixes itHow home service franchises can use AI phone assistants to capture revenue they're currently leaving on the tableThe messaging audit every leadership team should run this quarter before spending another dollar on campaignsResources MentionedWG Groundcrew PartnersChatGPT / Claude / Gemini Google Business ProfileZapposIs your business ready to scale? Take the Growth Readiness Score to find out. In 5 minutes, you'll see: Benchmark data showing how you stack up to other organizations A clear view of your operational maturity Whether your business is ready to scale (and what to do next if it's not) Let's Connect Subscribe to the RevOps Champions Newsletter LinkedIn YouTube Explore the show at revopschampions.com. Ready to unite your teams with RevOps strategies that eliminate costly silos and drive growth? Let's talk!

Parteen Basin Pipeline Clare's local elected representatives have urged Clare County Council to be "stronger" in its condemnation of a proposed pipeline between the River Shannon and Dublin. The Water Supply Project Eastern and Midlands Region, which would see an average of 2% of the River Shannon's flow at the Parteen Basin abstracted to serve the drinking water demand of the Greater Dublin Area, was a dominant topic of discussion at this week's meeting of the local authority. Elected members were asked to approve Chief Executive Gordon Daly's report on the effects of the proposed development on Clare. While the report states the project presents "some concerns" for the county and offers "no direct water supply benefit", some present described the report as "mild-mannered" and "lenient". It was agreed that an amendment penned by Killaloe Municipal District's elected representatives stating their opposition to the project will be included as an appendix to the report which will now be submitted to Uisce Éireann. Clare FM's Seán Lyons was at the meeting and spoke to Clonlara Independent Councillor Michael Begley about his concerns. And for more on this, Alan Morrissey has been speaking with the Killaloe Fianna Fáil Councillor, Tony O'Brien. Image © Ranslynn Designs via Canva

Search has changed—and so has the way advisory firms can earn visibility online. This episode explores how early investments in SEO can compound over time, how today's "findability" now includes AI tools like ChatGPT, and what it takes to build a marketing engine that not only attracts the right prospects, but also supports sustainable firm growth for the long haul. Helen Stephens is the founder of Aspen Wealth Management, an RIA based in Fort Worth, Texas, that oversees $670 million in assets under management for 342 client households. Listen in as Helen shares how her SEO strategy evolved alongside Google's changing standards, from early location-and-service pages to consistently publishing high-quality content that demonstrates real expertise for her ideal-fit clients. We also discuss how that long-term commitment created a steady prospect pipeline that's helped drive roughly 30% annual growth over the past five years, why it's now paying off through leads coming from ChatGPT and other AI tools, and how Helen is executing an internal succession plan so that her firm remains independent for years to come. For show notes and more visit: https://www.kitces.com/480

Send a textPipeline Design & EngineeringAbout Pipeline Pipeline solves difficult manufacturing problems through automation, custom equipment, fixtures, and product development. We also build community through PDX, the Being An Engineer podcast, CAD Club, meetups, webinars, and The Wave.The Role We're hiring a relationship-first Business Development leader. This is not a transactional sales role. We're looking for someone who can build trust with engineering leaders and manufacturing teams, spot opportunity, and turn relationships into partnerships.What Makes It Different You won't sell from a script. You'll tell a real story about a team doing meaningful work, backed by tools most BD professionals don't have: a respected brand, a podcast, an engineering expo, and a growing community.Who You Are You're energized by people, comfortable talking with engineers, and motivated by long-term relationships more than short-term wins.Travel Frequent travel within the Phoenix metro area and occasional out-of-state travel. Phoenix-based preferred, but we'll consider the right fit elsewhere.How to Reach Us If this role resonates, don't just send a résumé. Start a conversation. Use a connection, send a thoughtful note, or engage with something in our world—PDX, the podcast, The Wave, CAD Club, or a meetup.Show us how you'd do the job. If you're right for this role, you'll know how to get our attention.https://www.linkedin.com/jobs/view/4374086463Subscribe to the show to get notified so you don't miss new episodes every Friday.The Being An Engineer podcast is brought to you by Pipeline Design & Engineering. Pipeline partners with medical & other device engineering teams who need turnkey equipment like cycle test machines, custom test fixtures, automation equipment, assembly jigs, inspection stations and more. You can find us at www.teampipeline.us Watch the show on YouTube: www.youtube.com/@TeamPipelineus

What happens when a demand generation specialist steps out from the comfort of high-growth SaaS startups to launch a growth marketing agency dedicated to quality over quantity? In this episode of Predictable B2B Success, Vinay Koshy speaks with Scott Gelber, founder of SIG Marketing, whose innovative approach has generated over $3.6 million in qualified inbound pipeline for Series A and Series B SaaS companies—all fueled by the power of Google Ads. Curious why Google Ads is not always a perfect fit for every SaaS business, or how to focus on prospects that truly make a difference? Scott Gelber shares lessons from his transition to agency life, revealing the criteria he uses to identify ideal clients and the frameworks he uses to prioritize qualified opportunities. Discover why automated bidding strategies may not work for B2B SaaS, the secret to optimizing landing pages, and the real math behind advertising ROI. Whether you are a SaaS marketer, founder, or growth enthusiast, this episode uncovers the building blocks of success in digital marketing and challenges conventional wisdom on ad strategy. Tune in for actionable insights you will not hear anywhere else. Some topics we explore in this episode include: From In-house to Agency: Scott Gelber describes his shift from demand gen specialist to marketing agency founder.Mindset & Strengths: The importance of constant testing, innovation, and learning in demand generation.Ideal SaaS Clients for Google Ads: Key criteria for targeting Series A/B SaaS startups, including market size and product maturity.Market & Product Fit: Why total addressable market and category familiarity matter for Google Ads success.Lifetime Value & Pricing: How average contract value and competitiveness influence campaign feasibility.Google Ads as a Lead Entry Point: Using ads to start conversations, including follow-up and multi-channel touchpoints.Campaign Setup & Optimization Framework: Scott Gelber's step-by-step process for campaign structure, reporting, and keyword selection.Landing Pages & Ad Copy: Strategies for developing relevant landing pages and differentiating ad copy.Managing Multiple Personas: Balancing messaging and campaign structure for companies with diverse buyer types.B2B SaaS Ad Strategy vs. Common Advice: Why B2B SaaS firms should prioritize manual bidding and tight targeting over Google's automated recommendations.and much, much more...

Canada's Milano Cortina 2026 Winter Olympics delivered unforgettable moments — and also a hard signal: podium success is increasingly won upstream, through systems, sport science, and technology. In a world where competitors treat sport science as infrastructure, Canada is trying to win with a thinner pipeline and a funding model that can push costs onto athletes. That's not just unfair — it's strategically risky. In our latest Disruptors episode, host John Stackhouse sits down with David Shoemaker, CEO and Secretary General of the Canadian Olympic Committee, and Jennifer Heil, Olympic champion (Turin 2006 gold; Vancouver 2010 silver) and Chef de Mission for Team Canada at Milano Cortina 2026. This episode unpacks what “modernization” means.  It's the same logic that drives performance in business: small gains compound when the system is designed to learn. You'll also hear why talent identification matters and how RBC Training Ground points to what a scalable pipeline can look like when measurement meets opportunity.RBC Training GroundRBC Thought Leadership Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

While most entrepreneurs chase the next shiny object, they are glazing right past one of the most powerful growth strategies: referral marketing. In this episode, Kelly continues the Analog in an AI Era series with part two of the conversation on building a million dollar referral pipeline. The truth is, it does not take hundreds of clients to make a million dollar leap in your business. In fact, for many mid to high ticket offers, just a handful of high quality referrals can completely transform your revenue. In this episode, Kelly walks you through the exact steps to activate a powerful referral pipeline by identifying your top centers of influence, creating clear incentives for partners, and building a simple campaign that makes referring easy. You'll also learn how referral marketing can be systemized inside your business so that anyone on your team can generate revenue, even in just one hour a day. If you're looking for a simple, relationship-driven way to scale your business in today's rapidly changing landscape, this episode will show you how to leverage the most overlooked strategy for predictable growth. You'll learn: How to identify your top 10 centers of influence for referrals Why referral partners are motivated by more than just financial rewards How to create a simple referral campaign with multiple touchpoints Ways to make your business easy and natural for others to refer How referral marketing can be delegated inside your company to break founder dependency Resources:  Get on the Miracle Hour early listener's lst to be one of the first to listen to the audiobook: https://api.leadconnectorhq.com/widget/form/u3RyaGPFchNEHdnSf4lD  Pre-Order Your Physical Copy of The Miracle Hour Book: Buy in bulk and get tens of thousands of dollars in extra bonuses: https://themiraclehourbook.com  Subscribe to Kelly's Substack as a free, paid, or founding member: https://kellyroachofficial.substack.com/subscribe  Follow Kelly on Instagram: https://www.instagram.com/kellyroachofficial/  Follow Kelly on Facebook: https://www.facebook.com/kelly.roach.520/  Connect on LinkedIn: https://www.linkedin.com/in/kellyroachint/ 

If your business is built on your thinking, your insight, and your ability to diagnose problems, giving strategy away for free is not generosity. It's a broken revenue model. Too many consultants, advisors, and service-based professionals fall into the same pattern. We jump on call after call, answer “quick questions,” and unpack strategy before someone has made any real commitment. It feels productive in the moment. But the reality is different. Time gets drained. Energy disappears. Proposals get ghosted. And while we're entertaining window shoppers, the people who are actually ready to invest are waiting. In this episode, we break down the mindset shift many consultants need to make: clarity itself has value. Diagnosing problems, identifying direction, and helping someone understand what to do next is real work. Lawyers charge for advice. Doctors charge for diagnosis. Accountants charge for insight. Strategists, marketers, and consultants should too. In addition, let's unpack the larger reality happening across modern marketing and business. Why many companies misuse paid advertising, why marketing cannot fix weak products, and why the explosion of AI-driven content makes authentic positioning and human connection more important than ever. If you're a consultant, strategist, coach, or service-based entrepreneur who feels stuck chasing conversations that never convert, this episode will challenge how you think about value, boundaries, and how you position your expertise in the market. Key Topics Covered: Why letting people “pick your brain” for free undermines your business The hidden revenue cost of endless discovery calls Why chasing vanity metrics and pipeline volume can hurt real growth The difference between window shoppers and serious buyers Why clarity, diagnosis, and strategy are valuable services How consultants accidentally train clients to expect free expertise Why marketing cannot fix weak products or poor positioning When paid advertising actually works and when it doesn't Why human creativity and connection still matter in an AI-driven market How boundaries and positioning increase both revenue and respect Beyond The Episode Gems: Buy My Book, Strategize Up: The Blueprint To Scale Your Business: StrategizeUpBook.com Discover All Podcasts On The HubSpot Podcast Network Get Free HubSpot Marketing Tools To Help You Grow Your Business Grow Your Business Faster Using HubSpot's CRM Platform Support The Podcast & Connect With Troy:  Rate & Review iDigress: iDigress.fm/Reviews Follow Troy's Socials @FindTroy: LinkedIn, Instagram, Threads, TikTok Subscribe to Troy's YouTube Channel For Strategy Videos & See Masterclass Episodes Need Growth Strategy, A Keynote Speaker, Or Want To Sponsor The Podcast? Go To FindTroy.com

Court records and newly surfaced documents indicated that Jeffrey Epstein financed the tuition of a student attending the University of California, Berkeley School of Law. According to records reviewed in the report, Epstein paid roughly $26,000 in tuition for the law student. In return, the student allegedly helped recruit or refer young women to work for Epstein as “assistants,” a term widely used within Epstein's network to describe women who often performed personal or administrative tasks around his operations. The arrangement appeared to mirror patterns seen in other parts of Epstein's network, where financial support, gifts, or opportunities were provided in exchange for helping connect him with women.The report highlighted how Epstein leveraged money and influence to build relationships within elite institutions, including universities, where tuition payments and donations could open doors. Documents suggested that paying the Berkeley student's tuition was part of a broader strategy in which Epstein used financial incentives to cultivate loyal intermediaries who could introduce him to potential recruits or associates. The revelations added to growing evidence from released files showing that Epstein repeatedly used his wealth and connections to gain access to young women while embedding himself within respected academic and professional environments.to contact me:bobbycapucci@protonmail.comsource:‘Price to pay for Berkeley': Jeffrey Epstein paid law student's tuition in exchange for ‘assistants' | National | dailycal.org

In this episode of Crazy Wisdom, Stewart Alsop sits down with Andre Oliveira, founder of Splash N Color, a bootstrapped 3D printing e-commerce business selling consumer goods on Amazon. The two cover a lot of ground — from how Andre went from running 40 FDM printers out of South Florida to offshoring manufacturing to China, to how he's using Claude Code to automate inventory management and generate supplier RFQs across 200+ SKUs. The conversation stretches into bigger territory too: the San Francisco AI scene, the rise of AI agents and what they mean for the future of the internet, whether local on-device AI will eventually replace cloud-based tools, and why building physical products will stay hard long after software becomes easy. It's a candid, wide-ranging conversation between two self-taught builders figuring things out in real time. Follow Andre on X: @AndreBaach.Timestamps00:00 — Andre introduces Splash N Color, his Amazon-based 3D printing e-commerce business and explains the grind of running 40 FDM machines in South Florida.05:00 — The conversation shifts to Claude Code and how Andre built an inventory automation system to manage sales velocity and RFQs across 200+ SKUs.10:00 — Stewart and Andre compare notes on Opus 4.6, debate Codex vs Claude, and Andre breaks down the new Agent Teams feature in Claude Code.15:00 — Discussion turns to the San Francisco AI scene, the viral OpenClaw launch event that drew 700 people, and what's capturing the city's imagination right now.20:00 — The pair wrestle with data privacy, the illusion of it since 2000, and whether full transparency of personal data might actually serve people better.25:00 — Stewart pitches his vision of local on-device AI replacing cloud tools entirely, and they debate the 10–15 year timeline for mainstream societal adoption.30:00 — Andre traces his origin story: a high school dropout from Brazil who spotted a 3D printing opportunity on Facebook Marketplace and got lucky timing with COVID.35:00 — They explore whether AI-generated 3D models and DfAM will automate physical manufacturing, and why proprietary specs keep the space stubbornly hard.Key InsightsLifestyle businesses deserve more respect. Andre spent months feeling inadequate scrolling through Twitter watching founders announce funding rounds, before realizing his cash-flowing, location-independent business was already the goal. The social media version of entrepreneurial success warped his perception of what he actually had built.Claude Code is becoming an operating system. Stewart describes running Claude Code as having a second OS on top of MacOS — one that makes the underlying machine legible in ways it never was before. Both guests use it not just for coding but as a primary interface for understanding and operating their businesses.Agent Teams changes how work gets done. Andre explains that Claude's new multi-agent feature lets you assign a team lead and specialized roles that communicate with each other in parallel, essentially running an autonomous task force inside your terminal — a meaningful leap beyond single-instance prompting.Physical manufacturing will stay hard. Even as AI-generated 3D models improve, tolerances of 0.5 millimeters can mean the difference between a product working or not. Design for manufacturing is a separate discipline from design itself, and proprietary specs mean open source models rarely hit commercial quality.The internet is heading toward agents. Both guests agree that AI agents will increasingly handle tasks humans currently do manually online — booking services, making payments, coordinating logistics — with the human internet potentially becoming secondary to a machine-to-machine layer.Iteration is the real value of 3D printing. Andre pushes back on 3D printing as a business unto itself, framing it instead as a prototyping tool. The true value is rapid iteration on housing, tolerances, and fit — not the printer, but the speed of the feedback loop it enables.Technology compounds in layers. Andre closes with a tech-tree analogy: each generation normalizes the tools of the previous one and builds the next layer on top. Agentic coding today is what the internet was in the 90s — the foundation for something we can't yet fully see.

Databox is an easy-to-use Analytics Platform for growing businesses. We make it easy to centralize and view your entire company's marketing, sales, revenue, and product data in one place, so you always know how you're performing. Learn More About DataboxSubscribe to our newsletter for episode summaries, benchmark data, and moreHow will AI change the way SaaS companies grow?But according to Adam Robinson, founder and CEO of Retention.com, AI is not the answer most founders think it is.Adam has built multiple SaaS companies and scaled Retention.com from $0 to $22M ARR in four years without funding. In this episode of Move the Needle, he explains why the companies that scale – and the ones that stall – are separated by one thing:Product-market fit.Listen to the episode to learn why AI won't fix your SaaS company, but product-market fit might.

There is a storm coming with the challenges of navigating the TRUSTEE CRISIS. It is one of the biggest blind spots in the “GREAT WEALTH TRANSFER” and will be the source of mountains of litigation for the unwary, https://youtu.be/hwQev88A03M Summary In this conversation, Frazer Rice and Jennifer Zelvin McCloskey discuss the current crisis in trusteeship, highlighting the shortage of qualified trustees amidst a significant wealth transfer. They explore the importance of modern trust planning, the challenges faced by individual trustees, and the need for better education and training in the field. The discussion also covers the emotional and interpersonal aspects of trusteeship, the functions and responsibilities of trustees, and the necessity of managing risk effectively. They emphasize the importance of building a pipeline for future trustees and improving the perception of the profession, while also identifying opportunities within the trust industry. https://open.spotify.com/episode/4qpkrVdaUa2AfDxgl7j3yN?si=XVgG3jE_Qpqq2JTqi8XLXQ Editing and post-production work for this episode was provided by The Podcast Consultant (⁠https://thepodcastconsultant.com⁠) Takeaways The coming crisis in trusteeship is already here. There is a significant shortage of qualified trustees. Trusteeship requires strong interpersonal skills and emotional intelligence. Managing risk is a fundamental aspect of trusteeship. Trustees critically need education and training. The role of a trustee is evolving with increasing complexity. Beneficiaries need to understand their rights and the trustee’s role. Custodial responsibilities are essential for asset protection. There are many opportunities for growth in the trust industry. Trust law and investment management are distinct fields. This Episode is for . . . Anyone that has an estate plan with a trust in it and doesn't know what a trustee does Any advisor who works w/ multi-generational situations (that’s everybody in wealth management) Any RIA looking to sell Financial types worried about compliance world Fiduciary litigators Chapters of “THE TRUSTEE CRISIS: Navigating the Challenges” 00:00 The Coming Crisis in Trusteeship 02:06 Importance of Modern Trust Planning 04:11 Challenges with Individual Trustees 08:03 The Dwindling Pool of Qualified Trustees 10:06 Functions and Responsibilities of a Trustee 12:20 The Emotional and Interpersonal Aspects of Trusteeship 16:05 Managing Risk in Trusteeship 19:07 Building a Pipeline for Future Trustees 22:10 The Role of Education in Trusteeship 25:07 Improving the Perception of Trusteeship 28:19 The Need for Better Trust Education 30:39 Bifurcation of Trustee Functions 33:26 Distribution Functions and Beneficiary Relations 36:52 Custodial Responsibilities in Trusteeship 40:19 Consequences of Poor Asset Management 46:41 Curriculum for Trustee Education 52:13 Opportunities in the Trust Industry Transcript of “THE TRUSTEE CRISIS: Navigating the Challenges” Frazer Rice (00:01.068)Welcome aboard, Jennifer. Jennifer Zelvin McCloskey (00:02.723)Thanks Frazer, how are you today? Frazer Rice (00:04.782)I am doing great. We’re going to dive into a topic that is near and dear to both of our hearts. And that is what I’m describing as the coming crisis in trusteeship, but I think it’s already here. Which is the concept of qualified trustees being in short supply, right in the face of a gigantic wealth transfer. And first of all, before we get into that, just describe what you do on a day to day basis first. Jennifer Zelvin McCloskey (00:33.445)Sure, I actually wear a bunch of hats. Day to day, right now, I’m a full-time practicing trust and estate attorney. I’m also an individual trustee for a variety of trusts that need either somebody here physically located in Delaware for a short period of time or even a successor trustee. But I’ve also spent many, many years building programs in trust management and trust administration. Because there is this crisis of human capital that just does not exist. I built multiple programs. They’re housed out of the University of Delaware. So I act as a trust and estate attorney, do planning, administration, I teach in the area, I build programs in the area, and I serve as a trustee. PEAK TRUST MANAGEMENT CERTIFICATE Frazer Rice (01:23.182)A full plate to be sure. To me, I came out of Wilmington Trust and another trust company served an individual trustee too. I’ve seen all these different flavors of trusteeship. My general sort of bon mot around that is that the individual trustees. I’d say 95 % or higher don’t really have an appreciation of the risk and responsibility that they’re taking on. And then the corporates have their own issues, which we’ll get into in a little bit. If we pull back even further, modern trust planning in wealth management, why is this so important? Jennifer Zelvin McCloskey (02:06.275)That’s massively important. It’s not just for the mass affluent or the ultra high net worth. It’s for everybody. We have all of these assets that we have this hyperfocus on building and increasing our wealth. Making sure that we have the ability to sustain ourselves throughout our entire lives. But if we don’t do this type of planning, if we don’t have structures and implementation for when we die, then our assets that we’ve planned so diligently for will fall off of a cliff. We lose the ability to control ultimately what happens to those assets. Layered on top of that, of course, is the tax component for ultra high net worth folks who are trying to really focus and direct their assets to make and create generational wealth transfers. Without this type of functionality and wealth planning and estate planning long-term, people lose control of what they’ve spent so much time building. Frazer Rice (03:13.338)One of the things I tell people as far as trusts are concerned is that, you know, we’re putting these structures together. They’re durable enough to withstand taxation or creditors or other asset protection features, create some guidelines around distributing the assets to the next generation or other constituencies. But also have some flexibility to be able to deal with the things we can’t look into the crystal ball and figure out over time. And that those three things just putting a document together that tries to do all that is hard enough, but then to put it in the hands of somebody or something to administer and to exercise discretion around it. That’s where the real art and science kind of stitched together and create this issue. You know, as we think about that too, the idea, the history of these types of scenarios kind of goes back to, you know, you’d put a structure in place and then you’d go hire a bank and they’d take care of everything. How do you look at that and say, all right, we’ve gone well past banks to individuals and then to dedicated institutions. What is the problem there? Jennifer Zelvin McCloskey (04:22.956)Now the problem, there’s two problems. In my opinion, what I see is that, you know, your individual trustee by and large is Uncle Joe, right? He’s the guy that everybody goes to in the family. The responsible one. He’s the smart one. The wealthy one who, great, doesn’t know what the fiduciary duties are. He doesn’t know that he has a duty of impartiality. He doesn’t know that… Frazer Rice (04:32.419)Right. Jennifer Zelvin McCloskey (04:48.475)He can’t self deal unless the instrument says so. Doesn’t understand how the instrument works. He doesn’t understand the nuance and the legalese written into the instrument. But he’s flying by the seat of his pants and everybody looks to him as the respected one in the family. No one knows that they have the ability to challenge him. So with your individual run of the mill trustee named in the instrument, they just don’t have the expertise, they don’t have the technical knowledge. Don’t know what they don’t know. They can get into trouble in that way. The other problem that you have with professional individual trustees oftentimes is that they are not formally trained. They may be an attorney who is working in that area, who’s doing plans for people who may or may not know what the full scope of being a trustee is. They may not realize, I have to get a special insurance policy because my malpractice insurance policy doesn’t actually cover this type of fiduciary engagement. There’s a lot of landmines that individuals can run into when they’re doing this type of work. On the corporate side, the problems that we run into is that there’s just a complete and utter lack. Frazer Rice (05:50.061)Hmm. Jennifer Zelvin McCloskey (06:12.059)Of available educational programs to teach people the proper way to be able to understand trusteeship. It has always been, and it just has developed over time through, you know, oh, we’ll give it to the bank, the bank will do it. This apprenticeship model, and that just does not scale well because if you learn improperly at the edge of a desk from somebody that learned improperly at the edge of the desk. Then the person that you’re teaching now at the edge of the desk is learning what you learned improperly. So anecdotally, I did karate for a long, long time. And the man who taught me karate, I’m almost a secondary black belt to like, was serious in karate. And the man who taught me karate said, you practice, it makes permanent. Don’t practice wrong. Because when you’re practicing wrong, you’re making permanent wrong things. And that’s what the apprenticeship model has the risk of lending itself to. It’s not that every trustee that learns at the edge of the desk learns wrong, but the risk is too high because the fiduciary responsibilities and the duties are too high to run that risk. The other problem is that we have a dwindling pool of really qualified senior trust officers because of just the nature of the job. You’re a human being, you’re an individual, you age, you retire. And it’s not something that people go to school and say, when I grow up, I want to be a trustee. They fall into it sideways. And unless there are academic programs that are out there that people are aware of and that they can get some formal training, some formal education to enter into the field. Frazer Rice (07:49.742)Yeah Jennifer Zelvin McCloskey (08:03.82)Separate and distinct from, I’m in the field and now I want to get a CTFA. I want to earn my certification to really show that I have the chops in this area. We have this shrinking pool of expertise. We have a lack of knowledge, a lack of formal education, and an apprenticeship model that doesn’t scale. On top of, with the individual side and the corporate side, this massive wealth transfer and an explosion of trust complexity that’s all taking place at the same time. Frazer Rice (08:31.918)One of the issues at the corporate level too is that as you say that the impregnance model is not necessarily the best way to do it. They’re cutting back on training programs. The business model around being a trustee or even a specific trustee does not make the big money. And so the ability for those types of institutions to develop the people.who ultimately are now in a very sort of pro-employee environment where there’s such a demand for trustees that they can kind of switch around and get a 10 or 20 % bump each time they go because people are desperate to have them. There’s a real cavern there to try to create the permanence that you’re looking for in a structure that really rewards consistency over time, especially as it relates to discretion and process of decision-making. Jennifer Zelvin McCloskey (09:23.15)Yeah, that’s exactly right. And that leads to this revolving door in the industry, because people are just trying to make more money and they’re going and bouncing to different trust companies. And there isn’t that backfill. Just because it’s a trust company and there’s policies and procedures, trusteeship is about relationships that you make with your beneficiaries, the relationships that you develop with multiple generations in a family. And when you have somebody that’s acting and serving in that and they move, they leave, they’re no longer acting and serving in that capacity, a new personality comes into the mix and it can really be disruptive. So having that consistency and minimizing the attrition is so valuable. Frazer Rice (10:06.766)The other thing I try to bring up, especially to individual trustees, is that the thing that you’re signing up for is probably going to look a lot different in five or 10 or 15 years when people are aged on, they remarry, they have kids, etc. That the conditions are a lot different than what they were before. And it’s going to be difficult to take on a structure that has eight people when before there were two. Jennifer Zelvin McCloskey (10:37.517)Yes, and that’s that complexity, that increased sophistication and complexity of trust structures that are available now to people. With the increase in the exemption, these trust structures, they’re not necessarily changed. For example, qualified personal residence trust, if people really need that anymore, but there’s a ton of them sitting around there. Are trustees properly administering it? Did you actually transfer the real estate into the trust at the time? So there’s all kinds of sophisticated structures that the trustees may or may not have the right skills. But they’re saddled with having to do it. Frazer Rice (11:19.47)Let’s take a step back and just talk about the functions of a trustee for a second. I break them down basically into three. Which is the first one. You have to administer the trust, meaning you have to dot the I’s, cross the T’s, make sure things get executed, tax returns are filed, statements get sent out to the extent that that happens, and that the administration of a structure like that occurs. Then I talk about the concept that the investments have to be made monitored moved around decided and that they’re appropriate for all classes of beneficiary that are in there and then the distribution function which is The assets have to be distributed according to the law. First the trust then maybe the intent or the law if everything is silent and that those three things are very different components and that it’s tough to find somebody who’s great at all three housed within one brain. Jennifer Zelvin McCloskey (12:20.217)Yeah, I agree with that 100%. It is a three legged stool. It’s the investments, the administration and the distributions. And in that administration umbrella in and of itself, there’s a tremendous amount of work that sort of goes unsung. know, it’s not the sexy stuff where you’re investing and making a bunch of money for your income beneficiaries and managing to preserve the corpus for your principal or your remainder beneficiaries. And it’s certainly not the personal interaction that you’re doing with your beneficiary day to day. Making distributions, helping them, seeing the product of that help. It’s the making sure you file ax returns are properly. Understanding how to read that tax return. Even if you’re not preparing it, making a proper selection on the accountant that you’re using to prepare those tax returns if you’re not preparing it. Make sure to set up statements properly, make sure that in this world of silent trust documents that you’re not sending a statement to somebody who’s not supposed to have it. Communicating with beneficiaries on an even keel. Making sure that you’re not inadvertently violating your duty of impartiality because it’s more than just a substantive duty, there’s a procedural duty as well. That’s really, really challenging to find within one human being, let alone add on top of it somebody who’s financially savvy enough to understand investments and all of the different complex investment tools that are out there, as well as having the personality and the interpersonal skills to keep beneficiaries engaged and happy. Frazer Rice (13:56.426)Just on top of that, the EQ, the bedside manner, and the ability to simplify the complex, et cetera. At the same time, that dedicated note taker that is able to document everything that happens within a decision. Whether distribution or investment or otherwise, that it’s just two different people most times. I find that something falls apart as time goes on. Ultimately if things aren’t laid out correctly, that’s when conflict starts to simmer. Then you know if there is something that’s wrong. That’s allowed to compound that’s where you get into a huge problem later on. Jennifer Zelvin McCloskey (14:36.922)It’s all that feeling. People are behaving in ways that they may or may not be able to articulate their emotional proximity to. When you’re talking with beneficiaries. There’s something simmering under the surface that you inherited because you’re a trustee. You may not even be aware of it because the beneficiaries may not even be able to articulate it. You have to have a certain sense. A gut check of feelings of rntuitively being able to read what’s going on under the surface. To pull it out of people in a very balanced and even keel way. It’s not an easy job by any stretch of the imagination. On top of financial literacy and personal liability and executive functioning skills, being detail oriented, making sure your documentation is not overly explicit. isn’t, you know, scarce. You’re now wondering how and why did you make those decisions? People don’t think about the decisions that they make on a day to day basis. We don’t think in a way to articulate why I made this decision. Why I exercised this type of judgment. And that’s what we’re being asked to do as trustees is to document what is my decision making process? Why am I making the decision? What are my factors involved in making that decision in a way that’s defensible. If we ever need to defend it. Frazer Rice (16:05.292)Well, in favoring one class of people over another is usually where the rubber hits the road on this. People who are used to seeing the income from a trust and don’t want that touched come hell or high water. Then future beneficiaries who’d like to see the trust go from X to 2X to 5X. So that they have something larger to enjoy. You have a natural tension that you have to manage. It’s just not easy. If you don’t document the hows and whys of what you’re doing, you set yourself up for a problem. From one class or another looking at you saying, you you should have done it differently. To go back to that liability component. You’re the only one who sits in the chair of having made that decision. You’re the one with the bullseye on your back when it’s called to account. Jennifer Zelvin McCloskey (16:53.093)That’s right, that is exactly right. And now add on top of it, you’re just named because you’re Uncle Joe and everybody goes to Uncle Joe. You have no technical background and you just don’t know the landmines that are there. You don’t know what you don’t know. Wouldn’t it be wonderful if we were able to create a pipeline of really sophisticated entry level employees or folks that are, you know sophisticated in financial literacy that now want to take the job to become trustees, that we were able to give them this technical roadmap for what the job actually is and then have them get the ability to apprentice on all of those policies and procedures. What does this corporation do? How do we document things? When you’re trying to learn it all at one time, it’s like drinking from a fire hose. Let’s give people the ability to really have a chance at doing it successfully. Frazer Rice (17:53.048)So let’s dive into that pipeline issue for a second. We already diagnosed that the, let’s call it the trust companies or the banks are, they’re just not resourced enough. They can’t run people through an internal school to do it quote unquote correctly. The apprentice model really kicks in. Which means you’re at the sort of mercy of what people are good at, not good at, et cetera. People turn over quickly so that apprenticeship doesn’t even work anymore. The RIAs I think are the worst place to learn about this type of thing. They have a completely different modus operandi as far as keeping clients happy. The word fiduciary means something so different to them than it does to an actual trustee. I wouldn’t feel good about the training on that front to sort of create trustees And then so law schools. They’re they’re just trying to create people the trust in the states vertical as a general matter. Let alone trying to delineate into a trustee situation. You’re putting the pipeline together and you put these programs together. How do you stitch together the needs and what does that manifest itself into? Jennifer Zelvin McCloskey (19:07.642)So that’s a really, really good question. I think that the very first place that we start with answering that question is advising on a trust as an attorney. It’s different from the administration of a trust and the skills that you need for that. So when you create a program like this where you’re trying to teach about trust management. You have to start with the technical skill. The legal side of what is it that we’re even doing? What is a trust? What are the fiduciary duties? Where do they come from? Then we have to, after we teach or create a structure or foundation on what the legality is. Now we go into how does this translate into administration? So when I created the programs, I looked at what’s the law they need to know? What is the level of sophistication of the student? And what do I need to, from a foundational perspective, teach first? What are the building blocks? And then how do I translate that into administration? The one thing that I have found is trust law does not equal investment management. So if people are coming along… Frazer Rice (20:26.254)No question. I’m nodding audibly at that comment. I like that. Jennifer Zelvin McCloskey (20:31.226)Your fiduciary duties as a trustee are fundamentally different than those of an RIA, where some RIAs are not even fiduciaries by law. They’re not. So being able to delineate and explain where that line is, what makes you a fiduciary, what are those duties, after you know the legal basics. And taught to you at a level that you can understand. I don’t expect everybody to be a lawyer. And people have asked me time and time again, do I need to be a lawyer to know this? No, you don’t need to be a lawyer because you’re not advising on the law. You’re advising on the administration of a legal structure and how that administration affects the fiduciary duties that are inherent in the relationship. Then how those fiduciary duties are translated out to the beneficiary. That’s the way that I’ve always built these programs. Where do I start? Start with the law. Where do I go from there? Start with how the administration translates the law. And then how does that administration get heard by the beneficiary? Where does the RIA come into the mix? The RIA should not be dabbling in advising on trusts. They should know that they need to bring in somebody who has this particular skill. And if they’re not doing that, they’re doing the client a disservice by trying to give one-stop shop advice. Frazer Rice (22:06.85)Yep, no question about it. One of the things that…we delve into the world of trusts and their function, et cetera, is that you’re dealing with an ecosystem from client to outside advisor, whether RIA or even accountant, et cetera, that they’re looking for certainty and airtight. quality to these structures that you put them in place and then everything runs like a clock going forward. When in actuality, I think there is a bandwidth of risk around everything. And so it’s the poor trust officer or individual trustee who sometimes has to be the bearer of bad news to say, yeah, you know, I think this is going to work 98 % of the time, but there’s a 2 % problem here or we’ve got this to fix or something like that and everybody else sort of sighs with disappointment and gets mad at the administrative function when in actuality they’re really doing their job and trying to, you know, keep a lot of things that are spinning out of control kind of within view. How do you get a trust officer or that administrative function or even the full trustee function to be comfortable with that risk and everything that’s involved with that? Jennifer Zelvin McCloskey (23:20.504)You have to start with explaining that there is risk and we’re not our job is not as a trustee to eliminate risk. Our job is to manage and identify risk. It is inherent in the job. There is going to be risk. No matter what you do, you cannot divorce risk from trusteeship. It’s a matter of identifying perceived risk and actual risk. And if you can teach that, if you can teach These are the things that are going to trigger a likely outcome. They’re gonna trigger a likely risk. Then you can essentially, you can’t foresee everything. I mean, there are things that are just gonna happen. But in a trust instrument, you’ve got contingency plan upon contingency plan upon contingency plan. That’s what the flexibility of those structures are building. We need to, as trustees, be able to recognize What is the risk with contingency plan A? The risk with B? What is the risk with C? How can we minimize the risk? And how can we make sure that we’re managing perception of risk versus actual risk? Frazer Rice (24:29.31)as someone who’s been in trust companies, advised trust companies, advised trustees, and advised clients, the lack of appreciation for the management of that risk and that that as the intersection of the business model of trusteeship and risk management and use of discretion and making hard decisions and even kind of an insurance quality around these structures, how do you fix that, where people place a level of respect on the job that I think is completely lacking in the wealth management ecosystem? Jennifer Zelvin McCloskey (25:09.089)Absolutely. It’s a tough one to answer. How do you fix it? First and foremost, I think that it’s a top-down fix, especially at a corporate trust company, a bank, and even an independent trust company that’s not affiliated with a bank. The management has to… really understand the function of the trust company. For so long, it’s been just an extra service that we provide and and we’ll do this, the back office trust company. It’s really, really important that the management recognizes what the functionality of the trust company is and stops treating it as sort of a back office stepchild. From the corporate level, I think that’s the very first place we start. Frazer Rice (25:38.478)Mm-hmm. Jennifer Zelvin McCloskey (25:57.818)The second place we start is investing in our trust officers, investing in the team, giving them the education that they need, continuing to give them education, providing training programs, whether they be in-house, external, bring in trainers. None of this is set it and forget it. At the individual level, I think it’s really, really important to have functions like the Individual Trustee Alliance, groups like that, where you have an ability to talk to other professionals that are doing what you’re doing. That’s another way to impress upon people that we have to manage the risk and we can’t do it all alone. Nobody knows everything. You really have to, you have to talk to other people. You have to engage. have to, what is it called when we were practicing law and we’re a little bit outside of our comfort zone, we have to consult with other people who know more than we do. It’s our obligation as lawyers. It’s the same thing with a trust company, with a trustee, whether you’re an individual or you’re not. Widen that circle. Frazer Rice (27:08.474)I think this is my idea for the day that there’s got to be a bit of a public relations campaign sort of describing what’s going on here because I think especially when we go into the family members that sort of occupy these roles, they have no earthly idea what they’re doing. They’re usually doing it for free. Everything’s hunky dory up until a point and everyone hopes that everyone is not going to sue each other if something goes wrong. But the level of wealth that’s being transferred now is now so significant that everyone sort of talks about, AI is going to get rid of lawyers. Nope, not in fiduciary litigation. I think that’s a medium term growth industry, especially around insurance, around ILITs, around revocable trusts, around elder care. But this is my advertisement for people who are in law school looking for a productive way to go. I think that one is going to be, I think that one’s recession proof, at least for a while until I retire anyway. So my thought is that awareness over these things, and it’s probably going to take a very difficult case or a class action suit, something like that, where somebody really gets hurt in order for that awareness to come up. Jennifer Zelvin McCloskey (28:24.922)Yeah, I would agree. think that some of the solutions would include better trust education, you know, whether it be for RIAs, lawyers. Trust in the states is a throwaway class in law school. And there are so many law schools that are essentially rolling it back because bar exams aren’t testing it anymore in a variety of states. And ACTEC is definitely working with the law schools to try and increase trust in the states being taught and certainly being tested. So education for lawyers coming out of law school, education for RIAs that are advising on trusts, education for trust officers, for trust administrators, trust professionals in general, clear role delineation. What is the role of the RIA? The role of the trust officer? What is the role of the trustee if they’re an individual trustee? And then creating a culture of collaboration on what we’re doing as a team for the beneficiary, not substitution, but collaboration with the advisors and the trustees. Frazer Rice (29:32.59)Let’s go into the role delineation for a second. About 20 or 30 years ago, the concept of bifurcating or sort of cordoning off the different functions I described before the investment, the administration and the distribution has come into vogue. I think that came out of frustration with bank trust companies where you got one set of advice for every trust that they had as far as investments and distributions and administration and a lot of modern larger families wanted something a little bit more specific to their needs. And that’s really turned, it’s exploded as an industry for increasing sophistication and size of wealth. Along those different functions, where maybe the administration goes to a professional trust company or a trust officer in the state that you want, Then there’s some intersection maybe in the distribution committee. And then the investment side of it is a bit of a free for all, think, depending on what you’re, dealing with. How do you educate the, that continued the delineation, but the coordination within those types of structures. Jennifer Zelvin McCloskey (30:41.275)Yeah, I think it’s really important. And I’m a Delaware lawyer. I’m licensed in multiple states, but Delaware is my home. It’s where I learned how to be a lawyer. It’s where I grew up as a lawyer. So this directed trust model that you’re describing, where you’re bifurcating, truly bifurcating these particular functionalities of a trustee, it originated in Delaware. sort of, we didn’t, I mean, we invented it, right? We codified it. It was being done, but we codified it. The idea of making sure that everybody understands what their function is and knowing that there’s a limit of liability that’s built into the instrument and communicating what that means to the RIA that is named in the document. I can’t tell you how many times I have heard companies, heard trust companies say, we’re advisor friendly. And I’m like, not unless you’re directed, you’re not. Frazer Rice (31:37.528) “THE TRUSTEE CRISIS: Navigating the Challenges”Yeah. Jennifer Zelvin McCloskey (31:40.439)If you are directed, you are 100 % advisor friendly because there’s no chance that that trustee is going to try and take the investment management. They’re not a portfolio manager. Not a clerical administrator. They’re not a passive rule follower. We need to identify what does that trustee actually do when they are an administrative or directed trustee. Clarify that role so that people who are engaged in this bifurcation, this structure where we’ve got a distribution committee, maybe it’s individuals who are close to the family, close to the beneficiaries, where you don’t have somebody who’s objectively uninvolved with the family members making decisions as to whether or not there’s a distribution that should be made. But also advising those rolls those advisors that your administrative trustee is not just a pencil put a paper pusher. Not just checking boxes. They really do add value to the role that they provide and making sure that everybody understands what each other are doing, having regular meetings amongst the team instead of operating in a vacuum or operating in a silo. And taking the approach of it’s not my job, misunderstanding trustee powers and the advisor’s authority. So when that’s delineated, when that’s really understood, not just by the advisors, but also by the beneficiaries, there are so many beneficiaries out there, Frazer, that have absolutely no idea that they actually hold all the cards. They don’t know. Frazer Rice (33:25.87)Along that line, so in the administrative, we just walked through pretty nicely. The distribution function is one that, let’s talk a little bit for a second about what it means to ask a trustee for a distribution and maybe the difference between income and principal and why having a steady hand at the wheel within that function, whether it’s a corporate trust company of qualified individual or family input in that function, why real good thought needs to go into how that’s staffed. Jennifer Zelvin McCloskey (34:04.73)Yeah, absolutely. 100%. In a corporate trustee ship or a corporate trust company structure, there’s always going to be distribution committees, right? So if you are the trustee, you’re going to have to go through a committee that’s looking at what your reasoning is for making that distribution. They’re asking questions about what have been the prior distributions? Have they come from principal? Have they come from income? What is the spend rate on that trust? How is this going to affect long-term spend rate? Is this an aberration? Is this something that’s gonna become a habit? Really understanding what the distribution, the guidelines are in the trust. What is the distribution standard? Making that decision? What are our factors? And how many people are at the table? Who’s communicating that to the beneficiary? Does the beneficiary know that the trust officer alone does not have the ability to say yes or no? That when they’re in this ecosystem of a corporate trust company, they have their checks and balances to make sure that that risk is being managed. So when you’re looking at corporate trust companies, are a lot of layers behind understanding what the distribution standard is, whether it’s hems or if it’s purely discretionary. The other thing that you need to look at when it’s not a corporate trustee and it’s an individual trustee is, how is that individual trustee making that decision? Are they doing it in a vacuum? Alone? Are they favoring one beneficiary over another because they like them more, you need to have some communication to the beneficiaries so that they understand what they are, what their interest is, what they are entitled to, if anything, and why the trustee stands in that position as the gatekeeper. And I really think in my heart of hearts, we need to make a shift from a gatekeeper trustee Jennifer Zelvin McCloskey (36:16.708)to a beneficiary enhancement trustee, where the beneficiary is really taking on the understanding that the trustee is there to facilitate enhancing the beneficiary’s life. That even though the trust may have started at the outset as a tax strategy or something that the grantor decided they needed to do with the advice of counsel. At the end of the day, you wouldn’t have been named as the beneficiary if there wasn’t some sense of love or obligation even, that it’s for your benefit. It’s in the name. Beneficiary. Trustees need to understand that and beneficiaries need to be taught. Frazer Rice (36:54.958)Right. Frazer Rice (37:00.646)And it goes to the circle back to the notion of making sure that you write down the whys of the decision because ultimately if the concepts of favoritism or you didn’t communicate this or anything, the idea of having the beneficiary submit a budget but having them understand why they are submitting a budget and then if there is some discretion that’s happening around that decision that the data points that are informing that discretion, that’s gonna keep everybody safe a lot later on. Jennifer Zelvin McCloskey (37:32.666)Absolutely. I break it down into a couple of different factors. It’s fiduciary decision making. How is that fiduciary making the decisions they’re making? Why are they making those decisions? And who is being affected by the decisions? Document interpretation. Do you understand the document that you’re administering? If you don’t understand the document you’re administering, hopefully best case scenario, you know what you don’t know and you ask. But if you don’t understand the document and you don’t even have the wherewithal to say, hey, I need help to understand the document, it’s really problematic. The third part, balancing beneficiary interests. Really taking on board this idea of the principal income problem that all the assets in the trust are not the same. That some of it doesn’t at all in any way affect a certain class of beneficiaries. And at the same time, it’s inextricably intertwined in the way that it affects another class of beneficiaries. And then risk management and governance. How is this being governed? How are we managing perceived and actual risk as a trustee? Frazer Rice (38:40.13)The investment function, which I alluded to before, I see storm clouds on that horizon, not really at the RIA level, because I think there’s sort of a default mode that investment policy statements are in place. Diversification is a true commodity at this point. And I never really worry about an RIA sort of understanding how to invest to get to a certain expected return and deal with the risks and drawdown and all that stuff. The storm cloud I see is when individuals sit in that role and they are being tasked with, let’s call it quote unquote, overseeing concentration, meaning that trust is holding a building, farmland, a nuclear reactor, crypto, all of these different things that sometimes can be, A, they have their own different maintenance responsibilities that are not just looking at a fidelity statement, but that they also have their own volatility And, you know, in the case of a building, you got to make sure it’s managed correctly. are they going to get sued or the windows kept up, all of that stuff, and that there’s a whole different component there. And I’m waiting for the shoe to drop on some fact pattern there where somebody is sitting in the role of an investment advisor. It doesn’t say trustee in the document, so they don’t really think that they have trustee liability. But. they sit in that role and all of a sudden somebody finds 10 55 gallon drums of green fluid in the basement of a building and all of a sudden the trust has a big set of red brackets that say minus $100 million that you owe to the federal government and the EPA. How do you think about that? Jennifer Zelvin McCloskey (40:21.454)Hmm. Jennifer Zelvin McCloskey (40:25.242)That’s a heavy question. so the Delaware stock answer, obviously, direct it, right? It’s just to get the trust, cut off the liability. At the first, at the inception of your hypothetical is bad drafting, right? So if there’s no statement as to whether or not your investment advisor is acting as a fiduciary or not, Frazer Rice (40:35.042)Right. Jennifer Zelvin McCloskey (40:52.836)What does your statute say? Does your statute impose that they are as a default a fiduciary or not? So that’s the very first step. That’s bad drafting. We need to know. But if it’s silent, let’s say it’s just a lousy document, there’s, God knows. Anybody who’s seen trust documents knows that, you’ve seen them all, right? And everything in between. Some are good, some are bad. If this is a bad one. Frazer Rice (41:13.08)Seen good and you’ve seen bad. Jennifer Zelvin McCloskey (41:20.079)Then we need to document the statute. If we can correct it, modify the document, let’s modify it. But if all of that can’t happen, then I would say the best way to handle it, make sure you have adequate insurance. mean, over-insure that, over-insure it. Make sure that there’s regular checks on the actual… Assets that are in the trust, if you have a concentration and that concentration is real estate, get the advice of counsel, put that bad boy into an LLC, get yourself some distance from the actual asset itself being held in the trust, hold an interest, hold a financial interest, push it down to the corporate level. But if you can’t do all of that and you’ve got those 500 gallon drums of green fluid and now you’re… Frazer Rice (42:14.286)You Jennifer Zelvin McCloskey (42:15.371)You you’ve got a super fun site. What do you do? You don’t shy away from it. Have to address it head on. You got to take the accountability. You got to communicate and document, communicate and document some more. Talk to your beneficiaries. Make sure that they’re aware of where it went wrong, why it went wrong. Because I have found in my exposure in the industry over time and in reading case law, it’s when you’re trying to cover stuff up. Frazer Rice (42:43.913)Jennifer Zelvin McCloskey (42:44.027)You’re just making more problems. Bad news doesn’t age well. It doesn’t get better over time. You have to approach it head on and make sure that there’s communication and documentation. Meet with your beneficiaries. If there’s a trusteeship where you are appointed as a trustee individually and you’re not having at least quarterly meetings with your beneficiaries, If you’re not going out and seeing the asset, if you’re not going out and making sure that the asset is properly custodyed, you’re not, you’re violating your fiduciary duty. You are not doing what you’re supposed to do. Frazer Rice (43:21.804)You brought up an interesting word there, custody, which is the administrative function, whether held corporately or individually, one of the major things you have to do is to safeguard the assets. And that’s a big two syllable word that carries a lot of weight with it. That custodial function, how do you teach the trust officers or the individual trustees where that starts and stops? Jennifer Zelvin McCloskey (43:48.579)Yeah, mean, custody is super, it’s a really touchy, touchy subject, especially with the dynamic way that trusts have developed in the current climate from tangibles. You know, I’ve got artwork and my beneficiary wants to hang the artwork in their house. Well, do you have custody? Has it been assigned to the trustee and how do you maintain that asset? Make sure nothing’s happening to it. Do make an appointment, go over to the, visit your artwork? What if it’s prize horses, you know? What if it’s, you know, a stud that, you know, we’re gonna need to breed and it’s gonna be the next Triple Crown winner? How do you make sure that the barn is properly safeguarded? It’s a really touchy subject, especially with things like tangibles and things like assets held away when you technically custody the asset, but you don’t have control over the asset. I think in the education part for custodying, what I do in my programs and when I teach this is I make sure that we talk about different types of asset classes. And what the risks, again, what are the risks that you run with these asset classes? How can we manage the actual and the perceived risk of holding that asset? Even if you have custody and name only, but you don’t have physical custody, how do you maintain your control over that asset? Because it’s really the C’s, right? The custody and control. Just because you don’t have custody doesn’t mean you don’t have control. So we have to make sure that there’s an education that’s provided about the different asset classes, whether it’s tangibles, intangibles, assets held away, if it’s a concentration of stock, if it’s crypto, and most trust companies are not taking crypto. I think that there’s like a circuitous way that they’re getting in right now, but it all boils down to education, isolating what the issue is and educating people on it. Frazer Rice (45:59.586)I’ll give you a third C, it’s consequences, which is what happens when you don’t understand these functions. on the crypto side of things, Jennifer Zelvin McCloskey (46:01.786)Uhhh Frazer Rice (46:11.544)Holds the key to get to the crypto. What happens if that trust officer quits and walks away with the key and they’re like, well, multi-sigil figure this out. I’m like, okay, that’s not that. That doesn’t make me feel great at the moment. And now there have been some advances, which is good, but traps for the unwary to be sure. the good news too for crypto is for people who want exposure, the spot ETFs take away 90 % of the problems with that. But as we start to think about winding down here, because I have a feeling we could probably talk for four or five hours on this subject, when putting your programs together, what does a curriculum look like? And we don’t have to go through it bit by bit, but how does that work when someone comes to your program? How much time does it take? What’s the commitment? Jennifer Zelvin McCloskey (46:47.172)Yeah, I think so. Frazer Rice (46:54.851)Mm-hmm. Jennifer Zelvin McCloskey (47:06.33)So the program that I created that’s really available anywhere across the country is called the Peak Trust Management Certificate Program. Peak Trust Company, may be familiar with it. They have name rights because they gave the donation to the University of Delaware for me to build the program. So it’s housed at the Lerner College at the University of Delaware, but bears the name of Peak Trust Company. I look at five different things. The first thing is trust law and administration. So like I said previously when we were talking, you lay that foundation of what is the legal component of this? What is the baseline that people have to know? And then what is the administration? The second component is, and it’s inextricably intertwined as taxation. What is the income tax? What are the deductions? And now let’s take all of that income tax knowledge, individual income tax knowledge, and build on it with fiduciary income tax. What is DNI? What is FAI? How does it go out to the beneficiary? What’s the character of the distribution? How do we manage that? What are we deducting in the trust? So teaching taxation and not because trustees necessarily are tax preparers, but because the trustees obligation is to be able to understand and read that tax return, they need to know how to spot problems. So from my perspective, teaching fiduciary income tax is a critical component. It also helps. Yeah. Frazer Rice (48:38.828)No, no, I was gonna say no question about that. And there are elections to make, just because it doesn’t just go on autopilot, there are choices to be made so that if you’re the trustee, you may not have to prepare the tax return, but you may have to make a choice on the tax return and you’ve got to be informed because that can be an issue. Jennifer Zelvin McCloskey (48:58.651)65 day elections, perfect example, right? You just, you need to understand what your role is and how it overlaps with that of the CPA. The third part, of course, investments. Investments are inextricably intertwined, whether you’re doing it yourself as the trustee or you’re directed or even delegated, which is like the hairy scaries of every trusteeship known to man, because you’re not actually in control, but you’re responsible. So it’s the gray. When I build a program, because of the, you know, the directed trusteeship being so popular in today’s day and age, we have to talk about not just investments of, you know, marketable securities, not just the custody of tangibles, but also subscription documents, because so many alternatives are held in trust right now. unique assets, need to know how the trustee is actually carrying out their fiduciary duty when it comes to engaging in an investment that is an alternative investment. The fourth component is of course compliance. We cannot ever get away from compliance and I think we could do a whole nother podcast on compliance in trusteeship but. You know, it’s a regulated entity. And even if you’re an individual trustee and you’re not using what those compliance frameworks are, what the guidelines are by OCC, Reg 9, FDIC, if you’re not looking at that and using that as a guideline, don’t do the job. understanding KYC, BSA, AML, all of those compliance components that have tentacles. That’s the fourth part. And then for the fifth part of this program, because it’s specifically geared toward trustee education in trust companies, although it can be applicable, very applicable to individuals, is operations. I was very fortunate that I was able to partner with SCI on building the operations component. So we license their platform called Plato. It’s essentially their training platform. Jennifer Zelvin McCloskey (51:12.888)so that trustees can see how fees are set up, fees, that’s a whole other podcast, fees, statements, distributions, how are we doing this? How are we documenting everything? What are the logistics of the day-to-day operations? So that’s how I built the program and it’s available anywhere in the country. It’s 10 weeks, how long does it take? I would say from three to five hours a week of an investment that you’re making at a bare minimum. Obviously there’s a whole lot more of depth that you can go into. The resources are built in. But I would say 10 weeks, about 50 hours of time where you’re actually engaging with the material. And then I bring in guest lecturers on each different area of expertise for lack of a better description. And they get a certificate at the end, they get a digital badge, and now they really have something where they can add value day one in a trust company or as a trustee. Frazer Rice (52:17.902)With Delaware being, you one of the real gold standards as far as trust jurisdiction, I assume that everything that comes out of this program is pretty transportable to the other useful jurisdictions, let’s call it, within the country. know, the Tennessee’s, the South Dakota’s, the Nevada’s, the Alaska’s, Wyoming’s, New Hampshire’s, et cetera. Obviously, there are hairs to split with different foibles in their law, but everything that you’re describing sounds like works everywhere else. Jennifer Zelvin McCloskey (52:47.928)And I’ve always taken the approach, you’re 100 % correct, I’ve always taken the approach of UTC. I base everything off of UTC and if there’s something different or unique based upon the jurisdiction that you’re in, I always encourage people you have to look at your statute, you have to look at the jurisdiction that you’re actually practicing this in and administering in. I use Delaware, South Dakota, Alaska as examples quite often when we’re talking about the directed stuff, but By and large, it’s UTC. Frazer Rice (53:20.966)It just a weird subset. So special needs trusts and islets, which are two types of trusts, very specific. One holds life insurance. The other is designed to really take care of people who can’t take care of themselves. And they are types of trusts that a lot of trust companies don’t like to take on because the liability is harder or the profit margin is less. For those individuals who get the opportunity to participate in those and I put that in air quotes. How would you advise people to get ready for those types of situations? Jennifer Zelvin McCloskey (53:58.308)People who are in need of those types of trusts. Frazer Rice (54:02.122)Well, maybe both. The people who need those trusts, you know, they’re going to, they, you know, it’s almost like they get set up and then the staffing gets kind of figured out later, barely. And then, you know, the, for the people who end up taking on that role, they really have no idea of what they’re in for in a sense. Is there sort of like a mini, I’m not going to say a full course like you’re describing, but a crash course in, in what’s going on here and what can I do to keep myself safe? Jennifer Zelvin McCloskey (54:30.271)Unfortunately, no, I don’t know of one. and there isn’t much built in. there’s, we talk about a little bit in the program that I built, but, those are specialized and eyelets we talk about a little bit more there, you eyelets had their day and sort of they has done ish. but special needs trust. It’s a whole other ball game because It really incorporates state law and social security and Medicaid, all of those government benefits that I think you would need something more specialized than my program that I developed. And I don’t have a great answer for that, I’m sorry. Frazer Rice (55:12.482)No, there’s not a great answer for it because it’s tough. it’s a, all of which is to say for someone who’s involved with those things and feels confused by what’s going on, that’s one where it’s worth it to spend the money to lean on a dedicated Medicaid elder care, special needs type of lawyer on that front because there are traps for the unwary. Okay, now we’re starting to butt up against an hour here of. Jennifer Zelvin McCloskey (55:29.764)Yes . . . Frazer Rice (55:38.827)Four hours. No, I’m kidding listeners. We’re not going to talk for four hours, but How do people find your program and and then I’ll ask a bonus question at the end Jennifer Zelvin McCloskey (55:49.339)So the program is on the University of Delaware’s website. You just type in peak trust management certificate and it’ll pop up. My name will be there. I think my picture might be there. It’s all over my LinkedIn. So if you look me up, you’re going to see the peak trust management certificate program. You can always email me, jennifer at zeldenlaw.com. Happy to push people into it. start, I’m in the new cohort right now. We’re two weeks into a 10 week program. But we have a new cohort starting in May. I think it’s May 4th. So may the fourth be with you. Frazer Rice (56:24.622)Terrific. So the final question here is really more of a crystal ball question. In this trust industry, trustee industry, what are the real, I’m going to say opportunities out there, and we’ve sort of painted a picture of doom and gloom and its low profit margin and things like that. Where can someone who is thinking from a business perspective about this find something? Once they’re properly educated about it and being able to participate in it. Jennifer Zelvin McCloskey (56:57.582)There are so many opportunities. There is an absolute need for good trustees everywhere. Trust companies from coast to coast, individual trustee alliance. People really, really need trustees. There’s tremendous opportunity with Heritage Institute, not the Heritage Foundation, but the Heritage Institute. There’s opportunities with…various family offices and various trust companies for education, for beneficiary education. So many opportunities out there. Trust companies are just clamoring for people. So if people are interested in becoming a trustee, getting that education, you will not have a hard time finding a job. Like you said, it’s basically recession proof. This wealth is going to transfer. We need sophisticated, knowledgeable trustees. on the receiving end of that transfer so that it happens correctly. Frazer Rice (57:56.578)I’d go so far as to say financial advisors. I just gotta say, a CFP is useful, CFA is on your investment side, but something like this, you know so much more about how intergenerational wealth works than what’s happening in those particular situations that I think it helps people stand out when I see something like that on a resume. Jennifer Zelvin McCloskey (58:00.302) “THE TRUSTEE CRISIS: Navigating the Challenges”That’s all the podcast. I hear you. I hear you. Frazer Rice (58:24.386) “THE TRUSTEE CRISIS: Navigating the Challenges”All right, with that, Jennifer, it’s great to catch up and I will have all of your information on the show notes and I will either see you at the ITA conference in Dallas or what I’m down in Delaware next. More Around “THE TRUSTEE CRISIS: Navigating the Challenges” BUILDING A TRUST COMPANY TENNESSEE AS A JURISDICTION DIRECTED TRUSTEES DELAWARE WELL BEING TRUST THE TRUSTEE CRISIS: Navigating the Challenges https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/ Keywords for THE TRUSTEE CRISIS: Navigating the Challenges trusteeship, wealth transfer, trust management, fiduciary duties, trust education, estate planning, risk management, trust administration, individual trustees, trust companies, the trustee crisis, navigating the challenges, the great wealth transfer,

This week, Cam returns to the show… with another of his friends! Phillip Solomon joins the show to catch up with Cam about their past times together and his experiences, both on reality shows and in dating! Make sure to look out for more big things coming from Phillip and make sure to check out his season of "Deal Or No Deal Island"!  Thanks for following the show and we love you! #coltondowling #cowboycam #phillipsolomon   Don't sleep on @ultrapouches. New customers get 15% off with code BAD at http://takeultra.com #UltraPouches  #ad   Go watch Waitresses: Episode 1 - https://www.youtube.com/watch?v=i8ZE7IwHpe U&t=124s Episode 2 - https://www.youtube.com/watch?v=7XImD8WFQh Y&t=11s   subscribe here and follow the show: Spotify - https://open.spotify.com/show/0rIdFG1tD5NP Dm9bwgd0B5 Instagram - https://www.instagram.com/someofthisisbad/ TikTok - https://www.tiktok.com/@someofthisisbad Patreon - https://patreon.com/SomeofThisisBad   Follow Our Guest - @phillipsolomon_   Follow Cam - @cameronwofford   Follow Colton: Instagram - https://www.instagram.com/coltondowling/ Twitter - https://twitter.com/colton_dowling TikTok - https://www.tiktok.com/@coltondowling

In this episode, I am revisiting one of our most popular and enduring discussions on pipeline optimization. Last year, guest host Mark Erwich led a deep dive into pipeline optimization and deal acceleration, featuring expert insights from healthcare tech marketing leaders Amy Swanson and Michael Passanante.The conversation that Mark, Amy, and Michael had about pipeline goals, buying committees, BDR alignment, and brand versus demand has not dated one bit. If anything, with sales cycles getting longer and budgets staying tight, it feels more relevant than ever. I listened back to it recently and found myself nodding along the whole way through.At the end of the episode, I come back in to share four key takeaways from the conversation and layer on an AI lens, because a lot has changed since we first recorded this. Tools like agentic opportunity scoring, signal intelligence platforms, and AI-powered content workflows are now making it genuinely possible to execute on the strategies Amy and Michael described in ways that simply were not accessible before.You should listen to this episode if you want to understand how to shift from simply creating more pipeline to building a smarter, more efficient one.Key Topics Covered"(00:00:00)" - Introduction"(00:01:00)" - Why this archived episode remains critical"(00:03:10)" - Defining pipeline"(00:04:20)" - How to reverse engineer pipeline goals"(00:05:50)" - Measuring marketing influence and engagement"(00:07:15)" - Building a collaborative scorecard"(00:09:40)" - Establishing a reporting cadence"(00:11:40)" - Understanding the buying committee"(00:14:00)" - The "Ron Weasley syndrome""(00:18:20)" - Calibrating KPIs for long-tail, complex healthcare sales cycles"(00:19:40)" - Translating marketing jargon into potential pipeline value"(00:21:20)" - Using digital deal rooms and technology to differentiate the buyer experience"(00:23:00)" - Balancing marketing resources"(00:28:15)" - Why brand building is essential"(00:31:30)" - Four key takeaways and the application of agentic AIIf you are interested in discussing this or any other topic, let's have a chat.  Reach out to me directly to schedule a no-obligation discussion. This isn't a sales call, but rather an opportunity to talk through your questions and challenges.Follow me on LinkedIn.Subscribe to The Healthtech Marketing Show on Spotify or watch us on YouTube for more insights into marketing, AI, ABM, buyer journeys, and beyond!Thank you to our presenting sponsor, HealthcareNOW, 24/7 expert shows, interviews, and podcasts, powering healthcare leaders with innovation, policy, and strategy insights.

The Pipeline To Power: How Historically Black Colleges Shape Leaders For nearly two centuries, HBCU's have been launchpads, shaping generations of Black leaders and strengthening entire industries. Even today, as these universities produce an outsized share of doctors, judges and engineers, they're still pushing back against funding gaps and outdated narratives in America.   Guests:  Marybeth Gasman, professor, Graduate School of Education, Rutgers University Jelani M. Favors, vice president, Frederick D. Patterson Research Institute Host: Gary Price. Producer Grace Galante Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Court records and newly surfaced documents indicated that Jeffrey Epstein financed the tuition of a student attending the University of California, Berkeley School of Law. According to records reviewed in the report, Epstein paid roughly $26,000 in tuition for the law student. In return, the student allegedly helped recruit or refer young women to work for Epstein as “assistants,” a term widely used within Epstein's network to describe women who often performed personal or administrative tasks around his operations. The arrangement appeared to mirror patterns seen in other parts of Epstein's network, where financial support, gifts, or opportunities were provided in exchange for helping connect him with women.The report highlighted how Epstein leveraged money and influence to build relationships within elite institutions, including universities, where tuition payments and donations could open doors. Documents suggested that paying the Berkeley student's tuition was part of a broader strategy in which Epstein used financial incentives to cultivate loyal intermediaries who could introduce him to potential recruits or associates. The revelations added to growing evidence from released files showing that Epstein repeatedly used his wealth and connections to gain access to young women while embedding himself within respected academic and professional environments.to contact me:bobbycapucci@protonmail.comsource:‘Price to pay for Berkeley': Jeffrey Epstein paid law student's tuition in exchange for ‘assistants' | National | dailycal.org

Coming Down the Pipe... [0:00] - The intro for Season 21 of The Pipeline Show [1:14] - Guy has the headlines, News from the CHL, Friday night WHL results and updates from NCAA conference playoffs too. [15:40] - Edmonton Oil Kings keeper Parker Snell has an impressive resumé and now as a WHL rookie, he's twice been named the league's Goaltender of the Week. He's coming off of back-to-back shutouts from this past weekend - just one of the things we got to talk about during our 2026 Draft Spotlight conversation. [48:31] - Arguably the #1 ranked center from the Class of 2026, Brantford Bulldogs forward Caleb Malhotra is having a terrific season with one of the top teams in the entire CHL. The OHL rookie reflects on his past, transition from the BCHL to the OHL and what may come next after the draft, potentially with Boston University. [1:04:05] - Get ready for what may be the best player interview from the NHL Draft Class of 2026, it's Riley Boychuk of the Prince Albert Raiders. He might not be 6'3 and 215 lbs but this guy is going to force a team to draft him just by having a conversation. We cover a lot of ground and you're going to like it all.

Send a textDaniel Gledhill is a seasoned manufacturing and engineering leader whose career bridges high-risk industrial operations and precision-driven medical device manufacturing. Daniel leads engineering teams responsible for multiple production areas supporting transcatheter heart valve delivery systems—products where quality, reliability, and patient safety are absolutely critical.Daniel's journey to medical devices began in heavy industry, where he worked as a process, chemical, and metallurgical engineer at Rio Tinto, including leadership roles at copper smelters overseeing sulfuric acid plants, powerhouses, and byproduct operations. These early roles shaped his systems-level thinking, comfort with complex processes, and respect for disciplined operations—skills that would later translate powerfully into regulated medical manufacturing environments.Over nearly ten years at Edwards Lifesciences, Daniel has progressed from manufacturing management into senior engineering leadership, guiding teams through scale-up, process improvement, cross-functional collaboration, and organizational change. His work sits at the intersection of engineering, manufacturing, quality, and leadership—where decisions directly impact both operational performance and patient outcomes.Daniel holds a Bachelor's degree in Chemical Engineering from the University of Utah, along with an MBA from the University of Utah's David Eccles School of Business. This combination of technical and business education informs his balanced approach to leadership—one that values data, people, and long-term system health over short-term wins.In this conversation, we explore what it really means to lead engineering teams in medical device manufacturing, how leadership expectations evolve as engineers move into management, and what lessons from heavy industry can sharpen execution in highly regulated, patient-critical environments.LINKS:Guest LinkedIn: https://www.linkedin.com/in/daniel-gledhill-a6155237/Guest website: https://www.edwards.com/  Aaron Moncur, hostDownload the Essential Guide to Designing Test Fixtures: https://pipelinemedialab.beehiiv.com/test-fixture Subscribe to the show to get notified so you don't miss new episodes every Friday.The Being An Engineer podcast is brought to you by Pipeline Design & Engineering. Pipeline partners with medical & other device engineering teams who need turnkey equipment such as cycle test machines, custom test fixtures, automation equipment, assembly jigs, inspection stations and more. You can find us on the web at www.teampipeline.us Watch the show on YouTube: www.youtube.com/@TeamPipelineus

Court records and newly surfaced documents indicated that Jeffrey Epstein financed the tuition of a student attending the University of California, Berkeley School of Law. According to records reviewed in the report, Epstein paid roughly $26,000 in tuition for the law student. In return, the student allegedly helped recruit or refer young women to work for Epstein as “assistants,” a term widely used within Epstein's network to describe women who often performed personal or administrative tasks around his operations. The arrangement appeared to mirror patterns seen in other parts of Epstein's network, where financial support, gifts, or opportunities were provided in exchange for helping connect him with women.The report highlighted how Epstein leveraged money and influence to build relationships within elite institutions, including universities, where tuition payments and donations could open doors. Documents suggested that paying the Berkeley student's tuition was part of a broader strategy in which Epstein used financial incentives to cultivate loyal intermediaries who could introduce him to potential recruits or associates. The revelations added to growing evidence from released files showing that Epstein repeatedly used his wealth and connections to gain access to young women while embedding himself within respected academic and professional environments.to contact me:bobbycapucci@protonmail.comsource:‘Price to pay for Berkeley': Jeffrey Epstein paid law student's tuition in exchange for ‘assistants' | National | dailycal.orgBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Drone Strikes on Energy Infrastructure Threaten European Gas Supply Stability Lieven explores threats to European energy from strikes on the Baku pipeline and proposes sanctions relief to incentivize Russia toward a Ukrainian peace settlement. (2)1900 BAKU

I spent an afternoon at Ramsey Solutions in Tennessee with Jason Williams, Vice President of Sales for the EntreLeadership Division. What stood out wasn’t the size of the operation or the fancy building. It was walking into a room where sales reps genuinely wanted to talk to their leader. Most sales floors feel like number factories. Reps avoid their managers. One-on-ones get rescheduled. And everyone wonders why performance stays flat despite “investing in our people.” Sales leaders say coaching matters. They talk about developing talent. Then they spend their days staring at dashboards and asking why the team isn’t getting better. Real sales coaching looks nothing like what most organizations call coaching. And after watching Jason work, I’m reminded why so few leaders actually get this right. What Sales Coaching Actually Looks Like Jason told me about one of his reps who started missing quota. Here’s what usually happens: Manager pulls up the CRM, points at red pipeline metrics, asks what happened. The conversation goes nowhere. Rep gets defensive, makes excuses, promises to work harder. Nothing changes. Jason took a different approach. He asked about his rep’s life. Turned out he was stressed about buying his first house. That weight was bleeding into his work, affecting his confidence on calls, making him hesitant to push for commitments. So Jason got into the field with him. He listened to calls. He rode along on appointments. He watched where deals were actually stalling. Then they debriefed what he observed. “Here’s what happens when pricing comes up.” “Let’s tighten how you handle that objection.” Zero mention of quota or pipeline metrics. The rep turned it around because someone cared enough to understand what was broken and help him fix it. That’s what coaching looks like. Managers react to outcomes they can’t change. Coaches focus on behaviors that create future outcomes. Why Most Leaders Don’t Coach The biggest barrier isn’t that leaders don’t want to coach. Most genuinely do. The problem is they don’t know what they’re looking for because they never see their reps in action. Think about last week. How many discovery calls did you listen to? How many demos did you observe? How many customer meetings did you attend just to watch your rep work? If the answer is zero, you’re coaching from spreadsheets instead of reality. You’re looking at lag indicators (closed deals, pipeline value, activity counts) and trying to diagnose skill gaps without ever seeing the skills in action. Jason blocks time every week to observe his reps. He's not there to supervise them or take over calls. Just to watch. Then the coaching becomes specific. He can say, “when that prospect brought up budget concerns, you deflected instead of asking questions,” instead of just “you need to handle objections better.” You can’t coach what you don’t see.  The second barrier is culture. In typical organizations, admitting weakness feels dangerous. You’re supposed to be confident, crushing it, always having answers. So problems stay hidden until they show up in the numbers. By then, it’s too late to coach. You’re in damage control. Creating an Environment Where Problems Surface Early Jason builds what he calls a “safe space” for his team. When a rep is struggling, he starts the conversation with curiosity instead of judgment. He asks open questions about what they’re experiencing, where they’re getting stuck, what feels hard right now. When reps admit struggles, he treats it as useful information, not a character flaw. A rep says, “I’m nervous on C-suite calls,” and Jason’s response is “okay, let’s work on that,” not “you shouldn’t be nervous.” Then he follows through. If someone admits they’re stuck, he actually helps them. He role-plays the situation. He rides along on the next similar call. He provides tools and frameworks. The rep sees that honesty led to help, not punishment. Over time, reps learn that surfacing problems early gets them solved. Hiding problems just makes things worse. So they start talking about what’s actually happening instead of pretending everything is fine while their numbers slide. The first time someone admits a weakness and you respond with frustration, you train the entire team to stay quiet. Managers say they want transparency. Few consistently reward it. How to Actually Build a Coaching Culture If you want to coach instead of manage, you have to make developing people the primary job.  Jason is clear that his main responsibility is making his reps better. Everything else supports that goal. Pipeline reviews and forecasting matter, but they exist to serve sales coaching, not the other way around. Protecting coaching time is non-negotiable. One hour per rep per week, minimum. When conflicts come up, the internal meeting gets moved, not the coaching session. Getting better at coaching matters too. Most of us got promoted because we were individual contributors. Nobody taught us how to develop other people. So we replicate whatever leadership we experienced, which is usually mediocre. Your reps practice selling every day. You should practice coaching. Role-play difficult conversations with your peers. Practice giving feedback. Work on observation skills. Treat coaching like the professional skill it is. And you have to measure what matters. If you only track team revenue, you’ll optimize for short-term numbers at the expense of development. Start measuring coaching conversations. Track whether your reps are improving on specific skills. Monitor how long it takes new hires to ramp. When I walked through Ramsey Solutions that day, I could feel the difference. Reps weren’t avoiding their leader. Retention was better. Performance was compounding over time instead of bouncing around based on whoever happened to be hot that quarter. What Happens Next Look at your calendar from last week. How much time did you spend observing your reps versus reviewing their numbers? How many true coaching conversations did you have versus pipeline reviews? If that ratio doesn't reflect what you say your priorities are, you've found the gap. Your reps don't need another dashboard. They need a leader who sees the work, understands where it's breaking down, and knows how to help them improve. Sales coaching isn't reacting to results. It's shaping the behaviors that create them. The question is whether you're willing to make that your real job. — Ready to build a stronger sales team? Download our FREE Small Business Guide to Sales Training and get the framework for developing high-performing reps.

It's officially the offseason for Stugotz, Mikey A, and Taylor so that means its time for some games. "Here's a Headline" wonders about the futures for A.J. Brown and Maxx Crosby as well as some rule changes in the UFL. "Keep 3/Cut 5" focuses on current head coaches who haven't won a Super Bowl and More Mikely's has the guys discussing Aaron Rodgers' future.See omnystudio.com/listener for privacy information.

Federal immigration crackdowns and fraud investigations in deep blue states like Minnesota and California have sparked protests, some turning violent. The Trump administration claims many demonstrations are not organic but orchestrated and funded by “dark money” groups. In this episode, we examine the funding trail with Seamus Bruner of the Government Accountability Institute. Get the facts first with Morning Wire.- - -Ep. 2644- - -Wake up with new Morning Wire merch: https://bit.ly/4lIubt3- - -Today's Sponsors:Boll & Branch - Get 15% off your first order + free shipping at https://BollAndBranch.com/wire with code wire.Hello Fresh - Go to https://HelloFresh.com/morningwire10fm to Get 10 free meals + a FREE Zwilling Knife (a $144.99 value) on your third box. Offer valid while supplies last.- - -Privacy Policy: https://www.dailywire.com/privacymorning wire,morning wire podcast,the morning wire podcast,Georgia Howe,John Bickley,daily wire podcast,podcast,news podcast Learn more about your ad choices. Visit podcastchoices.com/adchoices