Podcasts about PL

Re-releasing a DAT listener favorite! Chris Sands and Brent Saunier are on the podcast to talk about the hottest topics in the dental accounting world. Founding partners of Pro-Fi 20/20, these dental CPAs chat with Kiera about how to reduce overhead and expand the number of patients coming in, expense metrics from the hundreds of offices Pro-Fi works with, a tax rule you NEED to live by, what to stay away from financially with your business, and a ton more. Pro-Fi 20/20 is an accounting business that the Dental A-Team recommend. This episode is a goldmine of information from two fellows who know what they're talking about — especially with regard to the dental industry. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera. And today we are bringing you something so special. I am so excited because this is one of our most popular episodes from the archives. Whether you're hearing this for the first time or catching it again, I am so excited because it's jam packed with a ton of takeaways that you can start using right now in your practice. We have released thousands, literally thousands of episodes. And I wanted to start bringing a few of these amazing episodes back for you. So I hope you enjoy. And as always, thanks for listening and I'll catch you next time.   on the Dental A Team podcast.   speaker-0 (00:31) today I wanted to bring on two special guests. These are actually CPA in the CPA world. Believe it or not, Dental A Team actually consults this company. So we definitely love them. They went a step above most CPA companies and they really wanted to get to know the ins and outs of the dental world. So I'm super jazzed to bring them on and to just have them dive into some of the hot topics in the accounting world. ⁓ two people that I trust and recommend heavily. ⁓ I   They are one of my top three CPA firms that I refer and recommend constantly. So I'm excited to welcome Chris and Brent from Pro-Fi. How are you gentlemen today?   speaker-1 (01:06) Awesome, Kiera. Thanks so much for having us. We're excited to be with you.   speaker-0 (01:10) Yeah, absolutely. Brent, how are you doing today?   speaker-2 (01:12) I am doing great. I appreciate the invite. I'm looking forward to this 30 minutes with you.   speaker-0 (01:17) Yeah, absolutely. Well, who knows? We'll see how long this ends up going, guys. Brent, can't put a time on us. It could be dangerous zone.   speaker-1 (01:24) You're lucky he said he's doing great because we're in the heat of extended tax season, so he's kind of in the trenches. Lucky he's in a good mood.   speaker-0 (01:32) I know Tiffany has been trying to get back out to you guys to see you and Beth you heard this awesome rock star in the company She keeps saying like tiff. It's like extended tax time or it's this or it's that deadline I'm like, my gosh, you guys just have I think you're secretly adrenaline junkies of CPAs even though you don't come across that way But I think you love it cuz tax season I feel is just like adrenaline rush like trying to get to the deadline. I just can't imagine that stress like   Every quarter every year you just hit it. So props to you guys. That's not my world but super jazz to have you guys on here. ⁓ so Chris let's dive in I know there's some things so we're gonna kind of hit on overhead we're gonna talk about some taxing some Some things to be aware of i'm just so excited because this is a world I don't know and I do purposely bring really really talented and educated cpas and financial advisors onto the podcast because I'm we have a three-fold approach in our company. It's focusing on   Money and finances making sure your business is profitable you as a person and as an individual and then systems and teams top to bottom So I am big I think as a business owner. I wasn't profitable when I first started. I didn't know how to look at my numbers I didn't even know what the heck over influence. I was like googling how to figure it out So i'm just jazzing you guys are here. So Chris kind of take us away I know you had some great topics for today and i'm excited to just   Rift a little bit with you, dive into these things, things that are really tangible for our practices now, especially where you guys work with hundreds of offices across the nation. Lots of good data to be pulling out for our practices listening.   speaker-1 (03:04) Sure, well, ⁓ Kiera, I think that there's a lot of discussion around, does the DSO world seem to do a better job with overhead than the private practice world? I think a lot of private practice doctors are wondering that, they're frustrated or how do I get my overhead down? And a lot of times, I think when you focus on expenses, you tend to attract expenses. And in our world of accounting, I will often tell doctors that, ⁓   Accounting cannot make you money, it cannot generate revenue. The expenses part is the easy part for us that we can work on trying to reduce some things, but you either have a revenue problem or an expense problem. And in most cases it's actually, you creating enough revenue on your fixed expenses? And most of dentistry doesn't understand how simple that is to scale the dental business model when you look at it from a high level.   You scale a business and reduce overhead with doctor production. Okay. And so that means you need enough patients to see the practice that I worked in from my experience was 40 to 60 new patients a month per doctor, per full-time doctor. And it means you need to be reinvesting enough into marketing. And I'll talk about that, that expense or reinvestment of marketing in a minute to get those new patients. And you need to be.   monitoring the phones that get answered properly and there's conversion rate of those inbound calls to appointments scheduled. And then the real job is case acceptance. Okay, and so here I am in an accounting firm coming on your podcast and I bet you didn't think I was gonna like be talking about case acceptance.   speaker-0 (04:46) was like, wonder we didn't talk about all your time. I'm just kidding.   speaker-1 (04:49) So, know, dentistry is really the product that's being delivered. And if you're ethically diagnosing the need and creating the treatment plan, your job is to help the patient understand the urgency and necessity of fixing the problem and paying you to do that work. So your job isn't really the dentistry itself, it's case acceptance.   And your first task is to become great at case acceptance yourself as a practicing clinician. But then the real task as the owner is to be able to teach other doctors to become good at it. So I think, you know, the only the only variable overhead that the dental business model has is paying doctors a percentage of the dental collections that they create. And then you have labs and you have supplies.   associated with the dentistry that's delivered. those expenses are variable. They track with the amount of dentistry that gets done. Everything else is fixed overhead when you really think about it. Marketing is fixed and it only changes based on your choosing. Your team expenses are fixed and they only change when you hire or fire. Your rent and facility costs are fixed. Your equipment costs are fixed and only changed by your choosing. And the various required admin costs, they're all pretty much fixed. They only change by your choosing.   So if you can create more doctor generated collections with the same team and fixed expenses, your profit margin goes up, your percentage overhead, your percentage overhead to collections ratio goes down. Okay. And so I guess we see most private practice or single, should certainly say single location, solo doctor practices. We see them failing at this because they choose not to reinvest enough.   back into the business, into that marketing for new patients. They're not monitoring the phones. They're not training their team. They're not training their doctors on case acceptance. And they're too closely focused on just the clinical delivery of the dentistry. Don't get me wrong, that's required, but that's not what makes you successful or financially successful. So I can give you ⁓ some generic ranges for expenses, but the real thing is that   You know, the real way to scale a business is to generate more revenue on the same overhead. That's kind of the definition.   speaker-0 (07:20) And isn't that basically then probably the DSO model because they have lower fixed costs per se. They've figured out how to have centralized billing, centralized call center, centralized. So many things centralized that they don't need all these different things. So solo practices, if I'm understanding correctly, they've got all the costs associated, but they only have X number of revenue where when you start to add in those multiples of practices,   That's where your fixed costs, it's going, yes, of course your fixed costs will increase a bit, but I mean, I do know our fixed costs did not go up that much more when I added our second practice to it because I already have my base of fixed costs there and then we're just able to add more revenue. Is that kind of what you're saying? Am I understanding?   speaker-1 (08:01) Yeah,   I mean, you know, that, part about centralizing is, know, when you, when you do have multiple locations, I would say three or more, then you can consolidate the amount of team that's working the front desk into one location. Instead of needing three to five team members at the front desk in every office, you may only need three to five team members for all three offices. You're having one of the best things by the way, as kind of an aside, one of the best things that private practices can do as they grow is to get those phones off the front desk. You know, let.   speaker-0 (08:20) Right, right.   I agree.   speaker-1 (08:30) You know, like there needs to be, that needs to be in a totally separate admin space. But, ⁓ you know, I get asked that question a lot. Like my overhead is 65 % and how can I afford to hire another associate doctor and pay them 30 or 35 %? Well, you know, that doctor is going to create new collections. That's the point. It's not to give them your patients. It's to grow the number of patients coming in that, that you as one doctor maybe are stressed.   and you hire the next doctor and you've got to continue to invest in the marketing to keep your job as the owner is keep the chairs full, right? As long as the chairs are full, if that associate doctor is ethically diagnosing like you are, if you guys have a ⁓ clinical standard of care in your practice, if you guys talk about how you treatment plan and your treatment planning the same way, that's all required. But here's the real test. You know, how do they connect with people? How do they, how do they,   establish a relationship, establish trust and get them to move forward with that treatment. So I think dentists hate to use this word in dentistry, but the job is kind of sales. You know, if you believe in your product of dentistry to solve this need and like, again, if you diagnose decay and they don't get rid of it, you failed. I could go on a tangent on that, but the new doctor will bring new collections and you might have to hire at most, you know, an additional   speaker-0 (09:46) Yeah.   speaker-1 (09:55) Assistant or two and that would be a new fixed overhead. You would increase your fixed over it slightly But other than that the doctor covers all their costs with their their percentage pay the labs that are associated with it that the supplies are associated with it and You should net somewhere in the ballpark of 40 to 50 percent on the new collections they create and that that just adds to your profit Because all the other fixed overhead stays the same   speaker-0 (10:19) So I think there's a few things on there of like, I just, think it's a matter of realizing a lot of people bring on associates though, because they're tired, they want more free time. They don't want to be working as much. And I think it's important to clarify that if that's your model, that's totally fine. Everybody knows on the deadline team, I am not somebody who judges. I think everybody has their own personal path.   And so whatever jives with you and resonates with you. So if you're wanting to bring on an associate to have more free time, to not have to produce as much, fantastic, but realize that that overhead might not trickle down because now you're kind of replacing your cost with an associate that you're paying. And some doctors I know don't take as much pay as they would pay an associate per se, which to me, I think is a somewhat failed model. I'm really big on prepping and preparing for that associate, paying yourself as if you were an associate. So you know, these costs before you bring on an associate.   ⁓ but I really think it's important to note that because like you're saying that overhead will go down as long as the doctors are producing. And as long you're able to bring on that other doctor and have them produce, cause they should cover themselves. I definitely agree with that. ⁓ also I'm sure people are saying, yeah, but Chris, like in order to bring on another associate, I'm going to have to build out ops. That's a huge cost and expense. So I am curious, what have you guys found in Brent? You might have some answers to this Chris, you might. ⁓ but if an office is having to say, build out two more ops.   in their practice to be able to bring on an associate, how long does it usually take when you're doing build outs for that cost to be recouped and start being more profitable? Because oftentimes I do think that that gets into the problem with a lot of doctors is they're constantly building more to bring on these other doctors. So they're always adding more and more expenses. Like when do they ever break even? So what have you guys seen with build outs and different things like that of that break even point? How long should they plan for it to not be as profitable?   speaker-1 (12:09) Okay, I'm gonna give you a lot of answers on this. So number one, we use a metric called revenue per chair. So, you know, every, you   speaker-0 (12:17) What   do recommend? What do you guys recommend per chair?   speaker-1 (12:19) So yeah, everyone has a space and you have only a fixed number of spaces or operatories you can have in it. And there's only a fixed amount of time and days and hours and a number of doctors that you have. And revenue per chair capacity, we see a range between 25,000 to 40,000 per chair per month. And it does not matter when you do this. This is just, take collections and divide it by the number of chairs you have. ⁓   This does not matter how many chairs are for hygiene or how many chairs are for dentistry. That's your choice. Actually, you know, there are models where every chair can do everything and the patient never, but the 25 to 40,000 at 35,000 of revenue per chair, you're running fairly efficiently and you're going to need to be planning to expand. You're going to start to run out of space. So that's our metric first and foremost. And so if somebody tells us, well,   speaker-0 (12:53) Sure.   speaker-1 (13:09) I've got four chairs right now, but I have space for seven. I haven't built out the other three. I tell them, you don't need to build out the other three until you're approaching that $35,000 a month of revenue per chair. Question you asked, how much does it cost and when do you recoup that? So in my experience, typically it's around $25,000 per ⁓ operatory to equip it, assuming it's already plumbed. ⁓   after you just take that number and say, so let's say you were equipping a few operatories, so $50,000, you ⁓ essentially, your cost of the doctor plus the lab and supplies should max out at 50%. Okay, now they have to be producing. So until you get them, they've produced over $100,000. All right, let me do it per chair.   They need to do over $50,000 per chair for you to get your costs back. After that, you're in the money.   speaker-0 (14:09) which I think is also smart because I don't know. think dentists kind of err on two different sides. Sometimes they're too slow to actually build out. They are so cost conscious and so concerned about that build up, about the cost of the chair, about all the other things that they're missing, that that one chair is going to generate several thousands of dollars of revenue. I've had a few doctors where I'll say, sure, no problem. We'll do a deal. I will happily pay for that one chair and you pay me all.   the revenue that comes through from that chair for the next three months. That's all I ask is three months. and I know I'm going to come out way ahead of you because it will generate and it will produce, especially in high producing practices. So I think so often people are just so scared to do those build-outs because they see the cost or they do the flip side where they believe like, if we build it, they will come and they're overly aggressive and they don't have necessarily the patient base or the doctors in play to be able to accommodate that. So   I love, I need to agree. It's either cut costs or increase your revenue. Like that's really overhead.   speaker-1 (15:12) One more way to think about it is, you know, if they have patients that are having to wait so many weeks or months to schedule out to come in. if you can calculate your collections divided by the number of patients seen for any given time, for year to date or for a full year, you can get your average revenue per patient. Okay. And if you know your average revenue per patient, you know how many either new patients or how many more patients you need to fill that chair to cover the cost.   Okay. So if your average revenue per patient was, you know, $1,500 per patient, um, and the cost of that chair is 25,000, just take 25,000 divided by 1500. And that'll tell you how many patients have to be seen in that chair before you pay for that chair. Sure. You're to be in the money, you know, it's in terms of the construction. That's another basically upfront, one time fixed costs that you're going to cover. And then all the future revenue that it's going to generate. So.   Maybe if you like, think before we end this topic on overhead, I'll give you kind some of our expense metric. ⁓   speaker-0 (16:18) Sure, yeah, absolutely.   Well, hang on, before you go into expense metrics, I want to bring up one piece that I think often gets missed, because you're saying like we're in the money. But I also want to bring up something that I really love to point out, and that is return on emotion. Some people don't want to bring on an associate. Yes, like as a business model, you can be more financially successful with an associate. Yes, you can, having more chairs, more build out, more practices. ⁓ But I also want to point out there is a return on emotion. There are sometimes   Bigger headaches, they're also sometimes less headaches with bigger organizations. I personally love to consult larger practices. The pettiness, the cattiness, the smaller drama is way less in larger practices or multiple locations. So like that drastically drops down. They figured it out. They're dialed into systems. But at the same time, I think it's important for people to assess that return on emotion. You might have a dreamy life. You might be doing exactly what you want and sure you could produce more.   But if you're off work at say two or three o'clock every day and you work two or three days a week and you're shelling and seven fifty to a million in profit, not a bad lifestyle. So I think it's also important to assess like what you ultimately want and what your return on emotion is before just saying like, I'm going to build because this is the way to do it. I think if you're looking at your practices as a business model, which I personally think a lot of us should look at it that way, ⁓ just to see what you what you ultimately want, what's your end game. And that's also where I love financial advisors of   Like what is your total term? Like where do you want to get? Does it make sense to grow? Does it make sense to stay where I'm at? ⁓ I think oftentimes we, we forget that return on emotion and how that is. We always think of like return on investment, but what does that return on emotion too? So just want to put a plug of like, I think everyone's on their own path, their own journey. Definitely agree. There are lots of ways that you can be insanely profitable and having multiple practices is a great, great, great business play. And you're able to help more practices. I'm all in favor.   You're gonna have multiple locations. Make sure you're doing awesome dentistry because sure, it can be very lucrative. Just be ethical because I think that plays out long-term. So Chris, with that, what are some of the metrics you guys look at? Because I agree, I love to hear people's metrics. I think we're pretty closely aligned with you guys on metrics, which is another reason I really love working with you guys and your clients.   speaker-1 (18:32) So I think if you ⁓ were to survey the Academy of dental CPAs and all of their, what you see them put out statistically, they're gonna tell you the metric of one to 2 % for marketing. When you go and you immerse yourself in the DSO world and their conferences and get to know what they're doing, you're gonna see more of an average of six to 8 % reinvestment into marketing. DSOs have a harder time with retention. They have more patients going out the back door. Private practices.   degraded retention, but they don't often invite enough people to the party. So we don't go by the one to 2 % number. think that's an area where people try to, they're trying to keep costs down. You know, your business is the greatest asset that you own that provides the greatest return and you have the most control over. So you should be reinvesting in it more than you reinvest in the stock market or anything else. So our metric for marketing is three to 8%. Private practices, like to see at least three to five.   I mean, excuse me, in GP practices, in specialty practices, especially like orthodontics, needs to be on the higher end. Team expenses between 20 to 30%. We certainly try to keep that under 30%. Team expense does not include doctors. Okay. So that's all of your, all of your, uh, your, your entire team, including a hygienist as well, but not doctors, uh, dental supplies somewhere five to nine, five to 10 % labs.   speaker-0 (19:36) Yes, absolutely.   speaker-1 (19:58) four to 7%. So again, those dental supplies and labs really should not be greater than roughly 15 % total. Rent and facilities, five to 9%. What does that mean? So if you have a high percentage in your rent and facility costs, if your rent facility is let's say nine, 10, 11%, that means you're probably not maximizing the space and getting the collections that is possible there. Again, using that revenue per chair metric.   When you're on the lower end, if you have 4 to 5 % rent of facility, means you're running very efficiently. You're probably going to be running out of space and need to expand or potentially relocate or get another location. And then there's general administrative costs somewhere in the range of 4 to 10%, depending on the practice type and what additional folks they have.   speaker-0 (20:48) Cool.   speaker-1 (20:50) That's it on everything.   speaker-0 (20:51) No, I love it so much because I think so often people don't look at their P &Ls and they don't even know what they should be targeting for. It's just like, well, do I have money left over or do I not? And then I don't know. like all of that combined should equal about 50 % there. Is that correct? Those are 50 % and then doctor pays 30 % to give a 20 % profit margin. And then you subtract debt services from that. that kind of your guys' model? That's what I've heard. It's what I typically recommend.   speaker-1 (21:18) Roughly. mean, yeah. You know, I, the most ideal is that I think when the average doctor starts to work with us, their profit margin is in the twenties, the 20 % range. our goal is to get them into the forties. Okay. And everyone does chase this like 50 % number, but I will tell you that eventually if you have to scale again, if you have to reinvest, that's the part like you're, drive yourself nuts. Would you rather have, you know, 50 % of 1 million or do you rather have 40 % of 3 million? Right.   You know, and that's that. So it's not always just about that overhead percentage. Uh, it is about if you choose to scale and you're, you're buying, you're reinvesting some of your, your overhead percentage, you're reinvesting some of your money to buy back your time. Like you said earlier, okay. Um, whether that's on multiple doctors or not, you know, being a slave to the chair is difficult and high risk to you as a business owner. It's one of the riskiest business models there is.   speaker-0 (22:12) Right.   I think that that's such a good point.   But guys, you don't know, can, Pro-Fi is fantastic. You can reach out to them, have them help you with your PNLs. Also your current CPAs, you can get a chart of accounts and give them these percentages and say, this is where I want it to be. Help me get there, give me some information because a lot of CPAs are not dental specific and they might not know these industry standards. And I agree with you. I also think it's important to think of growth years and also profit years. Some years you are definitely massively.   reinvesting into the practice and you might not be sitting at as high of an overhead, but you're doing it with the intent. Like when I bring on new team members, when you bring on new doctors, your overhead is going to go down. It should go down because you are investing and you're growing, but you need those people. This year on Dental A Team is a growth year. I am heavily bringing on new team members. My overhead is not as great as it has been in the past years. But if I, like you said, chase that X number of overhead and never invest in that growth,   I can't get to the next level of where I wanna go. So I thought that was really, really helpful. Thank you for that, Chris. And I know now we wanna spin over to Brent. Brent's been hanging out silently over there of some tax things. And I do love that you guys ying and yang on practice metrics because that's what we're all about. And then the tax world that I'm like, here's the thing. Here's my take on taxes. I am so grateful to live in a country where I get to pay taxes to have my own business. Like I truly think that is a massive blessing of the country we live in.   With that said, I also think it's my responsibility as a business owner to be as savvy as I can on taxes and not overpay on taxes because I'm just dumb and I'm not actually looking at strategy using smart people beyond myself to do it. So Brent, I'm so jazzed. Talk to us kind of about some tax things that you've been thinking of that your clients are dealing with.   speaker-2 (24:00) Yeah, absolutely. So I remember a few early evening calls with you and you're calling and saying help.   speaker-0 (24:06) It was in December last year, like literally right before the end of the year. And I was like, Brent, I owe so much dang money in taxes. Any ideas? It's fine, guys. It's fine.   speaker-2 (24:19) One of the foundations of Pro-Fi that we built it on is education. So we are very big believers in educating our clients to understand, first and foremost, how do you even generate taxes? So the number of conversations we have with dentists that just don't have a basic understanding is really astounding to me. So we first take an approach of, you have to understand how do you generate income tax? You generate income tax by the salary or W-2 you take.   and profit. The key thing here is it does not matter if you take a dollar of that profit out of the business, you still owe tax on the profit. So here, when you're looking at your P &L, let's say a doctor has a half a million dollars of profit and they choose not to take it home and leave it in the business, they will still pay tax on half a million dollars. I had a call today, the exact conversation is like, why didn't take any of the money home?   speaker-0 (25:18) It doesn't matter. were profitable brother, sister, like rock on. Happy day for you.   speaker-2 (25:23) You know, as Chris was alluding to, if you choose to reinvest in the practice, do marketing or other items like that that are deductible, that will obviously reduce your burden. The second thing, the second biggest mistake is don't underestimate your effective tax rate. So Chris and I have, we call it, I guess the golden rule or the 40 % tax rule. And that is geared towards over-preparing a business owner when it comes time to send in those quarterly estimates.   And I'll come back to that one in a minute, but the 40 % tax rule, if you have a pen, I would write that down because that is a rule to live by. And also ask your CPA advisor, whoever they are, whether it's us or your other another CPA, ask them before you make the decisions. So I got a call yesterday from a doctor in South Carolina. He's like, hey, I want to buy a machine that's going to cost me $85,000. My equipment rep said I'd get a 40 % tax deduction.   Just about that much.   speaker-0 (26:23) That was a clever salesperson.   speaker-2 (26:26) Yeah, they all do it. We love equipping reps. No badging equipment reps. But understanding, depending upon your entity type, whether or not you will be able to deduct that in the current year is a huge thing that you have to understand. Chris and I have seen so many doctors over the years that have come to us after the fact. And I think we've done a great job of educating, hey, I bought this equipment, it's $100,000.   When we do the tax return, it's like, you're not involved deducted. They're like, why not? The equipment reps that I could. So just make call your advisor before you do it. That's the best thing you can do for yourself.   speaker-0 (27:02) Well, and I, to that point, I just say like, you should have experts on your board as a business owner, people that you genuinely trust for taxes. And like you said, ask them, ask your rep about the best products and what they're seeing of results within the patient's mouth. Cause that's where they're experts. But I'm just going to put a massive plug, like, gosh, the number of dollars I have spent personally, because I didn't ask,   If we can save anybody even a couple of grand, like you're welcome. You're welcome. Just ask, ask before you do it.   speaker-2 (27:36) Right, absolutely. Then I kind of look at what are some things that you can do to make sure you're not blindsided by that tax surprise? ⁓ One thing we do is we always recommend in your business, you have to run multiple bank accounts. And one of those bank accounts is a tax savings account. Your business should fund and pay for your personal tax bill. So think about like ⁓ grandmother's cash envelope system.   create different buckets in the business, move the money out of your OpEx account because, know, like for me, if I have 20 bucks, $20 in cash in my pocket, I'm going to spend it. But if I put it away in the bucket where it's intended, it'll be there when I need it.   speaker-1 (28:18) My bucket, right?   speaker-0 (28:19) Yes, you can just send them my way this year Chris. It's fine Brent. It's fine I'll take him but Brent I want to speak so highly to that because ⁓ It really does help. I will also put a plug of like have really good financial planners and tax planners with you because I am actually really really good at saving money for taxes What I really get frustrated with is when it comes to December and I have been saving and I have been putting that away ⁓   And then they're like, Kiera, you owe an extra X amount. And I'm like, what the heck? I've even saved this. So that's where I also think it's really pro to have really good CPAs that are that actually no tax. So I am curious. You guys tell me the truth, because I don't know how this works. I'm not a CPA, but I swear every year I get a call December 1st and it's like almost a double what I've already saved for the whole year. And I'm a saver. Like I don't spend a dime in my business.   speaker-1 (29:14) call you get all year long, Kiera.   speaker-0 (29:16) It's not well, I have a monthly call with them and we even plan for taxes, but this year my quarterly taxes It's okay guys. I'm interviewing new cpas. It's okay. my cpn doesn't listen to the podcast I don't think if so, it's great. We've had a good run for several years But like that's where I get a surprise. Is it common? Should you be getting a surprise call on december 1st? If you've got good tax people, and you've been planning and preparing and putting money aside all year long is that   speaker-1 (29:41) As you answer this question for her and I would go over safe harbor estimates, but Kiera to set you up for what Brent's going to say. What happens is somebody tells you a number and you kind of start to operate like a zombie and you're like, okay, I put that number away, put it away and you did it. And you're like, okay, I put the number where you told me, but at the same time you're trying to grow your business.   speaker-0 (30:06) To that point though Chris I'm gonna like back on this because I think I'm actually a really smart business owner But every freaking year this happens. I'm trying to fix this and hopefully someone   speaker-1 (30:15) I think it has to do with your growth.   speaker-0 (30:18) I   overestimated what my growth would be this year. So I said I was going to be double what I was last year and we're coming in at about a 70 % growth of what I was last year. So I gave my CPA a 30 % extra window to project on me and we're still coming up a hundred, I'll say a different number, but I'm coming up more than I had saved.   almost three times as much as they had saved for me. cause I get burned every single year. So I'm like a squirrel with nuts and I put away for tax savings in my company because I never know what I'm going to owe. And it scares me. So with that said, I agree with growth. If you can, if you can project where you're going to go and you're having consistent quarterly meetings with your CPA, is it common to still have a massive like uptick in December? I would ask.   speaker-1 (31:04) No, it's not.   So look, to keep it simple, like, you know, I'm kind of talking on the managerial accounting side of things and Brent's talking on the tax side of things. If you're meeting with that accountant and you look at that bottom line profit, okay, you owe 40 % of that profit, whether you took it home or not. And then if you made any estimated tax payments, you can subtract those tax payments from that 40%. Okay. ⁓ And then you can apply some deductions and maybe bring the number down.   speaker-0 (31:24) Agreed.   I'm asking for a friend hashtag myself right now I mean I get better every year around taxes because I hate the surprise and I think most people do but I also wanted to point out I'm like I think I'm pretty savvy with business I talked to a ton of CPAs like this isn't like my first day running a business So and I'm happy to hear and with that 40 % So here's another thing that I've also which maybe I'm just dumb Maybe I'm just coming around the block to this so you guys can tell me ⁓ but it's 40 % of the profit correct like   And that profit also includes my W-2 as a business owner. So I've got to like...   speaker-1 (32:10) That profit is after your W-2. Hopefully your W-2, you have normal withholdings. Sure. you're like zero or one, you can kind of pretty much say, hopefully the federal and state taxes are all withheld from that for you. Right. have to worry about it. Okay. It's the profit that's left over after your W-2 and all the other expenses of the business you have 40 % on. So Brent, tell her about what happens at the beginning of the year.   When we talk, they those first estimates. think everybody starts to like, they get glued to the estimates and they never update them.   speaker-2 (32:41) Yeah, so a couple things. So, Kiera,   speaker-0 (32:45) Call   you in December, Brent. We're going to have this conversation in year two.   speaker-2 (32:49) Maybe we should start in January for next.   speaker-0 (32:51) I like that strategy is much better. I'm like I've even I started my tax meetings in July this year guys Like this is how much I'm paranoid and I'm like they're just shelling a ton on me again And I'm like how does it happen every year? I don't I don't understand so   speaker-2 (33:05) Here's a trend I noticed over the last four years. you know, there was in 2017, there was the Tax Cuts and Jobs Act, which changed the tax code. also changed. There's also been changes to the payroll tax tables. So I would take UW2, look at your federal tax withheld and divide that by your taxable wages in box one. More than likely, it's going to be in the 10 to 12 % range.   If you were in the 40 % tax bracket, you're already 30 % short on your taxes. Let's say you pay yourself $100,000. If you're 30 % short, that's a five digit dollar. So that's where I'd first start. And that is very, very, very common. You will not see any withholding in a W-2 being over 25 % unless you manually requested that from the payroll company.   speaker-0 (33:39) Right.   speaker-2 (34:01) bonuses or automatically taxed at 25%, but your regular payroll is probably in the 10 to 12 % range. So that's one reason it's happened. What Crystal's talking about, so let's say that we prepare your return in April. So let's say your 2020 return and every accountant will do what's called a safe harbor tax estimate, which basically says your estimates will be 110 % of your prior year tax.   speaker-1 (34:30) The IRS wants you to put 10 % more than last year away, like pay them in advance. They like you to do it quarterly because collecting money once a year is a bad business model.   speaker-0 (34:40) And it's a bad business model.   speaker-2 (34:42) So like Chris said, when a client gets those estimates, and let's say they're $25,000 a quarter, they are fixed on $25,000 a quarter. So what we do is with all of our clients in June and early July, we actually run tax projections or mock tax returns the upcoming year. We pull their year to date profit, we get all their deductions and we project out if that original safe harbor estimate has changed.   Then we do it again in November and early December to make sure that you're still on track and also looking for additional ⁓ tax strategies. But to answer your question from earlier, should you be surprised with a big number? No, not if you're doing proper planning.   speaker-0 (35:30) with like a little variance, but I just want to point that out because I think so many business owners get scared of taxes and this year, don't worry guys, it's on my vision board by the age of 36. I will be a tax expert. I look at it every single night. I have no desire to be a CPA, but I really think it's important as business owners to educate yourself on taxes and like you said to plan and to save for it because otherwise it's just this always surprise bill that creates stress. For me as a business owner, I know often I just feel like   I don't dare spend money because I'm gonna get hit with this big unknown. And so I'm like this girl, I literally have four tax savings accounts in my business right now. And they're in like four different business accounts, so my CPA can't see them all. Because I'm like, you come to me every year with this huge surprise and every year it's like double what I thought you were gonna say. And like I'm grateful to be very successful in what we do. However, I don't think business owners should be surprised, especially if you have a good CPA. So I just wanted to like find out like, that normal?   I feel like I'm on the anomaly, but good to know on that.   speaker-1 (36:33) Tax surprises cause cash flow problems.   speaker-2 (36:39) So Kiera, let me quantify that one of   speaker-0 (36:41) Guys,   don't worry. Everyone on the podcast, this is a Cura therapy session. You're welcome to be attending this. So we're glad.   speaker-2 (36:48) So can there be a tax surprise? Yes. The reason the tax price might happen is if you told your CPA, hey, I'm going to be doing these improvements and they're going to be done by December 31st. If in December you tell them, well, it didn't work out and I'm not going to have all these expenses. And yes, you're going to, you're going to get a surprise because you didn't, your plan didn't follow through. The other thing is talking about the separate tax account in the business. It's,   speaker-0 (37:12) That's fair.   speaker-2 (37:18) Absolutely recommended, but the most important part is you cannot spend it on anything but your tax bill. You cannot not rob Peter to pay Paul. That is probably the biggest mistake you could make is saying, well, I'll take it now. I have eight months to put it back in.   speaker-0 (37:34) That's like that makes my heart stop. I feel so stressed for people and also for anyone who wants to know like you I wish you could see the zoom right now with me Brent and Chris You know these guys love what we're talking about because Brent is literally getting like so excited and so animated talking about this So that's just when you know people are good at what they do I get so geek I'll geek out on dentistry and systems and like how we can help you and they're jazzing about some some tax benefits here So I agree. I think that if you aren't doing that, I also like the thought of 40 %   Do you guys recommend, because I know another piece to it, which I realized this year was like charitable contributions. I'm LDS. And so having charitable contributions, 10 % is something that I was like, that was funny. We didn't prepare for that. So that's like another check that I wasn't planning. And then also like SEP and 401ks. Do you guys have anything that you recommend for that of having a tax savings fund, but also building up those other funds and those payments that you'll be making to reduce your tax bill? Yes.   but those are also pretty big expenses, depending upon how your business does every year. How do you guys manage or navigate that? Or should I just be saving more? Because again, I'm like building these funds up to this, I've got four accounts, because I stress out about it.   speaker-2 (38:44) So Chris, I'm gonna let you take that one on the cashflow. It's really cashflow planning.   speaker-1 (38:48) Yeah, a lot of questions in there.   speaker-0 (38:50) Cool, like I said, this is why I podcast guys, because I can ask my own personal questions.   speaker-1 (38:57) In terms of okay, should you be doing okay. what do you want me to start a chair charitable chair?   speaker-0 (39:03) Just   like I think that a lot of people might get quote-unquote surprised at the end of the year because not only do we have a tax bill to pay, we have charitable contributions that we're paying. We also have 7401Ks. Like there are quite a few other funds that need to be paid out again to reduce our tax bills to help us. But those are also cashflow that you need to have on hand as a business owner to be able to front that money. So I've been also thinking that could be why other people feel like it's a surprise at the end of the year, just all lumped into taxes when it is just other pieces to help reduce that tax bill for you.   speaker-1 (39:33) if   something is important to you, then it needs a separate bank account. if charitable giving is important to you, I think you should have a separate bank account so you can visually see that you've got it ready to pay. And in order to make it tax deductible, it does need to be a 501C3. can't just be any random, say, it's... Right? So ⁓ when it comes to all of the retirement accounts, mean, ⁓ 401Ks and IRAs and simple IRAs and all of that,   speaker-0 (39:51) about last year.   speaker-1 (40:02) Roth, that's like the smallest fraction. That's like the, you know, the entry level league of the tax code in terms of savings. And it's, it's really kind of the stuff that the masses can do. I certainly think it's important to save and save for retirement. think when you're a business owner and let me say this, mean, upfront, I'm a contrarian. I think when you're a business owner, you have to be a contrarian and know that not everything applies to you the same way as everyone else. Sure. I, my bias is I have a much.   stronger tendency to say, you know, spend the money in your business or put the, I should say, invest, reinvest the money in your business for growth, because it's going, there's an asset value to that, to that business. need to learn what that is and what you one day can exit it for. And it creates, gives you the most, you know, income. ⁓ If you put money into a 401k or you put money into marketing in your business, you get the same tax deduction. So that's a question. If you're looking for like year end stuff, you know,   You could put the money into the, into the retirement plan, or you could prepay some expenses for next year. ⁓ You lot of people, think don't trust their business, which is weird because it's the thing you have the most control over, but they don't trust their own business. Typically it's cause they're not really great at managing their own cashflow and having discipline. And so they're, they're hesitant to invest the money in the business. And they'd rather go roll the dice and put it in the stock market. And at the time of this podcast recording, let me tell you.   We are in a recession. It has already begun. Everything is very high. Stock market's high. Real estate is high. Your business is one of the safest places to put your money right now. It provides you an inflation hedge, okay? And it creates revenue. ⁓ And it's tax deductions. I'm a big believer in putting the money into your business or getting another business. I think Brent can talk about, know, people ask us like, what are some of the largest   speaker-0 (41:47) Right.   speaker-1 (41:56) deductions you can play in. Like what, are the bigger things you can do outside of a 401k? Tax deductions. Generally speaking, the tax code rewards you for doing things that improve our economy. And that's primarily investing in businesses, you know, adding another location, employing people and commercial real estate, commercial real estate is a big one. Again, commercial real estate's really high right now. It may not be the perfect time to be buying or building. Cause all of the costs are really high.   save that cash, even if you have to pay some taxes, save the cash for liquidity for the tough times. when this recession happens, most practice owners are going to stop investing in their business, they're to stop marketing. And you got to do the opposite. That is the time where you can do all of that at its lowest cost. that's when millionaires are really made is during recession. So I'm going on a tangent now. You got me passionate   speaker-0 (42:50) No,   I like it. I like hearing it because I like thinking of other things. think so often you said it really well of business owners want to contract. They want to not reinvest in themselves. It's like, well, like let's put it in the stock market because that's what I heard that we should do. But I really do love that mindset. And that's why I love podcasting. That's why I love talking to different people. This is why I bring you guys on here because I purposely, intentionally bring different ways of thinking out there. You've got to make your own decisions.   But I'm a big like when people are zigging, I want to zag. So right now real estate's hot. Commercial's hot. The stock market's hot. Like I literally am sitting here just thinking like, here, just sit on some cash. Like, like you said, I might have to pay more taxes on it, but sit on that cash because you know, it's going to drop. And during that time, that's when you do the exact opposite of what everyone else is doing. So I really love that advice. And I think it's wise and it's prudent. I also love what you said, Brent, of having the 40%.   A lot of people say do 30%, but agreed a lot of dentists do tip into that 40 % tax bracket. And I would much rather over prepare than under prepare. Chris, to your point, I really love also having the buckets for like we said, charitable contributions, if you're going to do ⁓ 401ks, but I really, agree with you too. I think reinvest in your business. Look to see, I do end of year spending. I look to see what I could reinvest in, what things are gonna propel us the most. I look at marketing, I look at website rebuilds, I look at.   Different softwares that are going to propel us forward different ways to make our our practice more efficient What things are really going to invest in our company and our team? To make it and then I just do fun things like, know trips places I definitely don't get much ROI on that except for emotional ROI, but I know I know this is a longer podcast guys I really hope and I also hope team members listening realize that this is not just for business owners. I think that this is also   Individual tax prepping make sure you are preparing look for ways that you can reinvest in yourself What things could you prepare for what things can you build out? Do you have separate savings accounts for different things that you're going to maybe you don't have to save for taxes But guess what maybe one day you will be a business owner So teach yourself the discipline to save now to look for reinvestment. I also think is super valuable. So I want   speaker-1 (45:05) team members, for those team members, what side hustle can you create? What side of business can you create? know, and what, what commercial or what even residential property, rental property could you create to give yourself rental income? And there are deductions that come along with that. But if all you do is just do your day to day job, whether you own a business or don't own a business, you're not going to save anything in taxes, nothing significant. got it. You got to create some value in the world out there.   speaker-0 (45:29) Agreed. say deliver the biggest and best value. So you guys teased me. So I want to wrap up our podcast with some things to not be doing. You guys have kind of like a hit list right now of some things, some tips that a lot of us might be doing that are cracking down. I know I have been privy to some of these things as well. So take us away. We'll wrap this up with just some, some of that hit list of what not to do. ⁓ and   you know, as we get in there, thank you guys for sharing all that you have. Thank you for doing a personal session with me already. So I'm excited for the hit list now.   speaker-2 (46:01) So I would say the biggest one that I've seen is the fascination that doctors have with crypto.   speaker-1 (46:01) Go ahead, Brent.   speaker-0 (46:12) Brent, it's because we're bored. We don't know what else to do with ourselves, so we're like, why not throw a little into crypto?   speaker-2 (46:17) Here's the problem. So I have about a half a dozen doctors over last six months. They called me and said, Hey, I put $200,000 into the crypto market, Bitcoin. And I'm like, really? Where did you, where did you write the check from for that investment from the practice? Here's the problem. If that practice is an S corporation and they invest that money in crypto and they hit it big, they could potentially blow up their IRS S corp election.   and the IRS will take it away from you. So if you're gonna do investments, do not write the check from your practice. You can take the money home as a distribution, then put it into crypto, but do not do it through your business.   speaker-0 (47:01) This is a moment where I just had like a, I'm like, good. I'm glad I did that at least right. even knowing. Why is that?   speaker-1 (47:03) Sorry.   So that one, I mean, that one can cause some serious damage. ⁓ But the other ones that I think nobody wants to hear when they're listening to this, and I get in all these battles on social media, Facebook groups and all that. But the two things that come up over and over and over again that everybody's kind of cheating on and they're going to get busted on is number one, paying employees and especially dentists and hygienists, paying them as 1099 contractors.   This is going to get you in trouble not only with the IRS, but with the Department of Labor. And there are some significant penalties. There is a black and white 20 question checklist that the IRS provides. You can Google that. You can find it directly on the IRS website. And it goes through a checklist of yes or no questions to determine if you qualify to be a 1099 independent contractor or if you fit the requirements of a W-2. And to simplify it,   The main thing is the element of control who controls the schedule, who tells you which patients you're seeing and when who's providing all the materials and the tools and equipment. And 99 % of the time, anyone in dentistry falls under the category of an employee. Pretty much have to be a specialist that owns their own separate practice already coming in part time in order for you to 10 99 them. And if you're 10 99ing them, you're 10 and you have to do it to their business. The other thing that doesn't work is when, you know, they're like,   Oh, I'm an individual doctor. I'll just set up an S corp and you can 1099 my escort. The IRS is not stupid. Again, they're they're looking at what are your what is your role within that that place that you're receiving the income from the revenue from. So anyway, everybody hates that. But I'm telling you, I   speaker-0 (48:58) I   don't think it's a, it's not a good place to play with fire. Um, I have a really, really, really awesome unemployment lawyer, um, and employment lawyer. He represents Uber Lyft Red Bull. He's in, um, San Francisco. If you guys need him, he's amazing. Reach out to us. Hello@TheDentalATeam.com. Um, but he told me he said, Kiera Uber and Lyft, which I personally think I'm no lawyer guys. I'm not there. Uber and Lyft to me are the epitome of 10 99 contractors.   but they are, ⁓ they're coming down, they're cracking down on it. And ⁓ I have heard that it is no longer just a small offense. It's a pretty big offense if you misclassify. To me, really, I'm a risky person, but I believe in being smart and also paying people the way they should be paid. As much as it's not fun, we transitioned our whole company and I just think play that one safe because labor laws are not something to ever mess with, in my opinion.   speaker-1 (49:51) Yep. And you know, the government has shelled out a lot of money through this pandemic and they've got to collect it and get it back. And they're going to get that back from small business owners. And, ⁓ you know, our, our dependent care systems of Medicare and social security are very fragile right now. And that's the one thing they do not want you to screw with. And so they collect that money through W2 payroll. They're going to, they're going to force more and more than everybody's W2, especially in the occupation of dentistry. Second thing is the cars. Okay. Everybody wants to run their cars through the business.   You might be allowed to run a car through your business. It depends on what type of business you're in. If you're in real estate and you're showing houses and you're driving your clients around, you can probably write your car off through your business. But in dentistry, you're going to sit across the table from an auditor and they're going to say, what does a car have to do with the business of dentistry? The IRS tax code says that your business expenses must be ordinary and necessary to the business for them to be deductible.   What does the car have to do with the business of dentistry? How is a vehicle ⁓ justified as 100 % business use as a necessary use in order to do dentistry?   speaker-0 (51:00) What if it's a wrapped vehicle that's marketing?   speaker-1 (51:03) That's different. there are very specific guidelines in the IRS tax code about what is marketing for a vehicle. must be fully wrapped. It can't just be magnets. It can't just be stickers. But it has to be significant that's used for marketing. What we find is not a lot of doctors want to wrap their test up.   speaker-0 (51:23) Because they're ticked off with the patient that Ruekinaal didn't go super well and they're cutting people off on their drive home and you don't really want your flashy business to be that car.   speaker-1 (51:31) Right. I mean, and to make it legitimate, mean, the car has to be legally registered in the business name. It has to be covered under business insurance, not your personal insurance. The loan has to be under the business name, not your personal name. And there's a, you know, most people are not doing that. They're doing, they're buying it personally. They're just making the payment out of their, out of their business. And they think that they can deduct the whole thing. And this is not true. There's even greater scrutiny if the business tries to buy, if the dental business tries to buy a vehicle.   and depreciate it, take it as 100 % use. So I know people hate to hear that, but I would just caution everyone listening, stay away from 1099 and cars in your business. But everyone's.   speaker-2 (52:12) doing   it!   speaker-0 (52:13) I heard a really great quote one day and they said Kiera everything's deductible until you get audited and I was like That's really good advice. I appreciate that. So guys, ⁓ Chris and Brent. Thank you guys for coming on the podcast Thank you for being people that I can call Brent. Thank you for being my December, you know midnight hour friend I loved last year. You said care. There's really not much we can do. Maybe we should have done this in January. So ⁓   But truly, I just appreciate you guys helping so many doctors. know you help a lot of our clients. Shout out to those clients that we mutually work together. I love working with CPA companies. I think we're a good peanut butter and jelly together. We help grow the practice, make them more profitable. You guys make sure that their books are in line. Give us the guiding stars of what levers to turn to help the practices. You take care of the taxes. So it's a really good yin and yang and   I hope all of you listening today found a lot of value. Team members, look at this for yourselves. Get the side hustle. I hope this spurred some, some topics, some conversation. Team members, can also help your practices reduce that tax bill. look for ways that you can spend end of year, just different things. So I definitely think team members have a lot of play in this as well. So Chris and Brent, thank you guys so much. It's super fun. If people want to connect with you, ⁓ maybe they're done with their CPA. Maybe they just want to find out if.   There might be another option out there. How can they connect with you? I know you guys specialize in DSOs, larger group practices, but also the solo practices as well. How can people connect if they're interested?   speaker-1 (53:40) Sure, so check us out online at our website, Profi2020.com. That's P-R-O-F-I-2-0-2-0.com. ⁓   speaker-0 (53:47) You did   that because 2020 was such a great year that you guys want to remember. ⁓   speaker-1 (53:53) That marketing plan went out the window. It was 20-20 clarity to give you clarity on your finance.   speaker-0 (53:54) No.   I   just thought I'd throw it out there. So no one will forget Pro-Fi 2020. 2020 was most memorable year guys. Don't forget it. They don't want to forget it ever.   speaker-1 (54:07) We have tons of free videos, a lot of great content on there. Check us out on our YouTube channel, all social media, know, at Profi2020. We're very easy to find. ⁓ But we're managerial accountants. It's way different than financial accountants out there. Make sure you look up that difference and know what you're asking for. ⁓ And we always do free consultations for anyone who would like it.   speaker-0 (54:29) Awesome. Well, Chris and Brent, thank you again so much, guys. Go check them out, Profi2020. Chris and Brent, they are the owners of the organization. So super grateful for you guys coming on here.   Kiera Dent (54:38) I hope you all loved today's episode as much as I did. It is crazy to think that this many episodes have been released since we started the Dental A Team Podcast. And I started looking to say, my goodness, our listeners need to be reminded of some of the things they may have learned a year ago or two years ago or five years ago, because so many things in our practices weren't relevant back then when we heard them, but they are relevant today. And I would be doing you a huge disservice if I didn't re-release some of these episodes for you to remember, to refine.   to optimize and really truly if you ever need a topic or you're like, my gosh, I wonder if the Dental A Team has anything like this, go onto our website, TheDentalATeam.com, click on our podcast tab and you can literally search any topic. So whether it's overhead or hiring or firing or team morale or engagement or case acceptance or hygiene   onboarding or whatever it is, we have so many episodes for you. And so I am going to intentionally be   re-releasing some of the top best episodes for you, pulling back some of the ones that I needed to remember, some of the things that I feel for you to really, really relearn right now and to re-remember, or if it's the first time, welcome. I'm so happy you're listening to it, but I hope you truly enjoyed today's episode. I hope that you share this with somebody. I hope that you go and implement today because we only have one day. We only get today. And so making today the best that it possibly can be. If we can help you in any way, shape or form, reach out Hello@TheDentalATeam.com.   And as always, thanks for listening and we'll catch you next time on the Dental A Team Podcast.

Procurement doesn't have a data problem. It has a data delusion. For 25 years, the function has told itself the same story: if we can just clean up our spend, we'll finally be in control. And yet here we are… swimming in the same dashboards, drowning in fields, and still struggling to answer a simple question: what do we spend? In this episode of Buy: The Way…To Purposeful Procurement, Jason Busch, founder of Spend Matters and now a self-described builder of AI "co-workers," returns to the podcast to pressure-test BuyLaw #5: "prioritize comprehensive, high-quality data." If procurement wants to operate in a world of AI employees, continuous validation, and P&L accountability, their data cannot remain partial, fragmented, or shaped by suppliers.  Jason draws a sharp distinction between the roles or entities that manage procurement data: copilots, agents, and what he calls digital co-workers (multi-agent infrastructures capable of executing complex work autonomously). But all that capability comes with a catch. When the marginal cost of activity drops toward zero, the absolute risk of bad data increases exponentially. Humans have the battle scars and the intuition to know when something isn't quite right with the data. AI doesn't, unless we explicitly teach it what 'right' looks like. That's where procurement's comfort with incomplete data becomes dangerous. For decades, the function has relied on narrow slices of information: negotiated price, historical spend, maybe a market index or two, but in an AI-enabled world, that's insufficient. Jason explains why context means everything – supplier financial health, commodity forecasts, tariffs, inventory signals, competitive pricing, risk data, contract performance signals, governance structures, and the cultural guardrails that determine how decisions are made. If procurement feeds incomplete, biased, or poorly governed data into increasingly autonomous systems, those systems won't just make mistakes faster; they'll actually end up institutionalizing them and making procurement's data problem unnecessarily worse. Jason's advice for procurement is pragmatic and urgent: set up a data governance committee tomorrow. Not to tidy historical spend, but to define what data matters, which sources are trustworthy, what tolerances exist for error, and at what point autonomous systems are allowed to act on that data. In a world of digital co-workers, incomplete data isn't a nuisance. It's a real, human liability. Links: Jason Busch on LinkedIn Rich Ham on LinkedIn Learn more at FineTuneUs.com  

„Ideme rušiť to, čo sme zrušili. Vyzerá to trápne a absolútne nepripravené“ – Andrej Danko, šéf jednej z koaličných strán. Ak ešte cez víkend chrlil kritiku na premiéra svojej koalície; ak ho vyzýval na vyvodenie politickej zodpovednosti za „chaos“ pri rušení úradu na ochranu oznamovateľov, aktuálne hovorí, že sám zvažuje, či ostane na poste podpredsedu parlamentu. Po víkende, keď ho jeho SNS opäť potvrdila v pozícii svojho lídra.A premiér pokračuje v načrtnutom – zhodiť zo stola „legislatívnu mŕtvolu“ v podobe zákona o rušení úradu na ochranu oznamovateľov korupcie. Slovensku totiž hrozí, že by prišlo o stovky miliónov z Plánu obnovy.Po roku opäť avizuje návštevu Moskvy, s ktorou chce oslavovať víťazstvo nad nacizmom.A ak sa opozícii podarilo vyzbierať podpisy pod mimoriadnu schôdzu o odvolávaní obžalovaného podpredsedu parlamentu Tibora Gašpara, skúškou odolnosti pre Smer a jeho podporovateľov bude až 37 pojednávacích dní, maratón, ktorý sa roztočí v máji.Čím žije Slovensko a čím jeho politická reprezentácia? Pozrieme sa na to s Petrom Bárdym.Podcast pripravil Jaroslav Barborák.

Rog and Rory are back to break down another wild weekend of Premier League action, including Arsenal's win over Everton, punctuated by Max Dowman's game sealing goal. Did the Gunners just punch their ticket as Premier League champions? And what does the future hold for Max Dowman? Plus, Tottenham get a desperately needed point against Slot's Liverpool. Then, Manchester United look to be Champions League bound. Can anything prevent Michael Carrick from being appointed full time manager?Order Rog's new book We Are the World (Cup) today!: https://mibcourage.co/4brQpgGCome see Men in Blazers LIVE in Atlanta! Tickets on sale now: https://mibcourage.co/3OwXrHTChapters 00:00:00 - Liverpool vs. Tottenham Hotspur reactions00:14:05 - Sticking with Igor Tudor?00:17:10 - “Not good for Arne Slot”00:21:37 - Meet our NEW MiB Podcast dog00:23:26 - Arsenal vs. Everton reactions00:33:29 - Max Dowman's first Arsenal goal00:35:52 - Dowman, Generational Talent?00:46:32 - West Ham vs. Manchester City reactions00:55:05 - Manchester United vs. Aston Villa reactions01:02:31 - Chelsea vs. Newcastle reactions01:10:29 - Will Andoni Iraola stay at Bournemouth?01:12:03 - Michael B. Jordan - Oscar winner & PL minority owner01:13:07 - Around the Premier League01:16:44 - Letter from a GFOP: Oscar winning soccer filmsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Many managers today spend more time on paperwork and individual tasks than actually coaching their teams. This lack of true leadership hurts the employee experience and stops a business strategy from succeeding. In this episode, Emily Field and I talk about her strategic transition from a McKinsey partner to becoming a first-time Chief People Officer at LPL Financial. She shares her initial 30-day "learning tour" where she focused on listening to employees to understand the company's unique culture before building her people strategy. We also unpacked her "People Leader Operating System" and a "talent flywheel" designed to improve the talent lifecycle from hire to retire. We explore the 50/50 performance management split to measure both business outcomes and human values, as well as using AI as a "superpower" to assist work while keeping human judgment as the main partner. Emily also explains the "people P&L" dashboard to track leadership data, the "align-empower-reinforce" model for training 1,300 leaders, and the importance of rewiring business processes to remove friction for employees. For CHROs, this is your guide to scaling a people-first culture and building a future-proof organization. ---------- Start your day with the world's top leaders by joining thousands of others at Great Leadership on Substack. Just enter your email: ⁠⁠https://greatleadership.substack.com/ Future-ready organizations are built, not hoped for. My latest book, -The 8 Laws of Employee Experience shows how. Order here: 8exlaws.com

Join Josh & Adam for Episode 320! We chat a massive awayday win a long way north in Sunderland, we also talk the PL in general, the ten day break, the turnaround in form and more! #podcast #bhafc #brighton #premierleague #premierleaguepodcast #premierleagueclub #englishfootballclub #brighton #football #footballpodcast #SAFC #Sunderland

Sponsorem dzisiejszego odcinka jest aplikacja BookBeat, która służy do słuchania audiobooków i czytania e-booków.KOD: ROCKIBORYShttps://www.bookbeat.com/pl/rockiborys?utm_source=spotify&utm_medium=podcast&utm_campaign=PL-rock-i-borys-3125&utm_content=textlink-spot-epi-description-45d&utm_term=deal3(00:00) Bookbeat fragment sponsora(11:50) Przerwy(18:43) Oscary i Wartość Sentymentalna(29:45) PlayStation testuje dynamiczne ceny(35:25) Kącik drukarski(45:05) Jeff Kaplan(53:20) Nowe informacje o XboxZmienne ceny gier na PlayStation Store. Posiadacze PS5 mogą się zdziwićhttps://www.komputerswiat.pl/gaming/konsole/dynamiczne-ceny-w-playstation-store-roznice-nawet-przy-tych-samych-grach/9tw62x9Jeff Kaplan: World of Warcraft, Overwatch, Blizzard, and Future of Gaming | Lex Fridman Podcast #493https://youtu.be/H9rF1CSSh-w?si=q8PexBWBiOp6slrPFrom GDC: Building the Next Generation of Xboxhttps://news.xbox.com/en-us/2026/03/11/project-helix-building-next-generation-of-xbox/Microsoft's GDC 2026 Keynote — Everything Announced on the Future of Xbox and Project Helixhttps://www.ign.com/articles/microsofts-gdc-2026-keynote-live-report-building-for-the-future-with-xboxXbox just revealed Gaming Copilot is coming to "current-generation consoles" later this yearhttps://www.gamesradar.com/games/xbox-just-revealed-gaming-copilot-is-coming-to-current-generation-consoles-later-this-year/Grupa Rock i Borys na FB - https://www.facebook.com/groups/805231679816756/Podcast Remigiusz "Pojęcia Nie Mam" Maciaszekhttps://tinyurl.com/yfx4s5zzShorty Rock i Boryshttps://www.facebook.com/rockiboryshttps://www.tiktok.com/@borysniespielakSerwer Discord podcastu Rock i Borys!https://discord.com/invite/AMUHt4JEvdSłuchaj nas na Lectonie: https://lectonapp.com/p/rckbrsSłuchaj nas na Spotify: https://spoti.fi/2WxzUqjSłuchaj nas na iTunes: https://apple.co/2Jz7MPSProgram LIVE w niedzielę od osiemnastej - https://jarock.pl/live/rockRock i Borys to program o grach, technologii i życiu

Dass Fußball mal keine Rolle in seinem Leben gespielt hat – daran kann sich Joti Chatzialexiou wahrscheinlich gar nicht mehr erinnern. Von den Straßen in Frankfurt Sachsenhausen über die Plätze der Eintracht bis zum Deutschen Fußballbund hat er immer mit dem Fußball in verschiedenen Funktionen zu tun gehabt: als Spieler, Trainer, Funktionär. Seit Mai 2024 ist der 50-Jährige Sportvorstand beim 1. FC Nürnberg. Im Gespräch mit Frank spricht er über seine linke Klebe und seine Lieblingsspieler, welches Lebensgefühl er in Griechenland hat und wo er seine DfB-Medaillen lagert. Über wertvolle Mundpropaganda, anstrengende Nebenjobs und den Geschmack seiner Kindheit. (03:10) Passkontrolle (07:40) Klischee-Check (17:40) Unbekümmerte Kindheit: "Ganove mit Auge" (29:35) Teenagerjahre & Studium: "Ich habe immer viel gearbeitet! (44:25) Mentoren, Bauchgefühl & "Migrationsquote" beim DFB (01:02:15) Fußball: Straße & Schreibtisch (01:18:00) Vorstand beim 1. FC Nürnberg: "Ein Blumenstrauß an Themen" SUPPORT: Halbe Katoffl unterstützen: https://halbekatoffl.de/unterstuetzen/ Paypal: frank@halbekatoffl.de Steady: https://steady.page/de/halbekatoffl/about Überweisung/ Dauerauftrag: Schreib an frank@halbekatoffl.de | Stichwort: KONTO PODCAST WORKSHOP & BERATUNG https://halbekatoffl.de/workshops/

JOIN SHERI HORN HASAN @ https://www.karmicevolution.com/astrologically-speaking for the latest podcast which drops today March 13!This podcast begins by reminding us that we're not in the waning stages of the monthly lunar cycle that began with the February 17 Aquarius New Moon solar eclipse that asked us to plant seeds that help solidify our humanitarian beliefs & that progressive change should benefit all humans equally.What we got, however, by the February 24 waxing first quarter square of the Gemini Moon to the Pisces Sun, was a growing curiosity & questions about why the ideologues in power have more backwards beliefs about true equality.By the March 3 Virgo Full Moon lunar eclipse, our mission was to reveal (& release) all vague, confused & confusing answers to questions seeking facts. Especially since by then the United States had joined Israel to attack Iran on February 28, shortly after the third-quarter waning square of Mars to Uranus on February 27, surprising many. However, by the March 11 third quarter waning square of the Sagittarius Moon to the Pisces Sun, tension grew from asking questions that received no straight or verifiable answers to those focused on the overall strategy & end game for this war.And, as Jupiter stationed direct at 15'05” Cancer on March 12, the energy shifts to where we stand—both personally & collectively—in terms of morals & ethics. Retrograde since last November, Jupiter tasked us to go deep about whether we've been following our heart & souls' true knowledge about what is ethical & moral, or whether we've simply acquiesced to the beliefs of those in power.VENUS IN ARIES, JUPITER DIRECT: MORAL JUSTICE FOR SEX TRAFFICKED RAPE VICTIMSMeanwhile, as more Epstein documents continue to be released, since VE entered war god Mars-ruled Aries on March 6, & as it waxed toward a sextile to PL in AQ March 9/10 there was this from the NYT March 9: “Alexander Brothers Found Guilty of All Counts in Sex-Trafficking Trial The verdict comes more than a month after the trial began in Federal District Court in Manhattan where the jury heard weeks of emotional and often graphic testimony.“Three brothers, including two who were among the country's most prominent real estate brokers, were convicted in Manhattan on Monday of engaging in a yearslong conspiracy to traffic women and girls for sex.“The brothers — Tal and Oren Alexander, who regularly closed multimillion-dollar real estate deals in New York and elsewhere, and Alon Alexander, a security executive — were found guilty on every count they each faced, and could now all face life in prison when they are sentenced on Aug. 6.The verdict comes more than a month after the trial began in Federal District Court in Manhattan, where the jury heard weeks of emotional and often graphic testimony from 11 women who had accused the Alexander brothers of rape or sexual assault. Jurors deliberated for 21 hours. In some cases, the brothers — Tal, 39, and Oren and Alon, twins who are 38 — used drugs to incapacitate their victims before raping them.” We might hope that this is a bellwether for the Epstein scandal & that it's the beginning verdicts that help quench the thirst of those seeking long deprived justice for sexual abuse via international sex trafficking crimes. And that Venus in Aries will ultimately succeed in her her fight to restore the natural order of reverence for feminist anima as sacred.MERCURY RETROGRADE'S BLASTS FROM THE PASTThis podcast also delves into the reemergence of people & events from the past rearing their heads again today. Hmm, speaking of sexual abuse, might this recent verdict be a bellwether for the Epstein case as we learn that FBI is now investigating his sprawling Albuquerque, New Mexico, “Zorro Ranch” property,” which it neglected (or bothered) to search back when. A little Mercury retrograde action again, since the FBI knew about this property a long while back…Next, of course, is the Iran attack redux since both Israel & the U.S. claimed to have obliterated this nation's nuclear capabilities after their attacks back in June of 2025. Oops, maybe not…maybe it's during Mercury's retrograde in Pisces we were able to learn we were lied to, eh? Especially when we remember that Mercury's Hermes is known as “the trickster” in Greek mythology, there's the outdated intelligence used by Defense Department to target what it thought was an Iranian military structure that turned out to be a girls school.U.S. at Fault in Strike on School in Iran, Preliminary Inquiry Says, according to the NYTs on March 11: “Outdated targeting data may have resulted in a mistaken missile strike, according to the ongoing military investigation, which undercuts President Trump's assertion that Iran could be to blame…"...Striking a school full of children is sure to be recorded as one of the most devastating single military errors in recent decades. Iranian officials have said the death toll was at least 175 people, most of them children.” And of course answers  from the U.S. Government to direct questions have been muddled & vague. Since Mercury is related to communication, we also have the reemergence of names like Kari Lake-- remember her? She's the right wing former candidate for Arizona Governor who Donald Trump last year appointed as the head of Voice of America, the international broadcast arm of the U.S. Government.There was this from AP on March 8: “Judge Voids Mass Layoffs at Voice of America…Federal judge rules Trump Administration's action to dismantle Voice of America are illegal. The ruling, which said that Kari Lake's appointment to oversee V.O.A.'s parent agency was invalid, was a major rejection of President Trump's attempts to dismantle the government-funded news group.”WATER, WATER, EVERYWHERE, NOR ANY DROP TO DRINKNext, we have the ongoing fall out of the attacks on Iranian infrastructure which seem to align with the recently begun Saturn/Neptune cycle in Aries. Numerous events, including the attacks on Iranian desalination planets, & Iranian retaliation toward nearby Gulf states have resulted thus far in destroying the ability of millions to access clean drinking water.According to the New York Times “…desalination plants in Iran and Bahrain were struck during the escalating conflict, with Iran accusing the U.S. of hitting a facility on Qeshm Island [the largest island in the Persian Gulf] that supplies water to about 30 villages, while Bahrain blamed an Iranian drone for damaging a plant there. “Analysts warned that attacking desalination infrastructure — a primary source of drinking water for millions in the Gulf — marks a serious escalation that could threaten civilian survival and broaden the war's impact beyond military targets.”Never mind the fact that this war has caused the Iranians to close their side of the Straits of Hormuz (Saturn=boundaries; Neptune=water, Aries=action), through which 20% of the world's oil transits. And that the rest of the world struggles to make up for this shortfall by releasing strategic petroleum preserves to tamp down the rise in oil prices, which may see oil rise to upwards of $200 per barrel, as per some experts estimates.And, of course there's the fact that bombing Iran has resulted in setting back the cause of preventing future damaging climate change for who knows how long, but at least decades, according to experts.PISCES NEW MOON: PLANT SEEDS OF GREATER EMPATHY FOR REAL VICTIMSAs we head toward the March 18 Pisces New Moon, which brings both luminaries together at 28'27” PI at 1:20 pm PT & 4:20 pm ET, they are also waxing toward conjunctions with Neptune at 1'42” Aries & Saturn @3'56”, as they begin to separate from now. This podcast delves into more about this lunation, & how by the time it arrives we'll also have the exact conjunction of wounded healer Chiron to chaos-inducer dwarf planet Eris. That's in addition to the March 15 conjunction of Mar & Mercury retrograde in Pisces.The Pisces New Moon chart for Washington, D.C., places the Chiron/Eris conjunction in the 7th House of partnership & partile opposite the Libra Ascendant & transiting Part of Fortune. It seems clear, imo, that America's lack of empathy for those who its actions have killed, maimed, or whose security it has destroyed--& the ensuring pain & chaos it has caused, will not be looked upon kindly by the rest of the world, either friend or foe.Learn more about the current & future Astro News You Can Use @ https://www.karmicevolution.com/astrologically-speaking when this  latest podcast drops today March 13! We look also at the Pisces New Moon's square of Venus to Uranus, its position in Donald Trump's chart & how it depicts impulsive decisions that spark trouble for our partnerships. And how, by the time we reach the April 1 Libra Full Moon, we'll be asked to release the Aries Sun's shadow side of going it alone, partnership be damned…See you later! Namaste…

Send a text✈️ Lufthansa verschärft ihre Beförderungsbedingungen – und das betrifft viele Reisende!Wer bei einem Ticket eine Teilstrecke auslässt (z. B. Hidden-City oder veränderte Reisepläne), musste bisher oft nur kurz informieren. Doch seit Februar 2026 gelten neue Regeln:Passagiere müssen jetzt aktiv erklären und sogar nachweisen, warum sie einen Flugabschnitt nicht genutzt haben.Der Hintergrund ist ein Urteil des Bundesgerichtshofs, das Lufthansa dazu zwang, ihre Bedingungen anzupassen. Die Airline reagiert nun mit strengeren Anforderungen:Reisende müssen beweisen, dass sie bei der Buchung ursprünglich die komplette Reise antreten wollten und sich ihre Pläne erst später geändert haben.In diesem Video erklären wir:• Was genau sich bei Lufthansa geändert hat• Wann eine Nachberechnung des Flugpreises drohen kann• Welche Rechte Passagiere weiterhin haben• Warum diese Änderung auch für Hidden-City-Tickets relevant ist

Pre-show: Casey brings us back to Anniversary Corner Related episode of ATP Follow-up: An explanation for John’s post that broke containment (via Thomas Dickson) MacBook Neo John’s theory about color & clamshells The M1 MacBook Air was American Walmarts only. (via Pierre-Luc Gagné) Aside also via P-L: does the Neo run Rosetta 2? MacBook Neo inputs

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No “Estadão Analisa” desta quinta-feira, 12, Carlos Andreazza fala das investigações sobre o Banco Master, que arrastam Brasília para a crise. No STF, ministros tentam uma blindagem das ligações com o banqueiro Daniel Vorcaro, já no meio político, PT e PL têm feito publicações para colar adversários no estrago de reputação provocado pela proximidade com Vorcaro. Ainda no Supremo, o ministro Dias Toffoli alegou ‘foro íntimo’ e se declarou suspeito nesta quarta, 11, para relatar a ação que pede a instalação da CPI do Banco Master na Câmara dos Deputados. A suspeição ocorre quando o magistrado admite relações pessoais ou inimizade com algum citado no curso da investigação. O ministro, entretanto, afirmou no despacho de sete páginas que “foram definitivamente afastadas, por decisão transitada em julgado, quaisquer hipóteses de suspeição ou de impedimento da minha atuação nos processos da chamada Operação Compliance Zero”. A crise do Banco Master está chegando ao eleitor, pesquisa divulgada nesta quarta-feira, 11, pela Meio/Ideia traz dados reveladores. Do total dos eleitores ouvidos, 48% conhecem as suspeitas que pairam sobre Daniel Vorcaro e 30% não têm certeza – um percentual alto para algo que começou com uma fraude financeira de um banco médio. Dos que conhecem o caso, 70% o associam ao Supremo Tribunal Federal e dizem que sua credibilidade fica abalada. E o dado mais importante: 44% afirmam que o caso aumenta a sua chance de votar em um senador que apoie o impeachment de um ministro do STF. Acompanhe Estadão Analisa com o colunista Carlos Andreazza, de segunda a sexta-feira, o programa traz uma curadoria dos temas mais relevantes do noticiário, deixando de lado o que é espuma, para se aprofundar no que é relevante Assine por R$1,90/mês e tenha acesso ilimitado ao conteúdo do Estadão. Acesse: http://bit.ly/estadao-oferta-ytSee omnystudio.com/listener for privacy information.

Triggerwarnung: In dieser Folge geht es um sexualisierte Gewalt und Suizid. Mai 2019: Aurora wird nachts in ihrem Badezimmer ohnmächtig, einfach so. Das kommt der alleinerziehenden Mutter komisch vor und sie beschließt, sich untersuchen zu lassen. Für Tests wird sie auf der Neurologie eines renommierten Krankenhauses aufgenommen. Schon in der ersten Nacht in der Klinik passiert etwas Seltsames: Aurora wird ohnmächtig, aber diesmal hat sie am nächsten Morgen Schmerzen und leidet unter Schüttelfrost. Beim nächsten Aufenthalt im Krankenhaus passiert es wieder: Plötzlich wird alles schwarz und Aurora wacht erst am nächsten Morgen auf. Ihr fällt auf: Beide Male, als sie im Krankenhaus einen Filmriss hatte, kam vorher dieser eine Assistenzarzt zu später Stunde in ihr Zimmer. Was Aurora noch nicht ahnt: Sie ist diejenige, die den Anstoß dafür gibt, dass eine Verbrechensserie aufgedeckt wird, der unzählige Frauen im Krankenhaus zum Opfer gefallen sind. In dieser Folge von „Mordlust – Verbrechen und ihre Hintergründe“ geht es um Frauen, denen Schreckliches angetan wird. Und die von dem, was danach passiert, ein zweites Mal zum Opfer werden. Denn das Schweigen und Versagen von Verantwortlichen und Behörden führt bei ihnen zu noch größerem Leid. Sie beschließen, gemeinsam für Gerechtigkeit zu kämpfen. Expert:innen in dieser Folge: Michaela Huber, psychologische Psychotherapeutin mit dem Schwerpunkt Traumapsychologie Stefanie Höke, Rechtsanwältin **Credit** Produzentinnen/ Hosts: Paulina Krasa, Laura Wohlers Redaktion: Paulina Krasa, Laura Wohlers, Emeli Glaser Schnitt: Pauline Korb Rechtliche Abnahme: Abel und Kollegen **Quellen (Auswahl)** Kölner Stadtanzeiger: Vergewaltigungen im Klinikum Bethel – https://t1p.de/60zs6 Tagesschau: https://t1p.de/we16x Neue Westfälische: Chefarzt zur Vergewaltigung: https://t1p.de/hl6xx ARD: Betäubt und ausgeliefert - https://t1p.de/ncs79 Bericht des Landtages Nordrhein-Westfalen https://t1p.de/nryhy **Partner der Episode** Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte: https://linktr.ee/Mordlust Du möchtest Werbung in diesem Podcast schalten? Dann erfahre hier mehr über die Werbemöglichkeiten bei Seven.One Audio: https://www.seven.one/portfolio/sevenone-audio

This one's for the business owners out there! Kiera discusses all things overhead — what's normal, what's high, how to lower it, and what overhead even means in the first place. She then goes into specific tips of what it takes to lower that overhead quickly and responsibly. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera and oh I hope you're ready for today's podcast today's podcast is one that I Love but you might not love it But guess what after today you're going to love it and you're going to know why because this is an episode for the business owners out there and office managers and team members guys, I   Love, love, love, love, love talking about overhead. What's normal, what's high and how to lower your overhead and what does overhead even mean? And I know that this is something where maybe you've heard it in the past and guess what? One of the greatest tools to learning is remembering. And so today I'm gonna walk you through how we get overhead and how we're able to lower it fast. ⁓ I have found when consulting hundreds and hundreds of offices, the number one pain point is cashflow. We actually just created ⁓ like,   amazing little graph and document of how offices are looking at things and how we, this is like just a pyramid. And if you guys are watching, we're going to see how good I do. Gosh, I'm not, okay, Paul, it's not pretty enough. I won't share it yet, but we actually built this like pyramid to show kind of a proven path from chaos to control and how we go.   Like what is the base layer that causes offices the most amount of stress and how it goes up. so base layer of this triangle is cashflow and profit stability. Then after that, it's time delegation or removing the doctors a bottleneck. Then we go up to systems and consistency. Then we do leadership and CEO transition, and then it's legacy and optionality. So, and this was like really fun because I like put it all together and I was like, okay, guys, I figured out what causes Dennis the most. Like we're talking hundreds and thousands of offices and putting it together.   And then our marketing team was amazing and Paul, shout out to him, he took it and he was like, all right, here, here you go. This is what it is. And what I looked at is so many people come in and like, here, we need systems, like, because we don't have cash. So they think that the systems will get them the cash, but knowing the right system. And this is oftentimes where it feels like whack-a-mole is we're putting in the wrong system, trying to get the outcome. And so it's like putting in the correct lever to be able to move. And then you're like, well, I need a leadership team.   But if you're on cashflow row, you're not thinking about a leadership team. You're like, I gotta get out of the burning bush. But if you're on cashflow positive, you're like, gosh, I'm just like stuck in all the weeds. Well, great, we need like to build you a leadership team and we need to get systems in place for you. And we need to look at which systems are not working. And so that's why I wanted to go into overhead for you today of how, like what is overhead and how is it working for me or against me? And how do I get this down fast, AKA more profit for you. And that's not because we wanna be rich and like,   whatever, I want you to actually be very wealthy. You like put in a lot of time and effort, but we want you to be making profit as a business. If you're not making money, it's a hobby and it's a liability and it's stressful. And we need to get you out of that stress zone so you can do the best dentistry, the best care. So when I look at offices, a lot of times they're not under producing, they might be overspending. And when I look at profitability, there's three levers. We need to produce more, collect more, or reduce our spending. are the three ways to get there.   And so that's how we're gonna look at these. Those three make more profit. So when I look at this and when I look at your biggest pain point that most offices are struggling with is cashflow. And why? Because you were taught to be a dentist, you weren't taught to be a business owner. So you're like, great, I made money, but I don't know how to spend the money and I don't know what I'm overspending. I was talking to someone and ⁓ this is a dear friend to me and she's running her business and this is like leading me into a possible other business idea that's been percolating for me. She was like, Kiera.   She's not in dentistry. She's in a different industry. she's like, Kiera, I made 200,000 this last year. And I was like, dang girl, I'm super freaking proud of you. And she's like, I took them 48,000. And I was like, what? She's like, yeah. And I said, well, hold on. She doesn't have employees. She's solo. And I was like, but why? Like, okay, 200,000, let's take taxes out of there. Even if you're sitting at 37%, which you're not, let's just.   we'll chunk 40 out of that, okay? Like let's do 40%. So was like, that's like 80. That's like really high. You probably are like 60,000 out for taxes. So we'll put you at 200,000 minus 60,000. We're at 140. Where did you spend like a hundred grand? And she was like, Kiera, I don't know. I don't know. And I thought to how many business owners feel like her? How many people feel like, but I made this money, but I don't have it and I don't know why.   Like gosh, 200,000 only taking home 48. Like you might as well go work for someone else. She's like, I worked more. I'm not with my family. I've done all these things. And I feel like that's how I feel so many dentists feel. They're like, I'm working harder than I was as an associate. I have all this stress. I'm not sleeping. I'm not with my family. And I'm not even making the money that I want to be making. And so I'm just really pro of like, Hey, there are solutions and there are ways. I think understanding what overhead is, understanding how business works.   and using it within your dental office is going to help. So, Dental A Team, I'm obsessed with helping you guys have your best lives. ⁓ Our job is to help you hit profit goals, control costs, not always have to produce and work more. Like let's work smarter, not harder. ⁓ And really it's just to positively impact the world of dentistry. We call it the Yes Model. So focusing on you as a human, earnings and profitability, and then systems and team development. Your business should truly serve your life, not the other way around. And so, ⁓   Let's just like dive into what is overhead. I don't want any of you to be like my friend and honest. I'm going to get that friend out of that dilemma. I'm like, I think this is how I was. I think that it comes from, right? Like, why do we build companies? We build them out of like necessity for ourselves. We build them out of like things that we had. We build them from like, I've been there, done that. And here's how I'm going to help you. But we also need to learn how to be really strong business owners. And something I feel like I've been really proud of and something I'm really grateful for is   The language of business has actually made a lot of sense to me. was good with math. used to, you guys ready? Another random Kiera job. ⁓ I was a math tutor for quite a lot of my life actually and taught littles. I didn't go, I was not into calculus. I was doing algebra, geometry, like little kids. I had a whole tutoring business. Like that was another business I started up. Cause I found out what they were paying me as a tutor versus what they were charging the client. And I was like, heck no, I'm doing my own business. It is really hard to do marketing in case you're wondering for tutoring, but.   I got my little business over the summer and drove around all these houses. ⁓ But math has always kind of made sense to me. Like one plus one equals two. And I like it because with math, maths, it's very fun. And so when I look at overhead and I look at targets, I'm like, all right, what does it mean? So overhead is the total amount of money that it costs to run a business. Okay. So that's what overhead is. And you know what? These are pretty slides. So I think Paul will be just fine.   ⁓ We actually have an entire presentation that we did on like preventing cashflow leaks and what is like the dentist profit plan? So I'm gonna actually show you guys if you're watching awesome. I think this will be a fun thing for you to see   Okay, so what is overhead? And I think these slides just break it down really simply. And if you're audio listening, great, I'm gonna tell you what's on the slide. So what is overhead? It's all the costs to run a practice. So we're talking payroll, rent, labs, supplies,   anything under the roof.   It does not usually include Dr. Pay. Now I'm gonna throw a disclaimer. I am not a CPA. Talk to your CPAs about this. I'm gonna just tell you how Kiera has learned it and how it's made sense for me when it didn't make sense, okay? So that's overhead. And I get annoyed with the overhead and this is why I prefer to talk profit versus overhead because the fact that it doesn't include Dr. Pay annoys me per CPA usual guidelines. Now I'm not saying all CPAs, but usually this is like how it is. It's all the costs, but they don't include Dr. Pay because you're a business owner. So like, why should we pay you?   Now, what is profit? Profit is the total after overhead and doctors are paid. So I like doctors to be paid 30 % of production. Think about it, that's what associates are usually paid. You can be 35%, I don't actually care. Like whatever it is. So in this simple equation, we would do revenue or production, AKA collections, minus overhead, minus doctor pay equals profit or available funds, okay? So if we're in a practice and we produce and collect, because if we produce but we don't collect, remember that's gonna hurt.   ⁓ 100,000, we minus 50,000 of overhead costs like our rent, our payroll, our supplies. We pay our doctor 30%, so 30,000. We would have profit with air quotes of 20 grand. Okay, I did perfect easy math for you. If our doctor was 30%, if our overhead was 50%, our profit would be 20 % on $100,000 practice, okay? So these are the levers. We either increase production, decrease costs or increase our collections. That's how we're gonna do it. Now, what is cash flow?   Cash flow is profit minus debt services, okay? This is where it gets weird, because you're like, well, it says I'm profitable and my overhead's good, but I have no cash. Well, this is why, because we have debt services, which oftentimes like our student loans and sometimes they're building loans. Those are debt services that don't actually get included in overhead. And this is a CPA, it's how it gets like deducted down and all of that. So like you can deduct certain things, but that doesn't mean the cash is taken out. It got.   written off, do tell the like laws that are way beyond my pay grade. So profit minus debt services is cashflow. So debt services are practice loans, equipment loans, student loans sometimes are or may not be included in this. You got to check with your CPA and your personal expenses. So what happens is we have a business and this business is producing 2 million for us, okay? Our overhead, let's say we're like really kicking it and we're at 50 % overhead and our doctor is being paid like rock on, doctor's paid.   So we've got money left over, but then on that leftover, yes, doctor, your business is doing well, but you as a human also have expenses. You have your life expense, you've got your student loans, you have all of this, which is why you don't feel like you've got cashflow, not to mention taxes, okay? So when we look at this, what is an ideal over it? And this is where it gets like really hard, like my overhead and my cashflow, and like my overhead's good, but I don't have cash. Well, it's because we haven't like put it all together for you and we haven't made it to where like, okay,   What is John's personal life? What are your costs? What are our debt services? What are the costs of the business? Great, now we set our office goals. And sometimes you have to be careful because your life expenses might be more than your business can produce. And I know that that's annoying and I'm really sorry, but we have to also live within our means of what our business can do. We can't squeeze out our business when we're looking at it and we're like, well, shoot.   you might be overspending. again, I'm not here judging. There's no judgment here. I just want to be realistic. One plus one equals two, always in math. And that's why I enjoy it. So when we look at this, our goal is to have you profit 20 % and an overhead of 50%. Remember, 50 % overhead of the cost, 30 % doctor pay, 20 % profit. That does not mean you're taking home 20 % of that profit and of doctor pay. You owe taxes on that. So that's super fun. Take that out. Just like my friend, right? We took taxes out. And then from there, we got to pay our debt services. We've got to have our life. Then whatever is left.   Over is your cash. That's why it's hard. So this is where people are like, I don't get it, Kiera. No, you do. And I'm gonna teach you, okay? So we wanna have those. Now, when we have an overhead calculator, what we do is we wanna get this to 50%, 60%, like that's great. Cause the less we spend, the greater our profit is, right? Like if I make a hundred dollars and I only spend $20, I have $80 left over. That's great. But if I have a hundred dollars and I spend $80, I don't have $20. We made a hundred.   but how are we spending? So again, it's either increased production, increase our collections, because your production might be there, but if your collections are lagging, you might not have as much cash. Why? You produced it, but we didn't collect it. That's a big problem. But if we produced and collected what we need, then what's our spending? And I will tell you, usually expenses can be pretty high. So we look over here, and on this example here, I've got it at 60 % total overhead. So like our payroll should be about 30%, dental supply should be about 5%, lab should be about 7%.   facility equipment 8%, advertising 2%, office supplies 1%. Like break this down however you wanna adjust it. Your rent might be so hard, bank charges I hope that they're less than 3 % for you. But all these add up and you can adjust these and these can be moved around and say like maybe if we only had our payroll at 25%, I'm not here to say pay your team less. We just are looking at like what things can we do? In this scenario on the screen, doctors only at 20 % of this and their profits 10%. Well, it's because our-   Our overhead is at 60%, we're high and we have debt services of 5%. That's why. So costs really do matter. So if we collect 100,000 and our overhead before we paid our doctor was 73,000, our overhead is 73.82. That's without even paying our doctor. Well, then our doctor got paid 20%, okay? So 73 plus 20, we're at 93%. Woohoo, we're living on the edge there. We have debt services at 5%, this poor doctor is negative.   They got 1.18 % on a $100,000 collection month. They're not quite negative. Like their total overhead over there, it's like not where we want it to be. So it's negative based on the thing, but their net profit on a hundred thousand is 1100 bucks. Well, that feels like junk. Like, yeah, I got paid 20 grand, but after I paid everything out, my total expenses for this, and this is where I think people get weird. And that's even before we paid taxes. My overhead was 73, my doctor salary is 20,000.   my debt services were 5,000. So we add all that together and that's how we get up to that 98, which leaves us with 1176. That's annoying. They're not doing good. This is where the cashflow crunch happens. So when we look at this, and this is why I really love to show you like what is cashflow, what is overhead, and hopefully you're able to see that. And if not, hopefully I explained it well enough for you. And I wasn't just talking on the screen. I tried to make it to where you guys could hear it and see it. But when we look at this, this is where I get annoyed because like, okay, what can I do then to reduce it? I just told you.   We either look at what are we spending and I just gave you some parameters. So can I get my payroll or my supplies or my labs down? Can I give my team a 4 % of collections from last month and that becomes our supplies? Yes, you can. And we can start tracking that. So there's little things we can look at and we can see what can I reduce down? How can I trim this down? And honestly, trimming your overhead. So we stop spending. If you're a CE junkie, great. We give you a budget of X amount of dollars and that's all you get to spend. The rest doesn't. We look to see where are we overspending?   Maybe we are overstaffed and so we need to increase our production based on the amount of staff members that we have. I love team versus staff, but like, let's look at that, okay? So let's look at it and let's find out where is one or two categories on your P &L that are out of it. And if you need an overhead calculator, be sure to reach out. Hello@TheDentalATeam.com. I love to share that with people. So review your P &L, look at it. Let's look at our overhead, see where we are. Your goal is to be at a 50 % overhead before a doctor's paid or a 20 % profit, okay? Now we look at payroll.   Are there ways that we could look at this? Are there ways that we could cut it down? Can we make it to where people are not clocking in, clocking out too much? How are we going to be able to have this? And this like 30 % is all fringe benefits, everything included in there. So what can we do on there to make sure that we're profitable in that? Can we like look at other ways? Can we outsource things? Like our hygienists are expensive. So is there a way that we can maybe outsource some billing? Again, not to say to fire team members. want our team members. Teams are assets. They're not liabilities. But what things can we get creative on?   no overtime, that's a no-go. People only work 32 hours. We work on four-day work weeks and we rotate. There's a lot of different things you can do, but looking at that, committing to it. And then the next thing is like, let's figure out what is our true BAM of the company, including cost of the company, cost of paying our doctor, cost of our debt services, and then let's work backwards. Okay. That's how much we need to produce. And this is how much we need of profit. Then what do need to do on diagnosis and production on the top half?   and scheduling and creating a block schedule for that. Now, if you're like, I don't love numbers, Kiera, and what you just said was so awesome, but so scary, great. Reach Hello@TheDentalATeam.com. want to talk to you because when you can say and truly feel it in your bones, I love numbers and numbers loves me. You are going to feel so much more confident as a business owner. The reason people get scared on overhead and profit margins is because they don't understand the language of business. They don't understand how money works. They don't understand how taxes work.   So I decided I was so sick of crying in December. I said, that's it. I'm not gonna cry in December anymore. I'm going to become a tax expert on this. So what I do every single month is we have our overhead. We know what our overhead is. I know what Kiera's pay and comp is. So we take that. I also take taxes out of there. I have buckets set up of how much we're gonna put in of savings. I've got a BAM for our company. And I did not do this overnight. I make sure our collections are there, our productions there. We make sure that our overhead is in check based on industry standards.   We start to trim away one or two or 3 % from there. So we trim and make sure we've got all of our ducks in a row. Our collections are at 98%, our production's where it needs to be based on the cost of the business and our overhead, we've trimmed it down, we're getting it to 50%. You can also get your overhead lower by increasing your production. Could I do better higher dollar per hour procedures? What can I do to get my dollar per hour up 50 or $100 per hour more? Can we do same day treatment that's gonna help our patients? Absolutely yes.   What about our hygiene? Are we taking x-rays at the right time? Are we doing fluoride and fluoride therapy? Are we blocked scheduling correctly to make sure that we're hitting our numbers? Is our case acceptance, could we increase that? Yes, these are the ways that you get there and these are ways that you do it quickly. And so knowing your benchmarks, knowing how cash works, knowing how overhead works, knowing how this works, this is half the battle guys. Like just listening to the podcast high five, like pop the confetti. I wish I could like sprinkle confetti for you. This is half the battle.   So you learning it and committing to like, want you, I have a doctor and we were like profit and production. That's all we're going for. And that's what we talk about because this is the base. If we can get your cashflow up guys, everything else falls into place. Like truly it really does. And then we're able to do more things because cash is there. We know you're taken care of. You're more stable and confident. And I remember Ryan Isaac with Dentist Advisors. He and I were chatting, gosh, we're probably talking like 2019, 2020. And he said, team members, you want your doctors to be so profitable because when a doctor is confident in their cash.   they are confident in their business and they're not stressed out. Now, that doesn't mean that you can't have like spending problems. I've seen that with other doctors, like business is doing great, but we have a spending issue. That's a you issue and you need to like have discipline on that. But I will tell you being confident in your cash, being confident in your profit, being confident in your overhead, what those mean is half the battle. And this is what I actually obsess about. So we actually teach our doctors. ⁓ We have an overhead calculator. We look at your overhead every month. We have scorecards for you.   We teach you, we look at it, we have goals that we set together. We look at your diagnosis, we look at your case acceptance, and we figure out which lever will be the fastest, easiest to move with you. And this is how we're able to do it with you guys. So reach out, commit to being like cash is king, profit and production. You are going to be a profitable practice and you're gonna make the money that you deserve to make and that you want to make. And we're gonna just do a backwards equation with you. We're gonna figure it out and we're gonna lock down. I have a CPA and she said, Kiera, I will recommend Dental A Team all day, every day. She said, you have made my clients more profitable than.   any other consulting company, that's because we are going to be obsessive about profit and production and you getting your overhead down. So reach out, Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.

In this episode of the HVAC Know It All Business Edition Podcast, co-hosts Gary McCreadie and Furman Haynes from WorkHero sit down with financial expert Ruth King, Founder and CEO of Financially Fit Business and CEO of Business Ventures Corporation. They talk about the importance of understanding your finances as a contractor, especially when you're starting to scale your business. Ruth King is a seasoned business advisor who specializes in helping contractors get their finances in order. With years of experience working with contractors, Ruth has invaluable insights on how to manage cash flow, profitability, and how to structure your books for long-term success.   Expect to Learn: - The key differences between accrual and cash basis accounting, and why accrual is critical for contractors. - How to set up clean books and the importance of having the right bookkeeper. - Why it's essential to separate service and install divisions on your P&L as you scale. - How to handle deferred income from maintenance contracts for proper financial reporting. - Tips for managing cash flow, avoiding the common "cash-flow trap" that many contractors face. - Why paying yourself a salary as an employee is a smarter choice than an owner's draw for growing your business. - Key financial ratios, like working capital, and how to use them to assess the health of your business.   Episode Breakdown with Timestamps 00:00  – Introduction 01:32 – First things Ruth looks for in a contractor's financials 03:22 – Clean books: What does it mean for a contractor? 04:22 – Evaluating a good bookkeeper 05:41 – Upfront billing for maintenance contracts 07:22 – Avoiding "trash in, trash out" in bookkeeping 08:44 – Integrating CRM with QuickBooks 10:19 – Departmentalizing your P&L 11:38 – Owner's draw vs. paying yourself a salary 12:48 – The importance of paying yourself as an employee 14:27 – Key numbers to track on your P&L 15:43 – How to calculate working capital 17:35 – Cash Flow vs. Profitability   This Episode is Kindly Sponsored by: PartsTown: https://www.partstown.com/hvac-parts   Follow our Guest Ruth King: LinkedIn: https://www.linkedin.com/in/ruthking1/ Ruth's Website: https://ruthkinghvac.com/ Company Website: https://financiallyfit.business/ Company LinkedIn: https://www.linkedin.com/company/financially-fit-business/ Company Facebook: https://www.facebook.com/people/Financially-Fit-Business/100090849001161/   Follow Gary McCreadie: LinkedIn: https://www.linkedin.com/in/gary-mccreadie-38217a77/ Website: https://www.hvacknowitall.com Facebook: https://www.facebook.com/people/HVAC-Know-It-All-2/61569643061429/   Follow Furman Haynes: LinkedIn: https://www.linkedin.com/in/furmanhaynes/ WorkHero: https://www.linkedin.com/company/workherohvac/ Instagram: https://www.instagram.com/workhero__/   

Er tritt hinter den Wandschirm, um sich die Hände zu waschen. Plötzlich öffnet sich die Tür. Er sieht eine Hand mit einer Waffe! Was dann geschah, konnte der Professor gar nicht glauben. Free PDF & all podcast versions: Take your German to the next level: Join the German Stories Online Course and reach levels A1 + A2 with stories, lessons, flashcards, and interactive exercises. Just want ad-free episodes? Get German Stories PLUS and listen to all episodes on your podcast app without any ads.

Today, on Notable Leaders' Radio, I speak with Elizabeth Haggerty,  EVP Customer Solutions, America's Division, CRH. She highlights how navigating life's and career pivots, unexpected business challenges, and a life-changing health diagnosis led her to discover untapped reserves of courage and resilience, offering real-life strategies to thrive through uncertainty and continual growth. In today's episode, we discuss: Adopt the "one foot in, one foot out" approach. When considering a new role or industry, bring core skills you already have while stretching into new territory, so you're growing without completely untethering yourself. Let your setbacks refine, not define, you. When a business is sold, or a role ends abruptly, even through being fired, treat it as a painful but powerful pivot point, not a verdict on your worth or future potential. Integrate joy and self-care into your life. Make space for passions, hobbies, and relationships outside of work. These experiences not only enhance your overall well-being but also give you energy and perspective to face professional challenges with renewed spirit. Redefine your identity beyond job titles. Reflect on how external achievements and positions have shaped your sense of self. Shift your focus from titles to your skill sets, values, and unique contributions. This empowers you to navigate transitions and derive fulfillment from multiple aspects of life. Release the need to do everything alone. Accept that asking for help is a sign of wisdom, not weakness. Rely on your team's expertise and focus on asking insightful questions. This collaborative approach strengthens outcomes and develops your leadership. Guest Bio: Elizabeth Haggerty is a high-impact executive with over a 35-year history of driving growth and profitability in the building products industry.   Starting in the HVAC industry leading global product and channel P&Ls before transitioning to the industrial material products space where she has led large P&L businesses and key customer growth strategies.   Liz has experience in green fielding businesses as well as leading turn arounds and corporate carve-outs.   All of this done through building and developing high performing teams and investing in leadership development.  She has a bachelor's and master's degree in metallurgical engineering and an MBA.  Elizabeth has been recognized by:  Glass Magazine as one of the industry's Most Influential People,  Engineered Systems Magazine as 20 Women to Watch  HVAC and by Industry Week for women in manufacturing.   She was also recognized by the Manufacturing Institute a Women in Manufacturing Step Ahead Honoree in 2021. Website/Social Links LinkedIn: https://www.linkedin.com/in/elizabeth-haggerty-81885115/  Belinda's Bio: Belinda is a sought-after Leadership Advisor, Coach, Consultant and Keynote speaker and a leading authority in guiding global executives, professionals and small business owners to become today's highly respected leaders. As the Founder of BelindaPruyne.com, Belinda works with such organizations as IBM, Booz Allen Hamilton, BBDO, The BAM Connection, Hilton, Leidos, Yale School of Medicine, Landis, and the Discovery Channel. Most recently, she redesigned two global internal advertising agencies for Cella, a leader in creative staffing and consulting. She is a founding C-suite and executive management coach for Chief, the fastest-growing executive women's network. Since 2020, Belinda has delivered more than 72 interviews with top-level executives and business leaders who share their inner journey to success; letting you know the truth of what it took to achieve their success in her Notable Leaders Radio podcast. She gained a wealth of expertise in the client services industry as Executive Vice President, Global Director of Creative Management at Grey Advertising, managing 500 people around the globe. With over 20+ years of leadership development experience, she brings industry-wide recognition to the executives and companies she works with. Whether a startup, turnaround, acquisition, or global corporation, executives and companies continue to turn to Pruyne for strategic and impactful solutions in a rapidly shifting economy and marketplace. Website: Belindapruyne.com Email Address: hello@belindapruyne.com LinkedIn: https://www.linkedin.com/in/belindapruyne  Facebook: https://www.facebook.com/NotableLeadersNetwork.BelindaPruyne/  Twitter: https://twitter.com/belindapruyne?lang=en  Instagram: https://www.instagram.com/belindapruyne/ 

Generálny prokurátor označuje stav boja proti korupcii na Slovensku za žalostný a katastrofálny. Vládne zmeny v trestnom zákone a policajnom zbore považuje za nevydarený experiment. Európska prokurátorka zas hovorí, že až tretina podvodov s DPH v Únii má nejaké väzby na Slovensko. Európska prokuratúra vyšetruje kauzy luxusných haciend oligarchov za európske peniaze. A vláda pre hrozbu zastavenia peňazí z Plánu obnovy radšej ruší zrušenie Úradu na ochranu oznamovateľov?Môžeme pre minuté milióny na súkromné haciendy prísť o peniaze z eurofondov? Ako vôbec celá kauza pokračuje ako na ňu reaguje Európsky parlament, ktorý na peniaze z rozpočtu únie dohliada? Aké sú podozrenia o zneužívaní eurofondov na Slovensku? A ako dopadne Slovensko v tohtoročnej správe Európskej komisie o stave právneho štátu?Braňo Závodský sa rozprával s poslancom Európskeho parlamentu z KDÚ-ČSL a Európskej ľudovej strany Tomášom Zdechovským.

Surpreendentemente, as cúpulas do PT e do PL se uniram em um objetivo comum: enterrar a CPI proposta pelo senador Alessandro Vieira para investigar Toffoli e Moraes.Enquanto petistas alegam que a investigação é "estratégia eleitoral", bolsonaristas afirmam que ela pode "esvaziar" outras investigações, como a de Carlos Jordy.Analisamos os bastidores desse "acordão" bizarro que mostra que, quando o assunto é mexer com o topo do Judiciário, os extremos se encontram na blindagem.Meio-Dia em Brasília traz as principais notícias e análises da política nacional direto   de Brasília.     Com apresentação de José Inácio Pilar e Wilson Lima, o programa aborda os temas mais quentes do cenário político e econômico do Brasil.     Com um olhar atento sobre política, notícias e economia, mantém o público bem informado.   Transmissão ao vivo de segunda a sexta-feira às 12h.   Apoie o jornalismo independente. Assine O Antagonista e Crusoé com 10% via Pix ou Google Pay:  https://assine.oantagonista.com.br/   Siga O Antagonista no X:  https://x.com/o_antagonista   Acompanhe O Antagonista no canal do WhatsApp. Boletins diários, conteúdos exclusivos em vídeo e muito mais.  https://whatsapp.com/channel/0029Va2SurQHLHQbI5yJN344  Leia mais em www.oantagonista.com.br | www.crusoe.com.br #CPI #STF #AlessandroVieira #PT #PL #Bolsonaristas #Petistas #Brasília #Acordão #Moraes

O Partido Liberal (PL) criou uma versão da extinta série da TV Globo, A Grande Família, sobre o Governo Lula. No vídeo, compartilhado pelas redes sociais, o PL traz nomes do alto escalão do Governo Federal com muito deboche e ironia ao nomear cada integrante.Além disso, a peça contém a clássica música de Dudu Nobre, que deu nome ao seriado “A Grande Família”, mas numa versão bem crítica.Papo Antagonista é o programa que explica e debate os principais acontecimentos do   dia com análises críticas e aprofundadas sobre a política brasileira e seus bastidores.     Apresentado por Madeleine Lacsko, o programa traz contexto e opinião sobre os temas mais quentes da atualidade.     Com foco em jornalismo, eleições e debate, é um espaço essencial para quem busca informação de qualidade.     Ao vivo de segunda a sexta-feira às 18h.    Apoie o jornalismo independente. Assine O Antagonista e Crusoé com 10% via Pix ou Google Pay:   https://assine.oantagonista.com.br/  Siga O Antagonista no X:  https://x.com/o_antagonista   Acompanhe O Antagonista no canal do WhatsApp. Boletins diários, conteúdos exclusivos em vídeo e muito mais.  https://whatsapp.com/channel/0029Va2SurQHLHQbI5yJN344  Leia mais em www.oantagonista.com.br | www.crusoe.com.br 

Americko-izraelská vojna proti Iránu pokračuje už druhý týždeň. Irán predstavil nového vodcu a ceny ropy po celom svete stúpajú. Koniec vojny je podľa Donalda Trumpa v dohľade, jej ciele sú otázne a Európa varuje pred eskaláciou, ale hovorí aj o novej ceste pre Irán.Podľa premiéra Fica je to príležitosť pre celú Úniu sa vrátiť k ruskej rope a plynu. Aj pre ruský plyn sa Slovensko s Maďarskom dostalo do ostrého sporu s Ukrajinou.Slovensko čelí infringementu pre novelu ústavy a pre zablokované peniaze z Plánu obnovy koalícia radšej ruší zrušenie Úradu na ochranu oznamovateľov. Podľa európskej prokurátorky má až tretina podvodov s DPH nejaké väzby na Slovensko.Slovenská vláda útoky na Irán odsúdila, prečo ale nezakázala aj prelety amerických lietadiel? Prečo nechce ísť premiér rokovať o ruskej rope so Zelenským do Kyjeva a prečo situáciu okolo ropovodu Družba nedokáže riešiť ani Európska únia? A prečo napriek údajne lacnej ruskej rope tankujeme drahšie ako Česi, ktorý sa už od nej odstrihli? Čo hovoria europoslanci na avizované zrušenie voľby poštou zo zahraničia?Braňo Závodský sa rozprával s poslankyňami Európskeho parlamentu nezaradenou europoslankyňou Monikou Beňovou za Smer – Sociálnu demokraciu a Miriam Lexmann za KDH a Európsku ľudovú stranu.

Feli hat euch gebeten, eure Dilemmas zu schicken. Situationen, in denen ihr nicht wisst, was ihr tun sollt. Egal ob Lebensentscheidungen, Fashion-Advice oder ob sich eine Hörerin einen Bob schneiden lassen soll. Und ihr habt geliefert! „Für immer Jungfrau?“ Diese Frage hat zum Beispiel eine Hörerin geschickt. Anfang 20, noch nie geküsst, noch nie eine Beziehung gehabt und langsam entsteht das Gefühl, dass alle anderen längst weiter sind. Es geht um die Frage, ob man für eine Beziehung seine eigenen Pläne aufgeben sollte, wie man mit Fernbeziehungen umgeht und was passiert, wenn man jemanden trifft, bei dem es eigentlich klickt, aber das Leben gerade dazwischenfunkt. Eine Folge über Timing, Unsicherheiten und diese Momente im Leben, in denen man sich fragt: Was wäre jetzt eigentlich die richtige Entscheidung? Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte: https://linktr.ee/lifeisfelicious Du möchtest Werbung in diesem Podcast schalten? Dann erfahre hier mehr über die Werbemöglichkeiten bei Seven.One Audio: https://www.seven.one/portfolio/sevenone-audio

„Vláda priznala porážku, legislatívnu mŕtvolu pochoval strach o eurofondy“, tvrdí Katarína Batková z Via Iuris. „Snaha o zrušenie nezávislého úradu narúša fungovanie právneho štátu. Potrebujeme inštitúcie, ktoré konajú nezávisle od aktuálnej politickej moci“, dodáva.Legislatívna mŕtvola, ktorej sa treba zbaviť – premiér Robert Fico dal povel na ústup. Pôvodný zámer zrušiť Úrad na ochranu oznamovateľov korupcie vládnej koalícii prerušil až Brusel. Poukazom na fakt, že na jeho existenciu sú naviazané stovky miliónov z Plánu obnovy. Ak vládna väčšina pôvodne robila všetko pre to, aby úrad zanikol, pod tlakom zvonku sa teraz sťahuje. Zákon skončil na Ústavnom súde a nateraz má pozastavenú účinnosť. Už budúci týždeň ho má „pochovať“ vládna väčšina. Pochová však aj svoj pôvodný zámer zbaviť sa úradníkov, ktorí chránili policajtov čurillovcov so statusom „chránených oznamovateľov“?Naviac prípad zapadá do širšieho pohonu vládnej väčšiny proti inštitúciám, ktoré kontrolujú štát. Ministerstvá na žiadosť premiéra pripravujú prehľad dotácií a grantov, ktoré štát poskytol mimovládkam. Keď to opozičný líder označil za „škandál“, od premiéra si vyslúžil status, že „by mal dostať kazajku“.Na tému sa pozrieme s Katarínou Batkovou z mimovládnej organizácie Via Iuris.Podcast pripravil Jaroslav Barborák.

Die meisten von uns wollen in anderen Ländern die Natur, die Strände oder die tollsten Städte erleben. Alexander Brand hat da andere Pläne: Er ist Lehrer und Journalist und hat die besten Schulen der Welt besucht. Dafür war er in unter anderem in Finnland, Japan und Singapur, hat darüber ein Buch geschrieben und das heute in Köln auf der Bildungsmesse Didacta vorgestellt.

In this episode of Thriving in Tandem™, Robert and Kay Lee unpack three of the most common reasons businesses struggle — drawn from their own entrepreneurial journey, client experience, and research from the U.S. Chamber of Commerce. If you're a married entrepreneur feeling financial pressure or team tension, this conversation will hit home. 1. Cash Flow Problems (Not a Sales Problem) Contrary to popular belief, most struggling businesses don't fail because of poor marketing or low sales. They fail because of cash flow mismanagement. The Chamber of Commerce research highlights: Cash flow issues Lack of capital Poor management Human capital challenges Notice what's missing? Marketing and sales. Profit Doesn't Equal Cash Many business owners rely solely on their Profit & Loss statement. The problem? Most P&Ls are set up on an accrual basis, meaning revenue is recorded when invoiced — not when cash hits your bank account. You might show: $100,000 in revenue $15,000 in profit But still feel broke. Why? Because: Clients haven't paid yet (accounts receivable lag) You're paying down loans or credit cards (liabilities don't show on P&L) Merchant fees and interest are draining cash You're behind on invoicing The Danger of "Let's Just Increase Sales" Growing sales without fixing cash flow can actually accelerate failure. If: You must pay for materials upfront You don't get paid until delivery You rely on lines of credit to float expenses Then doubling sales can double your cash stress. Before scaling, make sure your cash systems can sustain growth. Action Step: Review your P&L, cash flow statement, and balance sheet together — not in isolation. If this isn't your strength, bring in a qualified financial advisor who understands small business cash flow, not just bookkeeping. 2. Lack of Capital (Often a Symptom, Not the Root Cause) Running out of money is usually the result of poor cash flow management. Many businesses don't collapse because demand disappears. They collapse because: They underestimated startup costs They overspent during growth They relied too heavily on debt They didn't manage receivables aggressively At the end of the day, businesses fail when they run out of cash — not necessarily customers. 3. Human Capital Challenges (Hiring, Training, Retention) The third major struggle? People. Common issues include: Difficulty finding quality team members High turnover Weak onboarding Lack of ongoing development Start with Smart Hiring Consider: Contract-to-hire models 90-day trial periods Clear role definitions and performance metrics This reduces risk and gives both sides time to evaluate fit. Training Is Not One-and-Done Initial onboarding isn't enough. The first year is critical.  Even experienced hires require: Clear expectations Regular feedback Continued development Intentional culture building Hiring and firing repeatedly is expensive — financially and emotionally. Investing in people development is not optional if you want sustainable growth. The Bigger Picture Most business struggles boil down to: Poor cash flow management Running out of capital Weak people systems And here's the reality for married entrepreneurs: When business stress rises, it spills into your marriage. That's why mastering financial systems and building a healthy team isn't just about profit — it's about protecting your home life. If this episode resonated with you, share it with another married entrepreneur who needs to hear it. Want to live a better balanced life and win in marriage AND business at the same time? Purchase our (audio) book Tandem: The married entrepreneurs' guide for greater work-life balance. https://www.thetandembook.com/ Download the 5 Daily Habits to Thrive in Tandem https://marriedentrepreneur.co/5-daily-habits-download  Need some insight into how to balance it all? Schedule a free discovery call. https://marriedentrepreneur.co/lets-talk

Dariusz Szpakowski jest absolutną legendą świata sportu. Komentował mecze na 12 mundialach, widział na własne oczy największe sukcesy reprezentacji Polski w ciągu ostatnich kilkudziesięciu lat. Dariusz Szpakowski - wywiad i najlepsze momenty kariery, słynne "Argentyno, co Ty robisz - Szpakowski" stał się viralem nie tylko w Polsce ale i na świecie. Jakie są szanse Polski na mundial? Jakim trenerem jest Jan Urban, jakim zaś był Czesław Michniewicz? Dariusz Szpakowski - wpadki, okazja - teksty znane nie tylko z gry Fifa, do której użyczył swojego głosu. Jak wyglądają kulisy pracy komentatora sportowego? Dlaczego za PRL Szpakowski próbował handlować kierownicami do Łady? Pobierz Revolut Business za darmo i odbierz 500 zł na start - https://www.revolut.com/pl-PL/business/rb/imponderabilia/ Sponsor: Revolut Business.Promocja obowiązuje do 31.04.2026 dla nowych użytkowników. Warunki promocji i regulamin dostępne są pod linkiem powyżej. Więcej informacji na temat usług świadczonych przez Revolut Bank UAB znajdziesz na stronie https://www.revolut.com/pl-PL/#RevolutBusiness #MaterialSponsorowanyhttps://www.instagram.com/karolpaciorek/ Książkę Dariusza Szpakowskiego z autografami znajdziesz tu: https://www.labotiga.pl/645-wita-panstwa-dariusz-szpakowski

Wieder einmal viel Ärger um den VAR in der 1. und 2. Bundesliga. In Münster zieht ein Ultra den Stecker, sodass Schiri Felix Bickel sich die Bilder nicht noch einmal anschauen kann. Auch in der Bundesliga gibt es auf mehreren Plätzen wieder viel Aufregung um den Einsatz des Video-Schiedsrichters. Wie kriegt man das Problem endlich in den Griff? Manuel Neuer musste am Freitag gegen Gladbach zur Pause raus – eine erneute Verletzung wirft ihn zurück. Immer wieder fehlte Neuer in dieser Saison verletzt. Welche Auswirkungen hat das auf eine mögliche Vertragsverlängerung beim FC Bayern? Im März wird er 40 Jahre alt – seine Zukunft ist derzeit ein Rätsel. Etwas Klarheit über die Zukunft hat Dortmund-Star Julian Brandt. Brandt und der BVB werden ab dem Sommer getrennte Wege gehen, der Vertrag wird nicht verlängert. Wie geht es jetzt weiter für den Nationalspieler? In der Bundesliga spitzt sich der Abstiegskampf zu. Der VfL Wolfsburg verliert gegen den Hamburger SV. Nach dem Spiel gibt es Frust und Feuer im Wolfsburger Stadion. Trainer Daniel Bauer wird entlassen. Kann selbst Dieter Hecking den VfL nicht mehr retten?

An airhacks.fm conversation with Daniel Terhorst-North (@tastapod.com) about: first computer experience with the ZX81 and its 1K memory, the 1K chess game on ZX81, the ZX Spectrum with 16K and later 48K memory, the Amstrad 128K, typing in game listings from computer magazines, Dan's brother John hacking ZX spectrum games using a hardware freeze device and memory peeking/poking, cracking game encryption and copy protection on 8-bit tape cassette games, the arms race between game publishers and hackers, cracking the Star Wars game security before its release, ZX Spectrum fan sites and retro gaming communities, classic games including 3D Monster Maze and Manic Miner and Jet Set Willy, sprite graphics innovation on the Z80 chip, first internship at Domark publishing Empire Strikes Back on ZX Spectrum and Commodore 64, second internship at IBM Hursley Park working on CICS in PL/1 and Rexx, the contrast between casual game studio culture and IBM corporate culture in the 1980s, IBM's role as a founding partner of J2EE Enterprise Java, JMS wrapping MQ Series, the reliability of MQ Series compared to later messaging technologies, finding and reporting a concurrency bug in MQ Series with JUnit tests and IBM's rapid response with an emergency patch, IBM alphaWorks portal and experimental technologies, IBM Aglets mobile Java agent framework compared to modern A2A agent protocols, Jini and JavaSpaces from Sun Microsystems with leasing and self-healing, JXTA peer-to-peer technology, IBM Jikes Compiler performance compared to javac, IBM's own JVM, JVM running on Palm Pilot around 1999, VisualAge for Java as a port of VisualAge for SmallTalk with its image-based architecture and no file system exposure, Java's coupling of class and package names to files and directories as a design weakness, the difficulty of refactoring without IDE support, Eclipse as the first IDE with proper refactoring, NetBeans IDE performance compared to Visual Studio Code, third internship writing X-ray machine control software in Turbo Pascal doing digital image processing, the pace of technological innovation slowing from kaikaku (abrupt change) to kaizen (continuous improvement), Douglas Adams quote about technology perception by age, DEC Alpha 64-bit Unix performance, commodity Linux hardware replacing exotic RISC machines, Apple M series chips rediscovering RISC Architecture and system-on-chip design, innovation fatigue and signal-to-noise ratio in modern tech, LLMs and the trillion-dollar bet on the wrong technology, electric cars as an example of ongoing innovation, Tailwind CSS shutting down due to AI-generated code replacing paid expertise, Stack Overflow in trouble due to AI summarization, open source innovation continuing with tools like Astral's uv replacing the python toolchain, cross-community collaboration between rust and Python and Ruby ecosystems, first graduate job at Crossfield (Fuji/DuPont joint venture) doing electronic pre-press and color transformation through 4D CMYK color cubes, writing a TIFF decoder from scratch in C, Raster Image Processor technology and its connection to Adobe, transition from C++ to Java feeling quirky, joining ThoughtWorks in 2002 for enterprise Java work Daniel Terhorst-North on twitter: @tastapod.com

In dieser Folge sind wir endlich angekommen: Die Wettkampfsaison ist da - und wie: Wir sprechen über unser erstes Rennwochenende, die Deutsche 10km-Meisterschaft in Uelzen . Wie hat sich das Team Pfeiffer auf und Schmidti als Moderator neben der Strecke geschlagen? Außerdem schauen wir natürlich auf das nächste große Highlight: den New York Halbmarathon am kommenden Sonntag - ein absolutes Bucket-List-Rennen für Hendrik.. Auch abseits der Rennstrecke war einiges los, denn Hendrik ist in eine Auseinandersetzung mit dem US-Sprinter Fred Kerley geraten – was genau passiert ist und was dahintersteckt, besprechen wir in dieser Folge ebenfalls. Dazu greifen wir ein Thema auf, das euch offenbar besonders beschäftigt: Laufen im Dunkeln.____*

Im heutigen Podcast analysieren wir sachlich die Pläne der Niederlande, ab 2028 auch nicht realisierte Gewinne auf Aktien und Krypto zu besteuern. Anhand konkreter Zahlen zeige ich, warum das für Sparer problematisch sein kann und weshalb die Lage in Deutschland derzeit anders bewertet wird. Vereinbare jetzt dein kostenfreies Strategiegespräch: https://jensrabe.de/Q1Termin26 Trage dich hier in meinen täglichen kostenfreien Newsletter ein https://jensrabe.de/Q1NewsYT26

durée : 00:06:58 - Le Masque et la Plume - par : Jérôme Garcin - Timothée Chalamet en pongiste juif new-yorkais... Présenté comme l'un des favoris de la saison des Oscars avec neuf nominations, le film divise la critique. Plébiscité par certains pour son énergie folle et son humour incisif, il laisse d'autres sur leur faim. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

Anna var den engelska drottningen som var gravid 18 gånger men blev ändå den siste av dynastin Stuart. Samtidigt var hon efter unionsbildningen med Skottland den förste på Storbritanniens tron. Plågad av kroppsliga besvär och hånad för övervikt, formade hon dels monarkens roll i ett land med livligt parlament och i synnerhet blev hon ett prejudikat för landets framtida och framträdande regerande drottningar. Följ med oss till det tidiga 1700-talets hovliv, intriger och politik.För reklamfria avsnitt och extraavsnitt, bli prenumerant som "Grimbergs utvalda" för 36 kr/månaden https://historiepodden.supercast.com/ Hosted on Acast. See acast.com/privacy for more information.

„Od začiatku tejto vládnej koalície je toto pre nich téma číslo jeden. Nie je ňou konsolidácia, dane či životná úroveň“, hovorí politológ Radoslav Štefančík, keď komentuje akciu Kajúcnik. „Im prioritne ide o to, aby sa vysporiadali s ľuďmi, ktorí im pozerali na prsty“, dopĺňaPo vojne na Ukrajine sa začala ďalšia – tá v Iráne. A ak pre ňu uviazli tisíce Slovákov v neistote síce dovolenkových destinácií, no nebezpečne blízko konfliktu; ak rozkolísala cenovú istotu ropy či plynu, či naháňa strach útokmi na spojencov z Európskej únie či Nato, Slovensko a jeho premiér má iné starosti. Len deň od jej začiatku sa na špeciálnej tlačovej konferencii – v nedeľu ráno - zaoberá kajúcnikmi či prokurátorom Šúrekom. O dva dni na to si toho istého Šúreka odviedla armáda kukláčov najatých policajnou inšpekciou. Podobne to urobili s časťou čurillovcov. Neskôr sa ukázalo, že aj pre údajné „lámanie“ kajúcnikov vo väzbe. Kajúcnikov, ktorí nedávajú spávať obžalovanému policajnému exprezidentovi Tiborovi Gašparovi.Odchádza týždeň, keď na policajnom prezídiu odhalili bustu inému exprezidentovi policajtov Milanovi Lúčanskému, obvinenému zo závažnej trestnej činnosti.Či týždeň, keď prezident rozhodol o osude šéfa SIS Pavla Gašpara za dopravnú nehodu na nepriznanom aute. Obišiel s mesačnou zrážkou platu.A vláda tiež rozhodla, že zruší pôvodne rušenie Úradu na ochranu oznamovateľov korupcie. Stálo by ju to stovky miliónov z Plánu obnovy.A aby to nebolo len o koaličných vodách, pozrieme sa aj na Michala Šimečku, ktorý obchádza slovenské krčmy.S politológom Radoslavom Štefančíkom.Podcast pripravil Jaroslav Barborák.

Herr Li Tai-bo singt ein Lied. Währenddessen gibt der Gelbe Hase Gabriele aus dem Kessel zu trinken. Das schmeckt wie Musik. Plötzlich versteht Gabriele alles. Da wacht sie auf. Aus der OHRENBÄR-Hörgeschichte: Gabriele in der gelben Zeit (Folge 7 von 7) von Fritz Mikesch. Es liest: Peter Simonischek. ▶ Mehr komplette Hörgeschichten gibt es hier: https://www.ohrenbaer.de/podcast/komplette-hoergeschichten.html ▶ Mehr Hörgeschichten empfohlen ab 6: https://www.ohrenbaer.de/podcast/empfohlen-ab-6.html ▶ Mehr Infos unter https://www.ohrenbaer.de & ohrenbaer@rbb-online.de

Kiera is joined by Derick Van Ness of Big Life Financial to talk about taxes, and how to handle them beyond simply thinking of them as a necessary evil. The pair discuss knowing your numbers, utilizing tax credits, the magic touch of a CPA, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team Listeners, this is Kiera. And today I am super excited. This is one of our top favorite guests that has been on the podcast. We're bringing him back on because there are some new updates and our clients love him. I love him. He is incredible. Derick Van Ness, he is with Big Life Financial. And you might have heard him on the podcast before talking about R &D credits, tax saving ideas, CPA.   This man does a lot of your wealth and how to build and keep your wealth. So I always love our conversations and just like his good information. Plus, if I remember right, he might know Garrett Gunderson. So obviously I've been a fangirl since day one. Derick, welcome back to the show. How are you today?   Derick Van Ness (00:42) Well, I'm doing great and really happy to be here with you, Kiera. I'm not Garrett Gunderson because he is taller and better looking, but I'm a good second place.   The Dental A Team (00:48) Ha ha ha!   I think that you're great. The fact that you know Garrett Gunderson, that already just has elevated you. I mean, I think it was one of our first conversations we ever had. And I was like, have you ever read like Killing Sacred Cows? And you're like, I actually know Garrett Gunderson. I was like, what? Fangirling. So ⁓ anyway, Derick, for those who have not met you, haven't heard your episode, because we do have new listeners to the podcast. Just kind of give them a little intro of who is Derick Bennis? What is Big Life Financial? And give the listeners a little intro to who you are.   Derick Van Ness (01:20) Okay, well outside of being ⁓ in love with my wife, in love with art and in love with racing sailboats, what I do professionally is I help ⁓ doctors and dentists to be smarter with their money. So what does that mean? That means how do you, not so much to make it, I mean we do help people scale, but once you make the money, which is something a lot of dentists are good at, how do you keep it through tax savings? How do you grow it and how do you protect it, right?   And today we're going to talk a little bit about how do you keep more what you make? Because honestly, for dentists, even though taxes seem boring when you don't have to write that $50,000 or $100,000 or $200,000 check, it gets a lot cooler. If you would have told me I'd be a tax and financial guy when I was a kid, I probably would have just taken an early exit somewhere and jumped off a bridge. But I really see money in what we do as a lifestyle business. It's not about money.   The Dental A Team (02:01) Yeah.   Derick Van Ness (02:17) If you have enough, then money is what it is. When you don't have enough, it's a problem. And I just find for a lot of people, it's the reason or excuse that they constrain themselves. They don't spend time with family. They don't think do things that they want to do. They don't have the experiences that are going to change their life. So when we can get money out of the way, then you can live your big life, which is why the company's big life financial, because it doesn't matter if you have more or less money. The question is, what's the life you're living? What's your quality of life?   And so taxes are a big piece of that. Obviously we can't talk about everything on a podcast like this, because you'd be buried under a ton of bricks. But that's what I do is I try to make this stuff easy. I try to make it fun. And I want you to realize that the whole point of all this money stuff is so that you can live a life you want to   The Dental A Team (02:55) You   Which Derick, that's why we have connected. You have met my husband. have had personal conversations outside of the podcast because I very much align and subscribe to this lifestyle and this mode of thinking. I believe that practices should work for us and us not work for our practices. I believe that we became business owners to have these big lives and these, audacious dreams. And yet I feel so many people live below their, their potential. They are trapped. They are.   Derick Van Ness (03:33) Mm-hmm.   The Dental A Team (03:34) It's crazy. I ⁓ had a client and she actually made so much money last year, which was amazing because the year before she was like, Kiera, I want to make more. So I was like, great, we're going after profit and production like blinders on. Don't talk to me about anything else. And she had like a crazy year and she's like, great. Now I have this huge check. I've got to write in taxes. And I was like, not my problem. Like you need better CPA help on that, but glad we made you the money. But I bring that up because one, it was a huge win for a client, but two,   Derick Van Ness (03:52) I don't know.   Yep.   The Dental A Team (04:02) I think that people being able to keep the money that they make, hold on to more money that they make. Like I love that we live in America and it's a free country and that we get to pay taxes. Like I'm so freaking grateful for that. With that said, I do not want to pay one penny more than I need to. And I want to maintain and keep as much as I possibly can to live the life I want and to not feel the guilt of being a successful business owner and to do the fun things that I always imagined and dreamed of doing without the guilt of doing it. And I think so many people are so scared of.   Derick Van Ness (04:11) Yep.   The Dental A Team (04:32) being financially free, they're scared to spend money. They get hit with tax burdens left and right. I can't tell you how many dentists that I hear at the end of their career and they've had great careers, but they have no financial stability. like, Derick, this is the stuff that stresses me out and keeps me up at night and which is why you're on the podcast because I want people to be smarter. want them to be more educated and I want them to live happier lives. So let's walk through like R and D credits and CPA and like how people can live a more enriched   Derick Van Ness (04:33) Mm-hmm.   Yep.   The Dental A Team (05:02) big life today rather than waiting. I think it's just a fun topic to talk about. I'm intrigued, so let's talk about it.   Derick Van Ness (05:07) Yeah   Well, let's do. mean, we can start generally with taxes and then we can kind of move into the credits piece because it is like a it's just a small very segmented piece of what you do with your taxes. overall, the biggest thing I see is most people see taxes as like a necessary evil. This is the thing I have to deal with. When people see something as a necessary evil, what do they do? They do the minimum. Right. And what that really turns into is   You're not talking with your CPA. You're not coordinating with them. You're not being proactive. At the end of the year, you just want to do the least. So you just hand them all your stuff. I realize people don't come in boxes anymore. Now it's like, here's my QuickBooks password. Or I add you to my account. ⁓ And then they tell you how much you owe. But if you ran your business that way, if you just didn't look at anything all year, and at the end of the year, you're like, I wonder how we did. Wouldn't go so well if you didn't talk to your team about anything. What's that?   The Dental A Team (06:01) People do that though, Derick. They do it all the   time. This is not abnormal. They do it all the time. They're like, my gosh, I owe how much? my gosh, we didn't hit goal. And I'm like, ⁓ let's at least look at our numbers. Like that's step one. Step two, let's talk to our team. You're not wrong. I'm just shocked at how many people do this in real life. And I'm like, hey, there's a different way of living. like, maybe let's take that path. Just try it out. It's like t-shirt. Try that one on. It might feel better than your current oversized, like two baggy of clothes that don't fit. And then you're angry.   Derick Van Ness (06:11) I know.   The Dental A Team (06:30) the time. anyway go on didn't mean to interrupt the rant.   Derick Van Ness (06:32) What if I'm gonna be   a Gen Z VSCO girl? I I want the Oversight T-shirt and the angst.   The Dental A Team (06:36) Well, as I said it, as I   said it, I was like, well, that's like the current style. Like what's uncomfortable clothing? Maybe it's like the wool scratchy. I just came back from Iceland and I'll tell you what, I didn't buy a single shirt there. I was like, that is gonna scratch me. I know it's warm, but I'm not wearing that for the rest of time. Like there are softer clothes in this world that are equally as warm. Like I'll choose that. So that maybe you're wearing a wool scratchy sweater. Cause you never look at your numbers. You're always irritable. You're always angry.   Maybe you might get the oversized hoodie that's way more comfy. Maybe that's the better analogy for today.   Derick Van Ness (07:07) Well, and so you help them look at their numbers, right? What's your P &L? What are your KPIs? There are tax numbers too, right? Like I'm usually meeting with clients in September-ish to say, OK, how much have you made so far this year? What does that put us on track for December 31st? And then we have November, I'm sorry, September, October, November, December to do things to get that number at the end where you want it to be. I'm not talking about go out and spend $1.   to save $0.40, right? People do that. Oh, go buy a car. If you don't need a car, that's just a waste of money. I literally had someone who's like, should I just buy a G-Wagon? I'm like, only if you were going to buy a G-Wagon anyway. They want the tax break, but.   The Dental A Team (07:45) I mean, I asked that question too.   I mean, I do. I do ask it as well, but it's unnecessary. You're right. Like, so I can repel you you're not going to do it. Don't just because you get the tax benefit. You just have to pay the money. So, but I do ask because I want to know, just tell me I can buy the boat, Derick.   Derick Van Ness (07:58) Yeah.   Well, boats are totally different. They're way more fun, but they're also way more expensive to maintain. So I love boats. I absolutely do. But they are not cheap, right? As the saying goes, break out another 1,000. That's what boat stands for. Just go to the ocean and throw $1,000 in it every month. That's what owning a boat's like if you don't use it.   The Dental A Team (08:05) They are not. I know.   gosh, I've never heard that.   That's hilarious.   That's hilarious. I've heard like the best day and worst day of owning a boat is the day you buy it and the day you sell it. Like that's the only best days. I have a boat. I do love the boat. It is an older boat. things I'm not... Maybe mine's like break out a 10 because we've got a much older boat. But like, know, when we upgrade then we'll be in the thousand realm. ⁓   Derick Van Ness (08:28) So.   Yep.   Yeah.   Yes, yes. So boats are great. Not usually the best tax strategy. But the big thing here is when you sail a boat or when you drive a car, I heard this the other day and I thought it was perfect. It's like when you drive a car, what's bigger, the windshield or the rear view mirror? Most people are doing taxes in the rear view mirror. That is not about your expansive future. That's about recording your past, right? And so if you just did business planning one year at a time,   Like you wouldn't ever buy the building. You wouldn't ever invest in the equipment. You wouldn't ever invest in the education, right? It's the same thing for taxes. It is part of a cohesive and ongoing plan. ⁓ so when you want to plan that, we have to look into the future. And so looking into the future allows you to control your income, control your expenses. But you have to know your numbers to your point, right? Like if you don't understand a P &L,   It's really hard to do tax work because we don't know what your income is. And I have some clients who come in that way. And I have to really get them to understand that if you don't have good books, you don't have good data, it's like trying to do dentistry without a diagnostic. You just go in and start drilling teeth to see what's happening. No, you wouldn't do dentistry that way. Don't do that way with your taxes either. should I just buy this and I'll just buy that and randomly and I help those work out?   Your P &L is really like your diagnostic, right? Both on the income side, but also that's related to taxes. And so I think the big thing for people is think of taxes as an additional income stream. If you do this right, you can keep, like a lot of dentists pay 40 % or more in taxes, right? So if we can cut that from 40 down to 20 to 25 % on average, that's 15 % straight to your bottom line.   And it probably takes an average of two hours a month at most, which is pretty good, right? Like if you could add a new service into your business, no employees, no marketing, no overhead, two hours a month, but profits went up by 15%, would you take it? Most dentists would say, yeah, that six figures is pretty good.   The Dental A Team (10:53) As long as I'm not going to jail, Derick,   I don't want to go to jail. That's my only line. Like, how is this legal? Because so many people talk about tax strategy and my line is I'm willing to live in the gray, I'm just not willing to go to jail. So how do you go from 40 to 20 that's legal and ethical?   Derick Van Ness (11:01) you   Yeah, we don't want to go to jail.   Yeah, so there's two things. There are lots of little things. So research and development credits, which we'll get to in a minute, is one of those things. It's not little. I would call it a medium thing. For a lot of dentists, it's worth between $10, depending on the size of your clinic, $10,000 $50,000 a year. So it's sizable. And then there's all the pay your kids, cost segregation, salary and dividends, all that kind of stuff. And those things stack up. If you pay your kids right, then that can save you   The Dental A Team (11:21) I agree, I would too.   Mm-hmm.   Derick Van Ness (11:40) 10, 15 grand if you're in a state where you can pay your state taxes and have a federal write-off that might save you 10, 15, 20 thousand dollars a year. Taking a salary, the proper salary versus dividends that might save you another 10 or 15 thousand. So these things start to stack up but when you're in that 500,000 plus tax bracket there are things like and I can't totally get into details because this is stuff for accredited investors and I don't know who the listeners are and all that but there are   Investments you can make that have big tax breaks, right? And that could be everything from energy types of things to short-term rentals, different types of real estate. There's a lot of different stuff, right? So that sort of depends on what's the life you want to build and aligning that. ⁓ There are lots of charitable and donation type strategies where you can create some really big tax breaks. There's entity structuring, ⁓ where you take your income and how you take your income matters.   So you can really layer all of this stuff and make huge chunks, take huge chunks out of your business. The bigger you are, the bigger you can do with these things. And honestly, once you get over a million plus in income, then there's another layer of stuff you can do. It's just a lot of times the setup costs, you have to have enough tax burden to make it worth it. But there's some really neat stuff out there. And some of the stuff with the big, beautiful bill. ⁓   bringing back bonus depreciation. There's some really neat things where, oh, if you do a solar thing, you can get some credits, but then you can also get all the depreciation in the first year. And so you put in $100,000 into this type of investment. You may not make a lot of money, but you might get $150,000, $175,000, $200,000 worth of write-offs on your taxes. And when I say write-offs, mean dollars you don't pay, like true credit dollar for dollar. That could be huge, right? Things like that.   The Dental A Team (13:10) Yes.   Right.   Derick Van Ness (13:38) that a lot of people are just unaware of. And don't take that as an investment advice. I'm just telling you about things that exist in the world that may or may not be for you. Check with your financial professional. But yeah, you start stacking all these things up and you go from, I wrote $150,000 check to, I wrote a $60,000 check. And then what I like to do is help people take that 90 grand you would have given to the government. And now let's add that to what you would already save. And for a lot of people, that's   The Dental A Team (13:47) That's amazing.   Derick Van Ness (14:07) a lot more than they were already saving. So we more than doubled their savings rate. And the fastest thing you can do to build wealth is just get more money into the equation. So that's really it is we're trying to create money that you can then put to work for you outside your business. Because what nobody ever tells you is, even if you're an amazing dentist and you make all this money and you sell your practice for top dollar, and you get all that money, you become a professional investor.   The Dental A Team (14:27) you   Derick Van Ness (14:36) And if you don't have any investment skills, if you don't know how to put that money to work, if you don't know how to protect it, you're just a lamb to the slaughter. You know, everybody shows up, they got an idea. Your brother-in-law wants to start a coffee shop or a brewery. Your neighbor has the next best tech app. And all of a sudden, all this money just starts disappearing because you're not seasoned. So one of the things we like to do is get people doing these types of investments, learning, getting a skill set around it so that when you do get that big   big shot when you sell your business or you have those huge tax or those huge years and you don't pay all the taxes, you know what to do with the money. Because that's a whole different skill set than running a dental clinic.   The Dental A Team (15:17) I don't disagree. And that's why Derick, I love having you on here. And I think your comment of the goal is to get more money to put into the equation. What are the things like, I have 90 grand or I have 150. What are some of those investments that, again, realize that we're being generic and there's a reason you have to be generic is because there are rules that financial planners, advisors, CPAs have to abide by. in general terms, Derick, what are some of the ways that   Derick Van Ness (15:25) Mm-hmm.   The Dental A Team (15:45) you found to generate higher levels of wealth? We're putting more money into the equation, but what's the equation that's going to get it? And again, I know this is very, I would say like vanilla. We're just talking very much basic.   Derick Van Ness (15:56) Yeah, yeah, I'll just   give you the principles, right? The philosophy behind it. One of the things is we always, all of our lives we've heard diversify your assets. Diversify, diversify, diversify.   The Dental A Team (16:06) all weather portfolio, Ray Dalio, right? Like you got to get it everything, have it all. What is it like? think eight uncorrelated assets or something like that is what it should be. Anyway, there you go. Okay.   Derick Van Ness (16:09) Yep.   8 to 16 non-correlated asset   classes. Yep. And the idea here is this. It used to be that you could put your money in the stock market. And each individual stock did its thing based on what its performance was. Since the late 90s, early 2000s, everything's kind of gotten grouped together. Almost everybody just buys the S &P 500 or just buys index funds, which is basically the whole market.   And so if you look at the top five stocks, which are usually the Google, Apple, Tesla, Nvidia, depending on one or two others, ⁓ whatever they're doing is usually what the market's doing, right? It all has a tendency to ebb and flow together because it's all been chunked together. So I don't see those all as different asset classes anymore. How I personally invest, I'm not saying you need to buy into my ideas, but so you can have money there. But then I do think you want to have money in other things.   that maybe aren't tied to the stock market. Maybe you've got some oil and gas. Maybe you've got some farming communities in Central America. Maybe you've got someone who's doing senior living homes, someone who's developing all these empty office buildings. And they're all tied to different things. So that way, if the stock market takes a dump and goes down, that's not all your portfolio. Maybe it's 15 or 20%.   if real estate takes a hit. Yeah, your real estate takes a hit, but maybe something else does well. Having things in your portfolio that if some of them struggle during inflation, some of them do well during inflation, right? Things like gold that holds its value. And so the idea is to be able to put your money to work in a way where it's in a bunch of different buckets that aren't all tied to the same thing. And what that really creates is stability, right? And why that's so important is when you're growing your money,   The Dental A Team (17:46) Mm-hmm.   Derick Van Ness (18:09) You can have the ups and downs a little bit, but when you go to start pulling money out, the volatility, the ups and downs are what really kill your ability to pull money out, because you have to always protect against the downside. And it's why if you look at the market historically, it'll go up, depending on who you ask, 6 to 8%. But when you're pulling money out of the stock market in retirement, the numbers say sustainably over the long term, you can only pull 3 to 4%. Why is that? You would think, ⁓ I can pull.   The Dental A Team (18:21) Mm-hmm.   Right.   Derick Van Ness (18:38) six to eight, but it's three to four because of the volatility. If you are counting on that, it crashes that year and you sell. Then when the market recovers, you have less money to recover with. And over time that stacks up. So the idea there is to work with someone who has the ability to put you into different asset classes, help educate you. This also gives you a chance to try different things. So you can start to get that seasoning we were talking about and learn how money really works because   The Dental A Team (18:43) Right.   Derick Van Ness (19:09) You know, money, health and relationships are the three things that really dictate the quality of your life. And it's funny, we don't spend a lot of time in them in school, right? And so, ⁓ so it's something you have to learn, just like if you don't learn how to take care of your health, you suffer. If you don't learn how to have good relationships, you suffer. And money is another thing. All of those you can get help with, but at the end of the day, you have to be able to be competent enough.   to get the results you want. And money is just one of those things.   The Dental A Team (19:40) Yeah. No, Derick, that's a, think it's such a good way to look at it. And I will say, I was very much a baby investor and I think I still would qualify myself as pretty naive. But it is, they say like, I don't know, what is it? The eighth wonder of the world is compound interest. And it's crazy because when you start out and you just get started on your investments, it feels like this is stupid. At least I have, I've so told many financial advisors, feel like they like,   Derick Van Ness (20:04) Mm.   The Dental A Team (20:07) money monster. So it's like the cookie monster. Like I give my money to you. I never can get it back. I have no clue how to access this money. And then you start to see it and you're like, wow, that started to compound and this started to become different. And we had our first year with it. We didn't have to write such a large check to the IRS and done legally and ethically. And I was like, wow, this is a very different world that I'm living in than I have been. And it wasn't as hard as I thought. And so I, like you said, I do feel like you're   Derick Van Ness (20:11) Yeah.   The Dental A Team (20:33) comfort level and they do say that women tend to be better investors than men because women, we just put money in, we give it to you. We're like, here you go. We don't ever like go check it and watch the stocks. Stocks. Whereas men are like, cons I'm like looking at those stocks, like my husband checks it like 10 times a day. And I'm like, just don't even look at it. Like I don't even, it's the cookie monster, the money monster. You take the money. I know you haven't like taken it. People get angry with me. They're like, Kiera, we can't legally take your money. And I'm like, no, but I just have no clue how to access it. They're like you email. And I'm like, I know.   Derick Van Ness (20:44) Right.   Yep. In your brain, right?   The Dental A Team (21:02) but it like stocks and then I got to pay taxes and I don't understand any of it. But I will say, I think it's like PNLs, the language of money, the language of investing. It's a skill that you are learning. And I do agree, the younger you can learn this, the more time you have to recover if you make mistakes and versus having to be perfect later on in life. So I really very much subscribe to your model of thinking. And I love that. I love that you've talked about taxes, how to save, how to get it into   Derick Van Ness (21:11) Mm-hmm.   The Dental A Team (21:31) Again, I remember I sat in a Tony Robbins wealth mastery thing. Ray Dalio was in the room. had no clue who half like Paul Tudor Jones. I think that's his name. Like so freaking smart. I had no clue who these people were. And like here you've got like five billionaires sitting in the room with us. And I was like, I had no clue. And they start talking about this stuff. And I feel like an idiot, but I will say it's an idiot that I love to be because the more I learn about the more I'm involved in it, the more you expose yourself, the more you learn how it works.   Derick Van Ness (21:38) John Paul Tudor, yeah.   Yeah, I remember.   The Dental A Team (22:00) And I think like what you're saying, Derick, I just hope people talk to your financial advisors, get your uncorrelated assets, start building that portfolio because time, like they say, you only have so much time and the best time to plant a tree was like a hundred years ago. The next best time is today. And I just, I don't want to be that person when it comes to my portfolio where I wish I would have started. All of us will wish we started sooner, but I am grateful that we started as young as we were and are building it the way we have versus   Derick Van Ness (22:23) Yes.   The Dental A Team (22:28) waiting until like, and I don't care if you haven't started then start today. If you've been doing it, figure out how you can do more. ⁓ But I think Derick, I have a question of, I always live in scarcity. So what do you tell a client like myself where I'm always afraid that I'm going to run out of money. I don't know where it comes from. It doesn't matter how much I have. I have acorns upon acorns upon acorns. I swear like you've probably can find money in my couch. I'm not that bad. I don't have it in the couch, but like,   Derick Van Ness (22:32) Yep.   The Dental A Team (22:54) How do you get to a level where you feel comfortable spending money rather than just always saving for retirement and not living today? What's the balance of that?   Derick Van Ness (23:03) Yeah, so what I've discovered working with over 2,500 people on all of this, Kiera, is like money problems don't like quote unquote go away. They just change. In the beginning, it's like, how do I make money? I don't have enough money. How do I manage the car payment or whatever? Then you make a little bit more and you're like, okay, now I'm past survival. Like, how do I start to grow? Right? So you invest in yourself, your business, your education, whatever. Then you start to grow some more.   Then you start saying, okay, now I'm growing and I'm making money and I'm living a decent life, but how do I build for the future? So it's not just the now, then it's the future, right? And then what happens is you definitely get to a point, at least I've seen this for myself and a lot of clients is you start to make a good amount of money and the problem becomes how do I make sure that this doesn't ever go away?   Right? Like now I'm living this really good life and I can travel and I can spend time with family and I can do the things that I want to do. And I can buy nice clothes or go to nice dinner or do nice things for my kids or whatever your thing is. And I don't have to think about money. But then there's this fear of like, what if I lose that? Right. And going back. And so the money problems just change. I believe it's an instinct that's built into us. Like the monkeys that ate bananas and then just stopped worrying and didn't hoard them.   ended up dying faster than the ones that hoarded them, right? And so, like, I think it's an instinct to be paranoid, to be fear-driven, and that's where we have to, as humans, understand our wiring and say, my wiring is for survival, not for happiness and fulfillment, right? Because survival is what reproduced. Happiness and fulfillment, especially in a scary world of survival, ⁓ doesn't do very well.   The Dental A Team (24:27) Sure.   Derick Van Ness (24:52) Right? So, so we have to try to rewire our brain as much as we can. ⁓ And I think the biggest thing is to focus on a big future, a big vision. When you're moving towards something, then you're not focused on moving away from something. When you're in fear, you're, moving away from something. I'm moving away from failure. I'm moving. I'm trying to avoid losing money. I'm trying to avoid running out, trying to avoid making a mistake. You know, this about business ownership, like you can't avoid the mistakes. You just try and minimize them.   and learn from them as fast as you can. Like making mistakes is part of success and nobody says it that way, but I think it's really, really important to get that. And when you're moving towards something, you're in abundance, you're in striving, you're in goal oriented, whatever your thing is. And that doesn't have to be about money. That could be, I wanna be a great parent. I wanna get in better health. I wanna have more free time and make the same money.   So this isn't like just a money conversation, but when you're moving toward those, you have a tendency to lose your fear. I think it's when we aren't sure where to go next that we get afraid of losing ground and we do that. And so I think sometimes it's just a matter of clarity and reminding yourself, where do I want to go? What am I building? Like once you get past a certain point, like, you know, once you get past a certain amount of income or a certain amount of wealth, it's not about money anymore.   Right. It's really about contribution. It's about impact. And I think when we, our mind can really only focus on one thing at a time, especially as men, ⁓ women are much better at seeing the big picture. ⁓ But, but really when you're focused on something that holds your attention and then it doesn't drift to some of the other stuff as much, it doesn't mean you won't. Cause I'll tell you, I'm at my most vulnerable when I wake up in the morning and my brain starts doing payroll and all these other things. And like you said,   The Dental A Team (26:26) you   Derick Van Ness (26:47) I have enough cash stored away that I could not make a dollar for a year and still pay for my whole business and do the whole thing and be fine. But that doesn't mean that that instinctual part of me doesn't freak out for a minute until I come in and say, hey, we're building massive things. We're changing people's lives. Let's just focus on that and let the rest take care of itself. That really is the best thing for me is to focus on where I'm going, not where I'm afraid I might end up.   The Dental A Team (27:15) Absolutely. I   think that was good. Good wisdom there. You are the person, if you guys have heard me talk about it on the podcast, this came from Derick. He's the one who's told me it's a return on emotion, not necessarily a return on investment and like what helps you sleep at night, what helps you stay there. And I love that you talked about like it is a survival instinct. It's not a bad instinct. so loving that side, but also tempering it so that way we can enjoy the fulfillment. And again, I also think that there becomes confidence in yourself. I think enough.   enough business crashes, enough mistakes, enough things where you come back from it also teach you that there's certainty within yourself that no matter what comes your way, ⁓ you know that you'll be able to survive it, you'll be able to come. Someone told me once, it's not unsafe, it's just uncomfortable. Unless someone's running at you with like a knife and it's truly life threatening, it's like if the stock market crashes, that's like we're still safe, it's just going to be pretty dang uncomfortable for a little bit. If we become bankrupt,   Derick Van Ness (27:47) Mm-hmm.   Mm-hmm.   The Dental A Team (28:13) We're not unsafe, we're just uncomfortable. And that has given me a lot of, I think, temperance on when you think about finances, like that'd be uncomfortable, but I am still safe and I would still be alive and we can come back and we can figure things out. So Derick, I know we wanted to pivot gears and talk R &D credits, because this is something that's new. yeah, let's kind of chat that because I think we've gone through tax strategy, building wealth mindset around ⁓ how to maintain and have that.   Derick Van Ness (28:30) Well, yeah, we'll keep it short here.   The Dental A Team (28:42) return on emotion and building those skills. And I really love that you just said money issues don't ever go away, they just change shape. And I think that that's the same as business, right? Business problems just become a different flavor and different color. ⁓ But now let's talk about like some R &D credits because we've talked about R &D. I've seen several clients do very well on R &D credits. So was excited to hear like, they're back and they're back again, and they look a little different. So I'm excited to hear if you guys don't know what they are, Derick will definitely explain them and how you can.   Derick Van Ness (29:02) Yep.   The Dental A Team (29:08) Dental practices are ripe for the picking of R &D, it's exciting to have a resource for dental practices.   Derick Van Ness (29:15) Yeah, dental practices really are because the R &D credits are designed when you do new things in your business that are based in technology. And that could be computer science, engineering, biological science, or physical science, like chemistry, ⁓ which dentists are doing all of that stuff. So when you do new stuff in your business, the government realizes you're taking a risk. You're trying a new implant system. You're trying a new ⁓   a new type of diagnostic, you're trying a new flow for your patients, whatever. Sometimes it blows up in your face. I everybody listening here has tried a new piece of software and after six weeks you wanted to throw the computer out the window and you're like, we're going back to the other one, we got to find something else, right? ⁓ Or we tried 3D printing and it was just really, really hard and like some people love it, some people hate it. But at the end of the day, every time you take that risk, the government knows that you could lose money.   The Dental A Team (29:57) Totally.   Derick Van Ness (30:11) So the R &D credits are really their effort to say, don't stop innovating. Don't stop trying to get better. We know you're going to take some skin, knees, and elbows along the way. And we're willing to give you some credits to help with that. so ⁓ dentists, like dentistry is moving so fast. I don't have to tell the listeners that. There's new stuff every single quarter, every single year. Five years ago, everybody was getting crowns to be milled. Now they're 3D printing teeth and doing all, you know.   digital scans and all the other stuff and pretty quick here, think we have robots doing surgery. I don't necessarily want to be the first person to try that, but.   The Dental A Team (30:45) Yeah, me neither. I'm like number   like 200,000. I'll try it at that point. I'm usually like number two jumping off a cliff if the first person's alive, then I'll jump. Unlike innovative robots, I only have 28 teeth left, so I'll just let them practice a bit more before they come to me. It's okay. Stick with the drill and fill. Yeah, the drill and fill, I'm okay with it. It's all right. It's better.   Derick Van Ness (30:51) Yeah.   Yeah.   Yep.   I'll just pay a little more for the people.   Yes. so effectively, most dentists just don't realize they're qualifying for these credits. And so what we try to help them do is we do a free estimate to help you understand, OK, let's go through the different things that you did in your practice. It takes maybe a half an hour to identify the different things you've done. And right now, there's a window. And this is why we wanted to talk about this today, that closes on the 4th of July of 2026. So we've got about three or four months left.   where you can go back and you can file for 2022, 2023, and 2024. I don't want to bore everybody, but effectively when they did the 2017 tax rewrite, the first Trump tax rewrite, it broke the R &D credits in 2022. You could file for them, but the downside was bigger than the upside, so it wasn't worth doing. Now, they kind of did that on purpose to balance the budget, and they thought, oh, we'll change it before 2022, and then COVID happened, so they never changed it.   So it got broken. So they came back and they fixed it and said, hey, you guys can go back and claim this, but you really only have until the 4th of July. So they gave us one year to do it. ⁓ And so it's a big opportunity, a big window right now where you can get three years worth of credit. So you can literally go back. The government will send you a check for taxes you've overpaid, and you can get that money back. I won't tell you the IRS is really fast at processing this stuff, but they do get to all of them.   The Dental A Team (32:23) Wow.   No.   Derick Van Ness (32:34) And the checks come in, and we've done over 1,000 of these for clients. So it's definitely a legit thing. And the credits have been around since the 80s. They became a permanent part of the tax code in 2015. So they were kind of new. They've been around about 10 years. But the first couple of years, nobody knew. then over the last couple of years, they've become more and more popular. But then they kind of screwed them up in 22 through 24. So the reason I wanted to talk about them is if somebody is a dentist, they're not claiming these credits. But they are doing.   The Dental A Team (32:38) Wow.   Derick Van Ness (33:04) Innovative things upgrading equipment trying new software trying new techniques new implant systems new Diagnostics, whatever you probably got all these credits sitting there. You don't know about and It's worth getting a free estimate to see what's on the table. Yes You do have to amend your taxes, which is a very small pain in the butt But your total time into this should be an hour or two, which is really a short conversation You send over tax returns ⁓ A team like ours would give you an estimate   And if it seems like it's worth doing it, then you do it. You just let them do their thing and you write the check for the fee, right? So it's pretty hard to beat bang for your buck hour for hour. And like I said, for a lot of practices, it's between 1 to 2 % of your gross revenue. This is not a quote. This is just like what I've generally seen. So if you have a million dollar practice, it's probably 10 to 20 grand a year if you're doing these types of things. I mean, I have some. We just did a doctor who's got   Six offices they're getting almost a half a million dollars back right it can be it can be major and Doesn't take him any longer than to take someone with one office so you know it's it's just a big window of opportunity that I wanted to try and squeeze in here and People who haven't done this or unaware. It's like hey, we got a big opportunity and you can do this for 2025 moving forward every year. It's it's back indefinitely and so my hope is   The Dental A Team (34:07) It's incredible.   Derick Van Ness (34:32) People can do the catch up. And then from here forward, you don't even have to amend. You just party your tax return. You just don't pay the taxes. Just like you depreciate equipment or anything else and just get the tax break, the difference is tax credits are dollar for dollar. So if you get $10,000 tax credit, it's just $10,000 you don't pay in taxes, not a $10,000 write off, which might be worth $3,000 or $4,000.   The Dental A Team (34:40) awesome.   Mm-hmm.   Totally. No, and I think Derick, I'm so glad you brought this up. And at first I was creeped out by you. I'm not going to lie. Like when you first started talking about it, was like, are these like, I don't know, what are they called? The opportunity zones. And like, I heard a lot of people got their shorts burned on those. And I was like, do I even put this on the podcast? But I will say, Derick just said he's done thousands of them. They have had great success. I have seen clients tell me, thank you. So that's why I wanted Derick to come on because any client that comes from Dental A Team does get preferred.   Derick Van Ness (35:03) you   huh.   The Dental A Team (35:26) I don't know treatment. don't know what you guys do, but I do know that there's, ⁓ you guys get, you just said you get pushed to the front of line. If you mentioned you heard on Dental A Team podcast, we also have a link with big life financial. I'm pretty sure Derick, if I remember right, I'm pretty sure we do. ⁓ but definitely wanted you guys to have that, especially with a closing in July. And it's something where I love that Derick will just like, he's met with me and my husband several times to talk about multiple things. Derick is non pushy. And I appreciate that about you, Derick. You ⁓ educate.   Derick Van Ness (35:27) Treatment, yep, yep, front of the line.   We do. Yep.   The Dental A Team (35:56) and then give people the information and then you're to make the decisions on your own. So I think like, why not? Why not reach out to Derick? Why not just like see what it looks like? And then you have their resources. They're not going to file unless you want them to. You don't have to break up with your CPA if they file for you. I'm pretty sure. Is that right? Like you don't have to switch.   Derick Van Ness (36:09) Correct.   No, no, yeah,   you don't have to. We can amend it for you. But in a lot of cases, it makes sense to just have your CPA do it. They've got all your information. So but we can handle it either way.   The Dental A Team (36:25) So I think like on that, I just feel it's very much worthwhile. And I know Big Life Financial does a lot. do. I'll let you like take it because I know you guys are added to more services. But I think like if nothing else, we want to have the call to action of like, just look into the R &D credits. Like I said, I have seen multiple checks go to practices. They have not been audited. ⁓ Things have gone very smoothly for them. I was skittish. But I mean, Derick, we've been talking about this, I don't know, almost five years now, if not longer, that we've been telling practices about it. So.   Derick Van Ness (36:52) Yep.   The Dental A Team (36:54) very excited, but Derick, kind of tell about the makeup of what Big Life Financial is and then how people can reach out to you, especially in particular to the R &D credits.   Derick Van Ness (37:04) Yeah, so for the R &D credits, just go to, it's just BigLifeFinancial.com So BigLifeFinancial.com/DAT D-A-T right? Dental A Team. And all you got to do is just set up a time there to talk with myself or someone on my team. It's like a 15 minute call. And we'll just screen it, see if it makes sense. Beyond that, we do offer full service taxes if for some reason you're looking for tax breaks or you feel like you're, for one reason or another, you need to make a change.   then we can do that. We do also work with an RIA. So if you're looking for some of these investments that might have tax breaks or other diversification or whatever, we have those capabilities as well. So we really try to be front to back like what we call like a family office or a fractional family office, which is what the super rich people have. They just have an attorney and a CPA and a   Uh, an insurance guy, an investment guy, or probably 10 investment guys who all just work for them. Obviously most people can't afford to have an entire team that just works for them. So we work with a limited number of people, but we have a coordinated team that way. And, and it's taken me like 10 years to find the right people to do that. That's, that's really it because the Uber wealthy have those people, the people who are making 50 or a hundred thousand bucks a year, they don't need it. We really work in this sweet spot where a lot of people make.   300,000 400,000 on the low end to 2 3 million on the high end. And they're kind of in between, not rich enough to have the team that's all working together all the time, but rich enough that you really need it. Like this segment of the population is the one that just gets crushed on taxes. ⁓ And so we're really doing our best to help minimize that. So that's why we work so much with dentists and doctors.   The Dental A Team (38:56) That's amazing. I love that Derick. And I think for everybody, it was BigLifeFinancial.com slash DAT. We'll be sure to like link that in the show notes and also add it for you guys. But, and Derick, love, I didn't know what a family office was at first. And then I found out hanging out with a lot of wealthy people, what it is. And so for you to provide that, think worth conversations ⁓ and definitely appreciate the insights today. It was a really fun episode. I'm glad we got back together. It's been too long. ⁓ And like truly guys, just reach out.   Again, I would do it as exploration. would do it as like, just find out anytime I hear things like this, I just go book meetings. It doesn't mean I need to actually execute on it. But I think again, learning the language of business, learning the education, seeing if it fills right for you. Now you can ask a million people, but like I said, Derick and I have been doing this for about five years and every client that has been referred to Big Life Financial has gone through, has told me how much they've been grateful for it. So Derick, I appreciate you. Any last wrap up thoughts today as we wrap up today? I appreciate our time so much today together.   Derick Van Ness (39:55) No, I think it's just understanding that part of building wealth is beyond just making income, right? Just making income won't build the life you want to live. Once you earn the money, you got to take care of it. And there's a lot of pieces to that. So whether it's with us or someone else, just take that on for your family's sake. It's not just about making it. It's keeping it and being smarter with it. And if you do that, you're going to be in good hands.   The Dental A Team (40:20) amazing. Well, Derick, thank you so much for being here today. Thank you all for listening. I love what Derick said, like it's not just enough to make the money, we need to figure out how to keep the money and set yourselves up for the great lives that you've been building and to truly have that big life as Derick has described it. So for all of you listening, I hope that today you don't just passively listen, but you actively take action and commit to having the wealth of your life, the wealth of your dreams to have that life that really ⁓   is the life of your dreams. there's a quote from my mirror from when I was little where I said, don't just dream, do. And I think that that's how I'll leave you today. So for all of you listening, thank you for listening and we'll catch you next time on the Dental A Team Podcast.

On this episode of Roots of Success, Chris Psencik digs into the changing landscape of insurance for green industry businesses with special guests Chase Campbell and Cal Fallaize from Sage Insurance and Risk Advisors. The group unpacks how auto insurance has become a massive pain point, often making up 70% of insurance premiums. Additionally hear why old settlements are a thing of the past, and how business owners can safeguard their assets amid rising legal risks. Featuring real-world stories, actionable tips, and the inside scoop on managing insurance modification ratings, this episode sheds light on navigating insurance trends, protecting your business, and driving profitability in 2026 and beyond. If you're wrestling with your P&L and unsure about your coverage, don't miss this episode!  THE BIG IDEA:   Insurance is a line item that must be actively managed.  KEY MOMENTS:  [03:49] Solving Insurance Challenges in Landscaping [06:44] Insurance Costs Scale with Growth [10:48] Litigation Costs Skyrocketing [14:40] "Key Metrics for Project Success" [19:03] Mod Analysis for Performance Insight [20:57] "Portfolio Adjustments for Success" [24:10] Subcontractor Insurance Considerations [29:10] Proactive Landscape Business Renewal Tips [32:59] "GPS, Cameras, and Loyalty" [34:49] "Insurance is Like a Parachute" [37:11] "Managing Costs Through Right Questions"  QUESTIONS WE ANSWER  What factors are contributing to the rapidly increasing costs of auto insurance for landscape companies?  How can businesses ensure their insurance coverage grows appropriately with their revenue and operational changes?  What are the potential risks of maintaining a stale relationship with your agency or insurance provider?  Why is it important to implement a return-to-work program for injured employees within the landscape industry?  How can mod ratings affect a company's ability to secure commercial contracts, and what steps can be taken to improve them?  What are the main challenges and precautions when working with subcontractors in landscaping projects?  Which insurance metrics and safety practices should landscape business owners regularly monitor to safeguard their fleet and assets?  Why are legacy rates so important in the current insurance market, and what strategies help protect them?  How does shopping out insurance every year or every other year impact your company's relationship with carriers and possible rates?  What are some overlooked policy exclusions or errors that can have major financial impacts, and how can they be detected? 

Plé ar an gcinneadh atá déanta ag Comhairle Contae na Gaillimhe mar nach bhfuil siad sásta tithe saoire Eanach Mheáin a cheannacht.

Gestern Abend gastierte der Schweizer Historiker Daniele Ganser in Ludwigshafen, übrigens vor einem ausverkauften Haus mit 1.000 Plätzen. Sein Thema: „Die NATO – ein gefährliches Militärbündnis“. Daniele Gansers Botschaft ist eindeutig: Ami, Go Home. Diese Forderung ist in der deutschen öffentlichen Debatte nicht sehr gängig, obwohl sie aktuell und dringlich sein müsste. Und eigentlich nichtWeiterlesen

Welcome to the greatest Brighton & Hove Albion podcast in the world, Seagulls Social. In todays episode, the hosts Maz & Ben discuss Brighton's 1-0 defeat to PL leaders Arsenal.Subscribe and leave us a review if you enjoy our content on Spotify and Apple Podcasts and never miss a moment of the Albion story.This Podcast has been created and uploaded by Seagulls Social. The views in this Podcast are not necessarily the views of talkSPORT. Hosted on Acast. See acast.com/privacy for more information.

Rehe sind manchmal echte Boden-Designer: Sie scharren Laub und Gras beiseite, um sich ein gemütliches Plätzchen zu schaffen. Aber warum tun sie das eigentlich? In der neuen Folge geht Peter der Sache auf den Grund: Er erklärt die verschiedenen Theorien – von Wärme über Komfort bis hin zu Reviermarkierungen – und verrät, welche Idee er am plausibelsten findet. Wir sind ab sofort auch auf CampfireFM. Eine europäische Plattform, auf der wir uns gemeinsam austauschen können. Vollkomen kostenfrei und ab demnächst könnt ihr dort gegen einen kleinen Betrag den Podcast auch werbefrei hören. Schaut doch gerne mal vorbei: https://www.joincampfire.fm/api/download-app +++ Das Video zum Podcast findet ihr auf YouTube: https://www.youtube.com/@PeterundderWaldPodcast +++ Habt ihr Fragen oder Anmerkungen zu den Themen? Schreibt uns gerne eine E-Mail an podcast@wohllebens-waldakademie.de +++ Wenn ihr mehr über den Wald und seine Wunder erfahren wollt, findet ihr in Wohllebens Waldakademie spannende Veranstaltungen & Fortbildungen: https://www.wohllebens-waldakademie.de +++ Unsere allgemeinen Datenschutzrichtlinien findest du unter https://www.wohllebens-waldakademie.de/policies/privacy-policy +++ Wir verarbeiten im Zusammenhang mit dem Angebot unserer Podcasts Daten. Wenn Sie der automatischen Übermittlung der Daten widersprechen wollen, klicken Sie hier: https://datenschutz.ad-alliance.de/podcast.html

Melek, Alia und der große Jakob spielen, dass sie Drachen wären. Melek ist neidisch, denn Alias Mütze hat Zacken oben drauf. Und wenn Jakob die Arme anhebt, sieht der Stoff seines Regenumhangs ein bisschen aus wie Flügel. Melek hätte so gern auch eine Drachensache! Plötzlich merkt sie, dass ihre Jacke am aller-drachenmäßigsten ist. (Eine Geschichte von Meike Haas, erzählt von Elif Esmen)

Melek, Alia und der große Jakob spielen, dass sie Drachen wären. Melek ist neidisch, denn Alias Mütze hat Zacken oben drauf. Und wenn Jakob die Arme anhebt, sieht der Stoff seines Regenumhangs ein bisschen aus wie Flügel. Melek hätte so gern auch eine Drachensache! Plötzlich merkt sie, dass ihre Jacke am aller-drachenmäßigsten ist. (Eine Geschichte von Meike Haas, erzählt von Elif Esmen)

Welcome back to Erna's Café - our charming German café, where the aroma of fresh coffee lingers, conversations flow, and life unfolds around every table. In this immersive series, we follow a compelling story set in a local café and help you build your language skills naturally through storytelling.Während der Buchclub diskutiert, bemerkt die Erzählerin eine Frau mittleren Alters, die nervös auf die Uhr schaut. Plötzlich betritt ein tätowierter Junge das Café und setzt sich zu ihr. Beide wirken sichtbar unwohl, und Erna eilt herbei, um die Situation vorsichtig aufzufangen. Zwischen verlegenen Blicken und leisen Worten entwickelt sich ein Moment, den man nicht vorhersehen konnte.This chapter is about awkward meetings, tension, and how a little kindness can make a difference.Want to take your learning further? Click here to access support materials and get more out of each chapter. Hosted on Acast. See acast.com/privacy for more information.

Over our last few episodes, we've been deep-diving into the concept of allostatic load—that cumulative, physiological wear and tear our bodies endure under chronic, unresolved stress. We've looked at how this weight falls heavily on women, particularly through menopause and the invisible labor that keeps our families and communities running. But today, I'm naming a major stress generator that's likely happening right inside your organization, often without a formal name or a line item on your P&L: organizational change. Every restructure, leadership transition, or strategic pivot is a stressor for your team because it challenges the way they work and what they believe. When change is managed poorly—with vague emails, shifting timelines, and zero psychological safety—it transforms from a transition into a chronic stress factor. This uncertainty is absorbed by your "unofficial change managers," the people already holding the emotional infrastructure of your culture together. Join me as we reframe change management not just as a communication strategy, but as a critical health infrastructure. Stacie For more episodes, visit StacieBaird.com.

In "The Logistics of Growth: Scaling Freight Tech Companies", Joe Lynch and Will Urban, Founder and Principal of Will Urban Consulting, discuss the strategic intersection of traditional logistics discipline and high-velocity tech innovation to drive multi-billion dollar scale. About Will Urban Will Urban is the Founder and Principal of Will Urban Consulting, a premier advisory firm specializing in scaling global logistics and freight tech organizations. With over 30 years of executive leadership experience, Will has navigated the evolution of the industry at the highest levels, holding pivotal roles at both the traditional logistics powerhouse Expeditors and the digital disruptor Flexport. During his tenure as Chief Revenue Officer at Flexport, he was instrumental in driving the company's organic revenue growth from $600 million to over $5 billion. Today, Will leverages his extensive background as a full partner at R7 and a venture partner at firms like Companyon and Nine Realms. He is a deeply connected figure in the supply chain ecosystem, serving as an investor, advisor, and board member for numerous startups and venture capital firms, where he bridges the gap between complex logistics operations and institutional investment. About Will Urban Consulting (WUC) Will Urban Consulting (WUC) is an elite consultancy dedicated to helping supply chain and freight tech companies master the "Logistics of Growth." Founded by Will Urban following his successful tenure at Flexport, the firm occupies a unique niche by providing executive-level expertise that blends traditional logistics excellence with modern digital scale. WUC is comprised of a global team of specialists—many of whom are veterans of Expeditors and Flexport—who focus on refining go-to-market strategies, accelerating revenue growth, and building sustainable sales organizations. Beyond operational consulting, WUC acts as a strategic bridge to the capital markets, helping startups navigate the complexities of fundraising by leveraging a deep network of venture capital and private equity investors. Operating on a flexible, month-to-month model, WUC provides clients with immediate ROI and unparalleled access to a global network of shippers, carriers, and industry leaders. Key Takeaways: The Logistics of Growth: Scaling Freight Tech Companies In "The Logistics of Growth: Scaling Freight Tech Companies", Joe Lynch and Will Urban, Founder and Principal of Will Urban Consulting, discuss the strategic intersection of traditional logistics discipline and high-velocity tech innovation to drive multi-billion dollar scale. The Power of Hybrid Expertise: Will Urban offers a unique "ground-up" perspective by bridging the gap between traditional logistics giants (Expeditors) and modern digital disruptors (Flexport). This dual experience allows him to help companies balance the disciplined, P&L-focused rigor of established firms with the "move fast" agility of tech unicorns. The "Inside Man" for Fundraising: For startups, navigating the VC world is often a translation problem. Will acts as a strategic bridge, helping founders articulate the value of supply chain nuances to generalist investors and ensuring they pitch to the right firms whose investment appetite matches their specific business model. A "Disciplined Grind" for Scaling: There is no "silver bullet" for massive growth. Drawing from his experience leading Flexport from $600 million to over $5 billion in organic revenue, Will emphasizes that scaling requires a disciplined, high-execution grind and a focus on building sustainable, global go-to-market programs. Democratizing Technology (The Convoy/DAT Model): A significant trend in freight tech is the transition from standalone products to integrated ecosystems. The acquisition of Convoy's platform by DAT illustrates how best-in-class technology can be used to drastically reduce the "cost to cover" a load, democratizing high-end tools for smaller trucking operations. Economics Matter (P&L Discipline): Despite the high-growth expectations of venture capital, Will maintains that the P&L always matters. He advises tech companies to align their pricing with the transactional nature of the logistics industry, as many clients prefer transactional costs over fixed, bottom-line software fees. Leveraging Relational Capital: In an increasingly digital industry, deep human networks remain a primary driver of success. Will's 30-year network of shippers, carriers, and executives provides "warm" entry points that are often more valuable than any piece of software for securing market share. Identifying and Investing in "Grit": Beyond just technical viability, Will looks for "gumption" and persistence in founders. His investment philosophy—often through his family office or as a venture partner—prioritizes individuals who demonstrate the hustle and resilience required to survive the volatile cycles of the global supply chain. Learn More About The Logistics of Growth: Scaling Freight Tech Companies Will Urban | Linkedin Will Urban Consulting (WUC) | Linkedin Will Urban Consulting (WUC) Inside the DAT – Convoy Platform Deal: What This Acquisiton Means for the Freight with Bill Driegert The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube  

Confira os destaques de Os Pingos nos Is desta segunda-feira (02):O Irã agradeceu publicamente o posicionamento do governo Lula (PT) após os bombardeios que resultaram na morte de Ali Khamenei. Em nota divulgada pelo Itamaraty no mesmo dia das ações, o Brasil condenou os ataques dos Estados Unidos e de Israel e defendeu que o conflito seja resolvido por vias diplomáticas. O presidente do PL, Valdemar Costa Neto, afirmou que Donald Trump falhou com a direita brasileira ao não oferecer apoio mais incisivo ao ex-presidente Jair Bolsonaro (PL). Segundo ele, havia expectativa de uma postura mais firme do líder norte-americano em relação às pautas defendidas pelo grupo, como a anistia aos condenados pelos atos de 08 de Janeiro. O presidente do PL, Valdemar Costa Neto, afirmou que o líder do Congresso, Davi Alcolumbre (União-AP), teria oferecido um acordo para derrubar o veto ao projeto da dosimetria em troca da não instalação da CPMI do Banco Master. A declaração foi feita durante entrevista a uma emissora de TV.Reportagem do jornal O Globo revela que, antes da liquidação do Banco Master, Daniel Vorcaro desembolsava cerca de R$ 400 mil por semana para manter influência e simpatia. As festas aconteciam todas as terças-feiras em um bar na Alameda Lorena, no bairro dos Jardins, em São Paulo.Milhares de pessoas participaram do ato “Acorda Brasil” na Avenida Paulista e em outras capitais do país. O evento foi liderado pelo deputado Nikolas Ferreira (PL-MG) e contou com a presença do senador Flávio Bolsonaro (PL-RJ), que discursou como pré-candidato à Presidência. O deputado Nikolas Ferreira (PL-MG) publicou nas redes sociais um trecho de entrevista em que critica ataques recebidos de integrantes da própria direita, incluindo aliados de Eduardo e Carlos Bolsonaro (PL-RJ). Ele afirmou que apoiou a candidatura de Flávio Bolsonaro (PL-RJ) desde o início, mas que sua estratégia de dialogar com outros públicos gerou insatisfação. O ex-presidente Jair Bolsonaro (PL) divulgou uma carta manuscrita em que lamenta críticas feitas por integrantes da própria direita à ex-primeira-dama Michelle Bolsonaro. A mensagem foi tornada pública pelo deputado Nikolas Ferreira (PL-MG). No texto, Bolsonaro afirma que pediu para Michelle se envolver na política apenas após março de 2026, destacando que ela está dedicada à recuperação da filha e aos seus cuidados de saúde. Você confere essas e outras notícias em Os Pingos nos Is.

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Go to www.LearningLeader.com The Learning Leader Show with Ryan Hawk This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. www.InsightGlobal.com/LearningLeader My Guest: Jesse Cole is the owner of the Savannah Bananas. He went $1.8 million in debt, slept on an air mattress, and built a business that is now valued at over a billion dollars. I spent half a day with Jesse in Savannah watching practice, and Jesse gave me a personal tour of their entire operation. It was incredible. Notes: Fans First - The sign is on every locker. And leading out to the field, "Tonight is someone's first time seeing our show." Obsessed/Focused - Banana Ball/Serving people is his life. We didn't talk about hobbies, TV shows, or anything other than what they're doing now and in the future. He's obsessed with what he does and super focused. Transparent - Jesse just released their full P&L as a private company: revenue, expenses, player salaries, everything. Most businesses guard this religiously. He's completely transparent. I asked why, and he said, "Fans first. They deserve to know everything." Reps - We went to the field to watch practice. It looked just like a game. Players were dancing all the time. And every single rep they practiced as a trick play (behind the back, through the legs, etc.). They never play normal baseball. You wonder how they are so good on gameday at doing a backflip while catching a fly ball. Because they practice it thousands of times without fans so that when they're there, they put on a great show. Hiring – "Love your people more than you love your customer." 12,000 people on the waitlist to work for the Bananas. When you hire, have them do a "fans first" essay. Then they write a future essay.  Always Be Caring, Different, Enthusiastic, Fun, Growing, & Hungry Fans First: The Counter-Intuitive Decision - Jesse sacrificed $6 million in ticket revenue after a system messed things up for fans.  Merch – 787,000 fans purchased merchandise in 2025, totaling 1.96 million total items. That means the average person is purchasing ~2.5 items at checkout, with 80% of total sales taking place in person. 621,000 at live shows versus 166,000 online. It's a $50m business! TV: The Distribution Strategy - Giving Away Value - Jesse insisted on free YouTube streaming even when ESPN wanted exclusivity. Jesse is building a zero-profit secondary ticket market. He's literally giving away things other sports properties would monetize. So, even with all of the team's games still airing for free on YouTube, the Bananas averaged 500,000 viewers on ESPN, The CW, and Roku. The team's most-watched broadcast was a July 4th game at Fenway Park, which averaged 837,000 viewers on ESPN, making it the holiday weekend's most-watched primetime sports broadcast. TV networks want exclusivity, but you demand that the games still be broadcast for free on YouTube (in addition to whatever channel they are on) Social Media - The Bananas added 12.7 million new social media followers in 2025 alone. That pushes their total social media following across all channels north of 35 million... Roughly 2x more followers than MLB's most popular team, the Yankees, at 18 million. You have to believe something before you achieve something. Six years ago, Jesse said, "We're gonna sell out Fenway Park," and his team looked at him like he was crazy (they were a college summer baseball team, not even doing tours yet). You have to get through the messy to get to the great. Their first world tour was brutal: the sound was terrible, the show wasn't great, the game finished in the seventh inning because they didn't have a rule to make it go nine innings. See what's best for the guest, not what's best for the business. Walt Disney was the first to go into full-length animation, color, sound, and with Disneyland, he focused on one entrance to control the experience, custom rides, and invested in a castle and landscaping, which made no money. Go where others won't go. Sam Walton went to small towns, and no one paid attention to him for the first five to ten years. It's somebody's first time every night. Fans wait three years on a waitlist to come to a game, so Jesse doesn't care if you're having a bad day. That's their first time. Control the entire experience. Walt learned he couldn't control the experience when people watched his movies at a theater (it could be dirty, and people might not be nice), so he built Disneyland. Who do we work for? Fans. Jesse opened the books completely (numbers, player salary, merch sales, everything) because they have a responsibility and accountability to their fans. We have to feel our mistakes. When they sent a wrong email to 44,000 fans instead of 4,000, it cost them $6 million to take care of those fans with tickets (more than the company brought in their first five years). We need to have bigger failures. If we're not trying things big enough, we won't have bigger failures and mistakes that cost us a lot more in the future. Turn mistakes into moments. After the $6 million email mistake, Jesse set up a Zoom call with all 44,000 people, had everyone turn their cameras on, and apologized while looking at every single person. Build something you wish existed for yourself. Jesse played baseball until he couldn't anymore. He put so much pressure on himself that it wasn't fun anymore, and he was told he wasn't good enough. Design every second of the first-day experience. When players showed up, they went to a parking lot with a DJ at 8:30 AM. Three buses arrived with balloons, hundreds of people lined the streets cheering, Man-nanas served munchkins on silver platters, a custom hype video played, the host introduced from the roof, and fireworks went off. Every player has been told they're not good enough. All Bananas players have been drafted or been top college players, and at some point, they've all been rejected, cut, told to hang it up. Obsession is awesome. If you can find something you're obsessed with, so few people in the world get to have that. Watch the best of the best obsess over details. Derek Hough (one of the greatest dancers) wasn't just focusing on the dance; he was producing while dancing, telling the camera crew exactly where to come, when to hit him, and where he would wink. No one goes home excited about normal. No one says, "That restaurant was really normal, the waiter served it the same way, the food was pretty normal, the parking lot was normal." Whatever's normal, do the exact opposite. Normal gets normal results. There's a lot of normal in the world, but not a lot of extraordinary. Put yourself in the customer's shoes and eliminate friction. Where's the game tonight? On Amazon, Peacock, CBS, NBC? Jesse threw away millions to keep all games free on YouTube because that's a friction point. Your fans will reward you. The Bananas sold over 1.9 million merch items last year because they built something people are proud of and want to wear. If people don't want to wear your merch, you haven't made them feel something yet. One fan gets a new Bananas tattoo every year (he's got six logos on his leg now). Invest everything in the experience, spend zero on traditional marketing. Make the experience so good that fans will share with everyone that this is something they haven't experienced before. Social media growth came from trying and stumbling into learning. In 2016, an intern said he could create videos; they did a lip sync to "Can't Stop the Feeling" by Justin Timberlake. It wasn't even well-produced, but they tried. Give energy back because of how good it feels. A woman came up to Jesse on a cruise and said she was there because he gave her a hug at a Sacramento game the day after her sister died. She came on the cruise to give him a hug back. Do what gives you energy. Jesse's entire day is filled with things that give him energy: being with people, rehearsing shows, banana ball youth meetings, broadcast team, and talented writers. Have people who love to execute. You do what gives you energy and have them execute at a high level. Be very involved at the beginning (get the idea and vision right) and at the end (make adjustments).