Podcasts about PL

When it comes to scaling smarter, not scattered, there are three mistakes owners make that hurt efficiency, profitability, and leadership. Kiera talks about how Dental A-Team helps practices simplify methods so that success is humming across all locations. 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 I hope you are having such an amazing day. Today is podcasting day and I actually did a little reel for you guys to come and enjoy getting ready for me on podcasting day. My husband and I, we did this funny thing when I got like amped myself up and we're like, I love my life. I love my job. I love podcasting. And I don't know if you guys have seen that little girl.   who does that where she gets so excited about life and it's like, I love my bed, I love my hot tub, I love my view. And truly I love all of you. And I'm just super excited to be here with you podcasting, to be talking about great things in dentistry. And today I think that this one's going out to our multi-practice owners. And these are three costly gaps that I've noticed within multi-practice ownership that really try to highlight some of the gaps because at the end of the day, the podcast was created   to help all dentists elevate, to help all of us rise, to positively impact the world of dentistry in the greatest way possible. And that's what we're about. That's what our mission is. That's what I'm about. And so today going out to those multi-practice owners, or for those of you thinking about multi-practice ownership and do you want to do this? do you want to like, what are some of these gaps that maybe could also impact solo practice owners? So at Dental A Team, do work with solo practice owners, multi-practice owners. We work with...   like from basically one million, you know, you're maybe at that 650, one million range, all the way up to that 10, 15, $20 million range as well for practices. And there is a no one size fits all in Dental A Team I'm very, very, very, very big on who we hire and who the people are within our company. And with our clients that this is your life. This is your dream. There is no ultimate destination that we're trying to get all of our practices to. There is no final   You've got to hit this in order to be excellent within Dental A Team. is what is your life? We have some owners that are working at two or three days a week. We have some owners that are working six days a week. We have some that want multi-practice ownership. have others that want solo practice ownership. We have some that are solo practitioners doing 4 million in one location of about six to seven operatories. We have others that are in multi-locations doing 2 million. So really there is a no one size fits all. It's more what do you want to be? And we call this the yes model. So where do you   personally and professionally want to be. stands for earnings to make sure you're profitable and S stands for systems and teams to support that. So really making sure that way you can say yes to your life, yes to the things you want in life. That's what we're about. So with that, like when you look at multi-practice ownership, it does not necessarily mean adding more profit. I've talked to several multi-practice owners that are actually making less money in multi-practice ownership than they are.   prior to expanding to multi locations. Think about it. You've got one location that's doing really well, the other one's not doing so well, well, your good one has to then support your not so cash flowing one. So sometimes it actually can be a lot more costly for you. And so for you to just realize that some of the ways that we can do this will actually impact solo practitioners. ⁓ And so the three things that we're gonna work on today are like,   things that hurt efficiency, they hurt profitability and they hurt leadership. So when we look at this, doing a deep dive on that, that's really what I want you to look at of like how you can scale smarter and not scattered because really with multi-practice ownership, I remember the day we opened our second location. Our first practice was doing, it was 500,000 to 2.4 million in nine months. And then we opened our second location and you better believe that it was like just adding more fuel to this already burning chaos fire. I think that's really, really clear. And I hope you heard that it was adding more fuel.   to the chaos fire, not to the profitable fire, but to the chaos fire. ⁓ And that was really, really, really struggling. ⁓ It was hard on me. It was hard on our practice. It was hard on the team. I was not showing up as a great manager. I was not showing up as a great ⁓ leader. I was not showing up as a great partner. ⁓ I was not showing up great in my marriage. It was like literally just trying to swim through and feel like I was trying to survive rather than doing it smart. And so that's something really big that we've been wanting to do for all of you is   to give you this smarter way. Dental A Team was really here for you. It was built by people who are just like you, who have been in your shoes, they don't just understand you, but have actually been in your shoes, who's walked the walk, talked the talk, and we've done it very successfully. So I love to help offices. Hopefully we're helping you. ⁓ And if you love this podcast, please be sure to like it, start, share it, because that's how we're able to help and influence more people. number one, the biggest number one miss is no centralized operations. So that means ⁓ we don't...   we don't have a central plan and instead our practices are individual islands. This was very much my practices. We had our one and it was doing certain things and we had our second one and it was not doing certain things. And so going from each practice felt like I was going to multiple different locations, multi different pieces and that really gets hard. And so we have inconsistent systems which means we have unpredictable outcomes. And then on that, like we did not have a set way that we'd schedule. So we'd schedule one way at our first location another way at our second location.   Our billing was not the same. The way we were insurance verifying, our fee schedules weren't even the same because we were in two different cities. And so we had different fee schedules. ⁓ Reporting was not the same. We did not have leaders in both practices. We did not have SOPs that could scale. Like truly our operations manual was not done and we just thought buy another practice and let's go through this. Rather than having a set standard, and this is something I'm really big on when people want to go to multi-practice ownership or they're already in multi-practice ownership. This is really where we start. There's a practice that we're working with and   I think about them, were, the solo doctor was running around to every single location, trying to out-produce the problems instead of fixing the problems at the base level. And that's going to be through this of like centralized systems and getting systems in place and like having our scheduling and our billing and our cashflow consistent and looking at each of the individual practices ⁓ to make sure that they are centralized. And so when we work with multi-locations,   What we do is we actually simplify it down. So you don't necessarily have to have centralized billing or scheduling like right away. Once you get to that four or five, usually it's very recommended to have centralized billing or I've got some practices that are multi like it's one location, but they have about 15 to 17 operatories. Well, that does count in my opinion as multi ops, multi practices, cause a lot of times multi practices are like five ops or more. So you think about a 15 op practice that's like three practices, but just under one roof.   So even in this larger practice, I often recommend we start to centralizing. So we have a set standard of how we're doing billing. We have different reporting metrics. You've got to have the KPIs. We've got to have the set system. So what we started to do is we standardized the operatories. So all ops are the same. We standardized how we're scheduling. We're all in the same softwares. We have an SOP. So we've got our front office, our back office teams, and we do the exact same way. So how we're doing it. We had both practices auditing each other so that we standards were not getting missed and it wasn't.   Well, this practice does it this way and this one does it this way. No, we're trying to make these standardized. that way, again, it's not so that way we can't have our own flare and variety at the different locations, but it's so that way when practices show up and doctors show up, we're actually able to be efficient and effective because we're able to have it be the same. It's like, could you imagine ⁓ if your practices were like everybody's varying different houses? So the way I put my silverware in my house might be very different than where you put your silverware in your house.   So just imagine we've got five different houses, how much easier it would be if we all walk in and we all agree that silverware goes to the right of the dishwasher. Well, now, no matter where the dishwasher is placed in a house, we know silverware will always be to the right of the dishwasher. Just like when we walk into an operatory, we always know that the ⁓ disposable, so our gauze, our cotton, is always to the right of X. It all practices. So as much as we can get them similar, so that way it's just more efficient, it's more streamlined, everything is working together rather than against each other.   but truly getting centralized operations in multi-operatories or multi-locations is going to be one of the biggest ways to cut costs, to save time, and to make it more efficient for a better patient care all the way around the board. So really look at your practice and see, do we have inconsistent systems? Are we doing things differently? Do we have different flares and flavors? Do we have like five different houses within our multi-practice ownership? And what could we do to unify it across all of the practices this quarter? And usually when I'm starting with an office,   I'm going to look for the scheduling because that's usually the fastest. Then the operatories will be my next piece that I'm going to go for. And then after that, we're going to go into our billing tactics and making sure that goes into it, which leads me right into point number two. And this is gap number two and it's profit per location is not being tracked. A lot of times when people get multipractices, what they do is they just keep it all under one tax ID number. I understand your reasoning. I did that when I started my multiple businesses. It actually gets really hairy scary. And so ⁓   Yes, like let's untangle this. I'm not a CPA. My job is not to be giving you financial advice. My job is just to help you as a consultant. We pair really well with CPAs. And so miss number two is when we don't have profit being tracked per location, but overall as total revenue, but not knowing which practice is profitable and which practice is struggling. That's a really, really, really big miss as a practice. So helping you just understand that you've got to a hundred percent.   make sure we're looking at the profitability and breaking it apart. So each practice has its own tax ID number. Yes, this is annoying. Yes, you have to fix the billing pieces for it, but each practice needs to be treated like its own individual business unit. within the bigger whole. So it's like we have the same standards, we have the same operatory setup, we have the same softwares, we have the same billing tactics, but what we have is we make sure each practice is profitable.   So we know how much are we paying for all the fixed versus variable costs and we're tracking those within each location. When team members travel between each location, they're actually paid out of two separate entities. So they could be technically putting in more than 40 hours, but if they're only putting 20 hours here and 30 hours here, technically that's not over time. It's like working two different jobs. Now you have to be careful with that to make sure that those employees are not overworked.   But making sure that like when I've got team members going to multi locations, I am tracking it per location. I am tracking it per practice. When I've got regional managers separating out that regional manager salary amongst all the locations to make sure is this practical profitable? And if not, what are the underperformers? What are the root causes? How can I get this profitable? Can we do block scheduling in there? Can I work on my costs? I've got two practices right now and their rent is much higher in one location. Well, if I've got higher rent over there and higher costs,   I have to produce more in that practice than I do. So I can't have the exact same block scheduling in both locations. I can still block schedule similarly, but I have to make sure that I'm hitting my correct overhead percentages and that each practice is profitable. We have separate credit cards for each location. So we're ordering on those separate credit cards. So it is per location. We have different bank accounts for each location. So the money's coming in so we can see what it is. And what's crazy is when offices actually do this, what they find is   they're actually able to quickly identify what the root causes of that practice. They're able to bring it up to par. like one practice, they're losing money due to not having hygiene reappointments in there. So like the hygiene team is not as profitable as they should be. So we laser focus in on that. We fix the systems across the board, but we laser focus on the practice that's struggling. And we're actually able to boost them by 400,000 per year just by fixing that one small problem, because we're not looking at the organization as a whole. Yes, you do need to look at the organization as a whole.   but you do need to like scope it down to how each practice is performing. And this should be weekly, monthly, quarterly to then assess how we're doing. ⁓ When people get into multi level DSOs, you better believe they're looking at their top performers and their lower performance. And a lot of times they cut those lower performing offices out because that's hurting their overall profitability of the business. So many offices have really high producing practices and they're dumping it to go save the other ones. Just like thinking about a real estate portfolio.   they're looking and rebalancing those portfolios, but for you to rebalance it is to make sure you're tracking the profit per location and we're fixing the issues at the base root problem. ⁓ And so really what it should be is you should A, make sure you're running them individually, B, do a P &L by location and let's figure out where our gaps are within the finances to see how can I make each location profitable and set that as the target as the goal for your regional, for your office managers.   This is the goal per location. I work with an office and we have six locations that we go to quarterly. And we are looking at their scorecards every single week, every single practice. And then we look collectively at the whole to make sure organization as a whole is profitable. Yes, when we started new and of course we're going to be dumping money into it. But the goal is for that new practice to be profitable. Six months to one year max is when they need to start breaking profit. And so when teams know this, when office managers know this, what happens is the whole   portfolio actually does better and the businesses are running much more effectively, efficiently with better patient care, better team awareness all around. So that's miss number two, ⁓ gap number two. Miss number three is not having consistent accountability. So when you have it, oftentimes it's just this chaos. Like I said, like we're adding more fuel to a chaos burning fire. And so ⁓ when we have that there's no roles, there's no structured check-ins, there's...   It just feels like hope and pray. And then we're trying to like get the profitability margins. We're trying to do all those pieces. So we've got to have cadences in there of weekly calls, having weekly scorecards and quarterly reviews. ⁓ And so when you have leaders at each location, what they do is they, get all office managers together on a weekly call. They look at the scorecards for their practices. They look cross company so they can look at all the other offices. So if I'm struggling with a profitability, but this office over here is doing really well.   office managers sync up, let's have you two work together, let's have you see what you're doing differently. That way everybody's able to be profitable. So that really helps. And then you empower all the leaders to own their KPIs and report back. So they're owning their teams, they're owning their departments, they're owning the profitability of their practice. And then this way we're able to have metrics that are the same across all locations. So having a set scorecard that's used, when we do it within our company, we have practice A, practice B, practice C.   Right now I've got an office I'm thinking of and practice A is super profitable and practice B is not. And they're just looking at it collectively as a whole versus saying, my gosh, we've got to get like practice B profitable. Practice B is not producing and it's not collecting what it should be. A lot of times also that profitability margin is hurting because we're not collecting. And so one practice is very much collecting, paying for the other practice, but it's just due to broken systems and not having that O-M responsible. And it's because we're spread across trying to be   ⁓ efficient, which is true, but we have to have individualized centralized accountability frameworks in each location. So it reports up. People know who's ultimately responsible for that practice for the different pieces, rather than it being we're all responsible for everything. That means nothing is actually truly being tracked. So ⁓ when we've implemented these scorecards across practices, usually what you start to see is you see an increase in profitability, an increase in collections, an increase in case acceptance, because everybody's looking   Like we're looking side to side, it's like Sudoku. I'm looking to see how am I comparing with my other practices and how can I get the support where I'm struggling? And then you also start to create cohesiveness as a unity. You start to create cross collaboration. And this is a huge, huge, huge mess in multi-practice ownership and even in bigger practices. So when you look at this and you have that weekly reporting rhythm, you have this weekly accountability, and then you start to empower your leaders to meet with their team members once a month.   and then have quarterly cadences where we're looking to see how we're doing, you start to see teams rise up. Because now it's like, great, we know what the scoreboard is. We know what we're aiming for. know everybody knows what they're accountable for. There's no more of this confusion of what should we be doing or should my practice do this, but your practice doesn't. You try to get them as standardized as possible. And what I will tell you is working with multiple multi-practice owners, this is not a dream. This is a reality that you should be striving for and that you can do. I love to work with Mac.   multi-practice owners because I love to take the chaos and turn it into simplicity. I love to help you see which like it's like a ball of yarn and you're like, my gosh, like pull this string or pull this string or pull that string. And like, we don't know how to untangle what we've created. And so doing these three misses of not having centralized operations. So making sure we're centralized across the board, making sure each practice is profitable and then having accountability across the board. When you streamline those across all your locations,   instantly things get better. Scaling is not great when it's chaos. Scaling is great when it's tightened, when it's predictable, and when it's consistent. That's when it becomes fun. That's when it becomes fun to be multi-practice honored, but it is not fun when it is the chaos. And so when we do this, this is something that I'm obsessed with. This is something I love to help offices. This is where I love to help regional managers figure out how to do this because a lot of times they don't even know. They've never done it before. They've just been a great office manager and doing one baby versus five babies.   We all know as parents and siblings and aunts and uncles, we know that one baby is a lot easier than five babies. However, five babies can actually be easier on certain levels when we have set standards and we have set processes and we have set things in place and we've got rhythms and we've got routines that actually sometimes can be easier than just one because it forces you to actually rise up. It forces you to be better than what you've been. And so with this, just know these are some of the three big gaps that we see in multi-practice ownership or large practice ownership.   These are some of the areas that we really expert help. And hopefully for you to just have a quick like checklist of like, where am I doing on my standardized ops? How am I doing on profitability of each location? And how am I doing on accountability, KPI tracking, scorecard accountability, weekly check-ins, implementing just a few of these things will radically help you. But sometimes it's so hard to lift your head up out of the bubble when you're living in the bubble. And so if you're struggling with that, reach out.   Like let's just have a conversation. Let's see if we're a right fit. If nothing else, we'll give you a lot of gaps, a lot of tools, a lot of tips and help you out. reach out, Hello@TheDentalATeam.com. Go to our website, TheDentalATeam.com and click on the book of call. This is what we do. We create structure for scale, clarity for leaders and profit for every location. Like that is what our obsession is. And so I'd love to help you out. As always, just know dentistry is the greatest place we could ever possibly be in. We are so blessed to be a part of dentistry.   And I just want you to remember like if multi-practice ownership or larger practice ownerships on the horizon, these are things to do. If you're already in the weeds of it, you know, it's a lot harder to actually do than you thought it was. And so reach out. There's no reason to do this alone. The industry is hard as it is. So there's no reason to do this alone. Reach out. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

Confira os destaques de Os Pingos nos Is desta quarta-feira (19):O governo de Luiz Inácio Lula da Silva (PT) intensificou a reação ao PL Antifacção, ignorando pesquisas que apontam apoio popular a medidas mais duras de segurança. No Planalto, a avaliação é de que o projeto relatado por Guilherme Derrite (Progressistas-SP) enfraquece a Polícia Federal e favorece a atuação do crime organizado.Nas redes sociais, o presidente Lula reforçou críticas ao texto aprovado, afirmando que ele “enfraquece o combate ao crime”. Já a oposição alerta que o governo utilizará “toda e qualquer manobra” política e regimental para barrar o avanço do projeto na Câmara e no Senado.O presidente da Câmara, Hugo Motta (Republicanos-PB), defendeu a escolha de Guilherme Derrite como relator do PL, destacando sua experiência no combate direto às facções. Segundo Motta, era necessário alguém com conhecimento prático para fortalecer a legislação e empoderar as forças de segurança.A Câmara também aprovou um trecho do PL Antifacção que, na prática, impede presos condenados em segunda instância de votarem nas eleições — mudança que altera a regra atual, que garante o voto apenas aos presos provisórios.O vereador Carlos Bolsonaro (PL-RJ) manifestou apoio à candidatura de Caroline de Toni (PL-SC) ao Senado, afirmando que ambos seguem alinhados no objetivo de representar o eleitorado conservador no Congresso.A Comissão de Direitos Humanos do Senado afirmou que o ex-presidente Jair Bolsonaro (PL) corre risco à integridade física e à vida caso seja levado ao presídio da Papuda, em Brasília, citando superlotação, condições insalubres e ausência de atendimento médico emergencial adequado.Você confere essas e outras notícias em Os Pingos nos Is.

Pléadh ábhair a bhaineann le nuacht agus cúrsaí reatha inné le Coimisiún na Meán, agus ag an Roinn Cultúir, Cumarsáide agus Spóirt, ag cruinniú de choiste na Meán i dtithe an Oireachtais.

Confira os destaques do Jornal da Manhã desta quinta-feira (20): O Tribunal de Contas do Rio de Janeiro quer saber quais movimentações financeiras do estado têm relação com o Banco Master. A decisão foi tomada na última quarta-feira (19), um dia após o escândalo que sacudiu o sistema financeiro brasileiro. Reportagem: Rodrigo Viga. A partir da próxima sexta-feira (21), novos usuários da Previdência Social e requerentes do Benefício de Prestação Continuada (BPC) terão que realizar o cadastro de biometria para a concessão do auxílio. O BPC garante o pagamento de um salário mínimo mensal a idosos com 65 anos ou mais e a pessoas com deficiência de baixa renda. A medida visa aumentar a segurança e evitar fraudes. Reportagem: Matheus Dias. Após sofrer uma derrota na Câmara dos Deputados, o Governo Federal articula estratégias para reverter pontos do PL Antifacção no Senado. O projeto chega à Casa Alta sob forte expectativa de alterações. Na última terça-feira (18), a Câmara dos Deputados contrariou o Planalto e aprovou o parecer de Guilherme Derrite (Progressistas), secretário licenciado de Segurança Pública de São Paulo. Reportagem: Victoria Abel. O deputado federal Eduardo Bolsonaro (PL) foi incluído na dívida ativa da União após ter faltas injustificadas na Câmara dos Deputados. O deputado deve cerca de R$ 14 mil por quatro faltas em março deste ano, quando se mudou para os Estados Unidos, mas ainda não tinha formalizado o afastamento temporário do mandato. Reportagem: Igor Damasceno. Os presidentes do Senado, Câmara e STF se reuniram em Brasília na última quarta-feira (19). Entre os assuntos discutidos, Hugo Motta (Republicanos), Davi Alcolumbre (União Brasil) e Edson Fachin conversaram sobre a criação de um Marco Legal de Combate ao Crime Organizado, além de reajuste de salário e criação de novos cargos. As posições recentes do vice-prefeito de São Paulo, Mello Araújo (PL), cobrando mérito pelo fim da concentração de usuários de drogas na chamada Cracolândia, na capital paulista, não foram bem avaliadas pelos aliados do prefeito da cidade, Ricardo Nunes (MDB), e do governador Tarcísio de Freitas (Republicanos). A avaliação interna é de que Mello Araújo age de forma isolada, enquanto as gestões municipal e estadual trabalham em conjunto. Para discutir o assunto, a Jovem Pan News recebe o deputado federal Cezinha de Madureira (PSD-SP). Reportagem: Beatriz Manfredini. O deputado federal Alexandre Ramagem (PL-RJ) foi visto em Miami, nos Estados Unidos, segundo um jornalista do portal PlatôBR. Ramagem, que foi condenado a 16 anos de prisão por envolvimento na tentativa de golpe de Estado, está proibido de deixar o Brasil por determinação do STF. Embora a defesa tenha recorrido da sentença, a viagem infringe as medidas cautelares impostas e eleva o alerta das autoridades para um alto risco de fuga. Reportagem: Igor Damasceno. O chanceler da Alemanha, Friedrich Merz, afirmou que não vai pedir desculpas pelos comentários feitos em relação à cidade de Belém. Além disso, o porta-voz do governo da Alemanha, Stefan Kornelius, disse que a frase do mandatário sobre a COP30 está sendo apresentada de forma incriminatória. Reportagem: Luca Bassani. O presidente dos Estados Unidos, Donald Trump, sancionou a lei que torna públicos todos os arquivos da investigação do caso Epstein. O Congresso norte-americano já tinha aprovado o projeto, e havia uma grande expectativa sobre se o presidente seria favorável. O magnata cometeu suicídio na prisão em 2019, antes de ser julgado por liderar uma rede de abuso sexual de menores. Reportagem: Eliseu Caetano. Essas e outras notícias você acompanha no Jornal da Manhã. Learn more about your ad choices. Visit megaphone.fm/adchoices

No 3 em 1 desta quarta-feira (19), o destaque foi a aprovação do Projeto de Lei (PL) Antifacção na Câmara dos Deputados, vista como uma derrota para o governo do presidente Lula (PT). O texto do relator Guilherme Derrite (Progressistas) passou com 23 votos da base aliada. Reportagem: Victoria Abel. O presidente Lula (PT) criticou o texto aprovado, afirmando que o projeto “enfraquece o combate ao crime”. O ministro da Fazenda, Fernando Haddad (PT), também atacou o PL, dizendo que ele “asfixia financeiramente a Polícia Federal”. Já o presidente da Câmara, Hugo Motta (Republicanos), rebateu e disse que quem votou contra “tem que se explicar”. Reportagem: André Anelli. O governador de Goiás, Ronaldo Caiado (União Brasil), defendeu que a Câmara analise ainda em dezembro a proposta que classifica facções criminosas como organizações terroristas. O governador busca apoio para acelerar a medida. Reportagem: Victoria Abel. O governador de São Paulo, Tarcísio de Freitas (Republicanos), comemorou nas redes sociais a aprovação do PL Antifacção, afirmando que o texto “sepulta a era da leniência” e que o “cidadão de bem tem motivo para comemorar”. Reportagem: Misael Mainetti. Municípios paulistas aplicaram R$ 219 milhões no Banco Master, alvo da Operação Compliance Zero. Apenas a prefeitura de São Roque investiu R$ 93 milhões em renda fixa. As aplicações geram preocupação após a liquidação extrajudicial da instituição pelo Banco Central. Reportagem: Matheus Dias. Tudo isso e muito mais você acompanha no 3 em 1. Learn more about your ad choices. Visit megaphone.fm/adchoices

Wo ist eigentlich der Mittagstisch geblieben? Und wieso wirkt jeder in der Vorweihnachtszeit so, als hätte er mehr Freunde, Plätzchen und Herrnhuter Sterne als man selbst? Diese Folge ist ein Mix aus Großstadt-Realismus, Freundschafts-Eifersucht und der Frage, warum man manchmal denkt, man steht am Rand, während alle anderen längst verabredet sind. Zwischen Glühwein, Gruppenchats und falschem FOMO-Gefühl: ehrliche Gedanken über Nähe, Distanz und Zugehörigkeit. Viel Spaß! (mehr Informationen zu unseren Werbepartnern und die entsprechenden Links zum Einlösen der Rabatte findet ihr unter https://linktr.ee/zweidreissiger.partner - auch dabei viel Spaß)Tickets für unsere Tour gibt es auf: https://contracreate.com/profil/zwei-dreissiger/Folgt dem Podcast auf Spotify und hinterlasst gerne eine Bewertung. Feedback und Werbeanfragen an: hey@zweidreissiger.deUnser Merchandise: https://zweidreissiger.de/ Unser Kaffee: https://flowersandmels.de/ Zu Melisa: https://Instagram.com/findingmelisa/ Zu Flo: https://Instagram.com/floriangerl/Zum Podcast: https://www.instagram.com/zweidreissiger/ Hosted on Acast. See acast.com/privacy for more information.

No “Estadão Analisa” desta quarta-feira, 19, Carlos Andreazza comenta sobre derrota do governo no plenário da Câmara com a aprovação do texto de Guilherme Derrite (PP-SP). O governo Lula ainda vê um “caos jurídico” com o PL e já articula salvar no Senado o projeto de lei antifacção elaborado pelo Ministério da Justiça. O sexto relatório elaborado por Derrite em menos de duas semanas foi aprovado por 370 a 110 votos. Os primeiros pareceres foram alvo de críticas, em meio a uma insatisfação generalizada com pontos controversos. O secretário de Assuntos Legislativos do ministério, Marivaldo Pereira, responsável pela articulação da pasta com o Congresso, diz que quase nada do projeto do governo sobrou no relatório aprovado em plenário. A avaliação do Planalto é que o projeto, do jeito que está, deve criar um “caos jurídico” a partir do conflito entre diferentes legislações sobre o mesmo tema, o que deve favorecer os réus. Assine por R$1,90/mês e tenha acesso ilimitado ao conteúdo do Estadão.Acesse: https://bit.ly/oferta-estadao O 'Estadão Analisa' é transmitido ao vivo de segunda a sexta-feira, às 7h, no Youtube e redes sociais do Estadão. Também disponível no agregador de podcasts de sua preferência. Apresentação: Carlos AndreazzaEdição/Produção: Jefferson PerlebergCoordenação: Leonardo Cruz e Everton OliveiraSee omnystudio.com/listener for privacy information.

Die Erbschaftssteuer-Initiative dürfte an den Abstimmungen vom 30. November abgelehnt werden, zeigt die neuste SRG-Umfrage. Die Gegner befürchten, dass Wohlhabende nach einer Annahme der Initiative ins Ausland abwandern. Auch bei der Service-citoyen-Initiative zeichnet sich ein Nein ab. Weitere Themen: · In den USA sollen die Akten rundum den verstorbenen Sexual-straftäter Jeffrey Epstein veröffentlicht werden. Beide Parlamentskammern haben einem entsprechenden Gesetzesentwurf zugestimmt. US-Präsident Donald Trump hat angekündigt, das Gesetz unterschreiben zu wollen. · Die Schweizer Fussball-Nationalmannschaft hat sich für die Weltmeisterschaft nächstes Jahr in den USA, Kanada und Mexiko qualifiziert. Die Schweiz hat das letzte Qualifikationsspiel gestern mit einem 1:1 gegen den Kosovo beendet und löst damit das direkte WM-Ticket. · Die Schweiz springt im jährlichen Klimaschutz-Ranking um ganze sieben Plätze nach vorn. Sie schneidet damit deutlich besser ab als beim letzten Mal - aber sie bleibt im Mittelfeld.

+++ Alle Rabattcodes und Infos zu unseren Sponsoren findet ihr hier: https://linktr.ee/SoBinIchEben_Podcast+++ Wichtige Info: So bin ich eben hört ihr ab jetzt zuerst und kostenfrei bei RTL+ So bin ich eben! - Stefanie Stahls Psychologie-Podcast | Podcast online hören | RTL+. Hier gibt`s die neuen Folgen bereits eine Woche früher. Alle Folgen sind dann aber auch weiterhin auf allen anderen Plattformen verfügbar! +++Viele von uns kennen es: Man steht kurz vor einem musikalischen Auftritt oder einer Rede vor Publikum, schreibt gleich eine Klausur oder befindet sich in einer sozialen Situation mit Menschen, die man nicht gut kennt. Plötzlich kommt die Aufregung! Lampenfieber, zitternde Hände, ein rot anlaufendes Gesicht oder gar ein kompletter Blackout - die Nervosität kann wichtige Momente stark beeinträchtigen. Doch woher kommt das eigentlich? Steffi und Lukas nehmen sich dem Thema in dieser Folge an, denn auch trotz ihrer psychologischen Expertise sind die beiden vor solchen unangenehmen Situationen nicht immun. Aber sie haben Tipps, wie man mit Lampenfieber umgehen kann und gehen dabei auch auf eure Hörer*innenmails ein.+++ Habt ihr ein Anliegen, das Steffi und Lukas in einer Folge behandeln sollen? Dann schreibt uns an sobinicheben@auf-die-ohren.com+++ Meine Online-Kurse für ein erfülltes Leben | Stefanie Stahl Akademie | Jetzt entdecken+++ Unsere allgemeinen Datenschutzrichtlinien finden Sie unter https://datenschutz.ad-alliance.de/podcast.html +++ 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+++ https://www.rtl.de/cms/service/footer-navigation/impressum.html +++Unsere allgemeinen Datenschutzrichtlinien finden Sie unter https://art19.com/privacy. Die Datenschutzrichtlinien für Kalifornien sind unter https://art19.com/privacy#do-not-sell-my-info abrufbar.

Plé ar bun ag cruinniú Chomhairle Contae Chiarraí faoi eolas mí-chruinn a bheith á scaipeadh faoi ionad tearmainn.

Confira os destaques do Jornal da Manhã desta terça-feira (18): A Polícia Federal prendeu na manhã desta terça-feira (18) o empresário Daniel Vorcaro, dono do Banco Master, no Aeroporto Internacional de Guarulhos. Ele é alvo de uma operação que investiga a venda de títulos de crédito falsos. Reportagem: Igor Damasceno. A defesa de Daniel Vorcaro afirma que o empresário não tentava fugir do país, mas seguia viagem para Dubai para concluir negociações de venda do Banco Master. Reportagem: Igor Damasceno. O Banco Central colocou o Banco Master sob administração especial temporária por 120 dias e decretou a liquidação extrajudicial do conglomerado — decisão anunciada um dia após a Fictor Holding apresentar uma proposta de compra da instituição. O presidente do Banco de Brasília (BRB), Paulo Henrique Costa, foi afastado do cargo por decisão judicial por 60 dias. A medida ocorre no âmbito da mesma operação da PF que prendeu Vorcaro. Reportagem: Igor Damasceno. O ministro da Fazenda, Fernando Haddad, afirmou nesta terça-feira (18) que o governo está à disposição do Banco Central para lidar com os efeitos da liquidação extrajudicial do Banco Master. Reportagem: Rany Veloso. O presidente Luiz Inácio Lula da Silva (PT) retorna nesta quarta-feira (19) a Belém (PA) para a reta final da COP30, em meio a impasses nas negociações climáticas. Reportagem: Patrícia Costa. O ministro da Saúde, Alexandre Padilha, recebeu em Guarulhos (SP) o primeiro lote com mais de 2 milhões de unidades de insulina glargina, destinada a pacientes com diabetes tipo 2. Reportagem: Danúbia Braga. A Comissão de Assuntos Econômicos do Senado pode votar nesta terça-feira (18) o projeto que amplia a taxação sobre apostas esportivas e aumenta a Contribuição Social sobre o Lucro Líquido (CSLL) de fintechs e bancos. Reportagem: Rany Veloso. A ministra das Relações Institucionais, Gleisi Hoffmann, e o ministro da Justiça e Segurança Pública, Ricardo Lewandowski, devem se reunir nesta terça-feira com o relator do PL Antifacção, deputado Guilherme Derrite (Progressistas-SP), para discutir o texto. Reportagem: Rany Veloso. Políticos de direita defendem que o governador de São Paulo, Tarcísio de Freitas, permaneça no Republicanos. Apesar de preferir ficar no partido, ele não descarta uma migração para o PL. Reportagem: Beatriz Manfredini. Essas e outras notícias você acompanha no Jornal da Manhã. Learn more about your ad choices. Visit megaphone.fm/adchoices

Confira na edição do Jornal da Record News desta segunda-feira (17): Motta marca votação de PL anti facção para esta terça-feira (18). Trump diz que não descarta enviar tropas para a Venezuela. E mais: tribunal de Bangladesh condena ex-primeira ministra a morte.

Only 5% of companies are getting real value from AI—so what are they doing differently? Courtney, David, and Mohan unpack the "AI value gap," spotlighting what it actually takes to move from spinning up pilots to driving measurable outcomes, while Pete Buer checks in on Michael Burry's billion-dollar bet against the AI boom. P ete also sits down with Coframe CEO Josh Payne, who reveals how compounding intelligence and self-improving systems are quietly reshaping customer experiences—and what most companies miss when trying to replicate that success. Learn how to escape the hype, go deep instead of wide, and make AI count where it really matters: your P&L. Download the Meeting Cadence Playbook: www.knownwell.com/meetingcadence Watch on YouTube: https://youtu.be/BbaBu-QCWwc 

Jeżeli podoba Ci się odcinek możesz nas wesprzeć w serwisie 

O PL, sob a liderança de Valdemar Costa Neto, estuda uma manobra para suspender a Ação Penal de Eduardo Bolsonaro no STF.O partido planeja apresentar um recurso à Mesa Diretora da Câmara para sustar a ação, seguindo o mesmo caminho adotado em casos de outros parlamentares. A iniciativa ocorre após a Primeira Turma do STF aceitar a denúncia contra o deputado por unanimidade. Wilson Lima detalha o "imbróglio" no Bastidor do Meio-Dia. Ricardo Kertzman alerta que a tentativa do PL de blindar o mandato do filho do ex-presidente é "muito perigosa" para a relação entre Poderes.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 Vigilante: 10% de desconto para audiência do Meio-Dia em Brasília   https://bit.ly/meiodiaoa   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 

O programa Meio-Dia em Brasília desta segunda-feira, 17, fala sobre a redução de 10% na tarifa extra sobre produtos brasileiros pelo governo norte-americano, mesmo após várias conversas entre o Itamaraty e representantes de Donald Trump.Além disso, o jornal também fala sobre a mais nova etapa da chamada ação penal do golpe no Supremo Tribunal Federal (STF) e sobre a pedalada que está sendo planejada pelo PL para livrar Eduardo Bolsonaro do Tribunal.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 Vigilante: 10% de desconto para audiência do Meio-Dia em Brasília   https://bit.ly/meiodiaoa   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 

As an eBay seller, you ignore the upcoming increase to Promoted Listings fees at your peril. In this episode of the I Love to Be Selling podcast, you'll get all the details of this dirty deal — and discover ways to protect your profits despite eBay's latest money grab. Tune in to find out how you can still make money, even if you have to pay more of it to eBay.   You'll also gain access to my new eBay Promoted Listings Fees Guide: 5 Tips to Keep You in the Game (and Protect Your Wallet). See where to find and how to understand your real Promoted Listings data in Seller Hub; build a winning listing strategy that keeps your inventory moving and making money; and learn exactly where and when to share your feedback about the PL fee hikes with eBay. Download your complimentary copy at https://ilovetobeselling.com/webinars-and-workshops/ebay-promoted-listings-fees-guide/.   I'm Kathy, and I love to be selling!

Plé ar bhua fhoireann sacair na hEireann in aghaidh na hUngáire.

Nesta semana, discutimos o vai e vem do projeto de lei antifacção nas mãos de Derrite, a primeira semana da COP30, em Belém do Pará, os 100 dias de Jair de tornozelinha e a mais recente Pesquisa Quaest.APOIE financeiramente a continuidade do MIDCast:------------------- Apoia.se : https://apoia.se/midcast- Chave PIX : podcastmid@gmail.com------------------# COMPRE produtos na lojinha do MIDCast: colab55.com/@midcast# CANAL do MIDCast Política no WhatsApp: bit.ly/midcast-zap# GRUPO dos ouvintes no Telegram: bit.ly/midcastgrupo# LISTA de paródias do MIDCast: bit.ly/parodiasmidcastPARTICIPANTES:------------------Anna Raissa - https://bsky.app/profile/annarraissa.bsky.socialDiego Squinello - https://bsky.app/profile/diegosquinello.bsky.socialRodrigo Hipólito - https://bsky.app/profile/rodrigohipolito.bsky.socialThais Kisuki - https://bsky.app/profile/thaiskisuki.bsky.socialVictor Sousa - https://bsky.app/profile/vgsousa.bsky.socialCOMENTADO NO EPISÓDIO------------------A DISPUTA DA LEI ANTIFACÇÃORelator de PL antifacção, Derrite aponta 'fragilidades' no projeto do governo LulaEm novo relatório, Derrite continua propondo mudanças na Lei Antiterrorismo, mas busca devolver competências da PFRelator recua e apresenta novo texto antifacção sem alterar Lei Antiterrorismo nem atribuições da Polícia FederalDerrite adota ritmo diário de mudanças no projeto Antifacção, acumula tropeços e ouve queixas de aliadosDerrite apresenta quarta versão do parecer do Projeto Antifacção, e Motta acata pedido para adiar a votaçãoGoverno chama relatório de Derrite de 'Projeto Anti-Investigação' em campanha nas redesLula diz que 'roubaram' lei Antifacção do governo; equipe fica aliviada com recuo de DerriteQuaest: 73% acham que organizações criminosas devem ser consideradas terroristasMaioria aprova operação no Rio mas rejeita ações policiais em seus estadosO INÍCIO DA COP 30Cúpula de líderes começa com pavilhão da COP30 ainda em obrasCOP30 começa hoje com financiamento, transição e adaptação no centro das negociaçõesNão foi só a Luisa Mell: em carta, Paul McCartney também protestou contra cardápio da COP30 com carneLula discursa na abertura da COP30 e diz ser preciso 'impor nova derrota' aos negacionistasVeja a íntegra do discurso de Lula na abertura da COP30Ailton Krenak faz duras críticas contra a COP30: "Serve-se xícara de café com petróleo"TERMÔMETRO DA COP30 #DIA 2: diplomacia brasileira começa bem, e arte vira protesto em BelémProtesto fecha acesso principal à COP30; veja imagens“A COP30 não reconhece a gente”, diz indígena do protestoMaioria aprova operação no Rio mas rejeita ações policiais em seus estados, diz pesquisa100 DIAS DE PRISÃO E ELEIÇÃOPrimeira Turma do Supremo mantém condenação de Bolsonaro e mais 6 réus do núcleo crucial da trama golpista100 dias de Jair Bolsonaro em prisão domiciliar: saiba como a política se movimentou nesse tempoAvaliação de Lula para de melhorar, diz Quaest; 50% desaprovam governo, e 47% aprovamVantagem de Lula sobre adversários no 2º turno cai, e presidente volta a empatar tecnicamente com Bolsonaro, diz Quaest

Die Fruchtfolgeflächen im Aargau werden kleiner. Dies, weil viel gebaut wird, zum Beispiel Strassen. Damit aber die Gesamtgrösse der Fruchtfolgeflächen nicht unter ein gewisses Niveau fällt, baut der Kanton Aargau nun selbst welche. Weiter in der Sendung: · Schulraumplanung in Wohlen AG: Ein Jahr nach dem grossen Schweitern an der Urne gibts jetzt neue Pläne · Eishockey, Swiss League: Der EHC Olten gewinnt in Arosa mit 3:0

O projeto de lei que propõe a privatização da Copasa está em tramitação na Casa, após a retirada do referendo que permitiria ouvir a população sobre o assunto. Em entrevista a Marco Antonio Soalheiro, a presidenta da Comissão de Educação e integrante do bloco de oposição Democracia e Luta, deputada Beatriz Cerqueira (PT), considera que uma privatização não oferece garantias, porque deixará de ser uma estatal que tem o dever de atender a população e passará a ser administrada para gerar lucros. E esse movimento não tem nada a ver com o Propag. Lembra que já está previsto, em estudo encomendado pela companhia, um aumento de 12% nas tarifas ao ser concretizada a venda. E afirma que não tem havido debate na Assembleia, à exceção de audiências públicas convocadas pela oposição. A deputada atribui o esforço do governo para vender a Copasa a um projeto de poder de Romeu Zema, um trunfo eleitoral que poderá oferecer ao mercado. E afirma que não há transparência nas ações de Zema e Mateus Simões, só há contradições e mentiras. A deputada ainda acredita que o governo Zema vai trabalhar para retirar o referendo e vender a Cemig. Ela ainda comentou os projetos do imóveis que o governo pretende federalizar, o PL da MGI e o recuo sobre a Codemig.

Zajrzyj do starożytnej księgi Apokalipsy! Seria 365 krótkich rozważań pomaga wyjaśnić każdy werset z jej 22 rozdziałów napisanych tajemniczym językiem i wypełnionej symbolami, które dla wielu są trudne do zrozumienia. Audiobook obejmuje wszystkie główne tematy i zagadnienia tekstu w możliwie praktyczny sposób. © 2022 Amazing Facts International. All rights reserved. © 2025 nadzieja.fm. Creative Commons Attribution, BY-NC-ND 4.0 PL, https://creativecommons.org/licenses/by-nc-nd/4.0/legalcode.pl.

Du bist Nachfolger im Familienunternehmen – und keiner zeigt dir, wie du wirklich das Unternehmen führen sollst?Dann ist das hier für dich Pflicht!Denn falsche Kommunikation, alte Strukturen und unausgesprochene Erwartungen bremsen dich aus, bevor du überhaupt durchstartest.Dein kostenloser Nachfolger-Report wartet auf dich:

Fühlt sich Ihre Woche auch manchmal an, als würde sie ewig dauern?In der neuesten Episode der Dachboden Revue widmen sich Mitch und Maurice den Absurditäten der Zeitwahrnehmung und dem Phänomen,warum ein voller Terminkalender die Zeit scheinbar zum Stillstand bringen kann.Die Hosts Mitch und Maurice laden in ihr gemütliches, aber ehrliches "Dachboden"-Studio ein, das für sie zum kreativen Rückzugsort à la Narnia geworden ist, und plaudern über die kleinen und großen Macken des Lebens.Von Mitchs Autopannen-Anekdoten bis hin zu den neusten AUsfallerscheinungen von Moderator Thomas Gottschalk.Ein Highlight ist natürlich das beliebte Segment "Snack der Woche": Maurice überrascht Mitch diesmal mit schokoladenüberzogenen Brezeln.Zudem erfahren Sie einen Fun Fact zum Thema Altern und die aufregenden Pläne zu Maurice Workation in Namibia.

Jeżeli podoba Ci się odcinek, możesz nas wesprzeć w serwisie 

Herzlich willkommen zu Ihrem morgendlichen Newsletter! Sie müssen keinen IQ wie Einstein haben. Doch spannend ist es schon, wenn ein zwölfjähriger Junge diesen hat. Um Ihr Leben glücken zu lassen, ist die Erkenntnis, dass alles in unserem Inneren anfängt, wohl die Entscheidendste. Dafür stellen wir Ihnen eine neue Akupunkturmethode vor, die uns hilft, unsere behindernden Glaubenssätze zu löschen, und ein Plädoyer, endlich der Industrienahrung zu entsagen: für einen besseren Geschmack und vor allem für eine bessere Gesundheit.

Die DFB-Elf kann heute mit einem Unentschieden gegen die Slowakei das Ticket für die WM 2026 lösen. Julian Nagelsmann kann dabei wohl auch wieder auf seinen Kapitän zurückgreifen. In Leipzig sind am Sonntag außerdem mehr als 8.000 Fußball-Fans zusammengekommen, um gegen Pläne der Innenminister zu demonstrieren.

✨ T.R.U.S.T. – The Spirit of Inner Strength ✨ Eine 22-Tage-Journey, die alles verändert: Du lernst, dich selbst wieder zu fühlen, Kontrolle loszulassen und deinem Weg mit tiefem Vertrauen zu folgen – innerlich ruhig, klar und stark.

Imposante Konzertkulissen richtig in Szene gesetzt. Michaela Schneider ist Geschäftsführerin von Allgäu Concerts – einem der profiliertesten Konzertveranstalter im süddeutschen Raum. Gemeinsam mit ihrem Bruder Stefan leitet sie das Familienunternehmen, das ihr Vater Franz Bernhard 1990 gründete. Der gelernte Zimmermeister betreibt bis heute eine eigene Zimmerei – und wurde quasi nebenbei zum Konzertveranstalter. Schon in den 70ern holte er Boney M. in die Eishalle Kempten, wo 7.000 Menschen kamen. Im Redfield Podcast spricht Michaela Schneider mit Alexander Schröder über ihren Weg in die Geschäftsführung, den erfolgreichen Generationenwechsel und die Arbeit an ganz besonderen Spielorten: Die Konzerte von Allgäu Concerts finden oft vor außergewöhnlichen Locations und imposanten Kulissen statt – von Schlossgärten über historische Plätze bis zur Insel Mainau im Bodensee. Es geht um Booking in Zeiten wachsender Anforderungen, um das Spannungsfeld zwischen Kreativität und Kalkulation – und um den Blick auf ein Live-Geschäft, das sich gerade stark verändert: Welche Rolle spielt Nachhaltigkeit? Welche Risiken sind größer geworden – und was lässt sich heute überhaupt noch seriös prognostizieren? Außerdem: Wie arbeitet man als Veranstalter im ländlichen Raum, wie findet man Fachkräfte – und wie hält man den Anspruch der Fans mit begrenzten Mitteln hoch? Ein Gespräch über Familienunternehmen mit Haltung, regionale Verwurzelung mit internationaler Strahlkraft – und darüber, wie man mit Konzerten von Pink bis Iron Maiden nicht nur Bühnen bespielt, sondern auch Verantwortung übernimmt. www.allgaeu-concerts.de www.redfield-podcast.de

Heidi Halloween, Lady Gaga und die Haftbefehl-Doku. Darum soll es nicht gehen. – 2025 und ein erneuter Versuch, über den Teppich zu gehen und gesehen zu werden. Auch 2025 erst einmal wieder: Schade! Aber stattdessen gibt es neue Pläne. Vorweihnachtliche Ferien in New York zum Beispiel. Hier einmal den perfekten Fotospot neben der Eislaufbahn im Central Park finden. Wie schwer kann das sein, und wie schnell kann das in einem Anruf geklärt werden? Dann gibt es bei 50 % dieses Podcasts schon die ersten Silvesterpläne. Obwohl ein Blick auf die freien Wohnungen und Hütten zeigt: Schon, ist gut … . Schreibt doch mal wieder: hallo@zsvpodcast.de Unseren Instagram-Account findet ihr hier: https://www.instagram.com/zsvpodcast Und hier geht's direkt zu TikTok: https://www.tiktok.com/@zumscheiternverurteilt Du möchtest mehr über unsere Werbepartner erfahren? [**Hier findest du alle Infos & Rabatte!**](https://linktr.ee/zumscheiternverurteilt)

Os Estados Unidos reduziram tarifas de café, carnes e frutas. A decisão beneficiou produtores do Brasil. Em grave crise financeira, os Correios negociaram um empréstimo de R$ 10 bilhões e planejam demitir pelo menos 10 mil funcionários. O Tribunal de Justiça do Rio suspendeu a falência do grupo Oi. A Justiça britânica condenou a mineradora BHP pela tragédia de Mariana. A Primeira Turma do STF formou maioria para tornar Eduardo Bolsonaro, do PL, réu por coação. Indígenas fizeram novo protesto na COP Trinta, desta vez contra projetos do governo federal na Amazônia. Um morto, 10 feridos e 11 casas interditadas na explosão no Tatuapé, São Paulo. O local era usado como depósito clandestino para fogos de artifício e para fazer balões.

Jeżeli podoba Ci się odcinek możesz nas wesprzeć w serwisie 

Pete, Russ and Andy Bass in the pod squad this week to review a fairly unremarkable goalless draw at Smellworst Ponk. Plus a very rare bitching session at Infantino, a look back at the rest of the PL from the weekend and more gushing praise for the returned king, Adam Hinsh'. Stand or fall!   UTA!  Mark Goldberg, football business genius! @BrightonRockPod on BlueSky (and Twatter) brightonrockpodcast@gmail.com Part of the Sport Social Podcast Network that can be found in all their glory at this rather suitable address: www.sport-social.co.uk  Please follow us for automatic downloads of new episodes and if you want to make us really happy please rate us five stars on Apple and any other platforms that provide the opportunity to do so! Why not write a review while you are at it?! ;0).  All this helps our rankings and improves our chances of getting exciting guests onto the show. Also we are now on Patreon, so if you happen to be inclined to extreme acts of generosity we'd greatly appreciate any monthly donations, great or small, to help us run the pod as well as we can. Go to www.patreon.com/BrightonRockPod for details and to sign up. NB Our content will remain freely accessible to all listeners regardless. Humble thanks! Learn more about your ad choices. Visit podcastchoices.com/adchoices

A PEC da Segurança, o PL de combate a facções criminosas e o Devedor Contumaz são medidas encaminhadas pelo Executivo ao parlamento e que aguardam aprovação no Legislativo e são apontadas como fundamentais para o enfrentamento às organizações criminosas. Sonora:

Confira os destaques de Os Pingos nos Is desta quinta-feira (13):As últimas pesquisas eleitorais mostram crescimento significativo do governador Tarcísio de Freitas (Republicanos-SP), que se consolida como principal nome da direita para 2026 e acende o sinal de alerta no Planalto.O Projeto Antifacção perdeu força na Câmara após o relator, deputado Guilherme Derrite (Progressistas-SP), recuar de pontos centrais, como a classificação de facções como terroristas e a restrição de poderes da Polícia Federal (PF), o que gerou forte frustração na oposição de direita.Enquanto a relatoria do PL divide o campo direitista, o secretário de Segurança Pública de São Paulo, Guilherme Derrite (Progressistas-SP), já articula seus passos para 2026 e sinaliza apoio ao Coronel Mello Araújo (PL) para a disputa ao Senado, mesmo após os recuos que descontentaram bolsonaristas.Em entrevista exclusiva ao Pingos nos Is, o deputado federal Eduardo Bolsonaro (PL-SP) defendeu sua atuação nos Estados Unidos, dizendo trabalhar para levar “consequências a ditadores” e expor o “desrespeito à democracia” na América Latina e no Brasil.O secretário de Guerra dos EUA, Pete Hegseth, anunciou o início da Operação Lança do Sul (Southern Spear), destinada a combater “narcoterroristas” e cartéis na América Latina e no Caribe. A ação, ordenada pelo presidente Donald Trump (Republicano-EUA), eleva a tensão regional, especialmente com a Venezuela.Você confere essas e outras notícias em Os Pingos nos Is.

O programa Meio-Dia em Brasília desta quinta-feira, 13, fala sobre a prisão do ex-presidente do INSS Alessandro Stefanutto e sobre os desdobramentos da nova fase da operação Sem Desconto da Polícia Federal (PF).Além disso, o jornal também fala sobre o novo adiamento da votação do PL antifacção por determinação do presidente da Câmara, Hugo Motta (Republicanos-PB), e também aborda a pré-candidatura de Carlos Bolsonaro (PL-RJ) por Santa Catarina.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 Vigilante: 10% de desconto para audiência do Meio-Dia em Brasília   https://bit.ly/meiodiaoa   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 

No 3 em 1 desta quinta-feira (13), o destaque foi uma pesquisa Genial/Quaest que revela que 59% dos brasileiros acreditam que o presidente Luiz Inácio Lula da Silva (PT) não deveria tentar a reeleição, enquanto 38% defendem que ele dispute um novo mandato. Sobre Jair Bolsonaro (PL), 67% acham que o ex-presidente deve abrir mão da candidatura e apoiar outro nome, contra 26% que defendem sua manutenção na corrida presidencial. O presidente Lula (PT) pediu empenho para aprovar a PEC da Segurança e a versão original do PL Antifacção, mas líderes do Centro na Câmara afirmam que o relator, Guilherme Derrite (Progressistas), está “disposto a alterações” no texto. Reportagem: Victoria Abel. Em entrevista exclusiva à Jovem Pan durante a COP30, o ministro da Saúde, Alexandre Padilha (PT), afirmou que a “Amazônia é o paracetamol do mundo” e reforçou que a crise climática é “antes de mais nada, uma crise de saúde”. Reportagem: Bruno Pinheiro. O ex-presidente do INSS, Alessandro Stefanutto, foi preso nesta quinta-feira (13) na Operação Sem Desconto da Polícia Federal, que investiga descontos ilegais em aposentadorias e pensões. O senador Carlos Viana (Podemos), presidente da CPMI do INSS, afirmou que a PF prendeu o núcleo principal do esquema. Reportagem: Lucas Martins. O ministro das Relações Exteriores, Mauro Vieira, e o secretário de Estado dos Estados Unidos, Marco Rubio, discutem em Washington a negociação do tarifaço. O chanceler reforçou que o Brasil já enviou uma proposta formal ao governo norte-americano. Reportagem: Eliseu Caetano. Nos bastidores, uma comissão do Congresso Nacional discute a liberação de R$ 3 milhões em “emenda panetone” por parlamentar. A ministra Gleisi Hoffmann (PT), porém, negou qualquer acerto nesse sentido. Reportagem: Janaína Camelo. O governador de São Paulo, Tarcísio de Freitas (Republicanos), desconversou sobre uma possível candidatura presidencial em 2026, em meio a negociações sobre sua eventual filiação ao PL. Reportagem: Julia Fermino. Tudo isso e muito mais você acompanha no 3 em 1. Learn more about your ad choices. Visit megaphone.fm/adchoices

Revamping your financials is as easy as … Kiera shows off her savvy financial skills by sharing what it takes to know what's being spent in your practice. Her spreadsheet tips will answer such questions as: What can be cut? How can you make sure your overhead is in check? What do you need to produce? And much more. Want a sample spreadsheet to get started? Email hello@thedentalateam.com.  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 I hope you're just having an amazing day. Like a great, great, great, incredible day. ⁓ just, today's topic is one that makes me excited and it's so dry and boring, ⁓ but I love it. And I'm like, that's probably a buzzkill for the podcast, but you know me, one of my core values is fun. And Dana, shout out to Dana, DanyDane over there.   ⁓ She gave me one of the best compliments. We do a thing on Wednesdays called core value shout out in our company. And I will tell you if you do not have this in your company, I would strongly advise you do this. What we do is every single Wednesday, our company goes and our whole team says that this is our favorite. You guys, we have gone from a very small team to a much larger team and we still do this. So just know small teams, big teams, it is doable and it is very   relevant and very essential. And I think it just goes so well. I am okay to take a little bit longer on this morning huddle because of how good it is. so core value shout out is where we just randomly will pick somebody and then it's popcorn after that. So they'll choose the next person. So for example, we would start and I would say, okay, Shelbi starting today and everybody chooses somebody on the team and they highlight them for a core value and it has to be a core value. It has to be something specific. And so Dana gave me one of the greatest compliments.   She said, Kiera, she said she wanted to give me the core value of fun, because fun is really one of our core values. And she said, I want to give it to you for fun, because she said a lot of times topics that are so hard ⁓ or things that people wouldn't necessarily find fun. She said, you just know how to sprinkle the fun and the confetti and the glitter and make things that are hard or something that teens wouldn't want to do or doctors wouldn't want to do.   you make them really fun. And honestly, that has stuck with me. It is a few days later since she gave me that compliment and I'm still remembering it. So not only is core value shout out day amazing, it also helps you just enjoy and to have like, to be happier. ⁓ It also infuses core values into your company. And I'm excited and grateful that I'm able to bring fun things to the podcast, a dry topic. I hope I've teed this up enough to where you're excited about it.   But this is, think, the discipline side of business of owning a dental practice that you need to do. And this is really, think, for office managers or billers and doctors. And this is something that I think will give you so much confidence. it came actually from our doctor mastermind. We have ⁓ a private doctor only mastermind that we run every single month. It's a virtual one. And then we do an in-person one ⁓ that's more for doctor and leadership teams. But our monthly one, call it Think Tank, and it's on the first Tuesday of every month. And a doctor was saying, she's like,   I just don't know where to cut. I said, send me your PNL and tips like, and she's going to want your credit card statement and she's going to want all your stuff. And while yes, I am obsessive on this. have helped family members. I've helped offices. I've helped myself. something that I will like toot my own horn on it. I actually think I'm very talented with money, with saving, with figuring out solutions and helping people understand where you can cut. This podcast also came about because this morning on my, ⁓ Shelbi Britt and I were meeting and we were literally going through.   our finances to see where could we maybe squeeze the tube of toothpaste a little bit more, where could we maybe change a few things. And I think that that's just so relevant and so helpful. And so this is something I do in my day in day out life. It's something that I think for you to go from chaos and lack of financial clarity to confidence is something that I really want to just bring to the table today on the podcast. If you're new to Dental A team, welcome. We are obsessed about helping you have your best life and ⁓ doing it in a fun, easy way through dentistry. And so   helping you with our yes model. So you as a person getting your life, your vision, all of that in place, then moving into earnings. So ⁓ financially, that's the piece today. And then using those financial pieces. So your analytics, your PNL, your overhead to also help us figure out what systems and team development need to go into place to make sure you have this thriving practice. Because honestly, I believe that being successful, being a successful dental practice does not have to be hard and it can actually be easy. So that's what we're here for today. ⁓ With that.   So today it's going to be like, how do you actually like figure out your costs? So I did this a long time ago and then I like met a lot of really smart financial people. I'm not a financial advisor. I will throw that out there. So just make sure you talk to them and you have your, ⁓ like you chat with them of what's best for your state, but I will teach you how I do it. This is annoying. It's a little cumbersome, but people love to hear like, how do you actually do this? I'm always like, how do people get like jacked? Like how do they work out? Like.   me like what time do you work out like what do you do for your nutrition and just so I understand the full landscape and then I'm going to pick and choose of what's going to work well for me that I'll actually implement so hopefully that will be effective for you today as well.   So this is what we do. I have a spreadsheet that I have for monthly costs. We do this with all of our clients too. So if you're like, this feels too hard, don't worry, join the Dental A Team. We'll help you get it put together. So we have a monthly cost. And what I do is on the monthly costs, and this is probably my most visited spreadsheet of my entire company. And I'm super excited because we're bringing in another team member who does financial.   Forecasting and has a whole background in finance. So my method might get revamped to 2.0 and there's always another layer. But what I have is I have on our monthly costs, I have all the salaries and all of the pay. Now for offices, I do include doctor pay. Again, I'm not a CPA and I do believe that doctors should be paid. So I put in either your W-2 salary and or your doctor compensation of 30%. Now I do lose numbers. So our consultants are paid very similar to how doctors are paid.   ⁓ And so you can get a general idea. So mine are general ideas. It's not my highest month. It's not my lowest month. It's the average is what I've selected to do for these costs. So again, this spreadsheet will not be absolutely perfect, but I think it's a really great tool to figure out what can I cut? How can I make sure my overheads in check? What do I need to produce? How do I basically figure out my BAM, my bare ACE minimum in a company? And so that's what we're gonna be looking at. So with that, I first list all the salaries and...   I want everything in there. And then what I have is a current. So I'm gonna have a current and then I'm also going to have like a future. So for example, if you're planning to hire somebody, but they're not hired yet, that's something that you're going to wanna know, what is my cost now? And what is going to be the future cost? Because those two things are actually different numbers. And so for me, it's really helpful so that I can look at you guys honestly.   When I started this, had like three team members and now we have tons of team members on there and outsource people and virtual assistants. And ⁓ the list just gets bigger and bigger and bigger. I can go back and I can look at things that we've done before. And so mine's on Google Sheets. And again, we've built one of these and I'm even happy to share, reach out, Hello@TheDentalATeam.com. But this is something, so I go through all the salaries. And then for me, ⁓ if you do health insurance or you do a health stipend or whatever it is, you add that in.   as well, but then what I do, and again, talk to your CPA, see what your payroll tax are. For me, I just estimate 10%. I always like to air higher. So you will notice in all of my projections and everything I do, I'm going to always air higher than it actually is rather than lower. And so just looking at that, just so you know, that's how I do. So my CPA told me 10%, we have business in four different states. I think we're actually up to five now.   So I estimate high, no matter what state they're in, I just do a 10%. So I'll do my total salaries of the month, an estimated 10 % payroll. And then I've got that in there, my total payroll. Then we have our health stipends or health insurance, our 401k costs in there, how much it costs me per user, what the 4 % is. I actually go grab people's salaries and their bonuses, put it in there. So I have a pretty good idea. Then what I do is I check every single month to see based what I have here, is that close?   to what I'm actually paying or is it not? I know some of you might be like, well, here, I just get it from my CPA, I get a P &L. I agree, but this is a good checks and balance between my CPA and myself. And also when I'm trying to project and forecast, can I add people in? How much is this gonna have? Where can I cut? If I can see it all line itemed out, it's actually for me at least much easier for me to see what are all my costs and where can I squeeze the tube of toothpaste to get a little bit more ⁓ toothpaste out of that tube or a little more juice out of the lemon.   So that's what I have. And then what I have down below is like outsource. So if you've got VAs or you've got ⁓ different people that are contractors or things like that, I have that in there and that one EBS and flows mostly that hangs in my marketing department. That's where I have a lot of those. And then also VAs and EAs that'll be in there that are virtual assistants that are through other companies. So they're not running on my payroll, but they are down there. Like I have some consultants on there. I've got some coaches on there that will be in that section for me. But those again are not up in that payroll section because I'm not paying that.   payroll tax on them and I'm also not 401k on them, but that helps me see how much am I paying in outsourced resources to see should I cut that, should I keep that, how much do I have on the top, is my payroll heavy. You also can break this down by department. So you can see how much am I paying in my hygiene department, are they offsetting, how much am I paying my doctor department, my front office department, all those different departments. If you want to get even more granular, you can. And then below that, I have all of the office expenses and this is something really great.   This year Britt she ⁓ 2.0'd us and she put in their end of year expenses because there's a lot of things that I just pay at the end of the year that are annual subscriptions that will save money on but the reality is I should probably be saving that money throughout the year, right? Because every single month there would be an expense allocated if I didn't pay it annually. So we should be adding that in so we're saving for that. We're preparing for that for the end of the year. We have different things in there. So like all of our subscriptions that we have you might have Netflix, you might have Audible, you might have   Canva for marketing, ⁓ ChatGPT if you're paying for those subscriptions, anything. And I'm constantly updating this like as you hear ChatGPT and how many do we have for that? ⁓ We use our project management software is on there. I also know that every single month I have a budget allotted for employee gifts and anniversaries. And so we have an allotment of how much we spend. I do double check this, but I try to break it down. Also I have in there my merchant fees and how much my merchant fees are on average.   ⁓ And I literally list everything out. So whether it's personal, because like Audible and my phone, I do have those on there. Those are personal things for me that do run through the business, but there's still business expenses that will need to be on there. ⁓ And then we've got our bookkeeping and our accounting or CPA, our lawyers, all of that in there. If you have vehicles that your CPA said is okay for you to run through, all of that, your rent, your mortgage, your supplies, your internet, all of that in there.   to where at the bottom of this list, you can get a complete grand total for the month. And what's really awesome about that, you can actually break it apart so you can have doctors where they're not in there. This then tells you basically your BAM, your bear ace minimum. And then what we can do from there is we can figure out what you need to produce to be able to hit. So hopefully all that was like not too much. just rattle, I'm like literally looking at my spreadsheet as I'm telling you this, all of that. Then below that, we're gonna wanna also add in debt services because debt services are also going to hit your cashflow side of it.   So when you have these two tools together, then you can figure out what's bam, my bare ace minimum, what's my overhead and then what can I cut and then what do I need to produce? Then we can figure out what we need to produce with block schedules. There's like a whole other zone, but back to the client's question. She said, I don't even know what to cut. So today me and our leadership team, we were going through this and we literally looked to see, okay, what's on our office expenses? And I know this sounds so dumb and so like trite.   but I think it's the discipline of knowing how to do this because you better believe when I'm looking at my monthly expenses, which are outlandish and they're very high. When I look at this, saving 40 bucks a month is not like, it's truly a literal spit in the bucket. But when I think about it, it's $40 here, it's $20 there. It's just like your credit card statement at the end of the month. I'm always shocked at how much is on there and it's $20 on Amazon here, $30 over here.   $20 there and all those $20, $30 purchases add up to multiple thousands of dollars every single month. So when we look at this, I look at every single office expense and I'm like, okay, is Adobe something that we need? And this was actually a catch that we had. I was like, we're paying $65 a month for Adobe. Do we still need the entire suite? The answer is no, we don't. We only need it for a small thing. And then we started thinking like, softwares are evolving. So we're like, does G Suite ⁓ actually cover that? Or...   does another one of our subscriptions cover it? Because so many times our subscriptions that we're paying are like duplicates of something else. G Suite has expanded and I'm like, do we still need to use boomerang? I use boomerang all the time. I love boomerang so much, but I'm like, has G Suite evolved to where they have something comparable to it that we could cut the boomerang is 120 bucks a month for us. And Shelbi was like, wait, not all of our team members, like our marketing team does not use boomerang. They're not doing client facing emails. They rarely are in their inbox. They're in Slack all the time.   she's like, what if we reduce the number of people on boomerang that would actually cut our costs down. So again, it's this like fine tuning revolving through it looking, do we need this? Could we reduce this? Do we need to, are all the people that were still on there, do we still need to pay for all those people? Could we change it to this? Are we still gonna be here for that? And you go through and you literally ask, is this a want, a need, or is there a better way that we could spend our money on this? And again, I know it sounds so dumb. Like this, this is not fun.   This is not something that I'm excited to share with you on a podcast, but I'm so excited because the discipline of doing this, the doctor, the reason it came up is because she wants to sign up for AI, ⁓ Pearl or Overjet. Back and forth, we talked about it at length of which one's better. This is why I love our Dr. Mastermind. And it's about $130 a month. And she just like, I'm so sick of these subscriptions. And I'm like, well, go get rid of Netflix or go get rid of one of these things or don't have all the beverages in the   in the refrigerator, maybe just choose one of them. Like there's so many things like, but this is where you look at your list because you have your entire list in front of you. And my office expenses right now, and this is where I look at my credit card. I look at every single thing on there. Right now we have 39 different things that we pay for of monthly subscriptions or annual subscriptions, different things. It's got our insurance policies on there. And then what I can do is I can come in and assess and say, okay, of all these high expenses, like if I need to cut expenses very quickly,   I could look to see, all right, my highest hitters are XYZ. This one's $500, this one's $1,000. Do I still need these? Are we still using them? Is there a cheaper competitor that I could switch to? Where am I at? And all these things. What I love about this is it helps you just look to see where your money's going because at the bottom it has a grand total. And then what's nice is I then can look to see, is this grand total what my CPA is telling me I'm spending every single month? Do they line up?   And if not, where's the discrepancy and where is it? I also can look at future things. if I'm going to be increasing or I'm going to be adding team members or we're going to be looking to add say another subscription or another piece, what is that going to change my monthly amount? And am I okay on my production and collection side to be able to afford it? So many people are like, I talked to my CPA to see if I can afford it. And I want to just say that yes, it's great to have a CPA there. It's also better to know instead of being like a parent child.   if you can spend it. I want my CPA to give me my books, my reconciliation. I want them to talk to me about my tax strategy, but I don't want them to be the ones telling me, can I afford something or can I not? I wanna go to them and say, I know I can afford this. This is what I think. Do you think it's a good idea? Then I'm counseling with them rather than being told. And this goes for all of my executive board. I want to know as much as I possibly can. So that way when I show up, like even financial advisors, even my...   My lawyers, like I do a lot of research before I go into those because I don't want to just blindly follow. I want to actively participate. So we're making the best decisions. I believe they're all in the best interest. I don't believe my CPA telling me to do something or not to do something is the end all be all. I feel like we are great at counseling together. They give me their opinion. I know the numbers. They know the numbers. We know where the business is going. And then my job is to make the best decision for the business and for myself.   So this is where I just really obsessed because right now I'm looking and I'm like, wow, what I'm currently paying based on bringing in some new hires, we're gonna do a $30,000 increase. And I look at that I wonder, is that wise? Is that what I wanna do? Is that what we as a business wanna do? Is that smart for the business? Or is it something like, then I get to sit here and I get to innovate and we get to think of like, what other ideas could we do? That's why I went down the list, because I wanna hire some more people. It's a little premature for these hires.   So I was like, okay, let's go back to the list. Let's look at the list. Like where could I like cut some costs to see, could I free up any cash in other areas or do we need to make different decisions? Or is it like, I need to put a pause on hiring that person for a little while until the business gets to X amount and then we can bring on those different hires. So when you look at this, that's how I do it. I use this spreadsheet. I'm not kidding. I I hold, I can tell you exactly because what's great on Google Sheets is they can literally tell you all the different versions. Okay.   So let's just go back to, I'm going to go, this is embarrassing. I'm going to go to June. Okay, so I'll just go back a few months for you guys. I logged into this spreadsheet of the monthly costs. June 5th, June 10th, June 16th, June 19th, June 24th, June 24th, again, June 25th, July 2nd, multiple times, July 7th, July 8th, July 9th, July 10th, 15th, 16th, 17th, 18th, 24.   The only reason it stopped there is because I went out of town August 3rd, August 6th, August 7th. As you can see, I'm in this spreadsheet almost daily. If not every other day. That's insane. I mean, I can go back to April. I can go back to March, February, January, December, December. I'm in here all the time. November, October of last year. I'm just going down. October. I was in there 10 because that's when I started to do projections. So you better believe I was in there a lot more during that time. October. There's about 20 entries September. So when I tell you this is a tool,   that I have found that works so insanely well. Clients love it. Cause then we're like, our overhead's high. We can go over to our costs and say, why is it high? What is causing this? I'm looking at people's loans that they have and I'm like, do you really use the Seric? Do we need to continue to use this? Are we using all these different like plan Mecca and all these other loans that we have on the practice? Are we still using that? And if so, that's fine. But let's at least know where our money's going.   so then we can make better decisions of do we wanna continue that? And so hopefully, like I said, it's not a fun topic. Like it is, this one, if you can't tell, the passion, the fun, like it's really fun for me to look to say like, okay, where is it? This is where I decided it was time for us to close our headquarters down in Reno. We used to have one, but I was looking for how can I cut costs? Where can I, because for me, I'd rather not spend it on a physical location. I'd rather buy, like spend that money on different softwares that are gonna make us more efficient, being able to hire better employees.   Like I'd rather reallocate those dollars to something that's gonna benefit the company more. And so for you, just feel like this is such a great tool to help you truly know where your money's going, know where you can cut. And like I said, I do this for personal. I'm like, all right, give me all your costs. Give me your credit card. We're gonna look at every single thing. And then like, what could we do differently? I mean, my cell phone, let alone, I used to pay almost a hundred bucks a month for my cell phone. It's now, hold please. I'll tell you the exact amount. Cause I can tell you it's literally right here.   Um, it is a telephone right here, $35 a month. And I used to pay 95, but that was once again, like Verizon got a competitor. have a sister company called visible. I could even get it down to 20, but I didn't want to like drop that far. But we went from 90 to 35 and there was no change or disruption. I watched it for several years. I had people do it, then made the change. Is there a better company out there for X, Y, or Z? Is there a better processing company? And I know again, this seems annoying.   But annually around September, October is when I start to do projections and I start to look at everything. Cause I'm looking at costs. What could I cut? But monthly, daily, I'm looking to see who can I hire? Where can I do things? Change it, adjust it. And what's amazing is when doctors and OMS have this tool available, now you're like, can we afford to hire this person? You can answer with confidence rather than hoping and praying you're going to be able to make it. Just like what I used to do. was like, let's just hope and pray we're going to hire them and hope it works out.   now I can have way more confident decisions. And like, think as a business owner, being able to have confident, like one of the strongest things you need to do as a business owner is be able to make decisions. And I think the second piece to that is being able to make more confident decisions, utilizing tools like this one that I'm sharing with you. So if you want help, reach out, Hello@TheDentalATeam.com. Like I said, I love to put this together for clients. I love to give them the tools and resources to where they can actually be here and know. And also I say if you're here,   Like go get your credit card, list everything out that you're spending money on. Look at your P &L, see if it matches up, see if you can figure it out. And this was something that's been evolved over the course of honestly, probably eight years. I started it when I was really new into the business. I made this myself because I'm like, I don't even know where my money's going. How am I supposed to be able to make decisions? And I could not figure out why my overhead was so high. Now I can tell you exactly this is what we're spending every month. This is why we're spending it. This is what we want to do. This is where we're going. These are the numbers that we need to do.   It just gives you so much confidence, clarity. And so that's why I just love to share it and to help you. ⁓ I believe, like we said in the yes model, you as a person need to know where your vision is. Then we need to have your earnings and your profit where it needs to be. And then we need to figure out the systems and team development to support all of those pieces. And that's what we love. It's what I'm obsessed with. So reach out, ⁓ even if you're like, I don't know. I don't know if I'm a good fit. Let's just have a call. It's literally no commitment, no stress.   just clarity and confidence to get you the momentum that you deserve. So reach out Hello@TheDentalATeam.com. Go fall in love with numbers and spreadsheets. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

Procurement's problem isn't speed. It's form.  They've gotten great at automating and accelerating weak processes while quietly rewarding the "good contract, bad deal" mentality that ultimately undercuts their own efforts. In this podcast episode of "Buy: The Way…To Purposeful Procurement," Omid Ghamami, president of the Procurement and Supply Chain Management Institute and former Intel purchasing operations leader, joins co-hosts Philip Ideson and Rich Ham to challenge procurement's most comfortable (bad) habits.  He argues that the function claims victory at signature, books "savings" that never actually hit the P&L, and then moves on to the next thing while suppliers are left to harvest margin in the years that follow. Omid also goes after the most likely root causes of all these bad habits: procurement lets business units fixate on what they want to buy instead of what they need to accomplish. That framing hardwires cost into scopes through custom specs, gold-plating, and activity-based requirements.  The cure is outcome design and total cost discipline up front, informed by external references, public contracts, internal history, and supplier knowledge. Pay now or pay later… and most teams pay later. Procurement needs to stop rewarding the 'heroes' who rush in to fix broken deals instead of the leaders who design processes that prevent fires in the first place. As Omid puts it, "We don't reward Smokey the Bear. We reward the firefighters."  If incentives continue to glorify this kind of firefighting, the flames will keep coming. But when procurement starts recognizing prevention as performance, they will finally become the quiet force that keeps value – and trust – intact.  

A Câmara dos Deputados aprovou na quarta-feira (5) um projeto de decreto legislativo que suspende uma resolução do Conanda (Conselho Nacional da Criança e do Adolescentes) sobre o acesso ao aborto legal por crianças e adolescentes vítimas de violência sexual. A proposta foi apresentada em fevereiro por 42 parlamentares, a maioria integrantes do PL, principal partido. Com a aprovação, o texto segue para o Senado. A resolução do Conanda, alvo dos parlamentares, estabelece diretrizes para que meninas vítimas de estupro possam acessar o aborto legal sem precisar de um boletim de ocorrência, autorização judicial ou presença de pais ou responsáveis durante o procedimento. O argumento de deputados é de que o documento vai contra o direito constitucional à vida e que não há limite gestacional determinado. O Nexo explica como foi a votação do projeto de decreto legislativo e qual o panorama do aborto no Brasil, tema pautado com mais afinco pela direita no Congresso. O programa tem também Mariana Vick falando sobre a COP30 direto de Belém,  João Paulo Charleaux comentando sobre a robotização das guerras e Sheilla Dourado falando dos desafios do federalismo e da adaptação climática. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, I take a closer look at a topic that many BigLaw lawyers misunderstand: profitability. Most partners focus on the firm's overall "profits per equity partner" (PEP), but that number tells only part of the story. There are other profitability numbers - internal, often unseen analyses that many attorneys don't focus on but in fact shape how practices and partners are viewed, rewarded, and resourced. I explain how these shadow numbers differ from the publicly announced firm metrics, how factors like leverage, write-offs, and politics distort perceptions of profitability, and why understanding these differences can make a difference to you at your firm. Knowing how your firm evaluates profitability in different ways and how to influence those numbers is a crucial career advantage. At a Glance: 00:00 Introduction to the concept of firm profitability 01:20 Why PEP only tells part of the story and how shadow P&Ls work 02:05 How internal accounting and practice-level metrics shape profitability 03:27 Defining "shadow P&L" and how practice groups interpret performance differently 04:01 How leverage and write-offs impact profitability and risk across practices 07:14 Examples of approaches and how accounting treatments reshape profit 10:55 Why long-term relationship value can be less valued in firmwide numbers 12:18 How firms use both official and shadow P&Ls to evaluate partners and practices 13:30 How politics and perception influence profitability outcomes 15:17 How to challenge assumptions and advocate for your practice's true value 18:14 Final reflection and wrap-up   Rate, Review, & Follow on Apple Podcasts & Spotify Do you enjoy listening to Big Law Life?  Please consider rating and reviewing the show! This helps support and reach more people like you who want to grow a career in Big Law.  For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here!  For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com  laura@lauraterrell.com   LinkedIn: https://www.linkedin.com/in/lauralterrell/  Instagram: https://www.instagram.com/lauraterrellcoaching/  Show notes: https://www.lauraterrell.com/podcast

Jeżeli podoba Ci się odcinek możesz nas wesprzeć w serwisie 

Pléifear ábhar atá íogair i dtaobh na fórsaí cosanta de ag an bhfiosrúchán faoi bhuamáil na hÓmaí i mBéal Feirste inniu.

Plé agus anailís faoin méid a bheas ar bun ag Uachtarán na hÉireann Catherine Connolly agus í ag cur tús lena tréimhse sa oifig.

durée : 01:00:20 - Toute une vie - par : Matthieu Garrigou-Lagrange - par Bruno Tessarech réalisation : Anne-Pascale Desvignes ©Folio, Gallimard Qu'y-a-t-il derrière la barbe blanche de François Nourissier, le pape des lettres ? Quelle est la part entre l'homme privé et l'homme public ? L'écrivain, le critique, le membre de nombreux jurys, comment lui-même a-t-il trouvé sa voie ? Une vie, une œuvre : chez lui tout se mêle, se conjugue, au risque parfois de se brouiller. En fait, derrière lunettes et barbe blanche, se cache l'un des plus grands stylistes des lettres récent, un homme torturé jusqu'au malaise. Avec : Pierre Assouline , écrivain, biographe, romancier Teresa Cremisi, éditrice Arnaud Guillon , écrivain, romancier **Bibliographie : ** L'eau grise , Plon, 1951. Un petit bourgeois , Grasset, 1963. Une histoire française , Grasset, 1966. En avant, calme et droit , Grasset, 1987. Mauvais genre , Quai Voltaire, 1994. Roman volé , Grasset, 1996. Un siècle NRF , Gallimard, "Albums de la Pléiade", 2000. Sélection de sites par les bibliothécaires de Radio France : François Nourissier sur le site de l'académie Goncourt Brève biographie et bibliographie. www.academie-goncourt.fr/m_nourissier.htm - Preview Entretien sur le site de Gallimard. A l'occasion de la parution de "Prince des berlingots". www.gallimard.fr/...01041819.htm - Preview Dailymotion et Ina.fr - Itw de François Nourissier par Olivier Barrot Au café Le Rostand, à Paris, pour la sortie de "Prince des berlingots". www.dailymotion.com/...ourissier-prince-des-berl_news - Preview

O programa Meio-Dia em Brasília desta terça-feira, 11, fala sobre a disputa política relacionada à paternidade do PL antifacção, que pretende endurecer o enfrentamento às organizações criminosas em todo o país.Além disso, o jornal também vai abordar o novo depoimento da CPMI do INSS, o início do julgamento dos kids pretos na chamada ação penal do golpe e vai falar sobre o novo mico da primeira-dama, Janja, agora na COP30.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 Vigilante: 10% de desconto para audiência do Meio-Dia em Brasília   https://bit.ly/meiodiaoa   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 

Cambodia's “Dirty Debts” to the US — Redux In the 1970s, the US allowed Cambodia to finance the importation of rice and other agricultural commodities. The debt remains unpaid. One version of this story is that successor Cambodian governments have refused to pay these “dirty” debts. In this telling, the US used the loans to prop up a friendly but illegitimate Cambodian regime. Although the US shipped food, loan proceeds mostly financed the Cambodian military, which the US used as a proxy in the fight against the North Vietnamese and Khmer Rouge. Meanwhile, the US was bombing the Cambodian countryside, destroying domestic food production and contributing to a humanitarian crisis. To make matters worse, it turns out most of the food was sent to countries other than Cambodia. To some observers, the US bears a significant share of responsibility for the Khmer Rouge's ultimate rise to power. Decades later, after indescribable suffering (caused at least in part by US interference) the US wants money back. The contours of this story are largely true, but the real story of the PL-480 “Food for Peace” program is more complicated. Today's episode is about what we have found so far and the questions that still remain open. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5561161 Producer: Leanna Doty

Jeżeli podoba Ci się odcinek możesz nas wesprzeć w serwisie 

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Is innovation truly at the center of your agency operations? Not just what you offer clients, but in how you operate? With AI raising expectations faster than most agencies can adapt, investing in innovation isn't optional anymore. It's how you build client trust, stay ahead of disruption, and keep your edge. Today's featured guest unpacks his journey from leading the award-winning agency T3 to launching Superstep Capital, a private equity firm investing exclusively in agency and technology-service businesses. His insights cut through the noise on innovation, leadership, and how to stay ahead of the next big shift. Ben Gaddis still calls himself agency guy. After more than a decade building T3 into one of the nation's leading digital agencies, serving clients like UPS, 7-Eleven, and JP Morgan Chase he sold the company and launched Superstep Central, a private equity firm investing in agencies and tech service businesses. When he sold T3 to a private-equity group, he didn't ride off into the sunset. Instead, he crossed over to what he calls "the dark side," founding Superstep Capital. Now, he defines his mission as redefining what private equity looks like in the agency world by partnering with founders to scale the right way. In this episode, we'll discuss: Going all-in on the next wave before clients catch up. Why innovation should be treated as an expectation. Lessons on creating a leadership structure. Why differentiation still wins. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources This episode is brought to you by Wix Studio: If you're leveling up your team and your client experience, your site builder should keep up too. That's why successful agencies use Wix Studio — built to adapt the way your agency does: AI-powered site mapping, responsive design, flexible workflows, and scalable CMS tools so you spend less on plugins and more on growth. Ready to design faster and smarter? Go to wix.com/studio to get started. Go All-In on the Next Wave Before Clients Catch Up Ben's family has been running T3 since he was born, so it made sense to him that he'd eventually end up in the agency world. Hence, he started his career working at Omnicom, learning from their biggest competitors, and was around when mobile apps became a thing after the launch of the iPhone. At Omnicom Ben saw how traditional holding companies were too slow to invest in mobile. He didn't hesitate to seize the opportunity that mobile presented. Frustrated, he took over T3 and bet big on the emerging mobile market. That bet paid off with marquee wins and explosive growth, scaling the agency to $50 million in revenue and around 300 employees. His advice for agency owners today echoes that same spirit: burn the boats. You can't half-commit to a new capability and expect to lead it. You can't expect clients to lead you there. If you want to own a new channel, whether it's AI, automation, voice, whatever's next, you have to invest ahead of demand and prove value before anyone asks. If you wait for client demand before you invest, it's already too late. Innovation Isn't a Slogan, It's an Expectation At T3, Ben created a culture where innovation wasn't just encouraged; it was an expectation. So they turned innovation into a measurable habit by creating an "Innovation Match" program where they matched a portion of a client's spend dollar-for-dollar on experimental projects. Clients got to share in the risk and the reward. Those projects became T3's biggest success stories and built a reputation for fearless creativity. T3 chose projects and built roadmaps alongside the clients. turning them into true partners in innovation. The coolest work the agency ever did ended up coming from that program. It even led to another venture project called T3 Ventures, where they invested in c-stage startups. It was all about surrounding his team with people who were doing the newest and coolest stuff and letting their clients see this. It worked much better to show innovation than to just talk about it. Innovation has to live in your budget, not your buzzwords. When your team sees that experimentation is backed by leadership, and even matched financially, they'll start bringing the bold ideas that set you apart. This" Innovation Match" model is a playbook for modern agencies trying to make innovation a repeatable, funded process. Leadership Has to Grow as Fast as the Agency Early on, Ben was a young CEO trying to manage instead of lead. He assumed people could read his mind and execute on his vision. That mistake caused turnover and frustration until he hit pause, clarified T3's mission, and re-aligned around a few focused areas: digital products, loyalty, and CRM. From there, he learned to build leadership in layers. Initially, he brought on a COO, which seemed like the next logical move; however, it wasn't the right cultural fit and complicated everything with the team. It wasn't about what his COO changed, it was how they did it… the entire team rejected this dynamic. Eventually, Ben was able to bring in a COO who simplified instead of complicating. It not only freed Ben to think creatively again and gave the agency room to scale, it gave him back his creative headspace. Agency Structure for Scale: Build Practice Leaders, Not Project Managers The other positive change at his agency was creating the "practice groups". Instead of spreading talent thin across random projects, they paired a portfolio lead with a subject-matter expert. Each duo owned a P&L and growth target. The result was deep expertise, repeatable wins, and new verticals that practically built themselves. Their restaurant and convenience-store niche exploded from 2 clients to 30 in record time. This model solves the scaling paradox of how to grow without sacrificing quality. When your experts own both excellence and profit, growth stops feeling chaotic. The last area they focused on was delivery, fighting to maintain quality as they did the newest thing. In the end, it came down to setting expectations and aligning with clients around what they were bringing to the table. As a result, quality went up. AI, Sales, and What's Next for Agency Growth On the investment side, Ben sees a lot of agencies struggling with hesitation and "no-decision" deals. AI has amplified expectations while compressing margins. Many clients now assume everything can be automated, expecting greater output for less cost. Thankfully, this trend has decreased, as clients were burned by this overreliance on AI. On the other hand, it's clear to Ben that agencies should and must be faster and more efficient, and agencies with a clear understanding of what they do and who they serve are not blindsighted by this new reality. His advice: AI isn't differentiation, it's amplification. The edge comes from how you apply it, not the tools themselves. Know your vertical, know your data, and connect AI to real business outcomes. The agencies that win are the ones that define how AI fits their process - not the other way around. Why Differentiation Still Wins in the AI Era The agencies and individuals winning right now aren't the ones with the fanciest tools or the most automation; they're the ones combining experience, curiosity, and creativity to use AI in smarter ways. Ben shares the story of an account manager who built her own workflows using AI to research verticals, anticipate objections, and walk into client meetings armed with strategic ideas that wowed executives. She wasn't a technologist, she was a strategist who understood her clients deeply and used AI as a force multiplier. That's the real edge in this new era. Tools are accessible to everyone, but insight and application are not. As Ben points out, it's your data, your intuition, and your industry expertise that make AI valuable. AI doesn't replace strategy, it rewards it. The agencies that know their data, their clients, and their niche will always have the edge. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.