Podcasts about PL

Today I share some HARD EVIDENCE that reveals why I'm now convinced more than ever that Wholesale strategies are AS PROFITABLE and FAR LESS RISKY than PL strategies are for sellers! It's a common theme on our show to hear me rant about all of the hyped up promises of the PL (Private Label) selling model on Amazon. Virtually every youtube "expert" is talking about PL, but we take an alternate path ESPECIALLY for new sellers. New evidence has come to my attention that makes our approach very validated. Wholesale is as profitable as PL and it has almost none of the risks with ALL of the same benefits- including building a business you can sell someday! Today I explain.   Show note LINKS: ProvenWholesaleSourcing.com - Learn the wholesale sourcing strategies discussed on today's episode   The video by AccrueMe that explains why they are as excited about Wholesale as they are PL: https://youtu.be/wRenb2Tovx0   SilentJim.com/funding - get details on the $500 offer and see how AccrueMe works **Full disclosure - This podcast receives a small referral fee if any students become clients of AccrueMe. We are asked to work with and endorse countless offers and have always been very cautious about what businesses we endorse.   SilentJim.com/ss - the special offer that Accrue me has for our audience with a $500 cash payout bonus to you!   Other episodes useful for you to listen to at https://silentjim.com/podcast: episodes #391, 393, 405   silentjim.com/updates - get updates when new episodes are released.   ProvenBrandBuilding.com - protect a simple, hot selling bundle with brand registry!  

Tim Ringle is Global CEO of Meet the People, an “international family of unified but independent agencies. In the three months since its inception, Meet the People has acquired 3 agency brands. Tim has bigger plans. He intends to bring in a total of up to 15 agencies, reaching from Canada and the US to Europe and Asia. “We have 400 people in North America right now. We want to be 2,000 people in at most 18 to 24 months globally.” Even though he is acquiring agencies at a fast pace, Tim says what he is not building a holding company. He explains that holding companies have been consolidating the industry, the trend a “survival response” to complications from the digitization of processes and channels and, more recently, because covid has changed how work is done. He says small agencies may need to hire one or more people “just to handle the benefits, taxes, payroll, inflation, and salary increases” of those employees who now want to work from “anywhere,” where “anywhere” has different laws, tax rates, and costs of living and working than at an agency's home office. Tim sees holding companies as a powerful trend. Even though there are 14,000 independent agencies in the United States, six major holding company networks “own sixty percent of the entire media industry within the agency space.” However, Tim says, they often don't act in the best interests of their clients because they are driven from the top by financial rather than client interests. He claims that both small, independent agencies and holding companies often fail in communicating when passing clients from one agency or holding-company-entity to the next. “They're only going to talk to each other if there's some money to be made in between . . . there's a lot of lost information . . . .” In Meet the People's “family,” the agency owns its affiliate agencies, but the people within those affiliate agencies also “own a part of Meet the People.” The network structure provides “a fully integrated approach for brands . . . to cross-pollinate across multiple services,” the opportunity for the agency to build multi-brand micro-offices, and scalable support for dealing with “anywhere” variances. Tim says, “Keep the brand, be the best you can, but let us create connective tissue between the different companies to see if we can increase share volume with a client.” Tim has a lot of experience building global agencies. He says he has learned that it is extremely important, “especially in the beginning of the engagement,” to build trust with the client. To do this, his team of disparate agencies will need to work as one. Tim is bringing his people together physically to take time to create “a deep understanding and culture between all the different offices, people, trades, and brands,” building what Tim describes as an “integrated DNA.” They also will be discussing the implementation of individualized OKRs (Objectives, Key Results), a tech tool for tracking accountability. Tim says his agency is very focused on operational excellence, on brand positioning, on bringing really good entrepreneurs . . . and on hyper-goals. He says it is important to make the right decisions now because, “if you build something with small cracks, they become massive gaps when you are at scale.”  As his agency network continues to grow, Tim is excited about finding “really talented entrepreneurs who want to change the industry who can't or are tapping out” with their skills/abilities/finances and being able, through Meet the People, to provide the experience, capital, and structure and small-enough scale “where they can actually still move things.”  Tim can be reached on his agency's website at: https://www.meet-the-people.com/. Transcript Follows: ROB: Welcome to the Marketing Agency Leadership Podcast I'm your host Rob Kischuk and I'm joined today by Tim Ringle, Global CEO at Meet the People based in New York, New York. Welcome to the podcast, Tim. TIM: Hi, Rob. Thank you for having me. ROB: It's great to have you here. Why don't you start off by telling us about Meet the People, what is the business, and what are you all best at. TIM: I think, to understand what we are building with Meet the People, you have to understand a bit of my background. I've been an entrepreneur in the agency space – primarily digital agency space for 24 years. That sounds long but I'm also 45 years old so I can carry that. I started my first agency literally in the basement of my friend's house. We started as a SEO agency digital marketing agency, very much focused on performance marketing. I was blessed to be able to do that in '98, '99 – when this industry was about to develop and therefore was able build that business to 150 people and then sell the business. After that, I did a reverse takeover of the company that bought my business –and that got me to around 400 people in Europe. So, I started my first business in Germany – my native Germany – and we scaled the 400 people agency that was all across Europe into 1,000 people. It was stock market listed in beautiful Paris. I left that to move to the dark side of the ad industry as I call it. Having built multiple agencies as an independent agency entrepreneur, you were always battling the holding companies, right? And I swore to myself many times because they beat me and sometimes I beat them. That's how it works, right? I swore to them I would never work for them. So, I ended up moving to New York City and working for 1 of the holding companies who always wanted to acquire my business. So, I did that for 3 years within IPG. I have to say the experience was amazing. I really learned a ton of stuff that I couldn't learn from being someone who was leading 1,000 people. Now I was part of 65,000 people. I inherited an agency there – once again, a performance marketing agency – around 1,000 people – and then left it after 3 years scaling it to 3,000 people. So, I've done this a couple of times and what we're building with Meet the People is what I would say is version number four of my vision of what an independent agency network should look like. We're building it with my 24 years of experience of what I liked and disliked in the agencies that I've built in the past. What I liked the most was that people in the advertising industry are mainly driven by culture. If you're good in your trade in advertising, you can get a job anywhere on the client side in tech companies. You can build your own company because marketing, just like legal, is a service that you always need everywhere. So, selling a product, branding a product, coming up with a marketing strategy is something you can use pretty much in every business in the world. It's 1 of the integrated parts. Why do people choose to work for an agency? Because they love the culture in agencies, right? What we're doing at Meet the People – when we looked at the industry and I had – I still have the same vision. I'm building a global agency network as an alternative to the large holding companies. I figured that nobody's talking about the people anymore. Everybody's talking about technology, data, automation, and how computers will replace us, how AI will come up with creatives – all this kind of stuff. It's true that the technology has enabled us to be extremely more efficient. But, in the end, the new Coke logo or the new “just do it” from Nike does not come out of AI or a computer, it comes out of the brain of a human being a creative strategist. So, we believe (or I believe) that we have to remember in the ad industry that it's all about the people. We are a service industry. Without the people who are sitting behind the machines and using the machines, tech enabled, we're not going to produce disruptive, new ideas that actually put a brand on the map. That's why we're building Meet the People. I can obviously talk much more about it. But that's kind of it in a nutshell. ROB: When you say an agency network . . . what does that look like when it's an agency network? It's not a holding company. I'm curious about the differentiation of some of the different agencies within the network and how you think about that – because your website is very people-centric. It's more about the people, the partners, than it is about this brand and this specialization and this other thing we just acquired and all that you see in the holding company world. TIM: Correct. So, why am I not calling it a holding company? A holding company has one purpose – and it is a financial orientation. right? So, a holding company is most a holding company because it is actually managed by finance people. I don't necessarily I don't want to diss anyone. But I would say that a finance-led company most probably will be struggling with creating the best strategy, best creative, and best outcome for their clients. They might create the best outcome for themselves, right? That's why we're not calling ourselves a holding company. We are running this network of agencies who, don't misunderstand me, we do own the agencies – and the people within the agencies own a part of Meet the People. That's the concept. We are building this, first of all, to fulfill a fully integrated approach for brands so, instead of just servicing one client within one specialty with one agency, we are allowing the conversation to be elevated and to cross-pollinate across multiple services. For example, when our creative agency, VSA Partners, out of Chicago, New York, and San Francisco. Beautiful, creative design work and strategy. When they come up with a brand refresh or rebranding or brand strategy – I would love to see that through until you actually can see it on TikTok, Snapchat, Instagram, LinkedIn – wherever that brand comes to life besides on brochures, in magazines, or the logo or the CI. Many independent agencies, because of their size and their financial scrutiny because they're small, can't invest a lot of capital into innovation or additional services. They can't see that journey through. That means you have a lot of inefficient handshakes in between. That happens in holding companies because they're structured that way, but it happens in independent agencies as well. One independent agency is a hundred people might be excellent in creative. The next one might be excellent in social media. But they're only going to talk to each other if there's some money to be made in between. There's a lot of lost information when a chief creative officer comes up with a brand strategy and somebody implements that on social media in community management. We want to make that a much more seamless flow with less barriers for the client but also more excitement for the people involved because you actually see the product living there and a colleague of you in another agency – but it's part of our structure – has basically put that on the social channel or billboard. ROB: When you come to thinking about – there's, obviously, within a holding company lots of capabilities, you're talking about these more seamless handoffs. How do you think about building that team? Did you go out hunting for best of breed agencies to bring them into the group or did you build some capabilities from scratch? How did you think about this? TIM: We were going to do both. We started Meet the People three months ago and since then we had 3 agency brands join us – so we acquired 3 brands. Three agencies and we're going to bring more than 10 – probably 15 plus – companies into Meet the People as a group. We're going to do that in North America – so we already have US, Canada, some capabilities. We're going to do it in Europe and then we're going to do it in Asia. How we decide what to go for depends on what services we need next in that journey. Right now, we have a very strong creative agency with VSA Partners and we have a very strong experiential agency with Public Labels. We have certain services that sit in a similar bucket where the client sees the service, so that adjacent service is part of the scope. If we don't service that ourselves. then we should basically fill that gap either with another agency joining us or with building these capabilities organically with the acquire or actually hire before revenue. Ultimately, we want to have a seamless handshake between the different trades. ROB: We have 2 former guests who have been acquired into a similar opportunity recently – which is interesting. We had Chantel from Imagine Media and Techwood Digital were both acquired. Jared Belski, who was the CEO of 360i, has rolled up 3 or 4 agencies. That's all I know. Is this a trend or is this just 2 people that happen to have done a similar thing and why now? TIM: No, it is a trend. As much as I don't like the traditional holding company model, we have to respect that the holding companies have created an industry. Because there's 14,000 independent agencies in the United States alone. Fourteen thousand and there are six networks and the six networks own sixty percent of the entire media industry within the agency space, right? So they've created an industry. We all live in that ecosystem and that industry. The trend right now and primarily driven by the extreme success of what whatever intention Martin Sorrell, Sir Martin Sorrell, had to bid as for capital. If it was ego, if it was revenge, I don't know. He only knows. But he has been extremely successful from a financial perspective doing that because there is a gap, a vacuum in the Market. So, there's models like that that are older than the S4 Capital MediaMonks model. MediaMonks is only 3 years old but Stagwell MDC by Mark Penn is 5-6 years old and You & Mr. Jones is also 7 years old, I think. So, there's a couple of these what we call an agency rollup network model. They existed for years. What has changed in the industry is covid has accelerated the fact that independent agencies got scrutinized because of their size. Before, when you were 100 people, you could live a very good life as an independent agency. There's two real trends. One is the digitalization of processes and channels. At the same time covid is putting extraordinary pressure on talent, new work. This is all very complicated for smaller companies to handle because now your people tell you, “I want to work from anywhere.” How are you going to do that from a benefits perspective . . . tax perspective? It creates complications. Clients are the same. “Oh, I don't need you to come into my office anymore, but I want to take T&E out of your expenses.” Economy of scale becomes more and more important. A couple of people have understood that, so these networks are created over the last couple of years. But they're also created all over the planet. So there are networks in Asia, networks in Europe, networks in the US. There's only very few who can bridge multiple continents. This is one thing we're going to do with Meet the People. We're going to bridge multiple continents because we believe (or I believe) that our clients want the same quality of service across multiple jurisdictions that are not only North America. So, I've not invented this model, right? They exist. They're very successful. The main reason why they're successful is that, when you have, as I said, 100 people on your P&L, it's very difficult for you to invest a million dollars into innovation technology. You might only have a million dollars of profit and you want to keep some of that. Usually, it's very difficult for them to hire before revenue, to anticipate bigger jumps. In economy of scale, it's easier for us to say, “Ten, twenty percent of our EBITA goes to a business strategy consultancy layer that most agencies can't afford or a technology IP that you actually own as a company. We can make these investments. And that makes it extremely attractive. ROB: How do the capital markets feel about this sort of arrangement? I know there's a lot of money out there looking for yield. I could also see the case that you just have to self-finance this sort of thing if you want to. Where is the money side of the world? Are they looking to fund this sort of thing because they need something to believe in and something that's going to give them better than inflation? Although inflation is getting pretty good now. TIM: Let's make a relatable example. Let's imagine you have a million dollars excess capital right now. You have it lying around. Where are you going to put it? You can put it into crypto. Very risky. You can put it into NFTs. Even riskier. You can put it into traditional venture capital. So, there's a lot of money in the market. But there's also a lot of options in the market. You know pre-IPO, post-IPO, or FinTech, software as a service, space – there's so many categories. The service business as a sector in general or the advertising industry service side of it – not MarTech AdTech – it's not the most attractive industry to invest money. Why? Because you have no tangible assets. The desks, the computers – they're all at home right now. As people, as a company, you maybe own intellectual property. But mostly you have a lot of walking assets and that's your people. For the longest time, the ad industry was not super attractive for larger investors. That has dramatically changed because of the pressure coming from tech. Tech has gotten so heavy on advertising and so relying on advertising. Same time that there's more capital in the market and that a couple of people, including Sir Martin and others, have proven that you can make real money there. Most of the investment in this space is private equity and I would say large family offices. ROB: It's fascinating just to see this emerge. I think I hear what you're saying that you know there's all these different factors in play, right? You have some firms that are a little bit “walking wounded” due to . . . it does get complicated when people want to be in different states and now you're having to pay taxes on your payroll in different states. There's an economy to having 1,000 people, 10,000 people where you know what there's a department that handles that baked into the margins of the overall business. I totally get it. TIM: Yeah, and you don't go through this alone, right? If you have a 50-people business and 20 people decide they don't want to work from New York anymore or LA, they're going to work from anywhere, you need to hire at least 1 more person just to handle the benefits, taxes, payroll plus inflation increases plus salary increases. So, it's complicated. What's important about Meet the People is we give that layer at scale, but the agency brands stay independent in their DNA. We're not changing their brands. VSA Partners that joined us at the beginning of the year is VSA Partners. They've done that. This work for 40 years . . . successful. They're an incredible, talented shop and great people. Why would we change any of that? Doesn't make any sense. Keep the brand, be the best you can, but let us create connective tissue between the different companies to see if we can increase share volume with a client. You're already sitting on an amazing client. You define the strategy. Why don't we talk about who actually builds the website, who actually manages social media? Why don't we talk about it because we already have that relationship? That is very attractive to companies who don't have that client access. There's a lot of independent agencies who are very specialized, who would die to get into a client like Google or IBM or Ford who just can't because they don't have the gravitas.  ROB: When it comes to new and existing business, it sounds like you have some thoughts about the role of location. But the role of location is different from what it used to be. On the one hand you mentioned having offices and having people in these different geographies. But you also had this dynamic where some of the agencies that are joining the network may have played very much off a home field advantage that may not be the case anymore. So, how are you looking at the strategic role of geography? TIM: I think geography stays extremely important. I'm someone who grew up with in-person meetings and built businesses within in-person meetings. I do believe in-person meetings to create chemistry. Especially in the beginning of the engagement with the client, it's extremely important because you're not only buying a service, you're buying the trust into the person across from you. Because there's so many agencies out there. So many service providers out there. Who are you going to go for if the service is extremely comparable and they sadly so are? In the creative space, not as much, but in the digital execution, who does better search than that person – there is a chemistry factor to that. I think in person will stay extremely relevant. Our strategy here is to say, instead of having large headquarters, we're going to have more micro-offices. When we have 10 agencies, let's say in North America, it's extremely likely that we end up having 20 offices all over the place. Instead of having one person in a WeWork, we're going to have 20 people from maybe 5 different agencies in Austin, Texas. Or we're going to have the same in Dallas, or we're going to have the same in San Francisco. We already have 5 offices in North America and anyone from these companies can really work from anywhere within these proximities. We also hire outside of these proximities because we want to have at some point an office in Miami, maybe in New Orleans, and whatnot. So, I foresee that we have certain client-centric larger footprints in New York, LA, San Francisco. We have Boulder, Colorado, we have Chicago, we have Toronto . . . but we're going to have a lot of micro-offices because we need to have flexibility. That's new work. This is part of that. Maybe one of the things we got from covid . . . besides covid. ROB: Really fascinating. Tim, we quite often ask people what lessons they've learned and what they would do differently, but it strikes me that you are actually in the process of getting to do things differently. You know we say, what would you do if you were starting over? You, you have had a chance to do that in some cases. An interesting thing about this model is you're kind of starting on third base but you have agencies who have made it here on their own journeys and you're having to coalesce something together. What are you doing differently in the structuring of Meet the People that you learned in your past and said, “It's got to be different”? TIM: One thing that we're doing the same is creating a deep understanding and culture between all the different offices, people, trades, and brands. I've done this before. The last business I managed for IPG, I ended up having 72 offices around the globe. The business before had 25 offices around the globe and we made sure that these people met physically. It sounds counterintuitive during covid but, the fact that you spend time together workshopping. For example, let's say we have five companies and all their creatives can come together in one location for three days and talk about the differences of their work approach. That would be such a forming experience for them because they all are going to learn from that. You have some people who have done this for 40 years. You have some people who are doing this for 4 years. It's that culture of respect, of understanding, of bringing the different traits together. I think that is extremely powerful. I learned through this journey that you can have you can have the best product in the world. If your people don't believe in it, you're not going to go anywhere. Creating that belief and creating that culture and creating that integrated DNA is a little bit of magic that's extremely important to build a successful business. That's what I learned. What I go to do different, and I kind of promised my wife I would, is travel less. I don't think that's not happening. What I try to do is travel a little bit less because covid allows for that new model. The second thing that I learned is to run an agency a little bit more like an agile tech company. Not because I want to strip away the creativity or anything – none of none of that. The problem in many agencies is that there's a lack of accountability because of a mutual understanding that the creative process is complicated. You know what I mean. Building a tech product is as complicated and needs as much creativity. But somehow there are better levers or control mechanisms in there that allow you to achieve a target in your planning session a little bit quicker and more agile. We want to apply a little bit of startup thinking to a very traditional industry. ROB: I think anybody in the startup industry would claim the same degree of creativity and the same degree of craftsmanship. I'm very much from a software development background and if you want to talk about something that resists measurement. People always say, “Building software is not the same as building a house. You can stamp out houses, but software is a different thing.” Yet within technology there are certain constraints that you talk about. You don't get to just walk away and say, “Well I'm sorry. It'll take some amount of time and we'll show up and it'll be great. There's process to it. TIM: In the advertising industry, that is not always the case. People walk away and they say, “I'm going to come back in a week or two because I don't know when I'm going to come to a product.” I get that because it's creative and it needs time but in many of these trades you can have OKR's, for example. So you can have certain accountability factors or set certain targets. That's how you can manage a large company. A bit more agile and efficient.  ROB: Yeah, so to talk about OKR's for a moment because they're popularly said, but I think sometimes poorly understood. Where did you come to a good understanding of them and how do you think about deploying them? TIM: I've got to be honest with you. This is why I got my management team together in New York this week. They're all here in the office in New York – came in from Germany, London, Connecticut. Sounds like a long trip but we're all coming together. ROB: Can be. TIM: We are coming together right now, here in New York, to decide “how do we implement OKR's within an agency environment” and we're not done with that journey. We're not done with the discussion, but we do know we want to approach it a little bit different than the last 3 times we did it together. I think in six months' time I can answer that question much better. I do believe that OKR's need to be very individualized. Your overall underlying principles are the same, but you have to individually craft it towards your organization because you don't want to over-engineer it as well, right? You need to give people the freedom. So, I will be able to answer that question in three to six months ROB: Sounds good, sounds good. Tim, as you're thinking about what's next for Meet the People and for this evolved holding company model, what's coming up next? What are you excited about? TIM: For us, it's hyper-goals. We have 400 people in North America right now. We want to be 2,000 people in at most 18 to 24 months globally. So, we are very much focused on making the right decisions now because, once you build something with small cracks, they become massive gaps when you are at scale. So, we're very much focused on operational excellence, on our brand positioning, on bringing really good entrepreneurs. When I look at companies, we have to do the financial background checks and stuff like that needs to be in order. But I'm looking much more for entrepreneurs who see that the industry needs to change. That is where the minds are aligned with the companies we are looking at and acquiring and partnering with. That's what I'm most excited about, finding really talented entrepreneurs who want to change the industry who can't or are tapping out with their skills or their abilities or financially and asking, how do I get from 50 to 100 people? How do I get from 100 to 200 people? We bring the experience. We bring the capital. We bring structure where they can actually still move things – because we're not 10,000 people or 5,000 people like our competitors are. So, that's what gets me most excited. Then, obviously, there's always something new in our industry, there's always something new, right? It never stops. I remember when I built my first agency, I thought, when I master search, I'm going to be done with this. Affiliate marketing comes along. Oh well. Then I master affiliate marketing. Then social came and I mastered social. Programmatic came. It never ends – and that's also, to some extent, very exciting because you keep having to learn and adapt. At some point, I will age out, where people will tell me, “Tim you know what? Just drink your coffee. You know we have got it because you don't, and you don't get it anymore.” ROB: (Laughs) Ah, so it's always a struggle to try and figure out what things you might be aging out of and what things are just a little weird. It's always a little bit of both. TIM: That's right. And what's the little bit of bullshit right now in the industry that you can just face over. You don't need to go deep. ROB: I think there were moments early in social where it felt very experimental. It felt very strange. It felt very frothy. We've been through that on an influencer. You were around. I was around. You look at the crypto world and it seems almost like – I could be dead wrong – I think the thing that's most misunderstood but also well observed now about the dot Com era is everything happened eventually. But it didn't happen then. That's maybe where we're at with crypto. I'm not sure. TIM: Well, like crypto is one thing, but then think about NFTs, right?  ROB: Yeah, I'm lumping that in. Yeah TIM: Okay, if you lump it all into one OKR, fair enough. I can talk for hours about my diverse opinions on NFTs and the NFT world. Nevertheless, we have clients who are extremely excited about and who really want to deploy capital, being part of that industry because there's the strong underlying belief of making something really good at the same time. There is this unnecessary social hype on certain topics where I'm thinking, “Guys, you're destroying something that was meant to be really good. I think blockchain and crypto is falling or has fallen into a similar trap where the underlying idea . . . because technically I'm an engineer, right? I got my first pc when I was eleven. Taught myself coding and all this kind of stuff. So, I love the idea of blockchain and decentralized holding of assets and accountability and ledgers. That's amazing. It could solve so many problems in world. The problem is that when dodgecoin comes along in Shibona or whatever, the next thing is, it drags it in the dirt. The underlying technology is incredible. The sad story is people want to get rich fast and lots of them don't. ROB: That's right. It happened before. People built the worst websites in the world for a couple million bucks back once-upon-a-time early internet. TIM: But you remember when you could buy 1 pixel on a website or something like that for a thousand dollars and there were these crazy businesses out there and it's coming back, just differently now. My hope is that just like the dot com bubble . . . yes, there was a hype. Yes, there was a crash but, after that an actual industry developed. So, I'm hoping that we're going to go through the same thing with NFTs and some of these offsprings of crypto. ROB: That makes complete sense. Well, Tim, Thanks for hopping on. Thanks for illuminating us on what's going on in this holding company opportunity, what you're doing with that. I think it's interesting you started and you kind of knew what it looked like to run a large organization. I can imagine starting with 2 people in a closet might not always be the best use of those skills. It's neat to see the industry lining up in a way that that lets us see so much happen so quickly. So, thanks for coming on. Good to have you, Tim. TIM: Thanks Rob for having me. Thank you so much. Really appreciate it. ROB: Alright, be well, thanks, bye.

Kyle Rittenhouse war 17, als er im vergangenen Sommer nach Kenosha im US-Bundesstaat Wisconsin fuhr, um, wie er sagt, das Eigentum anderer vor Plünderungen während der Antirassismusproteste schützen wollte. Mit dabei hatte er ein AR-15, ein halbautomatisches Sturmgewehr. Mit diesem erschoss er am 25. August 2020 zwei unbewaffnete weiße Männer, ​​Joseph Rosenbaum, 36, und Anthony Huber, 26, und verletzte einen weiteren bewaffneten weißen Mann, Gaige Grosskreutz. Mehr als ein Jahr später wurde Kyle Rittenhouse von zwölf Geschworenen freigesprochen. Sie folgten der Argumentation von Rittenhouses Verteidigern, dass seine Tat Selbstverteidigung gewesen sei. Während viele in Amerika diesem Freispruch mit Unverständnis und Wut begegneten, wurde das Urteil sowie Rittenhouse von anderen gefeiert, inklusive Ex-Präsident Donald Trump, der Rittenhouse nach dem Freispruch in Florida empfing. In einem Interview mit Fox News sagte Rittenhouse unter anderem, er sei nicht gegen die Black-Lives-Matter-Bewegung, aber er sei dagegen, dass amerikanische Städte angezündet werden. Nur wenige Tage nach dem Fall Rittenhouse entschied eine Jury im US-Bundesstaat Georgia, drei Männer des Mordes schuldig zu sprechen, die im vergangenen Jahr den schwarzen Ahmaud Arbery erschossen hatten, der durch ihre Nachbarschaft gejoggt war. Im US-Podcast diskutieren wir über die zwei Prozesse, die das Land bewegt haben und so unterschiedliche Enden gefunden haben. Außerdem blicken wir auf die Geschichte der rassistischen Gewalt in Amerika, vom Lynchmord an Emmitt Till 1955 bis zum Charleston Church Shooting 2015. Und im Get-out: Das Interview mit Kevin Strickland im "The Kansas City Star", der 43 Jahre unschuldig im Gefängnis gesessen hatte für Morde an drei Menschen, die er nicht begangen hatte. Außerdem die Podcastempfehlung "Now & Then" mit den Historikerinnen Heather Cox Richardson und Joanne Freeman. Der Podcast erscheint alle zwei Wochen donnerstags, die nächste Folge am 16. Dezember. Sie erreichen uns per Mail an okamerica@zeit.de.

Nur noch 24 Tage bis Heiligabend - na fiebert ihr, liebe Zuhörerinnen und Zuhörer, auch schon dem Christkind entgegen? Unter dem Titel "Advent, Advent" möchten wir mit euch die Vorweihnachtszeit einläuten und starten damit in eine neue Podcast-Folge. Wie gestalten wir die Adventszeit? Backen wir eigentlich unsere eigenen Plätzchen? Und wie dekorieren wir unser Zuhause? Über das und viele weitere Themen werden wir uns heute in Überlänge unterhalten und freuen und über eine gesellige Runde. Apropos, wie stehen wir eigentlich zum Thema Adventskranz und Weihnachtsbaum? Für diese Folge empfehlen wir eine Tasse Glühwein und Lebkuchen parat zu halten. Viel Spaß beim Zuhören. Eure Marion & Euer Manuel!

Wir lieben die Adventszeit. Heute duftet es besonders herrlich. Wir sprechen heute über die verschiedenen Plätzchensorten. Welche Sorten kennst du noch? das Butterplätzchen der Zimtstern der Spekulatius der Lebkuchen das Bethmännchen das Vanillekipferl das Schwarz-Weiß-Gebäck der Spitzbub das Linzer Plätzchen der Mürbeteig Außerdem sprechen wir über die Vorsilbe „-ver“. Oft hat diese Vorsilbe eine negative Bedeutung. verbrennen vergesse verraten Aber es gibt auch: verbessern verschönern verarbeiten Mehr Infos findest du auf www.deutsch-podcast.com Möchtest du uns unterstützen? https://www.patreon.com/deutsch_podcast

Dois anos após deixar o PSL, o presidente Jair Bolsonaro ingressará oficialmente nesta terça no Centrão e, na oitava troca de partido desde que iniciou a carreira política, vai se filiar ao PL de Valdemar Costa Neto – condenado e preso no mensalão – para concorrer a novo mandato, em 2022. A entrada de Bolsonaro ao PL faz parte de uma estratégia maior: até março do ano que vem, ao menos cinco ministros também devem estar na legenda. O Congresso Nacional aproveitou a exigência da transparência nas emendas de relator como uma desculpa para promover a institucionalização deste dispositivo, à revelia do que realmente decidiu o Supremo Tribunal Federal. A Câmara aprovou, por 268 votos a 31, projeto de resolução do Congresso Nacional que admite a distribuição desproporcional, sem seguir a exigência constitucional de equitatividade, previstas para as emendas individuais e de bancada. Assim, a maioria da Casa reafirmou a intenção de continuar usando o instrumento para barganha política, como o Estadão tem demonstrado ao longo do ano. See omnystudio.com/listener for privacy information.

Na semana que antecede a eleição para a presidência do Náutico, marcada para o próximo domingo, a edição 135 do podcast Embolada traz entrevistas com os três candidatos a comandar o Alvirrubro no biênio 2022-23. Diógenes Braga, pela situação, além de Plínio Albuquerque e Bruno Becker, pela oposição. Com a apresentação de Rembrandt Júnior e participações do comentarista Cabral Neto e dos jornalistas João de Andrade Neto e Rômulo Alcoforado, os três postulantes ao executivo timbu responderam, entre outros assuntos, a perguntas sobre o planejamento do futebol para a próxima temporada, finanças, Aflitos, e também sobre as denúncias de assédio sexual que abalaram os bastidores do clube na última semana.

While many will think that trading is all about your P/L, those that are successful will tell you there is a lot more to it than that. These last 2 months I have managed to take another step in my trading and cryptotrading career. I have managed to progress and even after 17 years of trading, this is a huge milestone. Have a listen and get the message. See acast.com/privacy for privacy and opt-out information.

This week, we continue our deeper dive series into Crisis Management. Mitzie Schafer, GSB Consultant and Host of the Podcast interviews Myra Griffie, the COO of Child and Family at Lutheran Services Carolinas about Practicing Self Care during a Crisis and after.  Like on all episodes, we work to equip nonprofit leaders with best practices and resources that grow generosity to enhance their mission. In each episode, we tackle a topic related to growing generosity to your nonprofit and answer the three most critical questions for success. Our promise to you is that we won't take up a ton of your time - you have donors to cultivate - and we will give you actionable items you can start using right away. We will focus on foundational donor first principles and best practices.Crisis Management SeriesEpisode 13: November 9: Risk Assessment Anne Rieck McFarlandEpisode 14: November 16: Training Procedures & Who's in Charge with Mitzie Schafer & Paul Marsh as HostEpisode 15: November 23: Maintaining Trust and Transparency with Anne Rieck McFarlandEpisode 16: November 30: Self Care After a Crisis - Myra Griffie - COO for Child & Family, Lutheran Services CarolinasThe Center for Generosity provides resources to expand your toolbox and support network with quality programs, video tutorials, templates, and one-on-one attention from our experienced consultants. To learn more or join today visit www.centerforgenerosity.com. Mitzie Schafer, CFRE and GSB Consultant & Host mitzie@gsbfr.comMike Ward, CFRE and GSB Partner ward@gsbfr.comwww.gsbfundraising.com

Fable the Poet (aka Marcel Price) became the Poet Laureate of Grand Rapids, MI in 2017. At the time, he was GR's first black PL. He was the first PL to not graduate from college. On top of that he was also the youngest PL in city history. Now he works with The Diatribe, mainly focusing on improving the south side and educating people about GENTRIFICATION and REDLINING. Check out The 49507 Project. Marcel Price / Fable the Poet: Instagram, Facebook, Twitter The Diatribe: Instagram, Facebook, YouTube, SUPPORT!

Everton disappointed with another loss in the PL and now sit 14th in the table. ATP covers listener score predictions, team lineups, and tactical setups against Brentford. The power trio discuss key moments during the match such as the Townsend penalty incident, Doucoure's blocked shot, and the scuffle resulting from Everton refusing to put the ball out of play. All of this wrapped up with plenty of team/player statistics and listeners comments. LINKS: https://linktr.ee/usatoffeepod Intro: Steve Barkwill Outro: Kenboib Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this "HBR Minute Rewind" HCI Podcast episode, Dr. Jonathan H. Westover (https://www.linkedin.com/in/jonathanhwestover/) explores the recent HBR video, "How Apple Is Organized for Innovation: The Functional Organization" (Originally Aired February 8, 2021). See the video here: https://youtu.be/5hENFA3CJUY. Video Overview: "When Steve Jobs arrived back at Apple in 1997, he laid off general managers of all business units and combined disparate functional departments into one functional organization. (Part 1 of 3) This is part 1 of 3 Part 2--The Leadership Model: https://youtu.be/d5enAGG51PQ; Part 3--Leadership at Scale: https://youtu.be/hczW4Bqf3Qk . The adoption of a functional structure may have been unsurprising for a company of Apple's size at the time. What is surprising—in fact, remarkable—is that Apple retains it today, even though the company is nearly 40 times as large in terms of revenue and far more complex than it was in 1998. Senior vice presidents are in charge of functions, not products. As was the case with Jobs before him, CEO Tim Cook occupies the only position on the organizational chart where the design, engineering, operations, marketing, and retail of any of Apple's main products meet. In effect, besides the CEO, the company operates with no conventional general managers: people who control an entire process from product development through sales and are judged according to a P&L statement." Check out Dr. Westover's new book, 'Bluer than Indigo' Leadership, here: https://www.innovativehumancapital.com/bluerthanindigo.  Check out Dr. Westover's book, The Alchemy of Truly Remarkable Leadership, here: https://www.innovativehumancapital.com/leadershipalchemy.  Check out the latest issue of the Human Capital Leadership magazine, here: https://www.innovativehumancapital.com/hci-magazine.  Ranked #6 Performance Management Podcast: https://blog.feedspot.com/performance_management_podcasts/  Ranked #6 Workplace Podcast: https://blog.feedspot.com/workplace_podcasts/  Ranked #7 HR Podcast: https://blog.feedspot.com/hr_podcasts/  Ranked #12 Talent Management Podcast: https://blog.feedspot.com/talent_management_podcasts/  Ranked in the Top 20 Personal Development and Self-Improvement Podcasts: https://blog.feedspot.com/personal_development_podcasts/  Ranked in the Top 30 Leadership Podcasts: https://blog.feedspot.com/leadership_podcasts/ --- Support this podcast: https://anchor.fm/hcipodcast/support

Jen, Kyle, and Charles discuss Ole's sacking, the Champions League results, Some exciting PL fixtures, and more! @FiveATB on Twitter

“Die Ampel steht”! Das hat der aktuelle Vizekanzler und zukünftige SPD-Bundeskanzler Olaf Scholz bei der Vorstellung des Koalitionsvertrages zusammen mit der FDP und den Grünen gesagt. Es wäre das erste Mal, dass Deutschland von diesen Parteien zusammen regiert wird. Aber was steht in diesem Koalitionsvertrag? Können drei Parteien, die so unterschiedlich sind, überhaupt miteinander viel verändern? Müssen sie sich an das halten, was sie in den letzten Monaten vereinbart haben? Und kommen die Interessen von uns jungen Menschen in diesen Vertrag überhaupt vor? In dieser Sonderfolge Pancake Politik klären wir eure Fragen zum Koalitionsvertrag zusammen mit Christopher Jähnert aus dem SWR-Hauptstadtstudio in Berlin. Die Themen: Wir schauen darauf, wer sich wo durchgesetzt hat und wer welches Ministerium bekommt (03:03). Klären, was sich bei Schwangerschaftsabbrüchen und §219a, Gesundheit, Pflege und die Drogenpolitik ändert (13:22). Besprechen die Pläne zum Klimaschutz (17:30). Was die Parteien in Sachen Diversity und Rechten von LGBTQIA+ Personen vorhaben (22:39). Und beantworten, wie sich die Parteien beim Streitthema Steuern und bezahlbares Wohnen geeinigt haben (24:17). Wenn ihr Feedback für uns habt: wir freuen uns immer über Meinungen: www.instagram.com/Pancakepolitik

O general Carlos Alberto dos Santos Cruz se filiou nesta quinta-feira ao Podemos. Ex-ministro da Secretaria de Governo de Jair Bolsonaro, o militar criticou o presidente e também os governos do PT, que deve ter o ex-presidente Luiz Inácio Lula da Silva como candidato no ano que vem. Presente no evento, o também ex-ministro de Bolsonaro, Sergio Moro, elogiou o general e fez um discurso no qual exaltou a entrada de um militar para o partido. O movimento, de acordo com Moro, mostra que o Podemos não separa militares e civis. O presidente Jair Bolsonaro disse nesta quinta-feira, em entrevista à Rádio Sociedade da Bahia, que ficou definitivamente acertado com o presidente do PL, Valdemar Costa Neto, que não haverá coligações do partido com a esquerda nas eleições de 2022. Bolsonaro vai se filiar ao PL na terça-feira da semana que vem, e a negociação para isso enfrentou problemas em razão das alianças que a legenda fez com partidos de esquerda em alguns estados. Enquanto o PSDB vive paralisado em seu “Dia da Marmota”, vários presidenciáveis, mesmo após derrapadas e cavalos de pau, avançaram esta semana nos treinos classificatórios para a antecipada corrida eleitoral, deixando o partido tucano muito mal posicionado no grid de largada. See omnystudio.com/listener for privacy information.

Brooke Steger is the founder and CEO of Vivian & Co. But more importantly, Formerly she was Uber's General Manager of the Pacific Northwest region, where she took it from 1 to 100 in a rapid speed. Seattle was the 3rd market for Uber, where Brooke took it from an unknown brand to a 10-figure business. Before Uber, she was the Director @ Lockerz, and is currently on the board of several other startups that are trying to make a splash. Back to Uber: over the course of 5 years Brooke took the PNW region from a 1 million to 1 billion dollar P&L, spoke @ State Congress to get ride-share bills passed, and built the team from the ground up. This conversation was incredible. Brooke HUSTLES and pursues what she's passionate about which is a constant thread through her life.  We dive deep into…inception days of Uber Seattle, fixing "supply" & growing an UberX solution, sacrifices of scaling, marketing to drivers & borrowing from different cultures, pop-ups & other experiments during early Uber, and life-after-Uber. This episode is particularly valuable for a startup founder or marketer who's curious of what the behind-the-scenes of an extremely successful marketplace looked like. Learn from a leader who is confident in who they are, but didn't know what she was getting into (really) when it was getting started. Have a hoot with this one! You can like & subscribe if you like to, but ultimately we'd prefer to hear your thoughts: so tell us what you think of the episode & leave a review. You can also find show notes @ https://jakubkubicka.com/brooke-part-2

Welcome to "Beauty and the Biz", where we talk about the business and marketing side of plastic surgery, and how to build a practice you can sell. I'm your host, Catherine Maley, author of "Your aesthetic practice - What your patients are saying", and consultant to plastic surgeons to get them more patients and profits. ​ Build a practice you can sell Even if you're going to work until you drop and have no intentions of selling your practice, this episode will give you insights on how to make your practice more successful. So please listen in You are the majority revenue-generator in your practice You put more value on YOU as a surgeon vs. growing profit centers run by others You work IN your practice more than ON your practice The objective is to set up your cosmetic surgical practice as a business so it's more profitable, more enjoyable to go to every day, and it frees up your valuable time, so you have more of it to spend doing what you like to do with the people you most enjoy being with. But, you have a challenge that keeps you from winning in the long run. As a surgeon, you were programmed to think in a certain fixed way. You had to think that way to become a great surgeon. However, that thinking is the opposite of how a businessperson thinks. In a cosmetic practice, you, the surgeon, are the technician of the surgery, so you focus on that because you're good at it and that's what you know. However, does that make for a sellable asset when you're ready to exit? Probably not, so you either have to work until you're ready to close the doors and get nothing back for your efforts, or you can set your practice up to make a profitable exit and enjoy your retirement. If a profitable retirement sounds good to you, think like a businessperson by using these strategies: The first one is Mindset: Shift your thinking from a surgeon to a businessperson and “Operate your practice like it's for sale”. In other words, regularly ask yourself, “If I wanted to sell my practice tomorrow, what would I need to improve to get the most value for it?”  Or, “If I wanted to buy an existing practice, what would “I” be looking for and be willing to invest in? That leads us to The Value of Your Practice Many components make up the value of your practice such as: Profits Good Will People Processes Tools such as your CRM Patient list P&L statements Vendor agreements                Fixed Assets & inventory        All of that is important but when I interview surgeons on this Podcast and we talk about them buying another surgeon's practice, the #1 value component they are looking for is a ready-made income stream. Because Buyers are looking for a practice's ability to generate cash with a degree of predictability and certainty. That's why it's difficult to value the surgical side of your practice. If you have been practicing with a “one and done” mindset, you're not developing much of a bond with your patients because it's such a short-term relationship. And, to keep your surgical side busy, you have to market and advertise to attract new surgical patients and that increases your overhead costs so other surgeons have to look at not just your revenues but also your overhead to make those revenues happen. They know there's no certainty that those surgical patients will come back for more surgery or come back soon enough or often enough. Or, if they do return years later, will they be ok with a different surgeon they don't know? It's hard to say so that affects the value of your practice. However, if you can show a prospective buyer: Predictable revenues they can count on month after month that don't include YOU And how you increase the lifetime value of your current cosmetic patients And how you generate more referrals and reviews organically And how you differentiate your practice from all the others, That's interesting AND valuable. Because now you have a predictable, systematic cosmetic revenue stream profit center that works without you and could easily be handed off to another surgeon. You do that by building up the non-surgical aspect of your practice. So let's talk about the Benefits of a Non-Surgical Profit Center You can still enjoy the surgical side of your practice as you build a non-surgical profit center.  Hire excellent team members such as a nurse-injector, laser techs and/or aestheticians who understand customer service and how to treat their patients with friendliness, kindness and respect. These extenders act as the glue to keep cosmetic patients coming back for both non-surgical as well as surgical procedures. Because a cosmetic patient who cares about her appearance today cares about that for a lifetime so why not be her “one-stop shop”?  It's the retention of your cosmetic patients that builds the value of your practice using resources you already have. These loyal patients tend to buy more, return more often and refer more of their friends. This increases their lifetime value and decreases your advertising budget. Now you have a  healthy stand-alone profit center that generates revenues without you and that makes for a great sellable asset others want to buy. If this makes sense to you and you want to set up your own predictable and reliable revenue stream that gives you more growth and freedom, let's talk. Of course, it would be great if you subscribed to Beauty and the Biz so you don't miss any episodes and a review would be much appreciates. Thanks so listening and we'll talk again soon. If you want to talk more about your specific situation, just leave me a message at: https://www.CatherineMaley.com ...Or DM me on Instagram at: https://www.instagram.com/CatherineMaleyMBA  

Segment 1: NFL Week 11. Jonathan Taylor delivers 5 touchdowns in a Colts beatdown of the Bills. The 49ers get back to business and pound the Jaguars. The Reese's Thanksgiving Peanut Butter Pie gets the LeBron treatment. When fans attack – the Seth Rollins incident at WWE Raw. The NFL roller coaster continues plus going beyond mulligan games. Jonathan Taylor, fun factoids edition. NFL Scorigami! Looking for the Bourbon Barrel GBS, Zima memories, the High Noon White Claw tangent, and Jack Daniel's Downhome Punch. Depth Charge rewinds plus Trey's infamous Goblin concoction. D-Stat finally shows up and delivers a NY Football Giants rant. Bucs – Giants, the THICC SIX, and Bill Parcells on Manning Night Football. Saquon, Danny Dimes, and the looming organizational turnover. A vintage Giants – WFT clap back plus Shannon's Thanksgiving song teaser. Segment 2 (1.31.29): NFL Week 11 round up. Floating a Sports Brew trip to the Colts – Patriots game, paying per pump, and injury faking rewinds. The D-Stat Giants game PL phone blow up disaster, Brew on Brew crime, and Brian Laundrie opens some holes. NCAAF roundup. Michigan State gets housed, insane dead money for FBS coaches, and Kentucky LB Josh Paschal goes all Terry Tate for Steckler Pediatric Dentistry. Chinese food live-streamer Mr. Kang gets bounced from an all-you-can-eat BBQ. The WFT takes down the Panthers, Heinicke knuckles up, and Rivera's game ball. Packers – Viking, missed opportunities, and Justin Jefferson balls out. Chiefs – Cowboys BSE. Shannon memory holes the Packers – Vikings game. Chicago Bears Thanksgiving rumors - the Matt Nagy question. Titans BSE and a Tannehill turnover party. Cardinals – Seahawks. The Eagles run over the Saints. Shannon butters his biscuits. Chargers – Steelers plus Austin Ekeler balls out. Browns – Lions plus Baker Mayfield gets salty. Ravens – Bears. Thanksgiving wrap-up – things we're thankful for. The Thanksgiving song, Bloody Mary time, Apple TV NFL speculation, and a Stacy's mom deep dive of fail. An insane 15 team parlay and the Twitter Terminator leans back. Dave Frishburg RIP – I'm Just a Bill! An uplifting ball segment (or not) rewind. MP3 format, 11-23-2021. This is how we Brew it: Join the Brew Crew on Facebook @SportsBrew Twitter: vasportsbrew Find us on Podbean, iTunes, Stitcher Radio, LiveSportscaster.com, Amazon Music, and the Google Play Store - Key words: Sports Brew Cheers and beers flavored by Captain Morgan 100 Proof, Jack Daniel's, Coca-Cola, El Segundo Brewing's Stone Cold Steve Austin's Broken Skull IPA, Hardywood's Kentucky Christmas Morning, Hardywood's Brian's Barrel Blend Number 13, Flying Dog's Pool Hopping Deck Beer, Hardywood Mamaw's Mean Cobbler, and the general deliciousness of beer.

Nach wochenlangen Verhandlungen haben die Ampel-Parteien am Nachmittag ihren Koalitionsvertrag vorgestellt. Neben den inhaltlichen Plänen für die kommenden Jahre haben die Parteien auch die Verteilung der Ministerien bekannt gegeben. Im Nachrichtenpodcast kommentiert ZEIT-Politikredakteur Robert Pausch die Ressortverteilung und erklärt, was ihn daran besonders überrascht. Im Rahmen der Pressekonferenz hat die künftige Koalition außerdem angekündigt, einen ständigen Corona-Krisenstab von Bund und Ländern im Kanzleramt einzurichten. Dort wird zudem künftig täglich eine wissenschaftliche Lagebeschreibung zur Pandemie erstellt. Pflegekräfte sollen einen Corona-Bonus gezahlt bekommen. Dafür stellt die kommende Regierung eine Milliarde Euro zur Verfügung. Und sonst so? Sparsamer heizen dank Popcorn Moderation und Produktion: Susan Djahangard Redaktion: Jannis Carmesin Fragen, Kritik, Anregungen? Sie erreichen uns unter wasjetzt@zeit.de. Links zur Folge: Koalitionsvertrag: Olaf Scholz verkündet: "Die Ampel steht" (https://www.zeit.de/politik/deutschland/2021-11/ampel-ist-sich-einig-koalitionsvertrag-von-spd-gruenen-und-fdp-steht) Ampel-Parteien: Die wichtigsten Vorhaben der Ampel (https://www.zeit.de/politik/deutschland/2021-11/koalitionsvertrag-ampel-spd-gruene-fdp-einigung) Koalitionsbildung: Robert Habeck lobt "Dokument des Mutes" – "Wir sind auf 1,5-Grad-Pfad" (https://www.zeit.de/politik/deutschland/2021-09/koalitionsbildung-news-ampel-jamaika-spd-gruene-fdp-union-sondierungen) Corona in Deutschland: Ampel richtet ständigen Corona-Krisenstab im Kanzleramt ein (https://www.zeit.de/politik/deutschland/2021-11/corona-deutschland-news-aktuell-live ) Und sonst so? Sparsamer heizen dank Popcorn (https://www.innovations-report.de/fachgebiete/architektur-bauwesen/daemmplatten-aus-popcorn/)

Fantasy Premier League live stream and podcast by FPL guru Adam Hopcroft and fantasy football all-rounder Fergi.In this episode the lads look ahead to FPL Gameweek 13 including the best picks for the coming weeks and have a chat on dealing with bad Gameweeks and how to get into the right mindset to push on.

durée : 00:59:59 - Les Nuits de France Culture - par : Philippe Garbit - Par Simone Douek - Avec Agnès Derail-Imbert (Maître de conférences à Paris III), Cécile Roudeau (Maître de conférences à Paris III), Philippe Jaworski (Professeur à l'université de Paris 7, Responsable des quatre tomes de l'édition des oeuvres d'Herman Melville dans la collection de la Pléiade, Gallimard), Antoine Graziani (Écrivain et poète) et Jean-Michel Rey (Philosophe et Maître de conférences en littérature à Paris VIII) - Réalisation Céline Ters

Hablamos con Javier Atapuerca, experto en basura espacial para la ESA, que nos cuenta cómo trabajan para limpiar la basura la espacial. Patrocinador: Llega el Black Friday https://www.pccomponentes.com/black-friday?utm_source=voiceup&utm_medium=social&utm_campaign=black-friday-2021-es, y en PcComponentes tienen un Pedazo Catálogo con miles de ofertas. ¿Tú también eres de los que piensa que PcComponentes solo vende PCs? Pues de eso nada. En PcComponentes hay de todo para montar un Plan Cinéfilo estrenando una Televisión 4K, para tener Plácidas Conversaciones con tu smartphone, o, por qué no, un Pique Consolero con los amigos. Este Black Friday todas las ofertas en tecnología, electrónica y electrodomésticos en pccomponentes.com https://www.pccomponentes.com/black-friday?utm_source=voiceup&utm_medium=social&utm_campaign=black-friday-2021-es. — Te ofrecen hasta el 45% de descuento en cientos de productos, y ofertas flash todos los días con unidades limitadas ¡corre que se acaban el próximo domingo 28! La basura espacial es una amenaza para la evolución tecnológica de la humanidad. Durante décadas hemos ignorado este creciente problema y ahora mismo está poniendo en peligro no solo la innovación y puesta en órbita de nuevos satélites, también la vida de los astronautas en órbita. En este episodio de Kernel contamos con Javier Atapuerca (@javiatapu https://twitter.com/javiatapu) y Matías Zavia (@matiass https://twitter.com/matiass) que nos presentan su podcast de divulgación astronómica llamado PARSEC ../../../parsec. Javier es un experto en temas aeroespaciales y trabaja diariamente en la retirada de basura espacial desde GMV para la ESA. Nos explica los planes actuales, algunos sensatos y otros mucho más locos, que están llevando acabo para dejar la órbita limpia. ENLACES Le Rwanda a introduit une requête auprès de l'UIT pour déployer une constellation 327 320 nano-satellites https://www.agenceecofin.com/telecom/1910-92444-le-rwanda-a-introduit-une-requete-aupres-de-l-uit-pour-deployer-une-constellation-327-320-nano-satellites Convenio sobre la responsabilidad internacional por daños causados por objetos espaciales - Wikipedia, la enciclopedia libre https://es.wikipedia.org/wiki/Convenio_sobre_la_responsabilidad_internacional_por_da%C3%B1os_causados_por_objetos_espaciales Tratado sobre el espacio ultraterrestre - Wikipedia, la enciclopedia libre https://es.wikipedia.org/wiki/Tratado_sobre_el_espacio_ultraterrestre ‘Gas station in space': new plan to make rocket fuel from junk in Earth's orbit | Space | The Guardian https://www.theguardian.com/science/2021/nov/20/gas-station-in-space-new-plan-to-make-rocket-fuel-from-junk-in-earths-orbit El primer satélite de madera del mundo, listo para entrar en órbita – Actualidad Aeroespacial https://actualidadaeroespacial.com/el-primer-satelite-de-madera-del-mundo-listo-para-entrar-en-orbita/#:~:text=WISA%20Woodsat%20es%20el%20primer,superficie%20hechos%20de%20madera%20contrachapada. Russian Space Junk Likely Hit Chinese Satellite Yunhai 1-02 https://gizmodo.com/russian-space-junk-hit-a-chinese-satellite-in-march-ev-1847511922 Steve Wozniak, el confundador de Apple, quiere ser el basurero del espacio https://es.gizmodo.com/steve-wozniak-el-confundador-de-apple-quiere-ser-basu-1847688030 РОСКОСМОС on Twitter: "25 ноября в 07:18 мск ожидается сближение с МКС фрагмента ракеты-носителя Falcon 9. Минимальное расстояние между станцией и объектом составит почти 5,5 км. Ситуация находится под контролем Главной оперативной группы управления РС МКС. Экипаж МКС-66 работает в обычном режиме. https://t.co/luMPQDcsGG" / Twitter https://twitter.com/roscosmos/status/1463129549647065090 Astroscale's space junk removal satellite aces 1st orbital test | Space https://www.space.com/astroscale-first-space-junk-capture-demonstration Qué busca Japón al desarrollar el primer satélite de madera - BBC News Mundo https://www.bbc.com/mundo/noticias-55478371 Síndrome de Kessler - Wikipedia, la enciclopedia libre https://es.wikipedia.org/wiki/S%C3%ADndrome_de_Kessler An object is now orbiting alongside China's Shijian-21 debris mitigation satellite - SpaceNews https://spacenews.com/an-object-is-now-orbiting-alongside-chinas-shijian-21-debris-mitigation-satellite/ Kernel es el podcast semanal donde Álex Barredo debate con buenos invitados sobre las plataformas y compañías tecnológicas que afectan a nuestra vida diaria. Enlaces: Newsletter diaria: http://newsletter.mixx.io Twitter: http://twitter.com/mixx_io o sigue a Álex directamente en: http://twitter.com/somospostpc Envíame un email: alex@barredo.es Telegram: https://t.me/mixx_io Web: https://mixx.io

Brooke Steger is the founder and CEO of Vivian & Co. But more importantly, Formerly she was Uber's General Manager of the Pacific Northwest region, where she took it from 1 to 100 in a rapid speed. Seattle was the 3rd market for Uber, where Brooke took it from an unknown brand to a 10-figure business. Before Uber, she was the Director @ Lockerz, and is currently on the board of several other startups that are trying to make a splash. Back to Uber: over the course of 5 years Brooke took the PNW region from a 1 million to 1 billion dollar P&L, spoke @ State Congress to get ride-share bills passed, and built the team from the ground up. This conversation was incredible. Brooke HUSTLES and pursues what she's passionate about which is a constant thread through her life.  We dive deep into…inception days of Uber Seattle, fixing "supply" & growing an UberX solution, sacrifices of scaling, marketing to drivers & borrowing from different cultures, pop-ups & other experiments during early Uber, and life-after-Uber. This episode is particularly valuable for a startup founder or marketer who's curious of what the behind-the-scenes of an extremely successful marketplace looked like. Learn from a leader who is confident in who they are, but didn't know what she was getting into (really) when it was getting started. Have a hoot with this one! You can like & subscribe if you like to, but ultimately we'd prefer to hear your thoughts: so tell us what you think of the episode & leave a review. You can also find show notes @ https://jakubkubicka.com/brooke 

This week, we continue our deeper dive series into Crisis Management. Mitzie Schafer and Anne Rieck McFarland, GSB Consultants focus on maintaining (and building) trust and transparency for your organization so that during a crisis your constituents stand with you.  Like on all episodes, we work to equip nonprofit leaders with best practices and resources that grow generosity to enhance their mission. In each episode, we tackle a topic related to growing generosity to your nonprofit and answer the three most critical questions for success. Our promise to you is that we won't take up a ton of your time - you have donors to cultivate - and we will give you actionable items you can start using right away. We will focus on foundational donor first principles and best practices.Crisis Management SeriesEpisode 13: November 9: Risk Assessment Anne Rieck McFarlandEpisode 14: November 16: Training Procedures & Who's in Charge with Mitzie Schafer & Paul Marsh as HostEpisode 15: November 23: Maintaining Trust and Transparency with Anne Rieck McFarlandEpisode 16: November 30: Self Care After a Crisis - Myra Griffie - COO for Child & Family, Lutheran Services CarolinasThe Center for Generosity provides resources to expand your toolbox and support network with quality programs, video tutorials, templates, and one-on-one attention from our experienced consultants. To learn more or join today visit www.centerforgenerosity.com. Mitzie Schafer, CFRE and GSB Consultant & Host mitzie@gsbfr.comMike Ward, CFRE and GSB Partner ward@gsbfr.comwww.gsbfundraising.com

Ole Gunnar Solskjær er ferdig i Manchester United, men flere nye managere er på plass i PL.Dagens gjester er Erik Solbakken, Geir Sindre Breivik. Ukens annonsør: Cura of Sweden - få 25% på hele sortimentet med koden PL25 på curaofsweden.no

Jennifer Kerr is a results-driven professional with a proven track record of delivering top and bottom-line profitability. She is a strategic thinker with the ability to create a strategy, vision, and execute to promote business growth. With a focus on capturing customer value, she consistently delivered projects on time and on budget.    In this episode, Jennifer talks about designing your sales compensation plan and structure to drive behavior and incentivize salespeople appropriately.       Why you have to check out today's podcast:    Discover how to use sales compensation to motivate salespeople to bring in more revenue for your company     Learn how to use KPIs to motivate your sales team to close deals at higher prices by incorporating them into your compensation structure   Find out how salespeople can sell value rather than price        "Value-based pricing has to meet value-based selling in order to be effective."   - Jennifer Kerr      Topics Covered:    01:25 - What led to a pricing role for Jennifer  02:24 - How the pricing tool she created impacted the company  04:34 - A general overview of sales compensation    08:26 - Strategic initiative that is a win-win for both the company and the salesperson  08:50 - How to drive better performance from salespeople  13:27 - The importance of sales compensation base salary to incentivize salespeople  17:23 - What you can do when salespeople don't close any deal after taking the necessary steps   18:38 - Framing an incentive plan side-by-side with value-based selling  20:21 - What is selling value all about  21:40 - Why do salespeople not able to articulate value selling naturally?  25:08 - Leveraging behavioral economics and behavioral insights on salespeople  25:27 - Sharing a tip on how she's using behavioral economics   28:46 - Salespeople wanting a path of least resistance and why they do and how not to let them lead with price      Key Takeaways:    "When you think about more program-based selling, if you're a company or an organization that are on a more mature level, then I think you might want to stop considering widget-based pay, which, in and of itself, could be the lever to pull to get salespeople to sell deals at higher prices and get more margin." - Jennifer Kerr    "If you have four or five steps, and you're not aware, then the design might be off. I go back then to, is the plan design right? I mean, plan design harder." - Jennifer Kerr    "Sales are hard. And that's where I think as pricers, we can certainly help frame up that value base, that value pitch, and flip it into value-based selling. And I think organizations that really focus on that end up winning more than they end up losing." - Jennifer Kerr    "When I say selling value, I think it's how does my product, how does my service impact the P&L of the person I'm selling that to whether it's B2B or how does it impact the household that I'm selling this to. To me, that's value selling because you're not starting with price. And if you start with price, you've already lost in the war of price." - Jennifer Kerr    "Price the product based on its value and the value to the customer. And then go value-base sell it. That's transformational for any organization." - Jennifer Kerr      Connect with Jennifer Kerr:       Email: kerrjennifer63@gmail.com  LinkedIn: https://www.linkedin.com/in/jennifer-kerr63/      Connect with Mark Stiving:       Email: mark@impactpricing.com  LinkedIn: https://www.linkedin.com/in/stiving/ 

Immer wieder hört man von Übergriffen, Schlägereien und Gewalttaten in Bus, Bahn, auf Bahnhöfen oder Plätzen. Mancher Heimweg erscheint unsicher. Burak Caniperk fragt heute Abend: Was sind für euch gefährliche Situationen? Was ist euch Gefährliches passiert? Welche Situationen waren bedrohlich? Wie kann man sich dabei verhalten? Was habt ihr erlebt? Wie habt ihr reagiert und was dabei gefühlt? Hab ihr die Polizei angerufen oder wolltet es selbst klären? Was tun? Ruft an ab 22 Uhr und quatscht mit Burak Caniperk drüber!

Alex & James discuss the disappointing, yet expected 3-0 loss to Manchester City at the Etihad. Based on the loss today, Everton have only taken 2 points out of the last possible 18 making the Blues the worst in-form team in the PL. ATP breaks down player selection and tactical setup, key events throughout the match, individual and team statistics, as well as listener comments. How much is Rafa to blame for the current form? How much will Gray's injury affect us?  LINKS: https://linktr.ee/usatoffeepod Intro: Steve Barkwill Outro: Kenboib

Themen der Sendung: Vor dem Teil-Lockdown in Bayern: Reaktionen von Menschen aus den betroffenen Landkreisen, Lieferung von Corona-Impfstoff: Kritik an Plänen von Minister Spahn, Proteste in Wien: Zehntausende demonstrieren gegen Lockdown und Impfpflicht, Kriminell und strafbar: das große Geschäft mit gefälschten Impfpässen, Sport, Das Wetter

Trainiere dein Hörverstehen mit den Nachrichten der Deutschen Welle von Samstag – als Text und als verständlich gesprochene Audio-Datei.Gewalt bei Protesten in den Niederlanden Bei einer Kundgebung gegen schärfere Corona-Regeln ist es in Rotterdam zu schweren Ausschreitungen gekommen. Nach Schüssen der Polizei soll es sieben Verletzte gegeben haben, teilte die Polizei in der niederländischen Hafenstadt mit. Randalierer hatten Polizeiautos in Brand gesteckt sowie Polizisten und Feuerwehrleute mit Gegenständen beworfen. Die Proteste richteten sich gegen Überlegungen der Regierung, angesichts steigender Corona-Infektionszahlen eine 2G-Regel in den Niederlanden einzuführen. Zugang zu Veranstaltungen, Cafés und Restaurants gäbe es dann nur noch für Geimpfte und Genesene. Genehmigung für Corona-Tabletten Die EU-Arzneimittelbehörde EMA hat dem Corona-Medikament Molnupiravir des US-Pharmariesen MSD eine Notfallzulassung erteilt. Die Tabletten könnten zur Behandlung von COVID-19-Patienten eingesetzt werden, bei denen das Risiko einer schweren Erkrankung droht, teilte die EMA mit. Das Mittel verringert die Fähigkeit des Coronavirus, sich in Körperzellen zu vermehren, und mildert damit den Krankheitsverlauf. Außerdem prüft die EMA derzeit auch das Medikament Paxlovid des US-Pharmakonzerns Pfizer. Paxlovid kann ebenfalls in Tablettenform von COVID-19-Patienten eingenommen werden. Bayern und Sachsen ziehen Notbremse Mit massiven Maßnahmen reagieren die Landesregierungen in München und Dresden auf die stark steigende Zahl der Corona-Infektionen im Südosten Deutschlands. In Bayern sollen laut Ministerpräsident Markus Söder von Mitte kommender Woche an für Ungeimpfte strikte Kontaktbeschränkungen gelten. Alle Clubs, Diskotheken und Bars müssen für die nächsten drei Wochen schließen, Weihnachtsmärkte soll es nicht geben. Ähnliche Maßnahmen sollen in Sachsen bereits am Montag in Kraft treten, wie Sozialministerin Petra Köpping mitteilte. Zudem werden dort Großveranstaltungen, Feste, Messen und auch die Beherbergung von Touristen untersagt. Saakaschwili nimmt wieder Nahrung zu sich Nach der Verlegung in ein Militärkrankenhaus hat Georgiens Ex-Präsident Michail Saakaschwili seinen Hungerstreik beendet. Der 53-Jährige befinde sich weiter in einem lebensbedrohlichen Zustand, sagte sein Arzt Nikolos Kipschidse. Er werde intensivmedizinisch betreut. Saakaschwili war Anfang Oktober nach acht Jahren im Exil aus der Ukraine nach Georgien zurückgekehrt und kurz darauf festgenommen worden. Aus Protest gegen seine Inhaftierung nahm er sieben Wochen lang keine Nahrung zu sich. Die Behörden werfen ihm Amtsmissbrauch vor. Er weist die Anschuldigungen als politisch motiviert zurück. Polizeischüler posieren als Nazis Im Westen Kolumbiens haben Polizeianwärter bei einer Veranstaltung SS-Uniformen getragen und Nazisymbole zur Schau gestellt. Ein Teilnehmer hatte sich als Adolf Hitler verkleidet, wie Fotos in sozialen Netzwerken zeigten. Der Direktor der Polizeischule in Tuluá wurde entlassen. Präsident Iván Duque sowie die deutsche und die israelische Botschaft in Bogotá verurteilten die Vorgänge als Verharmlosung der NS-Herrschaft. Das kolumbianische Verteidigungsministerium betonte, die Veranstaltung habe in keiner Hinsicht den politischen Leitlinien bei der Ausbildung von Sicherheitskräften entsprochen. Freispruch im Kenosha-Prozess Im US-Bundesstaat Wisconsin ist ein junger Todesschütze freigesprochen worden. Der angeklagte Kyle Rittenhouse hatte bei Anti-Rassismus-Protesten in der Stadt Kenosha zwei Männer erschossen und ein dritten verletzt. Die Geschworenen befanden den zum Tatzeitpunkt 17-Jährigen in allen Anklagepunkten für nicht schuldig. Rittenhouse hatte nach eigenen Angaben im August 2020 Geschäfte vor Plünderern schützen wollen. US-Präsident Joe Biden rief dazu auf, das Urteil zu akzeptieren, auch wenn ein "Gefühl des Ärgers" zurückbleibe. Anti-Waffen- und Bürgerrechtsgruppen sprachen von einem "Justizirrtum". Biden ist fit Erstmals in seiner Amtszeit hat Joe Biden den für US-Präsidenten üblichen regelmäßigen Gesundheits-Check absolviert. Nach Angaben seines Arztes ist Biden ein gesunder, kräftiger 78 Jahre alter Mann, der fit sei, erfolgreich die Pflichten der Präsidentschaft auszuüben. Das jüngst vermehrt von der Öffentlichkeit bemerkte Räuspern und Husten des Präsidenten führte der Mediziner auf gelegentliches Sodbrennen zurück. Zum anderen sei Bidens Gang etwas steifer. Hier empfahl der Arzt orthopädische Einlagen.

Bakterien nehmen wir oft vor allem als Krankheitserreger wahr. Dabei schützen sie uns auch. Streng genommen sind wir auch im Haushalt von natürlicher Artenvielfalt umgeben - schätzungsweise sind aber nur 20-50 von 200.000 Bakterienarten pathogen. Deshalb ist aggressives Putzen oft kontraproduktiv. Wissenschaftsjournalist Marko Pauli hat mit einem Biologen gesprochen, der sich als Mikroben-Fan zu erkennen gibt, und er hat ein Hamburger Labor besucht, in dem mit plastikzersetzenden Bakterien gearbeitet wird. Marko erklärt im Gespräch mit Host Maja Bahtijarević, wie Kleinstlebewesen unser Grundwasser sauber halten, unter welchen Bedingungen sie eine Ölpest im Meer bekämpfen können und warum Milben im Gesicht kein Grund zur Sorge sind. Außerdem: wie das nun mit dem Händewaschen und Desinfektionsmittel in der Coronakrise ist. • Mikroskopische Aufnahmen und darauf basierende 3D-Modelle Fluoreszenz-markierter Bakterien in einem gebrauchten Küchenschwamm | MDR, Bildmaterial der Hochschule Furtwangen https://www.mdr.de/wissen/mensch-alltag/keime-im-kuechenschwamm-102.html • Das Rob Dunn-Lab lädt Wissenschaftler aller Couleur ein, die mikrobielle Artenvielfalt zu erforschen | The Public Science Lab - Ecology, Evolution and Biodiversity of Humans and Food https://robdunnlab.com • Plattform für Citizen Science-Projekte in Deutschland, ein Projekt von Wissenschaft im Dialog (gGmbH) und dem Museum für Naturkunde Berlin | Bürger schaffen Wissen https://www.buergerschaffenwissen.de • Buch von Rob Dunn: "Eine Naturgeschichte der Wildnis in unseren Häusern, von den Mikroben in unseren Duschen bis zu den Grillen in unseren Kellern" | Rob Dunn: "Never Home Alone: From Microbes to Millipedes, Camel Crickets, and Honeybees, the Natural History of Where We Live" https://robdunnlab.com/science-portfolio/never-home-alone/ • Studie zum Rückgang der Gesamtbiomasse der Insekten um mehr als 75 Prozent in 27 Jahren | Caspar A. Hallmann et al.: More than 75 percent decline over 27 years in total flying insect biomass in protected areas, Oktober 2017 https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0185809 • Eine Studie der Ruhruniversität kommt zu dem Schluss, dass sowohl Seife als auch Desinfektionsmittel zuverlässig Corona-Viren und deren Mutanten töten | Toni Luise Meister et al.: Comparable Environmental Stability and Disinfection Profiles of the Currently Circulating SARS-CoV-2 Variants of Concern B.1.1.7 and B.1.351, The Journal of Infectious Diseases, August 2021 https://academic.oup.com/jid/article/224/3/420/6276396 • Hände anstelle von häufigem Händewaschen mit Seifen desinfizieren | Deutsche Dermatologische Gesellschaft: Handekzeme nehmen zu - Handhygiene-Strategie in Pandemiezeiten ändern, Informationsdienst Wissenschaft e. V. https://idw-online.de/de/news765848 • Das US Center for Disease Control and Prevention (CDC) zum Händewaschen: Handdesinfektionsmittel könnten schädliche Chemikalien wie Pestizide und Schwermetalle nicht von den Händen entfernen, außerdem seien Handdesinfektionsmittel auf Alkoholbasis ein mögliches Einfallstor für Bakterien, die Resistenzen entwickeln oder entwickelt haben | New Straits Times: Overuse of hand sanitisers poses health problems, Oktober 2021 https://www.nst.com.my/opinion/letters/2021/10/734242/overuse-hand-sanitisers-poses-health-problems • Studie zum Wandel der biologischen Vielfalt in marinen und terrestrischen Lebensgemeinschaften | Shane A. Blowes et al.: The geography of biodiversity change in marine and terrestrial assemblages, Science, Oktober 2019 https://www.science.org/doi/full/10.1126/science.aaw1620 • Milben im Gesichtstalg | Erika Engelhaupt: Mini-Mitbewohner - In unseren Gesichtsporen leben Milben https://www.nationalgeographic.de/tiere/2020/06/mini-mitbewohner-in-unseren-gesichtsporen-leben-milben • Analyse vom Grundwasser Hannovers | Bernd Haase: Überraschende Artenvielfalt - diese Tiere tummeln sich in Hannovers Grundwasser, Hannoversche Allgemeine Zeitung https://www.haz.de/Hannover/Aus-der-Stadt/Uebersicht/Hannover-Im-Grundwasser-tummeln-sich-unerwartet-viele-Lebewesen • Ein Appell aus der Mikrobiologie von Antje Boetius und anderen Wissenschaftlern, die Mikroben und ihr Wirken nicht zu übersehen | "Wer über den Klimawandel redet, muss auch über Mikroben reden", Max-Planck-Gesellschaft, Juni 2019 https://www.mpg.de/13561429/0613-mbio-064278-wer-ueber-den-klimawandel-redet-muss-auch-ueber-mikroben-reden • Das Potential von Bakterien im Kampf gegen den Plastikmüll | Fünf Fragen an den Mikrobiologen Wolfgang Streit: "Für eine PET-Flaschen brauchen Bakterien mindestens 500 Jahre", Universität Hamburg, April 2020 https://www.uni-hamburg.de/newsroom/19neunzehn/2020/0414-5-fragen-an-mikrobiologen.html • Forscher haben eine Methode entwickelt, ölabbauende Bakterien auf Plättchen aus biologisch abbaubaren Holzfasern aufzubringen und im Meer auszusetzen, um damit Erdöl aus dem Wasser aufzunehmen | TU Dresden: Mit Holz statt Chemie gegen die Ölpest https://www.wissenschaft.de/umwelt-natur/mit-holz-statt-chemie-gegen-die-oelpest/ • Die Exxon Valdez Ölkatastrophe von 1989 - Studie zum Verbleib, den Auswirkungen und den Sanierungsbewertungen | Yuqiang Xia, Michel C Boufadel: Lessons from the Exxon Valdez Oil Spill disaster in Alaska, Oktober 2010 https://www.researchgate.net/publication/259392296_Lessons_from_the_Exxon_Valdez_Oil_Spill_disaster_in_Alaska • Ölkatastrophe im Golf von Mexiko von 2010, der größten Ölpest in der Geschichte der Meere | Richard Pallardy: Deepwater Horizon oil spill environmental disaster, Gulf of Mexico https://www.britannica.com/event/Deepwater-Horizon-oil-spill

This week Amobi and EL link up with footballer turned marketer Peabo Doue. The guys chop it up about Peabo sharpeing his skills on the pitch in the DMV's competitive soccer scene, His transition from the competative side of sports to the business side, and more. We also talk Man U, being salty about the new PL deal, Antonio Brown doing AB things, and Bob Bradley in No Card/Yellow Card/Red Card.Grab your 2Cents FC Merch: https://2centssports.shop/Use Promo code: ONEHUNNID to get 20% off your order over $20Support the show: https://supporter.acast.com/2-cents-fcSign up for 2Cents Weekly: https://2cs.tv/subscribeShow Credits:Host: Soccer Pro, Amobi Okugo | @amobisaysProducer & Co-Host: EL Johnson | @elchereikGuest: Peabo Doue | @PeaboDoueFollow on Instagram and Twitter: @2centsfcVisit the 2centssports.comSupport this show http://supporter.acast.com/2-cents-fc. See acast.com/privacy for privacy and opt-out information.

Na busca por se consolidar como uma opção da elite econômica no cenário da disputa presidencial do ano que vem, o ex-juiz e ex-ministro da Justiça e Segurança Pública, Sérgio Moro, apresentou uma credencial importante. Moro anunciou na madrugada de ontem que a discussão sobre os rumos da economia baliza suas conversas e que tem o ex-presidente do Banco Central Affonso Celso Pastore como um de seus conselheiros. O presidente nacional do PL, Valdemar Costa Neto, informou ter recebido “carta branca” dos diretórios estaduais, nesta quarta-feira, 17, para mexer em alianças regionais e facilitar a filiação do presidente Jair Bolsonaro ao partido. O presidente da França, Emmanuel Macron, recebeu nesta quarta-feira, 17, o ex-presidente Luiz Inácio Lula da Silva — em passagem pela Europa — no Palácio do Eliseu. O encontro contrasta com a conturbada relação entre o líder francês e o atual presidente Jair Bolsonaro. See omnystudio.com/listener for privacy information.

Explicamos con la perspectiva que da el tiempo todo lo que salió mal en el desarrollo de Cyberpunk 2077: crunch, engaños y promesas incumplidas. Patrocinador: Llega el Black Friday https://www.pccomponentes.com/black-friday?utm_source=voiceup&utm_medium=social&utm_campaign=black-friday-2021-es, y en PcComponentes tienen un Pedazo Catálogo con miles de ofertas. ¿Tú también eres de los que piensa que PcComponentes solo vende PCs? Pues de eso nada. En PcComponentes hay de todo para montar un Plan Cinéfilo estrenando una Televisión 4K, para tener Plácidas Conversaciones con tu smartphone, o, por qué no, un Pique Consolero con los amigos. Este Black Friday todas las ofertas en tecnología, electrónica y electrodomésticos en pccomponentes.com https://www.pccomponentes.com/black-friday?utm_source=voiceup&utm_medium=social&utm_campaign=black-friday-2021-es. — Te ofrecen hasta el 45% de descuento en cientos de productos, y ofertas flash todos los días con unidades limitadas ¡corre que se acaban el próximo domingo 28! Una tragedia en tantos actos que incluso un año después necesita un episodio entero para explicarlo en profundidad. CD Project, la niña bonita del desarrollo de videojuegos europeo, engañó a sus socios y clientes con un videojuego que estaba lejos de lo prometido. Me acompaña Nacho Cerrato https://twitter.com/nachocerrato, autor del podcast CODEC ../../../codec, para explicarme todos los pormenores de esta triste historia que quizá acabe repitiéndose no dentro de mucho tiempo. Un relato de crunch, engaños, promesas, bloqueos, y que irónicamente seguro que acaba siendo transformado en una película. ENLACES Sony retira el videojuego Cyberpunk 2077 de PlayStation Store por fallos | Tecnología https://www.elmundo.es/tecnologia/2020/12/18/5fdc2f9bfc6c83f6308b4575.html Cyberpunk 2077 will be "true RPG game", CD Projekt RED promises | VG247 https://www.vg247.com/cyberpunk-2077-will-be-true-rpg-game-cd-projekt-red-promises Cyberpunk 2077 vuelve a la PlayStation Store con una advertencia de Sony | LevelUp https://www.levelup.com/noticias/629303/Cyberpunk-2077-vuelve-a-la-PlayStation-Store-con-una-advertencia-de-Sony Cyberpunk 2077 piden perdón por los problemas del juego https://jugalia.uno/cyberpunk-2077/ Cyberpunk 2077 devs are getting death threats over the delay | PC Gamer https://web.archive.org/web/20210605151707/https://www.pcgamer.com/cyberpunk-2077-devs-are-getting-death-threats-over-the-delay/ 'Cyberpunk 2077' sí tendría multijugador, después de todo https://hipertextual.com/2021/08/cyberpunk-2077-modo-multijugador-nuevas-pistas Kernel es el podcast semanal donde Álex Barredo debate con buenos invitados sobre las plataformas y compañías tecnológicas que afectan a nuestra vida diaria. Enlaces: Newsletter diaria: http://newsletter.mixx.io Twitter: http://twitter.com/mixx_io o sigue a Álex directamente en: http://twitter.com/somospostpc Envíame un email: alex@barredo.es Telegram: https://t.me/mixx_io Web: https://mixx.io

On the latest Anfield Index podcast, Trev Downey, Kam Brainch and Guy Drinkel bring you a smorgasbord of Reds-related chat. Injuries, midfield fixes and recruitment are just some of the topics in a show which also features a PL quiz, a Billy Connolly yarn, some film criticism and an unforgettable Kam tale of domestic discipline. See acast.com/privacy for privacy and opt-out information.

Wir machen Pläne, sorgen für morgen und erinnern uns an das, was einmal war. Wir leben nicht nur in der Zeit, sie bestimmt unser ganzes Wesen. Aber wenn wir fragen, was das eigentlich ist, die Zeit, dann fällt uns die Antwort schwer. (BR 2012)

Fantasy Premier League live stream and podcast by FPL guru Adam Hopcroft and fantasy football all-rounder Fergi.In this episode the lads look ahead to FPL Gameweek 12 including the best picks for the coming weeks and a debate on Skill vs Luck in FPL.

Ernesto e a pílula azul; JB e PL; Corrupção; Moro e mosca azul. The post Dias 1.052 a 1.054 | “VTNC você e seus filhos” | 13 a 15/11/21 appeared first on Central 3.

Noch in diesem Jahr sollen alle die Möglichkeit haben, sich ein drittes Mal gegen das Coronavirus impfen zu lassen. Der Präsident der Eidgenössischen Kommission für Impffragen stellte die konkreten Pläne vor. Weitere Themen: (01:18) Wann kommt die Booster-Impfung für alle? (09:10) Bund will gegen Ethikverstösse im Spitzensport vorgehen (14:00) Der harte Alltag des Pflegefachpersonals (20:01) Viele Deutsche können die Energiekosten kaum mehr bezahlen (25:18) Wieder Gewalt in Kaschmir (30:05) Braucht es eine Stadtplanung für Wildtiere?

This week, we continue our deeper dive series into Crisis Management. Mitzie Schafer, GSB Consultant and Host, focuses on Training Procedures for Crisis and Who's in Charge during a Crisis.  Like on all episodes, we work to equip nonprofit leaders with best practices and resources that grow generosity to enhance their mission. In each episode, we tackle a topic related to growing generosity to your nonprofit and answer the three most critical questions for success. Our promise to you is that we won't take up a ton of your time - you have donors to cultivate - and we will give you actionable items you can start using right away. We will focus on foundational donor first principles and best practices.Crisis Management SeriesEpisode 13: November 9: Risk Assessment Anne Rieck McFarlandEpisode 14: November 16: Training Procedures & Who's in Charge with Mitzie Schafer & Paul Marsh as HostEpisode 15: November 23: Maintaining Trust and Transparency with Anne Rieck McFarlandEpisode 16: November 30: Self Care After a Crisis - Myra Griffie - COO for Child & Family, Lutheran Services CarolinasThe Center for Generosity provides resources to expand your toolbox and support network with quality programs, video tutorials, templates, and one-on-one attention from our experienced consultants. To learn more or join today visit www.centerforgenerosity.com. Mitzie Schafer, CFRE and GSB Consultant & Host mitzie@gsbfr.comMike Ward, CFRE and GSB Partner ward@gsbfr.comwww.gsbfundraising.com

Der dunkle Winter naht! Regen, Erkältung, Corona, die Stimmung ist im Keller. Das muss nicht so bleiben! Wir zeigen euch, wie ihr durch die düstere Jahreszeit kommt und zwar mit einem uralten Gefühl: der Gemütlichkeit! Die funktioniert ganz anders, als die meisten glauben. Gegen den Hype um Hygge, Cocooning, Kerzen, Plüschdecken und Kaminfeuer argumentieren wir gewohnt wissenschaftlich. Wir zeigen dir, was du tun kannst, um gemütlich und vor allem psychisch fit durch den Winter zu kommen. GOOD NEWS: Es gibt neue Plätze für Leons Master Class. Bad News: fast alle Plätze sind schon wieder weg. Wenn Du einen haben willst, gehe auf www.wemynd.de und melde dich jetzt direkt an! Fühlt euch gut betreut Leon & Atze Hier erreicht ihr uns: post@leonwindscheid.de Instagram: https://www.instagram.com/leonwindscheid/ https://www.instagram.com/atzeschroeder_offiziell/ Wetten, dass… Best of Sexismus von 2009: https://www.youtube.com/watch?v=WVXQm6YgvTU Wir bedanken uns bei KoRo für die Unterstützung einer weiteren Folge. Mit dem Code FÜHLEN erhaltet ihr 5% Rabatt auf das gesamte Sortiment unter: https://www.korodrogerie.de Vielen Dank auch an Google für den Support unseres Podcasts. Entdecke auch du das Phone, das sich dir anpasst. Das neue Google Phone. Für mehr Infos schau im Google Store vorbei unter https://store.google.com/de/category/phones?utm_content=BetreutesFuehlen – Rechtliche Disclaimer: Live-Übersetzung im Chat: Nicht in allen Sprachen und Ländern verfügbar. Nicht für alle Medien oder Apps verfügbar. Weitere Informationen finddest du unter g.co/pixel/livetranslate. Live-Anzeige: Für die Bordkarten Funktion müssen deine Fluginformationen in deinem Gmail-Konto hinterlegt sein. Magischer Radierer: Die Funktion „Magischer Radierer“ kann möglicherweise nicht für alle Bildelemente verwendet werden. Google Fotos App erforderlich.

Alright, 7 weeks left in 2021. We spoke about the first step in your year-end business checklist last week. So, if you missed that... stop this real fast, go back and listen and then come back to today. It's that important and I don't want you to miss any steps! What do we need to do in our business, to prepare for 2022? Good morning everyone, Thomas Joyner with Business on Purpose here. Last week we spoke about Tweaking and Revisiting the Vision for your business and communicating that with your team through a year-end letter. It's simple, yet unbelievably powerful. Today I want to start by diving in on your end-of-year financial checklist. A quick story for you... a few weeks ago I was working with a local business and we jumped back into their financial dashboard, we call it the level two dashboard, to just look at a few things. They had subdivided their bank accounts into 5 separate accounts. Profit, operating expenses, owners compensation, taxes, and an income account that everything gets deposited into. Simple, yet effective. We spent some time looking back over the highs and lows of the year and the numbers told us a few things. First, having updated books isn't all it's cracked up to be. Necessary, yes, but doesn't give you an accurate picture of your business always. “I'm looking at our P&L and it's telling us we made “x” dollars so far this year. Why isn't that in our bank accounts?”  Exactly why we do this. Sure enough, all of their cash bank accounts were lower than anticipated with exception of 1. It allowed us to ask questions… What do your receivables look like? Do we have any big accounts that have yet to pay that will really move the needle? How do we need our team spending their time to make sure we collect on those receivables? Do we need to forego overtime for a period until we can get back to a better cash position? Do we hold off on new equipment or buying material in bulk until we can collect on overdue invoices? All of this helps give you, the business owner, a better idea of what you need to run your business off of. Imagine if we had just looked at the P&L? Tons of billing, expenses look normal, revenue is up, but everything is not necessarily attached to cash in the business. So you go about your business as usual, spending away and digging yourself a hole. That's why we use our Level Two Dashboard. It tells you what you can run your business off of today! And allows you to make informed decisions. And the beautiful thing about this conversation. We saw that two checks needed to be picked up asap...AND the business owner could actually give himself a small raise and his guys a small raise in the coming year. That's why we track our cash position weekly! So, if you haven't already. Subdivide your bank accounts. If you haven't already, go back and listen to our Multiple bank accounts podcast or set up a meeting with us to go through it. It's magic! Then, begin tracking your cash position in each account weekly or biweekly. Make sure you're including payables and receivables so you have an accurate representation of all that you need to know.  If you have all of that setup, look back over the course of your year. What information can be taken from your cash swings? Are there months that are lower, that you need to cut costs? Can you afford to give yourself a raise? Do you have the money for new hires? What is your ACTUAL net margin??? That's a big one. Not the one you think you have on a P&L.  All of this gives you the information to look at next year and put together a simple budget. Nothing too fancy, but project out your work, your expenses, your payroll and do it on purpose instead of just running your business hoping for the best. It puts you back in charge and helps you make informed decisions going into 2022. So do it right now! Look back over your level two dashboard and build a simple budget for next year. Do you need to change any percentages, allocate for costs anywhere? Give anyone a raise or change anything up? Now is the time to make those decisions!  Alright, that's all for today. Remember, step one was tweak and revisit your vision and writing a letter to your team. Today was all about financial readiness with subdivided bank accounts, a dashboard to track them, and a simple budget to capitalize on the information for next year. Now go and do it right now! Have a great day.

Das Tempo reicht nirgends, um Kohle, Öl und Gas innerhalb weniger Jahre zur Abwendung der Klimakatastrophe zu ersetzen. Deutschland und die EU tun so, als ob ihre Pläne zum 1,5 Grad Ziel des Pariser Abkommens passten, meint Georg Ehring. Das sei eine Illusion - auch sie müssen noch nachbessern. Ehring, Georgwww.deutschlandfunk.de, Kommentare und Themen der WocheDirekter Link zur Audiodatei

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Fernando de Barros e Silva, Thais Bilenky e José Roberto de Toledo comentam a decisão do STF de suspender o orçamento secreto e a aprovação da PEC dos Precatórios na Câmara dos Deputados. O programa ainda comenta a provável filiação de Jair Bolsonaro ao PL e as primeiras reações à pré-candidatura de Sergio Moro. Com a ajuda de Bernardo Esteves, o Foro de Teresina analisa a debandada de profissionais no Inep, o boicote de cientistas à Comenda do Mérito Científico e o que esperar da reta final da COP26.

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Forbes has called Nancy A. Shenker a “bad girl” because she selectively breaks rules and takes calculated risks to help companies innovate and grow. Nancy had worked as a CMO for big brands like MasterCard and Citibank when she ventured to start her own business, TheONswitch. That was more than 18 years ago and she credits her client side work for providing the insight needed when she first started. Those experiences are what contributed to her still being in the agency world today. In her conversation with Jason, they talked about how staying in business through the years has meant adapting to different challenges. They also touched on some of the lessons learned in more than 18 years of owning her business, and why people shouldn't underestimate experience and the wisdom that can come from it. 3 Golden Nuggets On adapting to changes. Nancy actually credits the hard times of the 2008 recession for preparing her for the pandemic. “When the economy takes a downturn, you're sort of stuck throwing all of this stuff overboard,” she recalls. When it came time for everyone to welcome the new digital and minimalistic model, she had already adapted to it years ago. “I've been co-working and managing a virtual team for the last decade, so I was good.” In her opinion, the pivoters were the ones surviving and thriving. It was a time to do market research, to find out how customers were behaving, but many went into a state of inertia. Lessons learned over the years. After 18 years in the business, lesson number one for Nancy has been to always trust her gut. She doesn't have a lot of regrets, but she always regrets moving forward with projects where she felt like something didn't seem quite right. Another important lesson is to always watch your P&L. Hope is great but money in the bank is better. Always make sure to have that cushion because you never know when things can go south. Also, remember that a good profit margin for your business should be an average of 30%. And finally, invest in things that will bring you long-term value. Don't underestimate experience. Nancy is very passionate about calling out ageism in business. “I now bring to the table wisdom that I didn't have even 18 years ago,” she says. She calls for people not to assume that an older person cannot understand technology. She even challenges anyone a social media strategy contest, since she's been in the social media and digital media realm since the late nineties and feels that, at 65, she can offer a unique perspective. Sponsors and Resources Gusto: Today's episode is sponsored by Gusto, an all-in-one people platform for payroll, benefits, HR where you can unify your data. Gusto automatically applies your payroll taxes and directly deposits your team's paychecks, freeing you up to work on your business. Head over to gusto.com/agency to enjoy an exclusive offer for podcast listeners. Subscribe Apple | Spotify | iHeart Radio | Stitcher | Radio FM Lessons Learned After 18 Years in the Business & Why We Shouldn't Underestimate Experience Jason: [00:00:00] All right. What's up, agency owners? Today I have an amazing guest who has been in business for over 18 years. Actually, today is their 18th birthday. We're going to talk about the lessons learned about growing their agency. And let's go ahead and jump into the show. Hey, Nancy. Welcome to the show and happy birthday to the business. Nancy: [00:00:25] Thank you. How are you doing? Jason: [00:00:28] So, uh, tell us who you are and what do you do? Nancy: [00:00:32] Sure. My name is Nancy A. Shenker. And as you just said, today is the 18th birthday, so it's fortuitous timing, um, of my consulting company slash agency called TheOnswitch. Um, I was an early-stage entrepreneur. I left corporate life and started my own business long before it became popular to do that. Um, and previously I was a CMO at a company called Reed Exhibitions, the producers of Comicon. And then before that I was at MasterCard and Citibank. So the first part of my career was on the client-side. So when I got ready to start my own consultancy, I sort of knew what things look like from the other side of the desk, which gave me tremendous insight and probably contributed to my still being around 18 years later. Jason: [00:01:26] Yeah. What were… Going back to when you were the CMO and working with a lot of different agencies over the years, what were some things that really pissed you off? Nancy: [00:01:39] Um, I think that, um, account people who had never really worked in or on the business, um… Always seemed sort of whimsical to me. Like if you couldn't tell me specifically what was going on with a project or why I should be spending my money on direct rather than conventional print… Then you were really just like a host or a hostess. So that was like number one, that stuck in my craw that I didn't really need somebody to take me out to lunch or invite me to parties. I needed a person who was going to give me creative ideas to grow the business. Jason: [00:02:22] A strategist. Nancy: [00:02:22] Um, yeah. Yeah. The other thing, um, was, um, paying for people who weren't actually working on my account and the recession was a tipping point for me when I really had to take a long, long, hard look at my overhead as a business and to say, whoa, whoa, like my clients are paying for my equipment. They're paying for my toilet paper. They're paying for, you know, all of this stuff. And when the economy takes a downturn, you're sort of stuck throwing all of this stuff overboard that you just bought in the previous 10 years. So I was actually really in great shape to handle the pandemic. Because I went with this minimalistic virtual model back in 2008, which suddenly became popular in 2020. And I'm like, whoa, I've been doing this for 10-15 years. I'm all good. I don't have any stuff to throw overboard at this point. I'd been co-working for the last decade. I have been managing a virtual team for the last decade. So I was, I was good. I mean, no one was really good in the pandemic, but I was better than most. Jason: [00:03:47] Yeah. I saw a lot of agencies growing actually in the pandemic, just because, you know, there were so many businesses that… Traditional, their traditional way of getting business they couldn't get anymore. And they really needed, you know, that digital, um, expertise in order to reach their customers and really kind of make, get, get them through because you know, the, the loans of the government only goes so far. Nancy: [00:04:15] Yeah. I mean, I would say probably, you know, 20% of clients said... Oh my goodness, the world is changing. Human behavior is changing and my customer's changing and I'm going to get first-mover advantage by dealing with that. And then there was a whole other swath of the population that went into this like inertia state. So the nimble, the strong, the… I hate the word pivot, but the pivoters are surviving and thriving. And those people who sort of… pause. I mean, I just saw this statistic that was shocking that two-thirds of companies, you're talking about major companies, postponed or canceled market research during the pandemic. And I would argue that that was the time to really be all over how are my customers behaving? What are they buying? What are they clicking on? How are they shopping? Because if you understood that, like, if you really understood, basic human behavior, which shifted largely to digital... Um, you were way ahead of the game if you were on top of that. Which is what taught us this lesson that, you know, I've learned starting in, when I first started my career in the 1970s. You know, our tagline as a business is bright and timeless marketing. I've seen media change radically. Um, but, um… What has stayed the same is your understanding of basic human behavior. Um, that's timeless, whether it's B2B or B2C, if you really are inside the head and heart and wallet of your customer, you'll never be wrong. Jason: [00:06:08] Yeah. What were, what were some of the things that you've learned over the years of running your business? Nancy: [00:06:15] Um, well, my lesson number one for today, I'm doing a series of nine lessons learned over 18 years. And lesson number one, which is live on my LinkedIn profile today is trust your gut. You know, and I think that it's very easy when you're a business owner to be swayed by clients, by your team members… But at the end of the day, you know, if you're a successful business owner, your intuition is usually pretty good. So if you have the heebie-jeebies, as I say, about a client or about a prospective employee or a current team member. You know, the chances are probably better than even that your gut is right. So, um, you know, the biggest mistakes I've made or learning moments I've had in the last 18 years have been when something didn't feel right to me and I moved forward with it anyway. Jason: [00:07:14] Yeah, exactly. Cool. And what are, what are some of the other nine? Obviously we, we don't have time to go over all nine. Um, and I'm not gonna put you on the spot for that, but look, give us a hint for some other ones. Nancy: [00:07:26] Um, always watch your P&L. You know, especially if you're a creative, um, and a storyteller, it's pretty easy to delude yourself and say, well, things will turn around tomorrow. Or, you know, I'm, I'm spending $10,000 on this because I think it's a good, calculated risk. But, you know, that's one of the big lessons I learned from the recession is that, um… Hope is great, but money in the bank is better. Like always have that cushion. Also because you never know when things could go south and you don't want to be too leveraged when that happens. So, you know, as I like to say, especially for women, business owners, PNL does not stand for purses and lipstick. Um, when you're in a service business and your biggest expense is people, um, you really have to spend very, very wisely. Jason: [00:08:34] Taking care of your employees has never been more important than right now. And while paydays are great, running payroll is a major pain. Calculating taxes, deductions, compliance, none of it's easy. Unless of course you have Gusto. Gusto is a simple online payroll and benefits built for your small business. Gusto automatically applies your payroll taxes and directly deposits your team's paychecks, freeing you up to work on your business. Plus, with Gusto's help you can offer benefits like 401k's health insurance, workers' comp, and a lot more. And because you're a smart agency masterclass listener, you're going to get three months free once you run your first payroll. Go to gusto.com/agency.  That's gusto.com/agency for three free months. Yeah, I always, when I work with agencies, I'm always surprised about how low their profit margins are. And they think in the agency business that 10% is good or 15%. I'm like the average is over 30%. And then they kind of get shocked a little bit and I'm like, that's the average. I was like, you can go over. And they're like, but when you get bigger, it goes down. I'm like, no, it doesn't. Only if you're, if you get dumber. Nancy: [00:10:02] Exactly. Exactly. Yeah. And, um, you know, when I first started my business, I think I was more into the creator comforts. Um, you know, I'd mentioned to you that I just moved to Arizona about three, four years ago. And I was kind of shocked at how many agencies have big spaces and their names on the door and big staffs. A lot of them did have to do some serious bloodletting when the pandemic started, you know. And you're right, there are some who didn't miss a beat and whose clients really needed them. And there are others that just could not sustain their expense base when things took a turn for the worse. So I'm a, I'm a minimalist both personally and professionally these days. Jason: [00:10:52] Yeah. I, I would always invest in anything that would be for the long-term that they would generate. And then personally, I would only invest in things, um, that were related to experiences. I would never buy a $50,000 watch, but I would buy a $50,000 experience. Nancy: [00:11:14] Oh yeah. I mean, you're talking to a woman who spent an insane amount of money on a 12th-row seats to see the rolling stones when they came through, um, a few years ago, pre-pandemic. And I will never, ever regret that expense. So, yeah. Memories, travel, experiences… And talent, you know, if you find people… I'm working with a couple of women now who I've known for years who are worth every penny, I pay them and then some. Because they are helping me scale the business and deliver great quality work and enabling me to sleep better at night, which at this stage of my life is super important. Jason: [00:11:58] Yeah, exactly. Uh, give us two other tips that you've learned over the years. Nancy: [00:12:04] Um, build a really… Another people tab is build a really strong inner circle. And that inner circle can change or evolve over time, but you really have to have people in your life who will tell you the truth, who aren't just bobbleheads. Um, operations is really key. You know, you could be doing the best creative in the world, but if stuff isn't happening on time and on budget, you're screwed. Um, and then, you know, this isn't one of my nine tips, but it's my, you know, one mini regret, in terms of how I started and scaled the business… I think having product, having tangible product is super important. Because being exclusively in a service business, no matter how much you productize your service, it's still a service. So, I mean, I'm not done yet. I have another 18 years at least ahead of me. And I have a few product concepts that I hope to launch over the next five to 10 years. Including, you know, I, I'm a writer and I have a bunch of books on Amazon and I have, um, some courses I'm developing. So yeah, I'm really into passive revenue these days. Jason: [00:13:24] Well, let me, let me tell you, the grass is not always greener on the other side. It's greener on the side you water. When I sold my agency, I thought just like you, I was like, ah, I've been in the service business for 12 years. Let me go develop a product. And I developed an iPhone app and I hated it. I literally wanted to… I put a gun to it and just blew it up behind the shed. And… Nancy: [00:13:46] Yeah, and that's one of the reasons why I haven't launched my… I have one product idea that's actually a physical, tangible product, a household product. And when I started delving into manufacturing and trademarking and distribution, I'm like, nah, I'm not, I'm not doing that. So I think that there is an opportunity and I think you've actually done it really well. You know, and I'm not just being, you know, a sycophant here. But like developing products that people in your industry truly need, you know, it's productizing your service, which is also a form of a product. I think smart, digital marketers are doing more and more of that these days. So kudos to you on that. Jason: [00:14:32] Thank you. Well, uh, is there anything Nancy, I did not ask you that you think would benefit the audience? Nancy: [00:14:39] Um, yeah, I mean, something that I think a lot about these days is, I turned 65 last February. Um, I have been very often told that I don't look 65, but what I say is this is the new 65. I would like to see the agency world and the marketing world become more age diverse. Um, it's something that I'm passionate about and you know, I now bring to the table wisdom that I didn't have even 18 years ago. So when you see that person who's old enough to be your mother or your grandmother, don't assume that they don't understand technology. Because I challenge any millennial to a social media strategy contest because I've been in the social media and digital media realm since the late nineties, early two thousands. I helped build the first website for MasterCard. I was on Twitter day one of the Twitter launch. And it's funny cause I recently said to one of our associates I've been using social media since 2005. And she said, oh my God, I was only six years old then. So yeah, don't assume that because somebody is older doesn't mean that they can't understand new tricks. So that's my final bit of anti-ageism bad-ass wisdom. Jason: [00:16:15] Awesome. And what's the URL. People can go and check the business out? Nancy: [00:16:20] theonswitch.com, T H E O N S W I T C H.com just like a light switch, but not. Um, my daughter actually helped me name the company and, um, feel free to follow me on LinkedIn because I'm, as I said, I'm a storyteller and that's where a lot of my content goes. Jason: [00:16:39] Awesome. Well, thanks so much, Nancy, for coming on the show. And if you guys want to really be around an amazing inner circle, kind of like Nancy mentioned, where they're all digital agency owners and we're all wanting to grow and scale up faster. I'd love to invite all of you to go to digitalagencyelite.com. Go and check that out and apply. And if we think it's right for you and vice versa, we'll have a conversation. So go to digitalagencyelite.com. And until next time have a Swenk day.

Today, we're breaking down HelloFresh. HelloFresh delivers weekly meal kits to people's homes. With eight million active customers, the Berlin-based business is the most popular company of its kind in the world.   To break down HelloFresh, I'm joined by its CEO and co-founder, Dominik Richter. We discuss the challenges of scaling an operationally intensive business, why HelloFresh is more like CPG companies than grocery stores, and what he's learned about brand building.   Meal-kits are a notoriously difficult business model to get right and this is a great example of process power; a competitive advantage you don't come across often. Please enjoy this great breakdown of HelloFresh.   For the full show notes, transcript, and links to the best content to learn more, check out the episode page here.   -----   This episode is brought to you by Tegus. We created Business Breakdowns to uncover the lessons and frameworks behind every business, and that's what makes Tegus our perfect launch partner. Much of the foundational prep for these episodes starts with research on the Tegus platform.   With Tegus, you can learn everything you'd want to know about a company in an on-demand digital platform. Investors share their expert calls, allowing others to instantly access more than 20,000 calls on Coinbase, Hinge Health, Farfetch, or almost any company of interest. All you have to do is log in. If you're ready to go deeper on any company and you appreciate the value of primary research, head to tegus.co/breakdowns for a free trial.   -----   This episode is brought to you by MIT Investment Management Company (MITIMCo), the endowment office of MIT. MITIMCo seeks to find people who are focused on achieving exceptional long-term investment returns, partner with these firms early, and stick around for the very long term. Visit mitimco.org and their new emerging managers page to learn more.   -----   Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit joincolossus.com/episodes.   Stay up to date on all our podcasts by signing up to Colossus Weekly, our quick dive every Sunday highlighting the top business and investing concepts from our podcasts and the best of what we read that week. Sign up here.   Follow us on Twitter: @JoinColossus | @patrick_oshag | @jspujji | @zbfuss   Show Notes [00:04:07] - [First question] - What HelloFresh does for its customers [00:05:53] - How many meals are delivered a year and the scale of the business today [00:07:08] - The full customer experience of ordering a meal kit for the week [00:08:03] - What the original service was and the original version of their product [00:10:26] - Overview of the business from a P&L standpoint [00:14:09] - Their centralized and widespread manufacturing plants  [00:16:35] - Attributes of a good recipe that benefits both the customers and the business [00:18:32] - Thoughts on the cost of ingredients and how they impact everything [00:20:43] - How the HelloFresh supply chain differs from traditional ones [00:23:58] - The magnitude of waste and its impact on gross margins [00:27:38] - Identifying customers, acquiring them, and retaining them [00:30:52] - Why other meal kit companies have seemingly done poorly [00:35:53] - Differences in the customer experience of HelloFresh subscribers that allowed them to thrive [00:38:38] - Managing a business that's dependent on process power and balancing which levers to pull and when [00:41:24] - An example of a decision made to improve tiny percentages of performance [00:44:17] - How a world returning to normal might impact their pandemic propelled growth [00:47:22] - Thoughts on potentially expanding to private supply and distribution [00:50:23] - Lessons learned about successful advertising, branding, and marketing [00:52:41] - Key variables in HelloFresh's growth for the coming years [00:57:10] - What drives the decision to acquire and build a portfolio of brands [01:00:01] - The biggest risks that the business might face in the future [01:02:27] - What his favorite meal is from their menu and why

Use your Profit & Loss Statement (P&L) to help you measure and manage a profitable small business. Are you making or losing money in your small business? Understanding how to use your Profit & Loss Statement to answer that question. Henry walks you step-by-step through how to read and interpret your P&L and find a free P&L example download on the show notes page. Henry Lopez is the host of The How of Business podcast – helping you start, run and grow your small business. The How of Business is a top-rated podcast for small business and entrepreneurs.

In the Deep – In their first episode of the 2022 offseason, Jordan (@BuntSingles) and Shwebsi (@Shwebsi) catch up on what they did during their time off, take a peek at the latter rounds of the PL staffer too-early mock draft, and generally clown around.    Relevant Links: PL Too-Early Mock Draft Article (w/ draft board): https://bit.ly/3D7MoKF Michael Ajeto's Twitch Channel: https://bit.ly/3wkwlq8 Michael Ajeto's Twitter: https://bit.ly/3o2PCsh   If you like the pod, drop us a 5-star review and some kind words on your platform of choice. Be sure to follow the podcast on Twitter @InTheDeepPL, and check our pinned tweet for mailbag and feedback submissions! Get PL+ and join our Discord: https://pitcherlist.com/plus