Podcasts about pnl

Kiera is here with a gift to make your practice even better: The three most common mistakes dental practices make, and guidance on how to get out of them. Is your practice making one of these mistakes? Delegating tasks without ownership Avoiding hard conversations Flying blind on your numbers Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners, this is Kiera and today is one of my favorite topics of all time. It's how to avoid the pitfalls because I feel like these are costly mistakes that dental practice owners make. We make these costly pitfalls. We go into them. We don't know about them. And you guys, if you know me, I have a mantra and I say, don't lose money. I hate losing money. It's one of my biggest pet peeves and I don't want you to lose money. So I'm excited to talk about it. I hope you guys are excited because...   The reality is like so many people talk about like, success leaves clues and it does, but so does failure. And I I talk about this a lot when I present and when I speak and I say like success and failure are truly not radically different. They're not, they're like small little things. It's like successful practices are consistent. Successful practices put systems in, successful practices look at their KPIs, successful practices have team meetings that are effective. Successful practices have CEO time.   Successful practices have delegation and ownership. Successful practices ⁓ follow through. They look at their case acceptance. They make their re-care calls. They do their reactivation. They do different verbiage. Like that's what they do. Failure practices don't stay consistent. They always have an excuse. They're always blaming. ⁓ They don't check their case acceptance. They don't track their KPIs. They don't look at their numbers. They don't take CEO time. Like these are just little steps. And like with my fingers, if you're just listening, I'm like,   almost like scallops, like if we've got a middle point, success is I checked my KPIs, failure is I didn't check my KPIs. And while that's not like a huge move, it is moving you points away to where you end up either closer to success or closer to failure. And so I think when we realize this, these are the ones, like, how can I help you guys avoid these costs and mistakes? How can I like motivate and inspire you and like, not just motivate, but genuinely change you?   So that way it's not this I like, well, shoot, we're on failure row. Shoot, like, I don't really know about this. Like, I just want to talk about three of the most common mistakes that people make and how do you correct course because you're going to make mistakes. But like if I'm doing the scallops again, successful offices realize like we didn't do the KPIs. So we're going to start doing the KPIs and we don't miss those. We're going to hold the meetings and we don't miss those.   they course correct before they end up in the failure or the success bucket. They're course correcting constantly. And so this is just like where I'm at coaching hundreds and thousands of offices, team members galore, our team, like literally, I feel so blessed that we get to serve so many offices. I just saw like this really awesome highlight reel of all these doctors that came in person and I was watching it with Jason and I look over and Jason's just the sweetest thing. He's tearing up and he said, Kiera.   I knew when you started Dental A Team, it was going to be like, he's like, I never imagined it being what it is today. He said, but all those people's lives, including all of you listening to the podcasts, all of those lives that we've been able to change because of Dental A Team Gosh, that is just such a blessing. It's such a beautiful thing. And I just want to say thank you. Like, thank you for being here. Thank you for being a part of the offices. Thank you for being a part of my Dental A Team podcast family. Thank you for just showing up. Thank you for changing lives through dentistry. Thank you for giving people a gift of confidence. Like,   And for me to be able to give you a gift to make your practice even better, that's what I'm here for. That's what Dental A Team's about. So like we're here to help you recognize patterns. We're here to help you avoid burnout. We're here to help you make small changes before they become giant snowballs. And I think like my thought process has always been I'm here to positively impact the world of dentistry in the greatest way possible. We're here to share this podcast message with every single office out there. We're here to help offices realize like running a successful practice.   does not have to be hard. It can actually be easy. And let's give you the tools, the tips, the resources, all of that to make your life a grand success. So if that sounds great to you, we'll rock on. So step number one, mistake number one that's very costly is delegating tasks without ownership. So like so many offices, hear them like, Kiera, I listened to the podcast and we implemented it, but like it just didn't work out. And I'm like, yeah, cause you delegated it and you didn't have the structure, didn't have the ownership, you didn't have the accountability, you didn't have the metrics. Like, okay.   One of the doctors called this doctor out and they said, this doctor is a walking cheat, like cheat code. Go talk to him, go ask him what he does because he's been able to take his practice for massive success, which is true. When I met them, were doing about 1.5. Now we're clearing five. We're going to be crushing six to seven. And I just like, gosh, the giddiness in me for this office. Like they deserve the sun, the moon, the stars. Like you name it.   They're just such good humans. And so when I think about this, like we're talking, this is a practice that went from like 1.5, 2 million up to this six, $7 million practice now, something I've noticed. And like I said, this doctor is a walking cheat code. They, when we go in and we're like, okay, we're going to roll out this new process. So we're going to do a new process on how we do case acceptance, or we're going do new process on how we do cancellations. They don't just go to the team and be like, all right guys, we're going to do cancellations. They are like, we're going to build an SOP.   we're gonna have a team training, we're gonna have a metric, we're gonna do it for these four weeks. And they don't take a long time to execute on that. So it's like, perfect, we're gonna have this done in the next three weeks. But they execute, it's rolled out, it's like, it's very, very thorough. And this is a practice of a very large team and they all do it consistently. And when something gets off, they just go right back to the SOP, they update the SOP, where was it missed? What do we need to do? Let's do a team training on it. But I will say I've coached hundreds of offices and this is one office that I watch   constantly that is able to delegate, have ownership and be able to have a full team move and stay hyper accountable. So this is just like, you've got to have ownership. You've got to have SOPs. You've got to roll it out to the team, make sure everybody's aware. And then we've got to have the metrics and the check-ins to make sure something's not off. And if it is off, we follow through on it. So people know that when we roll out new processes, they're here to stick. They're not just like a flash in the pan of like, I heard it on a podcast. Let's try it out.   No, it's very, very, very thorough. So a quick check for you is like, go back and look at the last three things that you delegated. Did you assign them? Did you own them? And did you have follow up on it?   crickets. Yeah, yeah, because you did it. Darn it. But you're going to do it in the future. Or maybe you did. And I'm high fiving you. But most of the time, people don't. And this is so costly because then you can't ever be free. You think you're moving. You're taking one step forward, but you're actually taking like 500 steps backwards because nothing's actually getting delegated. Nothing's actually moving forward. And you're only relying on your A plus star players that are building all these ownership accountability pieces. And people are like, but I want everybody to be that way. And I'm like, human nature is not. Tell me how you're doing on your New Year's.   resolutions, probably not great because human nature by default doesn't stay accountable. Why do think I'm in business? because people, they know what they need to do. People are like, Kiera, I pay you to tell me like what to do that you do on the podcast. And it's like, yeah, because human nature is not follow through. Why do I pay a gym trainer? I've got all the resources, I got all the tools. I need somebody to literally hold me accountable to make me show up to work out. So look at the last three tasks. Did you delegate them? Was their ownership?   Did you follow up on them? Did they have a metric? If not, it up, fix that and start to delegate with ownership and accountability. So mistake number two, are you guys ready for this? It's avoiding hard conversations. ⁓ man, that's a crowd drop off. This is so real though, because we don't have like Patrick Lanziani has the five dysfunctions of a team. And if you and your team have not read this, I highly recommend it's a very easy fable. Have it as like some like,   evening reading. It's so fast, it's so easy and it's very, very great. And I think it's a reread. So if you've listened to it in the past or you read it, maybe do a reread. ⁓ But when we don't have trust and vulnerability and then we don't have healthy debate, AKA hard conversations, what happens is like little small issues become cracks and cracks aren't bad. But if cracks stay there, they actually break and then it becomes toxic and then it arose the entire team. So in leadership, we've got to have, let's like,   I coached his office. guys might know him. He's incredible. ⁓ They've got a lot of offices. think I did seven office visits ⁓ in three days. We were hauling booty. And I love this doctor because he pays for me to come in to coach his teams, to teach them how to have uncomfortable conversations, to remind them like this is why we're here. And the more we have just a few of these and we get away from the fear of discomfort.   and wanting to keep the peace, which is actually artificial harmony, we like care, we align and we move forward. And we use the sports analogy on this of, can you just imagine like pick your favorite sports team, basketball, baseball, soccer, I don't care what it is. Can you imagine for one second, like we'll just use basketball for instance, or football. Like if the quarterback or the point guard goes in, like let's do football, because they get thrashed. Like if that quarterback gets thrashed because his defensive line is not protecting for him.   or no one's open because they didn't follow the play, can you just imagine if that quarterback runs off the field and is like, hey coach, could you tell the defensive line to cover for me next time? Like absolutely not. Or if that quarterback is just like, I'm just so angry with my defensive line. Like they didn't block for me. Like, no, can you imagine? Like, no, they call it out. Like you got a freaking block for me. Like we need to win this game. I need this to happen. And they do it in real time because everybody on the team,   is committed to winning and they call each other in real time of their blind spots. Like my brother said, I'll play basketball. I played tennis. You got to call it in the moment. Like my dad is like, you got to call it in real time. You got to say, Hey, I need you to block. I need you to box out for me. I need you to like throw the ball. Like I'm here. Like I need you guys to get open, whatever it is. But like, if we can get a little bit better, that that's our culture rather than a, we sit here pretending to be perfect, but ultimately hating each other.   and hate's probably a strong word, but creating gaps. And so what I encourage is we normalize uncomfortable conversations. We normalize and encourage it. We push on peer to peer accountability. We have each other instead of it being up to the coach, AKA office manager or doctor, to each other, peer to peer, to where we talk about it. We wanna get the W, we wanna win. And so helping your team realize that this is going to be the best way for us to win is to have these hard conversations.   And it's not, I say it's not confrontation. It's just a conversation. Like let's take that hard out of there, but let's say what needs to happen. And so I would say, doctors, one of the worst things you can do to your great players is to tolerate the poor performance of a lower player. ⁓ Because they're watching you. They're watching to see standards are not what you say. They're what you tolerate. And so when you're A plus players are watching, like, well, doctor is going to do this constantly or doctors are not going to care about that. Now team members, can rise up and you can take care of things too.   Doctors, we've also got to make sure that we're encouraging and we're having the hard conversations too. I don't think you know how much I do not enjoy hard conversations, but I know as a leader, as a boss, as a CEO, as a consultant, I have got to have the hard conversations and I'm going to keep having them. They're not easy, but they are my responsibility and I'm going to show up as a good team member because actually that's better than living in artificial harmony. It's so much better. So there's a great quote.   If you want it, your success and happiness, that's my add on your success and happiness are directly proportional to the number of uncomfortable conversations you're willing to have. So if you want to grow, if you want to rise, how many of you look at your KPIs or your numbers like, gosh, freaking schedule is not full. Like, oh, like our profitability, like, but I go to my team meetings and I'm like, great job guys, you're doing great. Why don't we call it out? Hey, profitability is not where it needs to be.   What are our solutions to get it to where it needs to be? I'm not being a jerk. I'm not sitting here sizzling. Hey, our schedule is not up to goal. What are we doing to get that fixed? Let's have a conversation. Let's fix it. Let's normalize that. That's calling out in real time. Hey, our schedule is not to goal. Like what's our solution? How are we going to get there? It's like it's a huddle. It's a genuine huddle. Think about sports players. Like they get together. Like you need to block. I need you to call that person. I need you to do this. You guys need to call that all the hygienists. If you've got downtime, call seven patients, whatever it is. That's how we get the W.   something rude, let's normalize that we are a team. We call each other out. We celebrate when we win. Also like on the flip, like let's go to basketball, let's go to football. When they score a touchdown, the whole team that was just calling each other out of like, I need you to block, I need you to do this. They also go to the end zone and they freaking celebrate. They lift each other up, they're high-fiving. It's both. So let's make sure that we're calling each other out and normalizing that. And we're also celebrating and normalizing that as well. So this is something of, I would just encourage you to have   one honest conversation, and also I'd recommend in your next team meeting, let's have this if that's a standard, put it up in the break room. We normalize hard conversations. We encourage hard conversations. We are a company that does not sit in artificial harmony. Whatever it is, plaster that, build that into your culture. This is something you've got to like, if you guys could see, I'm like boxing out, like I'm pushing the defense. Like you've got to push this through all the way for you guys to get this to be that and to avoid that costly mistake.   All right, mistake number three. This one should come as a no brainer. You guys know I love numbers and numbers love me. It's flying blind on your numbers. So I think that production feeds the ego, profit feeds the family. So when I look at this, so many doctors are like, well, Kiera, I know you say that the numbers are there, but I don't have any money. And I'm like, yes, but making haphazard, crazy decisions because you're not looking at your numbers and you're not using them as a roadmap, you're just   flying by the seat your pants. And so when you look at this, you've got to know like, here's just a, guess, I guess to help you see like, am I flying blind on my numbers or do I maybe know my numbers? Question number one, what's your breakeven number? Now that's twofold. What's the breakeven number on the practice and what's the breakeven number paying you? Two questions, okay? My question is, what is your overhead on your supplies? What percent, what is your current overhead?   What is your debt services taken out of your overhead? What is your EBITDA? What is your net profit? AKA cashflow. Of that profit, are you saving your taxes? Hmm, something to think about. Fascinating, right? That's how you know. And if you can't answer those questions right now.   I know you're probably flying a little blind. Maybe you even just have like a eye patch on. That's okay. Maybe you're only half blind, not all the way blind. Or maybe you're like, Kiera, I'm walking in the dark. I don't even know any of that. don't even know where to find the PNL. It's fine. Wherever you are, you've got to get this dialed. Like I am a sticky broken record. haven't talked to her. Oh man, I'm so excited. She's going to get on podcast with me. And last year we were chatting and she was like, Kiera, like we were debating. Is she going to join consulting? Is she not going to join consulting? And she's like,   I have got to get profitable. And I said, all right, rock on, challenge accepted. We are going to get you profitable. I have been a broken record with this poor doctor for an entire year. It's production, profit, production, profit, production, profit, production, profit. Head down, produce, make sure your team's collecting and make sure we're profitable. That is what we've done all year long. And guess what? Come the end of the year, she's like, Kiera, I have so much money, I got to pay taxes on it. Like we did it.   and she did it in 11 months. So production, profit, production, profit. If you're producing, but you're not collecting and you're not looking at your numbers, you're not going to be profitable. If you're not planning for taxes and you're not saving for taxes, you're not gonna be profitable. If you don't know what your breakeven is on the practice and then what the breakeven is and what it needs to produce with you in there, you can't project this out and you can't forecast it and we can't figure out what your daily goal needs to be. And then you're just producing for the sake of producing for your ego.   Who was that a rank? Could you tell us there? If you like that email me Hello@TheDentalATeam.com. I might rap it. You guys, I used to have a rapper name Skittlez with a Z so I could wrap with Eminem. Tell Eminem I'd love to wrap with him. I've never gotten that far, but you know, Skittlez, Skittlez and Eminem. I don't know why I just told you that. Email me Hello@TheDentalATeam.com. If you think I should be Skittlez and rap it out. I'd love to hear from you. I genuinely love a good pen pal. So write me. But you've got to know your numbers. You have to.   non-negotiable. And this is, think, where accountability as a coach comes into play. I force our clients with our consultants to know their numbers. We call it the yes model. You've got to have your vision. That's the Y. E stands for earnings. You've got to be profitable, non-negotiable, otherwise go be an associate. And S stands for systems and team development. If we know the vision, when we look at the numbers, it's going to tell us the systems and team development we need to do, period. Period. That's the formula. That's all it is. So if you're flying blind on your numbers, like, ugh.   Guys, I'm scratching my head over here. This is stress. If you ever see me fluff my hair, it means I'm stressed, okay? My team has told me they're like, Kiera, what you do is it's a little like side fluff. And right now it's both hands fluff. Like I'm stressed out for you because I used to fly blind on numbers. So many clients flying by on non-numbers. They don't look at it. They've got multi-practices and they don't break it down. You guys, these are costly pitfalls. So remember, go back to the success and failure. They're not radically different. It's failure to look at the numbers.   It's failure to say like, I don't care if you don't know numbers or not, I don't know numbers either. But guess what? Kiera freaking loves numbers and numbers freaking love Kiera. That is how this works. It is, I'm going to force myself to learn this. You guys, on my goal board, I'm not joking you. I should like take pictures of this so you guys can see it. In my bedroom, Jason and I made this like joint goal board. If you guys wanna get your spouse involved in your life, cause you feel like you're just driving and growing without them.   Joint goal board between the two of us has been amazing and it sits in our bedroom. It's not pretty It was built on Canva. It cost me eight bucks. It took us a Sunday to do it together But I literally have this like sign and it says tax expert ahead. I Did not know taxes. I was getting burned every single year I was crying every single December and I was like I am never doing this again I'm going to become a freaking tax expert. I started reading books on it. I called up the CPAs. I started researching it I was like, okay, it's just a formula. Yes, of course. They're like all these ways I can reduce it   But at the end of the day, it's really just a very simple formula. Whatever my profit is, whatever my tax bracket is, I know, yes, yes, yes, yes, yes, this is a very simplified version. CPAs don't come after me right now. It's just truly like, if I can take that, I'm always gonna have a slush and I'm not gonna cry. And I figured it out. And for you, I want you to take it on like, you're gonna learn taxes. You're going to be profitable. I want your goal for 2026, 2027, 2028, 29, 30, 31, 32, 33, forever that you are profitable always.   I have a mantra and I say, Kiera Dent does not lose money. And I want you to be the same way. Always profitability, profitability, profitability, get the production, get the profitability. We got to, and again, the way we increase profit, increase production, increase collections, decrease costs. Those are the three levers. So look at the numbers, get your team bought in. This is a costly mistake that I don't want you to make. So commit that by Friday, you will have a KPI scorecard in place, or you're going to call Dental A Team.   TheDentalATeam.com go on over, email me, hello, book a call, whatever it is, I will help you out, but you are going to learn your numbers. There's no more excuses. It's not that hard. I promise you, our fee will offset the amount of money you are going to make. Most of our clients are like a two to one, eight to one, 10 to one ratio, meaning we are making that much more money. So a 10 to 30 % increase in production, 30 % would be a three to one ratio. Like you guys, it's insanity what we're able to do for offices. I love it. We usually pay for ourselves in the first couple of months.   So it's 100 % worth it. Know your numbers. You just knowing your numbers and tracking and measuring will make you more profitable. So don't be the person that has these costs and mistakes. You gotta take ownership. Like bottom line, the way we had this, mistake number one, delegating tasks and not having ownership. So think back to that. We gotta delegate like that office I told you about. Again, this is a $7 million practice. You wanna be like a $7 million? Do the things today to be the $7 million practice.   You've got to have the hard conversations, normalize that, have that be a part of your culture. And number three is you've got to freaking know those numbers. I love numbers, numbers love me. And if you're not great at this, that's why I've got the podcast. That's why we're here. Reach out, Hello@TheDentalATeam.com. Do not do this alone. Do not spend another minute struggling through these costly pitfalls. You don't deserve it. Your team doesn't deserve it. Your patients don't deserve it. So reach out, it's time. Hello@TheDentalATeam.com. But please commit to yourself that you're going to do this.   You're not failing. You're not clear over the failure bucket. You're just a few little shifts away from it. And again, remember success and failure are not radically different. They're just small little micro steps. You can quickly make those back and get closer to where you actually want to be. It's not huge. It's not hard. It's not all these crazy things. It's small incremental changes that are going to radically change your life. So make the call, make the changes, commit. You're worth it. You deserve it. And as always, I'm cheering you on forever and ever.   I'm here on your team. I'm here in your corner. I'm here in your air pod. Wherever I'm at, just know I'm rooting for you. You deserve it. Let's do this together. Let's have you do this on your own, whatever it's going to be, but commit to not having these costly mistakes be your mistakes. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

Are you leading your business with clear numbers in 2026 or still reacting after the fact? In this episode of The Dickie and Donny Show, Dickie and Donny dig into what it really looks like to prepare and use your budget and PNL in 2026 as a leadership tool, not just a report you glance at once a month. Dickie and Donny unpack why many business owners feel constant financial pressure even when revenue is up. The issue is rarely effort. It is usually a lack of clarity in the budget and a PNL that is not being used to guide decisions in real time. This conversation challenges owners to stop letting the numbers lead them and start leading the numbers. When your budget is intentional and your PNL is understood, you gain confidence, alignment, and control in how you run the business. Here's what you will take away: ✅ How to use your 2026 budget to lead instead of react ✅ What your PNL is really telling you right now ✅ Common budgeting mistakes that create hidden stress ✅ Practical insight to help you make confident financial decisions If you want 2026 to feel focused, steady, and intentional, this episode will change how you think about your numbers and your role as a business owner. Are you working IN your business or ON your business? Do you have all of the foundational elements that will liberate you from the business chaos? Take the assessment to find out which areas you can grow and improve on. Take our Healthy Owner Business Assessment HERE➡️ http://businessonpurpose.com/healthy SIGN UP for our Newsletter HERE ➡️ https://www.boproadmap.com/newsletter For blogs and updates, visit our site HERE ➡️ https://www.mybusinessonpurpose.com/blog/ LISTEN to The Dickie and Donny Show on Apple Podcast HERE ➡️ https://podcasts.apple.com/us/podcast/the-dickie-and-donny-show/id1849240083 LISTEN to The Dickie and Donny Show on Spotify HERE ➡️  https://open.spotify.com/show/1gkSeO4QGSAcupPOnon5oS?si=12cf4b4a42a84aa1 SUBSCRIBE to our YouTube channel HERE ➡️ https://www.youtube.com/channel/UCbPR8lTHY0ay4c0iqncOztg?sub_confirmation=1

Dans cet épisode des Geeks des Chiffres, on reçoit Khadija Sabri, expert-comptable, qui a fait grandir un cabinet « traditionnel » en cabinet de conseil. Son point de départ est déjà atypique : elle attire des clients sans site internet. Son point d'arrivée l'est encore plus : reprise du cabinet où elle travaillait, passage de 4 à 15 collaborateurs en 5 ans, ouverture d'un bureau au Maroc et surtout une approche radicalement orientée stratégie, gouvernance, management et psychologie du dirigeant. On parle de ce que beaucoup de cabinets évitent : - Pourquoi une entreprise qui “marche” peut laisser un dirigeant à découvert tous les mois - Comment sortir du duo TVA/bilan pour devenir un vrai partenaire de décision - PNL, DISC, posture managériale : les outils concrets pour mieux communiquer et mieux déléguer - Recruter autrement (profils en reconversion, culture cabinet, sécurité psychologique) - Construire une offre premium (rendez-vous stratégiques payants) - La place des femmes dans l'expertise comptable et le vrai sujet derrière la “légitimité” Un épisode qui montre ce qu'un cabinet peut devenir quand il remet l'humain au centre, sans sacrifier la performance. Profil linkedin de Khadija : https://www.linkedin.com/in/khadija-sabri-dirigeante-infinities-conseils-et-expertises-752045a4/--------Bienvenue sur le podcast n°1 de la filière comptable et financière ! + 650 000 écoutes.Code Promo YT1 : - 10% sur toute la plateforme Les Geeks des Chiffres. Je suis Nicolas Piatkowski, cofondateur de l'école en ligne Les Geeks des Chiffres, qui a formé plus de 14 000 étudiants au DCG & DSCG : https://www.lesgeeksdeschiffres.comChaque semaine, des pros du chiffre me partagent leur parcours, leurs réussites (et galères !), leurs conseils, et t'aident à décrypter un secteur en pleine mutation.Que tu sois en DCG, DSCG, alternance, BTS ou un professionnel aguerri… Tu trouveras ici des interviews inspirantes, des retours d'expérience concrets, des insights métier et des clés pour te démarquer dès tes premières expériences.Au programme :Réalité du métier d'expert-comptable ou de financier aujourd'hui.Les compétences techniques et digitales de demain.Outils tech, indicateurs clés, culture business.RH, management, soft skills… tout ce qui compte vraiment !Et bien sûr, des conseils pour réussir tes études, tes stages, ton alternance ou ton premier CDI.Si tu veux prendre une longueur d'avance dans tes études et ta carrière, ce podcast est ton nouveau compagnon de route.Bonne écoute… et c'est partiiiiii !  »Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Paranormal NL - SPECIAL NEW YEAR's EVE FEATURE December 30h, 2025 EP: 60 2 HOUR SPECIAL Guest Bios: PNL (Paranormal NL) Podcast UPRN Segment #60 “New Year's Eve Primer-Global Paranormal Party. A Special two-hour PNL-UPRN Pre-recorded event with a Live-Chat Watch-Party on UPRN. Host Jen Noseworthy from Newfoundland & Labrador (NL) Canada has two Co-Hosts guests: Sir Knight (SK) Bryan Bowden -Third Eye Live who was previously on PNL in 2024: S2/E6, S2E63; and in 2025-S3/E4 (UPRN Seg#12) & Dayvid Salinas (AKA Duke of Darkness)-DTRH (Down The Rabbit Hole), Dayvid Don't Know, & Co-Hosts to: Won Nothing, & Weird Java in The Morning. Dayvid was previously on PNL in 2024-S2/E60; and in 2025: S3/E33 (UPRN Seg#40). In this Pre-recorded episode: PNL Hosts the New Year's Eve Primer-Global Paranormal Party with multiple open mic guests from the PNL Podcast Alumni-Network. Guests are either from PNL Season one 2023, PNL Season two 2024, or PNL Season Three 2025. Guests from around the Globe from the UK, USA, and Canada. Guests will be playing silly New Year's Eve Party “Squid Games” to get out of the Green-Room backstage, and onto the main-stage. Guests on stage may risk falling off stage. Co-host guests: Bryan and Dayvid will be helping with the fun New Years Eve Primer- activities, dice roll, guest numbers, backstage, greenroom, and main stage. Some of the Guest line up for the episode may include: Tim Sudano-UPRN-SCARI-From the Fab-5; Tommy Cullum-Let's Get Freaky Podcast;-From the Fab 5; JJRose777-3 Sirens & A Squirrel; Alan Bishop & Kim Bishop-If you Have Ghosts You Have Everything, 3 Sirens & A Squirrel, One Piece at a Time Distillers Institute, One Piece at a time enterprises, The alchemist cabinet, Witches Brew Bootique ; Charles Stephens @Chucky_Danger-Danger-Zone, Countercult, Linktree (IPA) International Paranormal Alliance Tex Wesson-Tex's Front Porch- from Island of Misfits; Krista Michael Tweedy (and House)-Blondes and Boos & Co-Hosts to: BMR. From Island of Misfits; Cyn Shrader Hill-Author; Jeannie Van Hoose & Dale Woodsby-ParaHunters; Michael Kopf-(TETSU) The Energy That Surrounds Us, Riding Through The Unknown, Paranormal Vs ; Coley Weber (AKA Coley UFO)-SNX Radio, MK Ultra; Mark Eddy (AKA Gangsta-Joe)-Co-Host:Third Eye Live Jessica Newhook-Larken Point & BOG Team medium; Tayler Hann-Vlogs & BOG Team Medium; Jonathan Noseworthy-BOG Team Ghost Bait. Shout out to UPRN Producer Michelle Desrochers from Ontario, Canada for offering up a Special 2 hour spot for the PNL New Year's Eve Primer-global Paranormal Party. Michelle is also host of The Outer Realm Radio & Beyond the Outer Realm on UPRN www.linktr.ee/michelledesrochers_ Shout out and apologies to Guests unable to join Streamyard (due to Teams account-Green Room technical difficulties. Our Co-Host PN L Admin tried really hard to make it work) :Robert Kalil-Typical Skeptic;Wayne Seaden-Spookinory,Dark Mirrow Radio Show, Wayne's Weird & Wonderful World, & Co-Host to: Fools & Ghouls, Mystical Carousel; Coley Weber (AKA Coley UFO)-SNX Radio, MK Invasion Shout out to Guests unable to attend-but were with us in team Spirit: Kat Ward-UPRN- Paranormal Heart-From the Fab5; Ed Odell-RNN (RIFT Nation Network); Bmr RobKar-BigFoot Michigan Rob-Beyond BMR, Brunch with BMR, Late Night BMR. From Island of Misfits;Brandi Butcher-Blondes and Boos & Co-Hosts to: BMR. From Island of Misfits; Nicole Chivattoni-Full Moon Paranormal & CoHost to:Alien8UK; Jennifer Vallis (JV)-Noseworthy, RN (Jen) Paranormal NL (PNL) Podcast & BOG Team Founder/host "Paranormal NL (PNL) Podcast" Founder/Team Lead: PNL BOG Team. A "Boots on Ground" Paranormal Investigation Team Email: paranormal.nl.podcast@gmail.com Follow Paranormal NL Podcast & the BOG Team at https://linktr.ee/paranormalnlpodcast

Buenos días. Rechazo desde la oposición y de sectores del oficialismo sigue generando la declaración de la embajadora de Chile en Nueva Zelanda sobre la “libre determinación para la nación Rapa Nui”. Pero al Ejecutivo pareciera no hacerle mella puesto que ayer el ministro del Interior, Álvaro Elizalde, intentó dar por superado el tema. “Ya fue reprendida por la Cancillería y ella misma reconoció su error”, dijo el secretario de Estado desde La Moneda. Quienes también tratan de marcar la pauta son los libertarios. Ayer el expresidenciable Johannes Kaiser fijó las “líneas rojas” para la eventual entrada de su colectividad al gobierno del Presidente electo José Antonio Kast. La respuesta desde Republicanos fue positiva. Su timonel, Arturo Squella, apuntó: “Me parece súper razonable que ellos planteen cuáles son los contornos que se sentirían cómodos trabajando en una lógica oficialista”. Hoy se espera que se concrete una reunión entre el líder del PNL y el exministro Claudio Alvarado, quien suena fuerte para ocupar la cartera de Interior en el gabinete del futuro gobierno.

Lucrurile nu pot să continue așa la CCR, ne facem de râs în toată Europa, declară într-un interviu la RFI liderul senatorilor PNL, Daniel Fenechiu. El îi critică pe cei patru judecători ai Curții Constituționale, numiți de PSD, care boicotează ședințele pe tema legii privind pensiile speciale pentru magistrați. Daniel Fenechiu, despre situația de la CCR legată de pensiile magistraților: ”Mi se pare de neimaginat, n-aș fi putut să-mi imaginez că se ajunge la o situație în care patru judecători, care practic nu vor să se pronunțe un anumit tip de soluție, să blocheze activitatea Curții pentru a doua oară. E o chestiune care nu are nici un suport, nici logic, nici moral”. Despre lacuna legislativă privind CCR: ”Legile sunt făcute ca să fie interpretate cu bună credință. Sunt multe legi care, gândite bine, dau consecințe proaste, pentru că oamenii în loc să le aplice în sensul bunei credințe, nu fac altceva decât să speculeze niște lucruri. Și această reglementare privind funcționarea Curții Constituționale are niște lacune”. Despre PSD: ”M-am ferit să politizez atât de mult, pentru că sincer, n-am reușit să înțeleg ce poate câștiga PSD din blocarea reformei (...). Cred că lucrurile nu pot să continue, pentru că ne putem trezi în data de 16 în aceeași situație, să ne ducem pe data de 28 și din 28 să ne ducem în februarie și ne facem de râs în toată Europa”.

Nathanaël Philibert est un phœnix. A 27 ans, ses multiples vies créatives, entrepreneuriales et humanitaires lui confèrent une maturité rare. Il nous partage avec beaucoup d'humilité l'effondrement de sa vie professionnelle (notamment l'incendie de ses locaux en Guadeloupe, le deuil de ce qu'il avait construit, la responsabilité en temps que chef d'entreprise), sa reconstruction et ce qui l'a aidé, ses doutes personnels quant aux relations, ses choix d'environnement de vie pour coller au mieux à sa vision.Un épisode où nous avons navigué entre le pouvoir de l'inconscient et de la manifestation, Dieu et la spiritualité, l'obstination et ses leçons de vie d'entrepreneur, son besoin de liberté mais aussi d'impacter le monde, sa maturité et son besoin de prendre sa responsabilité d'homme.Nathanaël est un entrepreneur antillais basé entre Bali et la Guadeloupe. C'est le fondateur de SocialFrame, un studio créatif nouvelle génération dédié à la création de contenus et à l'accompagnement stratégique des entrepreneurs, influenceurs et marques. Son expertise se situe à la croisée du personal branding, de la stratégie digitale et de l'intelligence artificielle. C'est également le créateur de l'IAcadémie, une plateforme éducative destinée à former la nouvelle génération d'entrepreneurs antillais aux outils d'IA et au marketing.Bonne écoute !Pour retrouver Nathanaël, c'est par ici : Instagram---------------------------------Pour vous abonner au podcast : https://podcast.ausha.co/conversations-au-coeur-des-hommes/ Pour m'aider, et si ce projet vous touche, pensez à laisser des notes 5/5 et des avis sur Spotify et Apple Podcasts ! Merci

Este lunes compartimos El Primer Café junto a Patricio Dusaillant, Ricardo Solari, Claudio Arqueros y Luis Ruz. Claudio Arqueros (UDI), director de Formación de la Fundación Jaime Guzmán, sugirió que en el PNL "intentarán que la figura de Johannes esté más alejada por proyección política y coherencia. Es lo que sus hermanos están diciendo de forma clara". Por su parte, Patricio Dussaillant, director de Ideas Republicanas, coincidió en que a Kaiser no le conviene el desgaste ministerial si su meta es volver a competir por La Moneda. Conduce Cecilia Rovaretti.

Paranormal NL December 23rd, 2025 Guest Bios: In this UPRN 107.7 FM New Orleans & 105.3FM Gulf Coast Paranormal NL Podcast UPRN Segment #59 Spooky Canadian Christmas Special -host Jen Noseworthy talks with 3 Guests: Lee Hatfield, Logan Wagner, and Valter Nakamura-Joint-leads from SIPA Canada (Scientific Investigation of Paranormal Activity) out of Ottawa, Canada. Lee Hatfield has over 25 years of experience as a paramedic, firefighter, and (RAF) Royal Air Force Veteran in the UK which he brings to his work investigating the unexplained. Since moving to Canada in 2013, Lee deepened his Paranormal expertise & education through courses in Demonology, Cryptozoology, and the Poltergeist Phenomenon. Lee teaches a 4-week program on paranormal equipment to help others better understand and utilize investigative tools. Lee Hatfield is also with (PPRI) Paranormal Phenomena Research & Investigation https://www.ppri.net/ Logan Wagner is SIPA's technology and equipment lead specialist. Logan brings deep expertise in understanding, operating & developing paranormal instrumentation and investigative methodologies. Logan ensures SIPA field operations are grounded in scientific rigor & enhanced by cutting-edge tools and techniques. Valter Nakamura specializes in a wide range of spiritual studies and practices such as spirit communication, metaphysical & esoteric traditions, and soul-based exploration. Valter is SIPA's leading authority on spiritual and energetic phenomena. Valter's expertise provides a crucial balance to SIPA's investigative approach that bridges scientific methods with a deeper understanding of the spiritual realm. Big Shout out to Spirit Hunters Ontario founder Judy Mirault for introducing PNL to SIPA. (Spirit Hunters Ontario team members Debbie & Jen were on PNL Podcast S2/E82). Follow SIPA Canada at https://allmylinks.com/sipacanada Shout out to UPRN Producer Michelle Desrochers from Ontario, Canada. Michelle is also host of The Outer Realm Radio & Beyond the Outer Realm on UPRN. https://linktr.ee/michelledesrochers_ Jennifer Vallis (JV)-Noseworthy, RN (Jen) Paranormal NL (PNL) Podcast & BOG Team Founder/host "Paranormal NL (PNL) Podcast" Founder/Team Lead: PNL BOG Team. A "Boots on Ground" Paranormal Investigation Team Email: paranormal.nl.podcast@gmail.com Follow Paranormal NL Podcast & the BOG Team at https://linktr.ee/paranormalnlpodcast

Marcel Ciolacu și Ciprian Ciucu, marii câștigători ai recentelor alegeri locale parțiale, și-au finanțat campaniile din împrumuturi de 1,47 milioane de lei de la persoane fizice. Ciucu a adăugat 133.000 de lei din venituri proprii (G4Media) - Joia cuțitelor lungi la PNL. Ilie Bolojan a decapitat organizațiile din sectoarele 2, 3, 4 și 5. Ciprian Ciucu e însărcinat cu găsirea de soluții (Libertatea) - Cele 20 de măsuri concrete de relansare economică, puse pe masă de mediul de business (CursDeGuvernare) - Revedere dintre Plahotniuc și Filat. Ex-premierul moldovean a fost condamnat în perioada în care oligarhul controla totul peste Prut (Adevărul) Opinie: Ce fel de ministru al Apărării e potrivit în România (DW) România ar putea avea cel mai tânăr ministru al Apărării din ultimii 35 de ani într-o perioadă în care pacea e pe muchie de cuțit, Europa se înarmează și România pare să nu înțeleagă momentul grav în care se află. Fotoliul Apărării a rămas vacant după demisia forțată a lui Ionuț Moșteanu, care s-a încurcat când a trebuit să dea explicații despre studiile lui finalizate la o universitate controversată, dar și despre imposibilitatea lui de a spune cum de nu a făcut armata, într-o perioadă în care stagiul militar era obligatoriu. USR l-a nominalizat pe Radu Miruță, 40 de ani, pentru fotoliul Apărării. Miruță este deocamdată ministrul Economiei și a asigurat interimatul de la MApN, fără să producă niciun fel de valuri și fără să se pună pe el în evidență. A făcut în paralel o facultate de drept privată din Târgu Jiu și Facultate de electronică, telecomunicații și IT de la Politehnica din București, unde a rămas asistent universitar. România are nevoie de un ministru al Apărării care să încurajeze analizele militarilor și soluțiile lor, într-o lume în care Moscova ar vrea să-și extindă influența cu orice preț.  Războiul are multe fețe, România a exersat deja atacurile cibernetice, creșterea curentului extremist-naționalist deopotrivă în mediul real și în cel virtual, dar și dronele rusești care traversează spațiul aerian al țării și care în mandatul precedent al ministrului Apărării nu au fost doborâte. România a părut nepregătită în fața inamicului său lăsând aceste aparate fără pilot să se plimbe, să monitorizeze, să pună la încercare apărarea țării. Poate că Bucureștiul are nevoie de un ministru al Apărării care să-și asume rapid decizii ferme, care să fie respectat de militari, dar care la rândul lui să știe cum să folosească expertiza ofițerilor, e de părere jurnalista DW Sabina Fati. EXCLUSIV Marcel Ciolacu și Ciprian Ciucu, marii câștigători ai recentelor alegeri locale parțiale, și-au finanțat campaniile din împrumuturi de 1,47 milioane de lei de la persoane fizice. Ciucu a adăugat 133.000 de lei din venituri proprii (G4Media) La recentele alegeri locale parțiale, candidatul PSD la șefia Consiliului Județean Buzău, Marcel Ciolacu, și-a finanțat campania electorală exclusiv din împrumuturi acordate de persoane fizice, în timp ce candidatul PNL la Primăria Generală, Ciprian Ciucu, a avut din aceleași surse 83,5% din venituri. Datele au fost făcute publice de către partide, zilele trecute, în Monitorul Oficial. Până la ora editării acestui material, nici unul dintre cei doi candidați nu a răspuns la o cerere G4Media.ro în care li s-a solicitat numele persoanelor fizice care i-au împrumutat. Joia cuțitelor lungi la PNL. Ilie Bolojan a decapitat organizațiile din sectoarele 2, 3, 4 și 5. Ciprian Ciucu e însărcinat cu găsirea de soluții (Libertatea) Primarul ales al Capitalei, Ciprian Ciucu – cel mai de succes liberal al momentului – a fost însărcinat oficial să găsească soluții adecvate momentului, care pot fi, în teorie, și menținerea pe loc a împricinaților Monica Anisie, Ionuț Stroe, Andrei Baciu și, respectiv, Dan Meran. Pentru a calma situația în vederea unor Sărbători fericite, termenul până la care Ciucu poate veni cu propuneri – posibile și de la Forța Dreptei – este finalul lunii ianuarie, citim în Libertatea. Ilie Bolojan dorește performanță cu orice preț, nefiind dispus să accepte tot felul de scuze sau de explicații. Între aceste propuneri de schimbări au existat plângeri venite dinspre primari, care au pus pe tapet problemele pe care le au cu colectarea taxelor și impozitelor. Cele 20 de măsuri concrete de relansare economică, puse pe masă de mediul de business: Ar debloca investiții de 10 mld. lei – ar creștere gradul de conformare cu 2 mld. euro – ar reduce povara administrativă cu 30-40% pentru companii (CursDeGuvernare) Confederația Patronală Concordia, care reprezintă companii din cele mai importante 20 de sectoare economice, având o contribuție de 30% la PIB, propune un pachet de 20 de măsuri de relansare și creștere economică. Este vorba despre politici fiscale pentru investiții, reforme structurale și mobilizarea capitalului autohton pentru competitivitate, scrie CursDeGuvernare. Implementarea pachetului de măsuri Concordia ar genera: Deblocarea a peste 10 miliarde lei în investiții Creșterea gradului de conformare fiscală și a colectării cu un impact estimat la 1,4-2 miliarde euro anual Reducerea costurilor administrative pentru companii cu 30-40% Crearea unui mediu economic favorabil pentru sute de mii de locuri de muncă „Mediul de afaceri este pregătit să continue să susțină creșterea economică, dar are nevoie de semnale puternice și concrete care să arate că statul este un partener, nu un inhibitor, în acest proces,” susține Mihai Matei, Vicepreședinte, Confederația Patronală Concordia. Revedere dintre Plahotniuc și Filat. Ex-premierul moldovean a fost condamnat în perioada în care oligarhul controla totul peste Prut (Adevărul) Vlad Filat și Vladimir Plahotniuc s-au revăzut în instanță. Fostul premier moldovean, condamnat în perioada în care Vladimir Plahotniuc deținea puterea din Republica Moldova, a venit la ședința de judecată în dosarul furtul miliardului în care figurează oligarhul.  Continuarea, în Adevărul.

Fostul premier Ludovic Orban se arată sceptic că actuala coaliție aflată la guvernare va rezista până în 2028. Președintele partidului Forța Dreptei anunță pe de altă parte că formațiunea sa ar putea fuziona cu PNL anul viitor. Ludovic Orban, despre coaliție: ”A pierdut toată coaliția, în ansamblu, din cauza lipsei de corectitudine a PSD în raport cu partenerii de guvernare. Practic, dacă PSD continuă felul ăsta de raportare la coaliție, coaliția riscă să se distrugă (...). Nu o să mai suporte partenerii de guvernare această atitudine ostilă”. Despre o fuziune Forța Dreptei-PNL: ”Ca să mă întorc eu în partid, e nevoie de un proces de fuziune, de comasare prin absorbție, prin care PNL să absoarbă Forța Dreptei. La ora actuală, am avut o discuție cu președintele Partidului Național Liberal, cu Ilie Bolojan, în această discuție ne-am pus oarecum de acord și am convenit de comun acord că există deschidere pentru a începe aceste discuții”. Ludovic Orban precizează că în partidul său există mulți liberali anti-PSD: ”Alături de mine sunt foarte mulți liberali de dreapta, anti-PSD, oameni de calitate, oameni care pot să contribuie la o întărire a PNL și mai ales la asigurarea unei direcții corecte pentru PNL”.

Tatiana Herrera, especialista en meditación, te ayuda a mejorar tu técnica y aprender a meditar de forma correcta y efectiva con 3 sencillos pasos. Descubre los beneficios que existen en cada tipo de meditación y la metodología óptima para lograr los resultados esperados. Tatiana Herrera Instructora de meditación certificada en 2023, con sellos de calidad Internacional CPD, CMA e IPHM. Diplomada en PNL y práctica personal por más de 8 años. https://www.instagram.com/tatianaherrera_meditacion https://www.facebook.com/share/16SQoaxmjo/ Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. ------------ INFORMACIÓN SOBRE MINDALIA ----------DPM Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ - Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS https://www.mindalia.com/plataformas/ *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas. #Meditación #Tips #Beneficios

La nutrición sin tóxicos va mucho más allá de comer “light” o “bio”. Teba Valmé, explica cómo los tóxicos de la dieta diaria afectan a tu energía, hormonas y microbiota, y comparte claves prácticas para crear una alimentación integral, consciente y libre de tóxicos que nutra cuerpo, mente y emoción. Teba Valmé Nutricionista experta Microbiota, Inteligencia Emocional, Coaching, PNL, Mindfulness y Gestión Emocional. Máster de Medicina Ambiental. https://www.instagram.com/tebavalme/ Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. ------------ INFORMACIÓN SOBRE MINDALIA ----------DPM Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ - Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS https://www.mindalia.com/plataformas/ *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas. #Nutrición #Salud #Tóxicos

Encuentro renacer Si estás emprendiendo o quieres emprender, probablemente enfrentas uno (o varios) de estos miedos: miedo al fracaso, miedo al rechazo, miedo a no ser suficiente o miedo al dinero. En este episodio, junto a Mabel Katz y Fabián Tejada, exploramos cómo estos miedos se forman, cómo se activan en tu mente y, sobre todo, cómo puedes superarlos para avanzar en tu negocio y en tu vida. Descubrirás: por qué el miedo más fuerte del emprendedor no es el fracaso, sino el rechazo cómo la familia, la cultura y la “tribu” condicionan tu capacidad de emprender qué hacer cuando el miedo al dinero te frena la razón real por la que te cuesta vender cómo transformar el miedo en un motor de crecimiento técnicas prácticas de PNL para reprogramar tu mente la visión espiritual de Mabel para soltar, confiar y actuar historias reales de transformación que te inspirarán Este episodio combina ciencia, PNL, Ho'oponopono y estrategias prácticas, y es ideal para: emprendedores principiantes emprendedores en expansión coaches, terapeutas y creadores personas que sienten que “tienen un llamado” pero el miedo los frena empresarios que quieren elevar su mentalidad y liderazgo

Zeit für einen Rückblick auf das vielleicht beste French(t)rap-Jahr der Geschichte! Das Ratpi-Gremium rund um Vizzy, Limi, Martes & Frenchrapde (Sosa) sitzt bei einem Mammut-Talk zusammen und spricht über ALLE großen Releases des Jahres 2015 - von Booba, Kaaris über Gradur & Niska bis hin zu PNL, SCH & JUL. Wilde Diskussionen, unterschiedliche Perspektiven und die wohl umfassendste Berichterstattung zum Phänomen Frenchrap in der deutschen Geschichte. That's right. Fundiertes Wissen und Streetfakten zum rap français gibt es nur hier. LET'S VIBE!

El europeísta Ciprian Ciucu, del gobernante partido liberal PNL, será el próximo alcalde de Bucarest tras ganar este domingo las elecciones municipales. Lo analizamos con el catedrático y diplomático rumano, Iordan Barbulescu.Escuchar audio

Analyze That 47. Cătălin Striblea, o analiza despre principalele subiecte politice și sociale ale zilei. Cât și cum și-au tras PNL și PSD din Paltinu. Dezastrul apei va duce la o criză guvernamentală? De ce stă bine Anca Alexandrescu în alegerile de la București? De ce să nu se retragă Drulă. Câtă pace va fi în Ucraina?

Live from the Morgan Stanley Global Consumer & Retail Conference, our analysts discuss how AI is reshaping the future of shopping in the U.S.Read more insights from Morgan Stanley.----- Transcript -----Michelle Weaver: Welcome to Thoughts on the Market. We're coming to you live from Morgan Stanley's Global Consumer and Retail Conference in New York City, where we have more than 120 leading companies in attendance. Today's episode is the second part of our live discussion of the U.S. consumer and how AI is changing consumer companies. With me on stage, we have Arunima Sinha from the Global and U.S. Economics team, Simeon Guttman, our U.S. Hardlines, Broad Lines, and Food Retail Analyst, and Megan Clap, U.S. Food Producers and Leisure Analyst. It's Friday, December 5th at 10am in New York. So, Simeon, I want to start with you. You recently put out a piece assessing the AI race. Can you take us through how you're assessing current AI implementation? And can you give us some real-world examples of what it looks like when a company significantly integrates AI into their business? Simeon Gutman: Sure. So, the Consumer Discretionary and Staples teams went to each of their covered companies, and we started searching for what those companies have disclosed and communicated regarding their AI. In some cases, we used AI to do this search. But we created a search and created this universe of factors and different ways AI is being implemented. We didn't have a framework until we had the entire universe of all of these AI use cases. Once we did, then we were able to compartmentalize them. And the different groups; we came up with six groups that we were able to cluster. First, personalization and refined search; second, customer acquisition; third product innovation; fourth, labor productivity; fifth, supply chain and logistics. And lastly, inventory management. And using that framework, we were able to rank companies on a 1 to 10 scale. Across – that was the implementation part – across three different dimensions: breadth, how widely the AI is deployed across those categories; the depth, the quality, which we did our best to be able to interpret. And then the last one was proprietary initiatives. So, that's partnerships, could be with leading AI firms. So that helped us differentiate the leaders with others, not necessarily laggards, but those who were ahead of in the race. In some cases, companies that have communicated more would naturally scream more, so there is some potential bias in that. But otherwise, the fact pattern was objective. Walmart has full scale AI deployment. They're integrated across their business. They've introduced GenAI tools. That's like their Sparky shopping assistant. As well as integrated to in-store features. They talked about it. It's been driving a 25 percent increase in average shopper spend. They've recently partnered with OpenAI to enable ChatGPT powered Search and Checkout, positioning where the company, where the customer is shopping. They're also layering on augmented reality for holiday shopping, computer vision for shelf monitoring. LLMs for inventory replenishment. Autonomous lifts, the list goes on and on. But it covers all the functional categories in our framework. Michelle Weaver: And how about a couple examples of the ways companies are using these? Any interesting real world use cases you've seen so far? Simeon Gutman: So, one of them was in marketing personalization, as well as in product cataloging. That was one of the more sided themes at this conference. So, it was good timing. So, the idea is when product is staged on a company's website; I don't think we all appreciate how much time and many hours and people and resources it takes to get the correct information, to get the right pictures and to show all the assortment – those type of functions AI is helping enable. And it sounds like we're on the cusp of a step change in personalization. It sounds like AI, machine learning or algorithm driven suggestions to consumers. We didn't get practical use cases, but a lot of companies talked about the deployment of this into 2026, which sounds like it's something to look forward to. Michelle Weaver: And Megan, how would you describe AI adoption in your space in terms of innings and what kind of criteria are you using to assess the future for AI opportunity and potential? Megan Clapp: Yeah, I would say; I'd characterize adoption in the Food and broader Staples space today is still relatively early innings. I think most companies are still standing up the data infrastructure, experimenting with various tools. We're seeing companies pilot early use cases and start to talk about them, and that was evident in the work we did with the note that Simeon just talked about. And so, the opportunity, I think, going ahead, lies in kind of what we see in terms of scaling those pilots to become more impactful. And for Staples broadly, and Food, you know, ties into this. I think, these companies start with an advantage and that they sit on a tremendous amount of high frequency consumption data. So, the data availability is quite large. The question now is, you know, can these large organizations move with speed and translate that data into action? And that's something that we're focused on when we think about feasibility. I think we think about the opportunity for Food and Staples broadly as we'd put it into kind of two areas. One is what can they do on the top line? Marketing, innovation, R&D, kind of the lifeblood of CPG companies, and that's where we're seeing a lot of the early use cases. I think ultimately that will be the most important driver – driving top line, you know, tends to be the most important thing in most consumer companies. But then on the other side, there are a lot of cost efforts, supply chain savings, labor productivity. Those are honestly a bit easier to quantify. And we're seeing real tangible things come out of that. But overall I think the way we think about it is the large companies with scale and the ability to go after the opportunity because they have the scale and the balance sheet to do so – will be winners here, as well as the smaller, more nimble companies that, you know, can move a little bit faster. And so that's how we're thinking about the opportunity. Michelle Weaver: Can you give us also just a couple examples of AI adoption that's been successful that you've seen so far? Megan Clapp: Yeah, so on the top line side, like I said, kind of marketing innovation, R&D. One quick example on the Food side. Hershey, for example, they're using algorithms to reallocate advertising spend by zip code, based on the real time sell through. So, they can just be much more targeted and more efficient, honestly, with that advertising spend. I think from an innovation perspective too, these companies are able to identify on trend things faster and incorporate that and take the idea to shelf time down significantly. And then on the cost side, you know, General Mills is a company is actually relatively, far ahead, I'd say, in the AI adoption curve in Staples broadly. And what they've done is deployed what they call digital twins across their network, and it has improved forecast accuracy. They've taken their historical productivity savings from 4 percent annually to 5 percent. That's something that's structural. So, seeing real tangible benefits that are showing up in the PNL. And so, I think broadly the theme is these companies are using AI to make faster, and more precise decisions. And then I thought, I'd just mention on the leisure side, something that I felt was interesting that we learned from Shark Ninja yesterday at the conference is – when asked about the role of Agentic AI in future commerce, thinks it'll be huge was how he described; the CEO described it. And what they're doing actively right now is optimizing their D2C website for LLMs like ChatGPT and Gemini. And his point was that what drives conversion on D2C today may not ultimately be what ranks on AI driven search. But he said the expectation is that by Christmas of next year, commerce via these AI platforms will be meaningful; mentioned that OpenAI is already experimenting with curated product transactions. So, they're really focused on optimizing their portfolio. He thinks brands will win; but you have got to get ahead of it as well. Michelle Weaver: And that's great that you just brought up Agentic commerce. We've heard about it quite a bit over the past couple of days, Simeon. And I know you recently put out a big piece on this theme. Agentic commerce introduces a lot of possibility for incremental sales, but it also introduces the possibility for cannibalization. Where do you see this shaking out in your space? Are you really concerned about that cannibalization possibility? Simeon Gutman: Yeah, so the larger debate is a little bit of sales cannibalization and a potential bit of retail media cannibalization. So, your first point is Agentic theoretically opens up a bigger e-commerce penetration and just more commerce. And once you go to more e-commerce, that could be beneficial for some of these companies. We can also put the counter argument of when e-commerce came, direct-to-consumer type of selling could disintermediate the captive retailer sales again. Maybe, maybe not. Part of this answer is we created a framework to think about what retailers can protect themselves most from this. Two of them; two of the five I's are infrastructure and inventory. So, the more that your inventory is forward position, the more infrastructure you have; the AI and the agent will still prioritize that retailer within that network. That business will likely not go elsewhere. And that's our premise. Now, retail media is a different can of worms. We don't know what models are going to look like. How this interaction will take place? We don't know who controls the data. The transactions part of this conference is we were hearing, ‘Well, the retailers are going to control some of the data and the transaction.' Will consumers feel comfortable giving personal information, credit card to agents? I'm sure at some point we'll feel comfortable, but there are these inertia points and these are models that are getting worked out today. There's incentives for the hyperscalers to be part of this. There's incentive for the retailers to be part of it. But we ultimately don't know. What we do know is though forward position inventory is still going to win that agent's business if you need to get merchandise quickly, efficiently. And if it's a lot of merchandise at once. Think about the largest platforms that have been investing in long tail of product and speed to getting it to that consumer. Michelle Weaver: And Arunima, I want to bring this back to the macro as well. As AI adoption starts to ramp the labor market then starts to get called into question. Is this going to be automation or is it going to be augmentation as you see a ramp in AI adoption? So how are your expectations for AI being factored into your forecast and what are you expecting there? Arunima Sinha: There are two ways that we think about just sort of AI spending mattering for our growth forecasts. One part is literally the spend, the investment in the data centers and the chips and so on. And then the other is just the rise in productivity. So, does the labor or does the human capital become more productive? And if we sum both of those things together, we think that over 2026 – [20]27, they add anywhere between 40-45 basis points to growth. And just to put things in perspective, our GDP growth estimate for the end of this year in 2026 is 1.8 percent. For 2027, it's 2.0 percent. So, it's an important part of that process. In terms of the labor market itself, the work that you have led, as well as the work that we've been doing – which is this question about adoption at the macro level, that's still fairly low. We look at the census data that tracks larger companies or mid-size companies on a monthly basis to say, ‘How much did you use AI tools in the last couple of weeks.' And that's been slowly increasing, but it's still sort of in the mid-teens in terms of how many companies have been using as a percentage. And so, we think that adoption should continue to increase. And as that does, for now, we think it is going to be a compliment to labor. Although there are some cohorts within sort of demographic cohorts in terms of ages that are probably going to be disproportionately impacted, but we don't think that that's a sort of near term 2026 story. Michelle Weaver:  Well, thank you all for joining us and please follow Thoughts on the Market wherever you listen to podcasts. Thank you to our panel participants for this engaging discussion and to our live and podcast audiences. Thanks for listening. If you enjoy Thoughts on the Market, please leave us a review wherever you listen and share the podcast with a friend or colleague today.

PNL, Jul, Gims, SCH, Werenoi... avec d'autres rappeurs français, explosent les compteurs d'écoutes et les ventes d'album. Depuis des années, le rap domine la scène musicale en France et s'est hissé au sommet de l'industrie. Une popularité et une manne financière qui attirent aussi des acteurs peu habitués des concerts et des studios d'enregistrement ! Des organisations criminelles comme la DZ Mafia à Marseille ont fait irruption dans le milieu du rap. Racket d'artistes, assassinats, pressions sur les maisons de disques ... La musique est devenue un moyen de blanchir l'argent pour les narcotrafiquants mais leur financement n'est pas sans contrepartie. Une réalité plus sombre dont les autorités peinent à évaluer l'ampleur. Comment le narcobanditisme a réussi à s'insérer dans le rap français ? Entre artistes, producteurs, salle de concert, quels sont les acteurs de l'industrie musicale concernés ?   Avec :  • Joan Tilouine, journaliste. Co-auteur avec Paul Deutschmann, Simon Piel du livre Empire : Enquête au cœur du rap français (Flammarion, 2025)    Un entretien avec Najet Benrabaa, correspondante de RFI à Medellin en Colombie    En fin d'émission, la chronique IA débat, de Thibault Matha, un nouveau rendez-vous bimensuel chez 8 milliards de voisins.  Alors que l'intelligence artificielle devient omniprésente dans notre quotidien et que son utilisation se démocratise, Thibault Matha interrogera les outils, et analysera la pertinence de leurs réponses.    Programmation musicale : ► Le monde ou rien - PNL ► Koba Ladé - Maes et Zed

PNL, Jul, Gims, SCH, Werenoi... avec d'autres rappeurs français, explosent les compteurs d'écoutes et les ventes d'albums. Depuis des années, le rap domine la scène musicale en France et s'est hissé au sommet de l'industrie. Une popularité et une manne financière qui attirent aussi des acteurs peu habitués des concerts et des studios d'enregistrement ! Des organisations criminelles comme la DZ Mafia à Marseille ont fait irruption dans le milieu du rap. Racket d'artistes, assassinats, pressions sur les maisons de disques... La musique est devenue un moyen de blanchir l'argent pour les narcotrafiquants mais leur financement n'est pas sans contrepartie. Une réalité plus sombre dont les autorités peinent à évaluer l'ampleur. Comment le narcobanditisme a réussi à s'insérer dans le rap français ? Entre artistes, producteurs, salle de concert, quels sont les acteurs de l'industrie musicale concernés ?   Avec :  • Joan Tilouine, journaliste. Co-auteur avec Paul Deutschmann, Simon Piel du livre Empire : Enquête au cœur du rap français (Flammarion, 2025).  Un entretien avec Najet Benrabaa, correspondante de RFI à Medellin en Colombie.  En fin d'émission, la chronique IA débat, de Thibault Matha, un nouveau rendez-vous bimensuel chez 8 milliards de voisins. Alors que l'intelligence artificielle devient omniprésente dans notre quotidien et que son utilisation se démocratise, Thibault Matha interrogera les outils, et analysera la pertinence de leurs réponses.    Programmation musicale : ► Le monde ou rien - PNL ► Koba Ladé - Maes et Zed.

Are you a home service business owner who feels overwhelmed by the pace of change in 2025? Do you worry that AI is moving faster than your team, your systems, and even your competitors? How do you keep up with the new rules of search, booking, content, and customer experience without burning cash or wasting time?  In this episode of The Better Than Rich Show, host Mike Abramowitz talks with Jennifer Bagley, CEO of CI Web Group and Co-Founder of JustStartAI.io.  Jen is known as one of the leading experts in agentic AI systems for contractors. She is passionate about helping small- and mid-sized home service owners future-proof their businesses, increase visibility, raise margins, and eliminate operational waste through AI-enabled systems that operate 24 hours a day. Her background in development, automation, and large-scale digital operations makes her uniquely qualified to explain the shifts happening in the industry and how owners can win today, not someday. If you want to understand the real path forward, Jen brings clarity, urgency, and practical steps you can apply right away.  Timestamps [00:00] Why AI matters for home service owners [01:20] Conversational AI vs agent vs multi agent vs agentic [04:30] How Jen builds a whole AI-driven content team [09:30] What agentic workflows look like in real life [12:00] Why trying to build your own network is risky [13:15] Why Jen invested millions to stay ahead [18:20] What owners should do right now [20:00] Inside Start AI and how to get free credits [23:00] How AI improves marketing efficiency [26:30] Building systems for booking and follow-up [33:45] Why WordPress is holding contractors back [37:40] The shift from Google to AI search [43:20] Running a lean and profitable business with AI [46:10] Remodeling your PNL with AI [51:00] What being better than rich means to Jen   Key Quotes "Consumer adoption accelerates when devices receive updates overnight. This allows users to experience improved features right away, leading to faster acceptance of new technology." "The speed of progress is crucial right now. Staying ahead in a rapidly changing market is key to success." "Content acts as your storefront; if it's outdated, you risk becoming invisible. Fresh and relevant content is essential for attracting customers in the digital age." "AI will not replace contractors, but those who use AI will surpass those who don't. Embracing AI can boost efficiency and innovation, giving forward-thinking contractors a significant advantage."  Key Takeaways Identify where clients are dropping off in the process and quickly eliminate any friction. Utilize AI-enabled vendors before attempting to build anything in-house. Increase daily content output to boost visibility, impressions, and the number of booked jobs. Prepare for AI agents that can schedule appointments on behalf of homeowners. Modernize booking tools to allow agents to schedule appointments smoothly. Transition to low-code platforms when appropriate. Use AI to analyze and remodel your profit and loss statements to enhance margins.  Links Mentioned Just Start AI: https://juststartai.io CI Web Group: https://ciwebgroup.comConnect with The Better Than RichWebsite - https://www.betterthanrich.com/Facebook - https://m.facebook.com/betterthanrich/Instagram - https://www.instagram.com/betterthan_rich/Twitter - https://mobile.twitter.com/betterthan_richTikTok - https://www.tiktok.com/@betterthanrichYouTube - https://www.youtube.com/channel/UC3xXEb7rKBvkCOdtWd4tj2ALinkedin - https://www.linkedin.com/company/betterthanrich

Telepatía, metafísica, comunicación entre mentes y conciencia cuántica. En esta entrevista, Xiomara Villanueva nos guía en el despertar de la comunicación telepática: cómo conectar mente a mente a través de la energía y la consciencia. Exploraremos los principios metafísicos que sustentan la telepatía, su desarrollo práctico y su papel en la evolución espiritual del ser humano. Xiomara Villanueva Publicista colombiana, apasionada por la persuasión, la atracción, la metafísica y la espiritualidad. Experta en PNL y comunicadora hace más de 10 años. Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. ------------ INFORMACIÓN SOBRE MINDALIA ---------- Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ - Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS https://www.mindalia.com/plataformas/ *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas. #Metafísica #Telepatía #Comunicación

Sigue este enlace para ver la primera parte: https://youtube.com/live/5mV37RFINoY ¿Sabías que tu cuerpo y tu mente están más conectados de lo que imaginas? En esta mesa redonda, psicólogos y especialistas en alimentación consciente nos muestran cómo depurar el cuerpo puede limpiar también pensamientos, emociones y creencias limitantes. Hablaremos de gestión emocional, desintoxicación, microbiota, manejo del estrés y neurociencia aplicada al bienestar. Descubre cómo una limpieza física puede abrirte la puerta a una mente clara, creativa y libre pensamientos negativos o incluso obsesivos. Teba Valme Nutricionista experta Microbiota, Inteligencia Emocional, Coaching, PNL, Mindfulness y Gestión Emocional. Máster de Medicina Ambiental. https://www.instagram.com/tebavalme/ Lola Gómez Licenciada en Psicología con 26 años de experiencia y 4000 casos de éxito. Introduce el cuerpo en el trabajo terapéutico; especialmente en el emocional y de trauma. https://lolagomez.es/ https://www.instagram.com/lolagomez.psicologa/ Rosa Medina Psicóloga y Psicoterapeuta Gestalt, EMDR, PNL y Coaching. Integra la voz y el canto libre en la terapia. Imparte formación de Canto Terapéutico en España e Italia. https://www.lavozcurandera.com/ https://www.instagram.com/rosamedina_cantoterapeutico/ Cecilia Chiarpotti ClariVidente, Médica intuitiva, médium, y sanadora Ancestral. Dedicada hace más de 20 años a Terapias Holísticas. https://espacioceciliachiarpotti.com.ar/ https://www.instagram.com/ceciliachiarpotti José Zulatto Psicólogo y profesor de enseñanza de Psicología y Filosofía. Terapeuta Akáshico con método propio. https://terapiabioenergetica.org/ https://www.instagram.com/josezulattook/ Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. ------------ INFORMACIÓN SOBRE MINDALIA ----------DPM Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ - Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS https://www.mindalia.com/plataformas/ *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas. #Desintoxicación #AlimentaciónConsciente #BienestarIntegral

Coach de vida, conferencista, Tallerista transformational, Master en PNL entre muchas otras cosas, pero sobre todo una gran persona… Charlamos largo y tendido con Héctor, quien nos comparte un poco más de quien es y qué hace. Se puso buenísima la charla, hasta imnotizó a la producción, 100 real

PSD ar trebui să decidă dacă rămâne sau nu la guvernare, declară într-un interviu la RFI deputatul PNL Robert Sighiartău. El critică poziția social-democraților pe tema reducerilor de cheltuieli din administrație. Liberalul vorbește de asemenea despre pensiile magistraților și așteptările de la CSM și CCR. Robert Sighiartău, despre poziția PSD pe tema administrației: ”Mi se pare deplasată. În momentul în care PSD a acceptat să intre la guvernare, în programul de guvernare votat în Parlament odată cu Guvernul scrie negru pe alb că în administrația centrală se estimează reducerea cu cel puțin 20% a personalului, deci nu 10%, 20%, asta este scris în programul de guvernare votat de parlamentarii PSD, membrii de Guvern ai PSD-ului, inclusiv de Sorin Grindeanu”. În opinia deputatului PNL, ”în momentul în care vorbim de reducerea cheltuielilor statului, e clar că socialiștii pun bețe-n roate. Amenințarea PSD cu privire la ieșirea de la guvernare este o alarmă falsă și nu o vor face, deși până la urmă, ar trebui clar să decidă ce fac, stau în acest Guvern, îl susțin sau nu, e bine să știm acest lucru”. Despre pensiile magistraților: ”Propunerea Guvernului este de bun simț, asta luând în calcul și compromisul care s-a mai făcut și aici mă refer la modificarea perioadei de tranziție, care în vechiul proiect era la 10 ani, acum este de 15 ani. Din punctul nostru de vedere, al PNL, este o modalitate de calcul de bun simț, adică o pensie medie de 5.000 de euro, așa cum va ieși pe acest calcul, eu cred că este de bun simț”.

Simulación vs. realidad. ¿Y si tu vida fuera un juego diseñado por otros seres para que recuerdes quién eres en verdad? Ricky Angulo revela cómo despertar de la “simulación” que llamamos realidad y hackear tu mente emocional. Descubre cómo tus emociones programan tu entorno y cómo recuperar el control de tu vida, transformando miedo y caos en poder. Sal del avatar y conviértete en un CREADOR CONSCIENTE. Guía clara con ciencia, simbolismo y ejercicios simples para salir de la Matrix. Ricky Angulo Graduado en PNL con certificación de Coach Internacional. Especializado en Reiki Tibetano, Cirugía Astral Bioquantum, Psicoterapia Transpersonal, Biodescodificación y lectura de tarot. Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. ------------ INFORMACIÓN SOBRE MINDALIA ---------- Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ - Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS https://www.mindalia.com/plataformas/ *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas. #Matrix #Simulación #Hackeo

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Revamping your financials is as easy as … Kiera shows off her savvy financial skills by sharing what it takes to know what's being spent in your practice. Her spreadsheet tips will answer such questions as: What can be cut? How can you make sure your overhead is in check? What do you need to produce? And much more. Want a sample spreadsheet to get started? Email hello@thedentalateam.com.  Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners, this is Kiera and I hope you're just having an amazing day. Like a great, great, great, incredible day. ⁓ just, today's topic is one that makes me excited and it's so dry and boring, ⁓ but I love it. And I'm like, that's probably a buzzkill for the podcast, but you know me, one of my core values is fun. And Dana, shout out to Dana, DanyDane over there.   ⁓ She gave me one of the best compliments. We do a thing on Wednesdays called core value shout out in our company. And I will tell you if you do not have this in your company, I would strongly advise you do this. What we do is every single Wednesday, our company goes and our whole team says that this is our favorite. You guys, we have gone from a very small team to a much larger team and we still do this. So just know small teams, big teams, it is doable and it is very   relevant and very essential. And I think it just goes so well. I am okay to take a little bit longer on this morning huddle because of how good it is. so core value shout out is where we just randomly will pick somebody and then it's popcorn after that. So they'll choose the next person. So for example, we would start and I would say, okay, Shelbi starting today and everybody chooses somebody on the team and they highlight them for a core value and it has to be a core value. It has to be something specific. And so Dana gave me one of the greatest compliments.   She said, Kiera, she said she wanted to give me the core value of fun, because fun is really one of our core values. And she said, I want to give it to you for fun, because she said a lot of times topics that are so hard ⁓ or things that people wouldn't necessarily find fun. She said, you just know how to sprinkle the fun and the confetti and the glitter and make things that are hard or something that teens wouldn't want to do or doctors wouldn't want to do.   you make them really fun. And honestly, that has stuck with me. It is a few days later since she gave me that compliment and I'm still remembering it. So not only is core value shout out day amazing, it also helps you just enjoy and to have like, to be happier. ⁓ It also infuses core values into your company. And I'm excited and grateful that I'm able to bring fun things to the podcast, a dry topic. I hope I've teed this up enough to where you're excited about it.   But this is, think, the discipline side of business of owning a dental practice that you need to do. And this is really, think, for office managers or billers and doctors. And this is something that I think will give you so much confidence. it came actually from our doctor mastermind. We have ⁓ a private doctor only mastermind that we run every single month. It's a virtual one. And then we do an in-person one ⁓ that's more for doctor and leadership teams. But our monthly one, call it Think Tank, and it's on the first Tuesday of every month. And a doctor was saying, she's like,   I just don't know where to cut. I said, send me your PNL and tips like, and she's going to want your credit card statement and she's going to want all your stuff. And while yes, I am obsessive on this. have helped family members. I've helped offices. I've helped myself. something that I will like toot my own horn on it. I actually think I'm very talented with money, with saving, with figuring out solutions and helping people understand where you can cut. This podcast also came about because this morning on my, ⁓ Shelbi Britt and I were meeting and we were literally going through.   our finances to see where could we maybe squeeze the tube of toothpaste a little bit more, where could we maybe change a few things. And I think that that's just so relevant and so helpful. And so this is something I do in my day in day out life. It's something that I think for you to go from chaos and lack of financial clarity to confidence is something that I really want to just bring to the table today on the podcast. If you're new to Dental A team, welcome. We are obsessed about helping you have your best life and ⁓ doing it in a fun, easy way through dentistry. And so   helping you with our yes model. So you as a person getting your life, your vision, all of that in place, then moving into earnings. So ⁓ financially, that's the piece today. And then using those financial pieces. So your analytics, your PNL, your overhead to also help us figure out what systems and team development need to go into place to make sure you have this thriving practice. Because honestly, I believe that being successful, being a successful dental practice does not have to be hard and it can actually be easy. So that's what we're here for today. ⁓ With that.   So today it's going to be like, how do you actually like figure out your costs? So I did this a long time ago and then I like met a lot of really smart financial people. I'm not a financial advisor. I will throw that out there. So just make sure you talk to them and you have your, ⁓ like you chat with them of what's best for your state, but I will teach you how I do it. This is annoying. It's a little cumbersome, but people love to hear like, how do you actually do this? I'm always like, how do people get like jacked? Like how do they work out? Like.   me like what time do you work out like what do you do for your nutrition and just so I understand the full landscape and then I'm going to pick and choose of what's going to work well for me that I'll actually implement so hopefully that will be effective for you today as well.   So this is what we do. I have a spreadsheet that I have for monthly costs. We do this with all of our clients too. So if you're like, this feels too hard, don't worry, join the Dental A Team. We'll help you get it put together. So we have a monthly cost. And what I do is on the monthly costs, and this is probably my most visited spreadsheet of my entire company. And I'm super excited because we're bringing in another team member who does financial.   Forecasting and has a whole background in finance. So my method might get revamped to 2.0 and there's always another layer. But what I have is I have on our monthly costs, I have all the salaries and all of the pay. Now for offices, I do include doctor pay. Again, I'm not a CPA and I do believe that doctors should be paid. So I put in either your W-2 salary and or your doctor compensation of 30%. Now I do lose numbers. So our consultants are paid very similar to how doctors are paid.   ⁓ And so you can get a general idea. So mine are general ideas. It's not my highest month. It's not my lowest month. It's the average is what I've selected to do for these costs. So again, this spreadsheet will not be absolutely perfect, but I think it's a really great tool to figure out what can I cut? How can I make sure my overheads in check? What do I need to produce? How do I basically figure out my BAM, my bare ACE minimum in a company? And so that's what we're gonna be looking at. So with that, I first list all the salaries and...   I want everything in there. And then what I have is a current. So I'm gonna have a current and then I'm also going to have like a future. So for example, if you're planning to hire somebody, but they're not hired yet, that's something that you're going to wanna know, what is my cost now? And what is going to be the future cost? Because those two things are actually different numbers. And so for me, it's really helpful so that I can look at you guys honestly.   When I started this, had like three team members and now we have tons of team members on there and outsource people and virtual assistants. And ⁓ the list just gets bigger and bigger and bigger. I can go back and I can look at things that we've done before. And so mine's on Google Sheets. And again, we've built one of these and I'm even happy to share, reach out, Hello@TheDentalATeam.com. But this is something, so I go through all the salaries. And then for me, ⁓ if you do health insurance or you do a health stipend or whatever it is, you add that in.   as well, but then what I do, and again, talk to your CPA, see what your payroll tax are. For me, I just estimate 10%. I always like to air higher. So you will notice in all of my projections and everything I do, I'm going to always air higher than it actually is rather than lower. And so just looking at that, just so you know, that's how I do. So my CPA told me 10%, we have business in four different states. I think we're actually up to five now.   So I estimate high, no matter what state they're in, I just do a 10%. So I'll do my total salaries of the month, an estimated 10 % payroll. And then I've got that in there, my total payroll. Then we have our health stipends or health insurance, our 401k costs in there, how much it costs me per user, what the 4 % is. I actually go grab people's salaries and their bonuses, put it in there. So I have a pretty good idea. Then what I do is I check every single month to see based what I have here, is that close?   to what I'm actually paying or is it not? I know some of you might be like, well, here, I just get it from my CPA, I get a P &L. I agree, but this is a good checks and balance between my CPA and myself. And also when I'm trying to project and forecast, can I add people in? How much is this gonna have? Where can I cut? If I can see it all line itemed out, it's actually for me at least much easier for me to see what are all my costs and where can I squeeze the tube of toothpaste to get a little bit more ⁓ toothpaste out of that tube or a little more juice out of the lemon.   So that's what I have. And then what I have down below is like outsource. So if you've got VAs or you've got ⁓ different people that are contractors or things like that, I have that in there and that one EBS and flows mostly that hangs in my marketing department. That's where I have a lot of those. And then also VAs and EAs that'll be in there that are virtual assistants that are through other companies. So they're not running on my payroll, but they are down there. Like I have some consultants on there. I've got some coaches on there that will be in that section for me. But those again are not up in that payroll section because I'm not paying that.   payroll tax on them and I'm also not 401k on them, but that helps me see how much am I paying in outsourced resources to see should I cut that, should I keep that, how much do I have on the top, is my payroll heavy. You also can break this down by department. So you can see how much am I paying in my hygiene department, are they offsetting, how much am I paying my doctor department, my front office department, all those different departments. If you want to get even more granular, you can. And then below that, I have all of the office expenses and this is something really great.   This year Britt she ⁓ 2.0'd us and she put in their end of year expenses because there's a lot of things that I just pay at the end of the year that are annual subscriptions that will save money on but the reality is I should probably be saving that money throughout the year, right? Because every single month there would be an expense allocated if I didn't pay it annually. So we should be adding that in so we're saving for that. We're preparing for that for the end of the year. We have different things in there. So like all of our subscriptions that we have you might have Netflix, you might have Audible, you might have   Canva for marketing, ⁓ ChatGPT if you're paying for those subscriptions, anything. And I'm constantly updating this like as you hear ChatGPT and how many do we have for that? ⁓ We use our project management software is on there. I also know that every single month I have a budget allotted for employee gifts and anniversaries. And so we have an allotment of how much we spend. I do double check this, but I try to break it down. Also I have in there my merchant fees and how much my merchant fees are on average.   ⁓ And I literally list everything out. So whether it's personal, because like Audible and my phone, I do have those on there. Those are personal things for me that do run through the business, but there's still business expenses that will need to be on there. ⁓ And then we've got our bookkeeping and our accounting or CPA, our lawyers, all of that in there. If you have vehicles that your CPA said is okay for you to run through, all of that, your rent, your mortgage, your supplies, your internet, all of that in there.   to where at the bottom of this list, you can get a complete grand total for the month. And what's really awesome about that, you can actually break it apart so you can have doctors where they're not in there. This then tells you basically your BAM, your bear ace minimum. And then what we can do from there is we can figure out what you need to produce to be able to hit. So hopefully all that was like not too much. just rattle, I'm like literally looking at my spreadsheet as I'm telling you this, all of that. Then below that, we're gonna wanna also add in debt services because debt services are also going to hit your cashflow side of it.   So when you have these two tools together, then you can figure out what's bam, my bare ace minimum, what's my overhead and then what can I cut and then what do I need to produce? Then we can figure out what we need to produce with block schedules. There's like a whole other zone, but back to the client's question. She said, I don't even know what to cut. So today me and our leadership team, we were going through this and we literally looked to see, okay, what's on our office expenses? And I know this sounds so dumb and so like trite.   but I think it's the discipline of knowing how to do this because you better believe when I'm looking at my monthly expenses, which are outlandish and they're very high. When I look at this, saving 40 bucks a month is not like, it's truly a literal spit in the bucket. But when I think about it, it's $40 here, it's $20 there. It's just like your credit card statement at the end of the month. I'm always shocked at how much is on there and it's $20 on Amazon here, $30 over here.   $20 there and all those $20, $30 purchases add up to multiple thousands of dollars every single month. So when we look at this, I look at every single office expense and I'm like, okay, is Adobe something that we need? And this was actually a catch that we had. I was like, we're paying $65 a month for Adobe. Do we still need the entire suite? The answer is no, we don't. We only need it for a small thing. And then we started thinking like, softwares are evolving. So we're like, does G Suite ⁓ actually cover that? Or...   does another one of our subscriptions cover it? Because so many times our subscriptions that we're paying are like duplicates of something else. G Suite has expanded and I'm like, do we still need to use boomerang? I use boomerang all the time. I love boomerang so much, but I'm like, has G Suite evolved to where they have something comparable to it that we could cut the boomerang is 120 bucks a month for us. And Shelbi was like, wait, not all of our team members, like our marketing team does not use boomerang. They're not doing client facing emails. They rarely are in their inbox. They're in Slack all the time.   she's like, what if we reduce the number of people on boomerang that would actually cut our costs down. So again, it's this like fine tuning revolving through it looking, do we need this? Could we reduce this? Do we need to, are all the people that were still on there, do we still need to pay for all those people? Could we change it to this? Are we still gonna be here for that? And you go through and you literally ask, is this a want, a need, or is there a better way that we could spend our money on this? And again, I know it sounds so dumb. Like this, this is not fun.   This is not something that I'm excited to share with you on a podcast, but I'm so excited because the discipline of doing this, the doctor, the reason it came up is because she wants to sign up for AI, ⁓ Pearl or Overjet. Back and forth, we talked about it at length of which one's better. This is why I love our Dr. Mastermind. And it's about $130 a month. And she just like, I'm so sick of these subscriptions. And I'm like, well, go get rid of Netflix or go get rid of one of these things or don't have all the beverages in the   in the refrigerator, maybe just choose one of them. Like there's so many things like, but this is where you look at your list because you have your entire list in front of you. And my office expenses right now, and this is where I look at my credit card. I look at every single thing on there. Right now we have 39 different things that we pay for of monthly subscriptions or annual subscriptions, different things. It's got our insurance policies on there. And then what I can do is I can come in and assess and say, okay, of all these high expenses, like if I need to cut expenses very quickly,   I could look to see, all right, my highest hitters are XYZ. This one's $500, this one's $1,000. Do I still need these? Are we still using them? Is there a cheaper competitor that I could switch to? Where am I at? And all these things. What I love about this is it helps you just look to see where your money's going because at the bottom it has a grand total. And then what's nice is I then can look to see, is this grand total what my CPA is telling me I'm spending every single month? Do they line up?   And if not, where's the discrepancy and where is it? I also can look at future things. if I'm going to be increasing or I'm going to be adding team members or we're going to be looking to add say another subscription or another piece, what is that going to change my monthly amount? And am I okay on my production and collection side to be able to afford it? So many people are like, I talked to my CPA to see if I can afford it. And I want to just say that yes, it's great to have a CPA there. It's also better to know instead of being like a parent child.   if you can spend it. I want my CPA to give me my books, my reconciliation. I want them to talk to me about my tax strategy, but I don't want them to be the ones telling me, can I afford something or can I not? I wanna go to them and say, I know I can afford this. This is what I think. Do you think it's a good idea? Then I'm counseling with them rather than being told. And this goes for all of my executive board. I want to know as much as I possibly can. So that way when I show up, like even financial advisors, even my...   My lawyers, like I do a lot of research before I go into those because I don't want to just blindly follow. I want to actively participate. So we're making the best decisions. I believe they're all in the best interest. I don't believe my CPA telling me to do something or not to do something is the end all be all. I feel like we are great at counseling together. They give me their opinion. I know the numbers. They know the numbers. We know where the business is going. And then my job is to make the best decision for the business and for myself.   So this is where I just really obsessed because right now I'm looking and I'm like, wow, what I'm currently paying based on bringing in some new hires, we're gonna do a $30,000 increase. And I look at that I wonder, is that wise? Is that what I wanna do? Is that what we as a business wanna do? Is that smart for the business? Or is it something like, then I get to sit here and I get to innovate and we get to think of like, what other ideas could we do? That's why I went down the list, because I wanna hire some more people. It's a little premature for these hires.   So I was like, okay, let's go back to the list. Let's look at the list. Like where could I like cut some costs to see, could I free up any cash in other areas or do we need to make different decisions? Or is it like, I need to put a pause on hiring that person for a little while until the business gets to X amount and then we can bring on those different hires. So when you look at this, that's how I do it. I use this spreadsheet. I'm not kidding. I I hold, I can tell you exactly because what's great on Google Sheets is they can literally tell you all the different versions. Okay.   So let's just go back to, I'm going to go, this is embarrassing. I'm going to go to June. Okay, so I'll just go back a few months for you guys. I logged into this spreadsheet of the monthly costs. June 5th, June 10th, June 16th, June 19th, June 24th, June 24th, again, June 25th, July 2nd, multiple times, July 7th, July 8th, July 9th, July 10th, 15th, 16th, 17th, 18th, 24.   The only reason it stopped there is because I went out of town August 3rd, August 6th, August 7th. As you can see, I'm in this spreadsheet almost daily. If not every other day. That's insane. I mean, I can go back to April. I can go back to March, February, January, December, December. I'm in here all the time. November, October of last year. I'm just going down. October. I was in there 10 because that's when I started to do projections. So you better believe I was in there a lot more during that time. October. There's about 20 entries September. So when I tell you this is a tool,   that I have found that works so insanely well. Clients love it. Cause then we're like, our overhead's high. We can go over to our costs and say, why is it high? What is causing this? I'm looking at people's loans that they have and I'm like, do you really use the Seric? Do we need to continue to use this? Are we using all these different like plan Mecca and all these other loans that we have on the practice? Are we still using that? And if so, that's fine. But let's at least know where our money's going.   so then we can make better decisions of do we wanna continue that? And so hopefully, like I said, it's not a fun topic. Like it is, this one, if you can't tell, the passion, the fun, like it's really fun for me to look to say like, okay, where is it? This is where I decided it was time for us to close our headquarters down in Reno. We used to have one, but I was looking for how can I cut costs? Where can I, because for me, I'd rather not spend it on a physical location. I'd rather buy, like spend that money on different softwares that are gonna make us more efficient, being able to hire better employees.   Like I'd rather reallocate those dollars to something that's gonna benefit the company more. And so for you, just feel like this is such a great tool to help you truly know where your money's going, know where you can cut. And like I said, I do this for personal. I'm like, all right, give me all your costs. Give me your credit card. We're gonna look at every single thing. And then like, what could we do differently? I mean, my cell phone, let alone, I used to pay almost a hundred bucks a month for my cell phone. It's now, hold please. I'll tell you the exact amount. Cause I can tell you it's literally right here.   Um, it is a telephone right here, $35 a month. And I used to pay 95, but that was once again, like Verizon got a competitor. have a sister company called visible. I could even get it down to 20, but I didn't want to like drop that far. But we went from 90 to 35 and there was no change or disruption. I watched it for several years. I had people do it, then made the change. Is there a better company out there for X, Y, or Z? Is there a better processing company? And I know again, this seems annoying.   But annually around September, October is when I start to do projections and I start to look at everything. Cause I'm looking at costs. What could I cut? But monthly, daily, I'm looking to see who can I hire? Where can I do things? Change it, adjust it. And what's amazing is when doctors and OMS have this tool available, now you're like, can we afford to hire this person? You can answer with confidence rather than hoping and praying you're going to be able to make it. Just like what I used to do. was like, let's just hope and pray we're going to hire them and hope it works out.   now I can have way more confident decisions. And like, think as a business owner, being able to have confident, like one of the strongest things you need to do as a business owner is be able to make decisions. And I think the second piece to that is being able to make more confident decisions, utilizing tools like this one that I'm sharing with you. So if you want help, reach out, Hello@TheDentalATeam.com. Like I said, I love to put this together for clients. I love to give them the tools and resources to where they can actually be here and know. And also I say if you're here,   Like go get your credit card, list everything out that you're spending money on. Look at your P &L, see if it matches up, see if you can figure it out. And this was something that's been evolved over the course of honestly, probably eight years. I started it when I was really new into the business. I made this myself because I'm like, I don't even know where my money's going. How am I supposed to be able to make decisions? And I could not figure out why my overhead was so high. Now I can tell you exactly this is what we're spending every month. This is why we're spending it. This is what we want to do. This is where we're going. These are the numbers that we need to do.   It just gives you so much confidence, clarity. And so that's why I just love to share it and to help you. ⁓ I believe, like we said in the yes model, you as a person need to know where your vision is. Then we need to have your earnings and your profit where it needs to be. And then we need to figure out the systems and team development to support all of those pieces. And that's what we love. It's what I'm obsessed with. So reach out, ⁓ even if you're like, I don't know. I don't know if I'm a good fit. Let's just have a call. It's literally no commitment, no stress.   just clarity and confidence to get you the momentum that you deserve. So reach out Hello@TheDentalATeam.com. Go fall in love with numbers and spreadsheets. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

La Tierra está cambiando y una nueva humanidad está emergiendo. ¿Estás listo para formar parte de ella? Ha llegado el momento de elevar tu conciencia y alinearte con los valores que guiarán este despertar global. La humanidad evoluciona al ritmo de la frecuencia que sostienes hoy. Mónica Arroyave Ejecutiva con formación en PNL, maestría en espiritualidad y magia de amor. Formación en Cultura Maya, Psicoinmuneterapia, Registros Akáshicos y Mentoring. Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. ------------ INFORMACIÓN SOBRE MINDALIA ---------- Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ - Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS https://www.mindalia.com/plataformas/ *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas. #NuevaHumanidad #Despertar #Evolución

Tiff and Kristy provide guidance on how to assess your practice's financial health as 2025 begins to wrap up (and what to start thinking about for 2026). They touch on… Reviewing those P&Ls monthly Aligning spending habits Keeping emotions in check And more! Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review The Dental A Team (00:01) Hello, Dental A Team listeners. I am so excited to be here with you today. I truly love this portion of what we get to do in our worlds and getting to get you so much valuable information out to the masses is something that Dental A Team has worked and strived just so hard to achieve in our.   consulting world of just getting you all this information and I have with me today one of my faves. I seriously, I have the most amazing consulting team and if you guys haven't heard from all of them yet, you soon will and if you don't know them personally yet, they're not your consultants. I hope that you get to meet every single one of us even if you're just coming to the events, however it is, but I...   have a personal favorite here for recording podcasts with. She calms me, she just keeps the energy light and fresh and I love any time that we get together. Kristy, thank you so much for being here today. How are you doing? The weather is like weird today. I always tell everybody about the Arizona weather and it's so much fun to have everybody here in the same place. We all live in Arizona in the Phoenix area. Jane is down in the Tucson area, but.   We really love it. And Kristy, how's your world over there? You're just in the beautiful little pocket of Phoenix. And how is it?   DAT Kristy (01:23) Yeah, it's awesome. I love that you say that because we do pride ourselves on the weather here, right? But even with that, this weekend we got a lot of rain, what they say the most in like seven years. Yet all of us, even as close as we are, we experience it so different, right? Like some places flooded. I didn't get flooding, thank goodness, but it downpoured. It was fun and it's made it for cool mornings. So we're taking it.   The Dental A Team (01:42) Yeah.   I agree. I agree that humidity is hitting us hard. So we're not super used to that, but it is making for some, some really beautiful mornings. totally agree. And yes, Britt and I were actually in Reno at our quarterly in-person traction event where we have a, implementer who comes in and leads it for us. And he helps us to build out the company structure and,   teaches and trains us on how to run large meetings like that. So it's always super cool. But we were up in Reno with Britt and or with Kiera Shelbi and Britt and I actually got stuck. Jenna got out. She got back to Denver, which is crazy because Denver always shuts down. And so she got back to Denver. But ⁓ we got stuck until Saturday because the airport was shut down. And then there was a storm in Vegas because we thought, OK, well, we'll fly to Vegas because it's only a five and a half hour drive from there and we'll still get home. And then ⁓   that flight got canceled too. So it was wild. was meant to be, got more time in Reno and got to spend a little bit more time with Kiera. So that was great, but it was kind of crazy. It's not usually Phoenix that disrupts the flight patterns. And it was a hundred percent Phoenix. There were so many flights canceled because so many planes were stuck here and other planes couldn't get in. So it was wild, Kristy. It was wild to watch it from afar. We just got like TikTok notifications and you know, news articles are like, my gosh, all the Waymo's stuck in the puddles and things like that. So.   DAT Kristy (03:15) Yeah,   they just stopped in the middle of the road like what the heck.   The Dental A Team (03:18) Yeah,   that's why whenever somebody says, you use the way most? I'm like, heck no, I have seen them stuck in the middle of intersections far too many times. I'm sure one day it's going to be fantastic, but I haven't built that trust muscle just yet.   DAT Kristy (03:30) Yeah, agree. Well, I'm glad you made it home safe. And ⁓ yeah, the humidity is odd for us too.   The Dental A Team (03:34) Thank you.   Yeah,   yeah, it totally is. And my son was like, Oh, you go to the East Coast enough, Mom, you're fine. Stop complaining. And I was like, Yeah, that's fair. That's fair. But but in the spirit of planning, we we truly had an amazing time really just one getting the time together as a leadership team and then to really looking and projecting like where are we at? What's Q4 going to look like? And then also kind of prepping and planning for 2026. So super relevant in this conversation here.   today and really looking at ⁓ practice health from a financial standpoint. And this is something that your CPAs and your financial advisors and all of those professionals should be looking at with you as well. This is the time of the year that we're really looking at what is this last year? Because we get to Q4 and it's like, well, it's kind of like the end of your senior year, right? You get to the end of your senior year of high school or college and you're like, well, everything's kind of basically submitted. So from here,   It's really just like, let's do our best and make sure that we really cross that finish line strong, but there's not a ton of pivots to be made to really change the game. So kind of prepping and planning. And I think looking ahead at 2026, putting in some really solid ways of checking in on that financial health, something that I've seen that, Kristy, I know you do this as well, but something I've seen a lot of clients really ramp up is a monthly pulse and even like,   weekly sometimes pulse on what the financials of a practice actually look like has really been beneficial in helping them to really reach those goals. And Kristy, you are really fantastic at figuring those financial goals out and then like backtracking them to see, okay, well, what do we need to do to get there? And how do you help practices really keep that financial pulse top of mind and that   running that way so that they're constantly looking at those numbers without feeling overwhelmed and also without losing sight of it. Because you know sometimes you do something too often, you start glazing over it. What's that fine balance that some some tactical tips that you have that you and your practices are working on right now?   DAT Kristy (05:52) Yeah, well, first and foremost, I believe that you have to be getting your P &Ls from your accountant monthly, right? We can't be waiting. I have seen some clients where they're begging for them for three months ago, you know, and it makes it really hard to stay on top of it if we're not getting them monthly. So first and foremost, make sure you're getting them from them monthly so that we can take a look at them and evaluate. And I like what you said, Tiff. ⁓   you can be, you can go over the top. It's a fine line, right? So I love looking at them every month and I'm not going to freak out if something's out of whack one month, but certainly let's look at the quarter, right? And make sure that those metrics are in alignment for the quarter. And to your point, I always like to speak in terms of like, we're going to crawl before we walk and we're going to walk before we run. Like,   In the crawling stage, let's just make sure where's your overhead, right? What percentage are we at there and what is our profit or EBITDA, so to speak, right? Where are we ranging there? That would be my first little steps to take and start looking at it.   The Dental A Team (07:10) Yeah, yeah, I totally agree. And I think what time of the month do you usually push for those PNLs to be received? I have my judgments, but what are yours?   DAT Kristy (07:21) like to say by the 15th. I'll give you a little grace and give you by the 20th, but the 15th is my ideal target.   The Dental A Team (07:28) Yeah, yeah. I think I'm a little stricter. If I don't have those CPAs reaching out to us by like the eighth to the 10th, I'm like, my gosh, how are we supposed to work with this? There's a lot of, and I ask that because there's a lot of clients out there that are getting them like the first week of the next, next month. And so maybe December, we're finally looking at October.   DAT Kristy (07:35) Thank   The Dental A Team (07:53) And that is like, gosh, such a lag that we've got these questions floating around of like, where's my cashflow TIF and how do I fix this, Kristy? And it's like, I don't know, because I don't have eyes on what's happening. The P &Ls should be much quicker and much cleaner than that. And realistically, it's just it's the bookkeeper going in and allocating the certain expenses to the category that they should be in. So it's time consuming.   but it shouldn't be too crazy. And if yours is too crazy, then we probably need to look at your spending. Do we need to dial back the number of orders that you're placing every month? Do we need to make sure that things are a little bit more simple on that side, that it can be done quicker? Because we wanna be able to make real-time adjustments as quickly as we can. If we're on a two-month lag.   then we're adjusting for two months ago, it could look totally different. And then next month we get two months ago and it's like, it was totally different. We didn't need to change it. And so we're just constantly spinning our wheels in that way if we're not getting the data fast enough. And that is, in my opinion, one of the easiest ways to ensure that you're financially healthy is really just ensuring, like you said, Kristy, that on an overtime basis, things are consistent and they're clear, that they make sense.   DAT Kristy (09:08) 100%. I like that you said push to the 10th, because obviously if, you know, in the walk or crawling stage, we're just learning, right? We have a little bit of buffer, but as we get to the top of our game, it should be more. And if everything is electronically done, it really is in there already. It's just a matter of organizing it, right?   The Dental A Team (09:30) Yeah, and I like to give myself the grace because I know or give them the grace. I typically know if we ask for it by the 10th, we're getting it by the 15th to the 20th. If I give them that leeway, they'll take it. And we know that's just how it works in that world. That's fine. We work with what we've got and figure it out. And I think it's a massive place to start, Kristy, is those P &Ls. And I think the P &Ls really outline   DAT Kristy (09:39) Thank   The Dental A Team (09:56) the financial health in so many different areas because it gives us insight to what is actually happening. Having those categories split out, we've talked about that a ton, we've done a ton of webinars on it and if you need help with that, reach out. We've got really simple sheets and documents that you can even send over to your bookkeepers and your CPAs that kind of outlines what we like it to look like so that it's simple to review.   But being able to see those over time is huge. I know I have a client that like one month was 48 % overhead and that's before Dr. Pay, that's before loans, right? And it's like, holy cow, we killed it. But then it's like, okay, but hold on, because the next month was 64%. So taking an average there because likely something got shifted, payments got posted, or I don't know, I've had some clients that's like, my gosh, I forgot to pay Henry Schein for two months. So then it's like that third month had this massive Henry Schein payment.   but over the quarter, it wasn't that bad. So making sure that we're looking at it month by month and over the quarter is huge. ⁓ Something that we've done, that we've ramped up ourselves and that we do ramp up with a lot of clients is really looking at our bank accounts constantly. And I know that Kiera and our financial team, they look at our bank accounts weekly on a weekly basis to make sure that everything makes sense, that things are.   where they're supposed to be that, you know, that we're not getting charged for things we shouldn't have been, et cetera, but then also that we're staying in alignment with the budget that we had set. And those budgets come from those P &Ls and those total numbers. Kristy, something I've realized recently in the recent years is while I was in practice, I would build our budgets for our spending. like our...   you know, five to 8 % for supplies or what have you or ortho budget, things like that. I would build it based off of our collections, air quotes on that word, and it would be our collections from Dendrix. I'd pull the collections for the last month. I'd build that budget based on the collections. And then Doc would be like, where's all the money? Like, well, I don't know, it should be there. But there's such caveats to what's been posted in Dendrix or your operating software.   compared to what's actually in QuickBooks, I found that I was running this like ragged race of trying to play catch up all the time with like even just the percentages for credit card fees and third party financing being taken out of our payments, just those simple tweaks make a massive difference. So building those budgets, Kristy, off of our actual P &L numbers, our actual QuickBooks collections has...   made a massive difference, I know, for a lot of my clients. How do you see that working for clients? And also, how do you see that working with a leadership team that maybe doesn't have access to or not looking at those P &Ls together? How do you suggest for financial stability and health in the practice, they really get that information down to the people that need it?   DAT Kristy (13:08) Yeah, absolutely. One of the things, ⁓ well, there's a couple things. We at Dental A Team keep scorecards for our clients and it could be as simple as adding that line in there and having the doctor put that dollar amount and having the budget calculate right there. Everybody can see it. They know what to spend. The other thing to that point Tiff is,   You know, a lot of times we look at the practice management, we see our collections, but how many times do we reconcile it with our QuickBooks? Like, really look at that and see. And obviously, just like you said, it could be a matter of when something was posted or when it came in, right, to the bank account. But I think that's an area that sometimes is overlooked. You know, there can be variance in there, obviously, for when things post, but...   what is that variance and how consistent are we having that variance? again, depending on which method you're using, if you're using the collections from your PMS or the collections that are posted in the P &L, we better be clear what that difference is and ⁓ account for it for sure. Right.   The Dental A Team (14:25) Totally agree.   And you actually reminded me just last week, I was in an office and I was like, what is happening here? I was going through their P and L and I'm like, okay, we've got, we've had some changes in the office. We've got some places that it was decreasing. Some places we spent more, some places we actively spent more on purpose. Like, but things just weren't adding up with what was coming through from the software. And I realized after an hour and a half of digging, I'm like, why is...   I put a line items, I updated the scorecard and I put a line item for like QuickBooks collections and then the PMS collections. And in comparison, I had it subtract and like tell me the difference in numbers. And there were months that were coming up $30,000 different that it looked like we collected $30,000 more in their software than what QuickBooks was showing us. Luckily, I know this office manager very well personally, like familiarly.   And I'm like, I know there's no conclusion to jump to here. Like something is not reporting correctly. And what I realized is they specifically use Dentrix. Dentrix will allocate any positive write-off or adjustment. if there's an adjustment that's adding money, it'll allocate it to production. If there's an adjustment that's removing money, it automatically adds it to collections.   So when you pull up the adjustment space in Dentrix, it'll show all positive production, all negative collections. So it was showing drastic differences. And so I was like, gosh, I totally forgot about this space in Dentrix that it does this. It's just, I call them the Dentrix-isms. It's just a Dentrix thing. It's very frustrating, but it just is what it is. So when I went through, I reallocated where the write-offs should be coming from. Now, caveat, messes up.   production collections for forever because it's now correcting it. So what you thought you had done, you didn't, and it fixes it. So the new numbers are more accurate, but you're going to be frustrated because it's different. But what it did when I did that and re-put in the collections numbers is that it brought that $30,000 difference down to a more manageable $1,200 to $3,000 difference, which is what we tend to see with the   care credit fees and all those different credit card processing fees, we typically see, I say like 5,000 or less, I'm not going to freak out about too much as long as it's inconsistent. I don't want to see consistency. I want to see really low numbers. And then again, sometimes some of that money is going to be pushed over to the next month. So quarterly, it made sense. Quarterly, it was beautiful. Month by month, it was a little wonky, but just making that   change because we were checking the financial health of the practice because things didn't feel like they were making sense. So we, the office manager and I pulled the full year's PNL and we did line item by line item comparison 2024 to 2025 percentage change on each space, went through and figured out where the spending was, went through and line itemed everything and then added it like you said to the scorecard to see those differences, massive.   massive improvements where the docs were feeling like cashflow was like, ⁓ we were freaking out. And it was like, well, these are the areas where you intentionally spent money and were actually only a 16 % difference overall year to year. And they were like, ⁓ so we didn't increase enough, but their spending was purposeful for taxes. We just didn't look that way yet on paper.   Regarding financial health of the practice, that was exactly what we did, but adding it, like you said, to the scorecard and looking at, I think the scorecard's just really cool because it allows you to see over time. Whereas a new sheet is I'm only dealing with today. So I'm only looking at today. I might look at it and say, oh my gosh, my employee percentage was 42%. That's real life, I've seen that in an office. It was 42 % this month, and you're like, cut hours. But over the quarter, it was,   30 % or 31%. We had a spike because we had a collections dip or whatever. So I think adding it where you're seeing that kind of comparison allows you to see what is the trend here or is this an abnormality? Does this level itself out? Am I on track for over time or do I need to jump and hot fire? And Kristy with that said, like, you think, as I'm saying that I'm thinking,   Is that a space where we could even tame our emotions around finances? Because we're seeing so much data in a bigger spectrum where we can see trends, uptrends or downtrends, rather than this like, my gosh, payroll was so high, I've got to tackle that. It's allowing us to see a broader picture. Do you think that helps reduce some of the emotional, like just quick fixes?   DAT Kristy (19:34) Absolutely. And we don't want to react, right? Many times we go to that mindset of cut, cut, cut. you, and you know, one of the things that I learned a long time ago is you can't focus on the opposite. So if we're focused on cutting, then we're not focused on producing, right? And so yeah, you're 100 % right, Tiff. I think it does calm the reactionary, right? It's good to know, notice, but then look at the bigger picture.   The Dental A Team (19:48) Yeah.   Mmm.   Yeah, gorgeous. As I was talking like, my gosh, Kristy, that's why you do so well with coaching in my opinion, because you are very, very good at being data and results driven, acknowledging the emotional aspect and not discrediting that by any means, but being able to focus back to what the drivers are and then being able to acknowledge and address any emotions that are still present. But you do well removing that because   we're looking at data and data is non-emotional. You can come up with something and there's been so many times where I could think of so many offhand where I've data-drivenly discussed something with a client and they're like, ⁓ and the emotion kind of disintegrates, it dissipates because it was attached to what they thought to be true. And when they saw the reality, there was no need for that emotion anymore.   DAT Kristy (20:59) Exactly. Well, and to be honest with you, it goes both ways, right? It's the same thing as if we're only looking at the practice numbers, sometimes they think they're doing very well or not doing well, either one. And then once we look at the overhead numbers, it's like, actually, you're here, you know? So ⁓ it goes hand in hand both ways. I always like to say, you know, if I had a pizza business and I was going to sell pizzas,   The Dental A Team (21:18) Yeah. Yeah.   I love that.   DAT Kristy (21:29) I need to break it down and figure out what it cost me to make the pizza, then I can go sell the pizza. But so many times we don't do that and we just put it out in front of us, right? And then on the back end of it, we do have to measure how many pizzas did we sell and how much did we actually spend. Sometimes we forget to go back and look at the cost too.   The Dental A Team (21:34) Yup.   Yeah, wow, that's a very good point. Very good point, which is where the P &Ls come in handy and the line items. And I think the P &Ls will group it and lump it into categories, but every now and again, maybe like once a quarter or so, really looking at what are they putting in those categories so that one, you're making sure they're still super accurate from the bookkeeper and two, that you're not like Amazon spending. There was a couple clients that I saw.   DAT Kristy (21:56) Mm-hmm.   The Dental A Team (22:19) I'm like, what is going on? Why is this category so jumpy? One month it's massive, another month it's not, and they get lumped into office supplies and front office supplies, and all of a sudden it's $3,000 when realistically budgeting-wise it should be $1,200. I'm like, what is in here? And they're like, Amazon goes in there. Every time we want something or Doc says something, we just press the order. And I was like, ⁓   Got it, we need some systems around Amazon or Walmart. I've seen like, I just run to Walmart and I grab what we need every week. And I'm like, my gosh, there's weekly ordering will hurt you every single time. Any kind of weekly ordering. If you can't budget the ordering in a monthly fashion or maybe twice a month, I'll give leniency on twice a month, then we need to talk. Cause that weekly ordering will hurt you every single time.   I think this is all really good, Kristy. I love this. I love this. And I go ahead.   DAT Kristy (23:16) Yeah. I was   to say, I agree with you. mean, we can liken it to our own space if we go to the grocery store with a list or without a list. What is our end result when we pay? You know, so I'm with you. I'm with you. I'm like for dental supplies, we can go to twice a month, but have it fixed and then make sure you're staying within the confines of the budget.   The Dental A Team (23:27) Yeah.   Yes, yeah, that's actually brilliant. Yeah.   Yeah, I agree. And I think that was that was a super great thought process there. Because if you're not planning even your dinners, right, I'll plan my dinners for the week. So then I know what ingredients I need and what ingredients if I know what ingredients I need for specific dinners, I know what I can reuse as well. Otherwise, I'm going to the grocery store just kind of getting random things that I think I can make into something. And I'm ending up at the grocery store a couple times a week to replenish or, you know, supply those missing pieces.   And so if you know what your schedule is, if you know on average how many crowns you're doing, how many fillings you're doing, how many implants you're doing, you can have an average guesstimate of how much of each supply you need to keep on hand, which is then going into your budget for your ordering. So that was beautiful. Yeah, good job. All right, guys, financial health is massive. And it's something that I think all of us, Kristy,   Trish, Monica, Dana, myself, we all just work really, really hard to ensure that it's top of mind for all of our clients. But if you're here listening and you're not yet a client of ours and you're a Dental A Team podcast listener for life, we love you and we wanna make sure you have this information too. please, by all means, somewhere around the 10th of the month, because we know it's probably gonna go longer, make sure you've got those panels in there. Talk to your bookkeeper. If you are the bookkeeper, I have a couple clients like that.   Put it your calendar, you guys. If you are your own bookkeeper, that's fine. I'm not gonna judge you. I think it is a task that you can easily pay for, but I'm not here for that. If you are your bookkeeper, put it in your calendar and you should have that sucker done by like the fifth or the eighth of the month because everything should be closed out. Review your PNLs monthly and quarterly and yearly. Review your spending habits constantly. I have a lot of practices that'll look weekly.   I have a lot of practices that'll look monthly, whichever works best for you. Just make sure you're reviewing those spending habits and then budget for your team. So your supplies ordering, your front office, those are the easiest places to budget. Make sure that you've got an ortho budget added in there. If you have ortho fees and ortho costs that are outside of like Invisalign, things like that. I have a lot of practices that do bracket style ortho and they need a lot of supplies that has to be separated out.   Those are your pieces, you guys. Those are the easiest ways that you can tackle real life, real life, in time, financial health. And we want you to go do that. Kristy, thank you so much for your insight. You truly do so well with your clients and we get to see their progress constantly and those needles are always moving. And I know that it's because you can take that black and white results driven perspective. So thank you for everything you do for your clients and everything that you bring to Dental A Team every day.   DAT Kristy (26:33) Thank you, it's fun.   The Dental A Team (26:35) I know,   I know, I love watching you do it. You really do love it. And it makes me really happy. All right, guys, that's a wrap for today. Go leave us a five star review. Let us know what was super helpful. Maybe there's some tips and tricks you've got that you can share with the world. I'm telling you, people really do go read those. So if you have things in there, they will see them. You can drop us an email, Hello@TheDentalATeam.com. We'll be happy to get you over any documents that might help. We do have some.   budgeting information, we do have some overhead spreadsheets, things like that. If you need help with that, just reach out and we'll catch you next time on the Dental A Team podcast. Thanks guys!

En Ivoox puedes encontrar sólo algunos de los audios de Mindalia. Para escuchar las 4 grabaciones diarias que publicamos entra en https://www.mindaliatelevision.com. Si deseas ver el vídeo perteneciente a este audio, pincha aquí: https://www.youtube.com/watch?v=t4oNDmVi5j8&t=3s ¿Y si tus conductas estuvieran preprogramadas y la clave se encontrara en tu infancia? ¿Y si la predisposición a vivir determinadas experiencias tuviera su raíz en tu historia familiar? En esta entrevista descubrirás claves para conectar con tu propia historia de vida, ampliar tu consciencia y dejar atrás los patrones repetitivos que condicionan tu presente. Hablaremos de la diferencia con la decodificación, de cómo bucear en la experiencia personal para generar estrategias de cambio, y de por qué la autogestión es esencial en el camino del despertar. Una propuesta práctica, experiencial y profundamente transformadora para quienes desean tomar las riendas de su vida. Fernanda Giordano Formadora en GenoPsicoSomática® e Integración Consciente, con un método clínico de acompañamiento integral. Terapeuta de Bioneuroemoción, Transgeneracional y PNL. Coach en salud emocional. / giordanofernanda / fernanda.giordano.549 #Decodificación #CrecimientoPersonal #DesarrolloPersonal Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. -----------INFORMACIÓN SOBRE MINDALIA--------- Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS Facebook: / mindalia.ayuda Instagram: / mindalia_com Twitch: / mindaliacom Odysee: https://odysee.com/@Mindalia.com *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas.

Analyze That 42. Cătălin Striblea a fost live cu principalele subiecte politice și sociale ale zilei. Vorbim despre reducerea numărului de militari americani. Cum vede Trump estul Europei? Numirea Oanei Gheorgiu. Cu cine va juca Nicușor. Bolojan, izolat este PNL alături de el? Așteptăm întrebările și opiniile voastre

En Ivoox puedes encontrar sólo algunos de los audios de Mindalia. Para escuchar las 4 grabaciones diarias que publicamos entra en https://www.mindaliatelevision.com. Si deseas ver el vídeo perteneciente a este audio, pincha aquí: https://www.youtube.com/watch?v=WGgmiaOoN2c&t=5s El método NIDACA busca el equilibrio entre cuerpo, mente y alma a través de la Autoconciencia y la Coherencia entre lo que pensamos, sentimos y expresamos. Inspirado en experiencias transformadoras y no en tratamientos invasivos, invita a mirar hacia adentro, a descubrir la esencia auténtica de cada persona y a vivir en sintonía con ella. Es un proceso que promueve cambios reales, paz interior y una vida con Propósito; fomentando la creación de una comunidad de apoyo donde crecer en conjunto. Patricio Cabré Psicoterapeuta, con diplomados en Biodecodificacion, tratamientos de acompañamiento en cierre de duelos, estudios en psicomagia y PNL. https://www.patriciocabrepinto.cl / patriciocabrepinto / patriciocabrepinto Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. ------------INFORMACIÓN SOBRE MINDALIA----------DPM Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS Facebook: / mindalia.ayuda Instagram: / mindalia_com Twitch: / mindaliacom Odysee: https://odysee.com/@Mindalia.com *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas.

En Ivoox puedes encontrar sólo algunos de los audios de Mindalia. Para escuchar las 4 grabaciones diarias que publicamos entra en https://www.mindaliatelevision.com. Si deseas ver el vídeo perteneciente a este audio, pincha aquí: https://www.youtube.com/watch?v=8AKrvnxvI7Y&t=1s El despertar de la conciencia es un proceso natural en el que las personas, al enfrentarse a situaciones de incertidumbre, comienzan a atender sus pensamientos, emociones y decisiones. Surge una necesidad por reflexionar, cuestionar y reconocer lo que realmente importa. Esta apertura permite desarrollar mayor adaptabilidad y sentido de propósito, transformando el presente en una oportunidad de crecimiento personal y colectivo. Angélica Silva Coach de vida. Trabaja en el crecimiento espiritual y desarrollo personal, combinando la Espiritualidad con la Ciencia lógica y coherente; con técnicas de PNL y Sanación Cuántica. https://angelicasilvacoachdevida.com/ / angelicasilva_coachdevida / 1evpxucwqf Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. ------------INFORMACIÓN SOBRE MINDALIA----------DPM Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS Facebook: / mindalia.ayuda Instagram: / mindalia_com Twitch: / mindaliacom Odysee: https://odysee.com/@Mindalia.com *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas.

En Ivoox puedes encontrar sólo algunos de los audios de Mindalia. Para escuchar las 4 grabaciones diarias que publicamos entra en https://www.mindaliatelevision.com. Si deseas ver el vídeo perteneciente a este audio, pincha aquí: https://www.youtube.com/watch?v=H7cXOetzni0 El alma puede volver en la misma familia para reparar una acción que afectó a ese linaje. Esta entrevista junto a Nurit Jai supone una mirada al Propósito del alma según la Kabalah: cómo los desafíos actuales reflejan correcciones pendientes (tikún), influencias de vidas pasadas y memorias ancestrales. Nurit Jai Cabalista, Tarotista, Clarividente y Canalizadora. Especialista en Regresiones, Chamanismo, Biodecodificación, PNL, Medicina Tibetana y Sanación Cuántica Ancestral. Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. -----------INFORMACIÓN SOBRE MINDALIA--------- Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS Facebook: / mindalia.ayuda Instagram: / mindalia_com Twitch: / mindaliacom Odysee: https://odysee.com/@Mindalia.com *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas.

En Ivoox puedes encontrar sólo algunos de los audios de Mindalia. Para escuchar las 4 grabaciones diarias que publicamos entra en https://www.mindaliatelevision.com. Si deseas ver el vídeo perteneciente a este audio, pincha aquí: https://www.youtube.com/watch?v=71p7ZWN9aPE En esta mesa redonda abriremos las puertas a la verdadera Matrix que rige nuestra realidad: hablaremos del despertar de la conciencia colectiva, del poder del campo cuántico y de cómo “desprogramarnos” de sistemas y creencias limitantes. Analizaremos, desde enfoques científicos y espirituales, cómo acceder a niveles más profundos de conciencia. Exploraremos Acompáñanos para descubrir técnicas prácticas y claves de despertar para acceder a tu Yo Superior. Irwin Cadenas: Maestro de Yoga Kundalini, Coach Cuántico y Trainer en PNL. Acompaña el despertar de almas conscientes integrando energía, mente y estrategia para liberar el ser auténtico más allá de la Matrix. Lourdes Salvarezza: Mentora y Speaker en el área del Desarrollo Personal y Espiritual. Creadora del método Expande tu Mente-El Poder de Crear, donde combina metafísica, neurociencias y terapias holísticas para transformar las limitaciones en oportunidades. Jordi Recoder: Experto que ofrece sesiones individuales de Lectura del alma, canalizaciones en grupo, clases y retiros de meditación. Anabel Cubillo: Co-creadora de las Tecnologías de Consciencia de NewRisingKeys, un proyecto nacido para facilitar herramientas evolutivas que acompañen el cambio de paradigma personal y colectivo hacia una nueva consciencia. Fernando Zubieta: Egresado en Marketing con +20 años liderando ventas y finanzas. Enfocado en mkt digital, neuroplasticidad, epigenética, reprogramación subconsciente, física cuántica, metafísica y meditaciones guiadas. Irwin Cadenas: https://nas.io/es-mx/despiertaemprend... / irwintoday Lourdes Salvarezza: https://lulesalvarezza.com/ / lule.salvarezza Jordi Recoder: https://jordianand.wordpress.com/ / anand.jordi Anabel Cubillo: https://newrisingkeys.com/ / newrisingkeys Fernando Zubieta: / fernando.zubieta Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. -----------INFORMACIÓN SOBRE MINDALIA--------- DPM Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS Facebook: / mindalia.ayuda Instagram: / mindalia_com Twitch: / mindaliacom Odysee: https://odysee.com/@Mindalia.com *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas.

En Ivoox puedes encontrar sólo algunos de los audios de Mindalia. Para escuchar las 4 grabaciones diarias que publicamos entra en https://www.mindaliatelevision.com. Si deseas ver el vídeo perteneciente a este audio, pincha aquí: https://www.youtube.com/watch?v=PngFBieEh2Q ¿Y si pudieras volver a nacer… pero esta vez desde el amor y la aceptación? En esta charla profundamente transformadora, Alberto Lozano nos guía a través de un viaje al útero materno para liberar bloqueos y sanar heridas del alma. Exploraremos las memorias parentales, cómo afectan tu vida actual y haremos un potente ejercicio de rebirthing en directo. Una experiencia intensa, reveladora y sanadora para limpiar el alma, desbloquear emociones y renacer desde tu verdad más profunda. Alberto Lozano Licenciado en Filología Española, máster-trainer en PNL, posgrado en Terapia Gestalt y Transpersonal, creador de Liberación Genética y autor y experto en Psicogenealogía, Numerología, Tarot y Constelaciones Familiares. Accede al CURSO DE LIBERACIÓN GENÉTICA AQUÍ: https://aulatranspersonal.com/certifi... https://www.liberaciongenetica.es / albertolozanolg / albertolozano.lige Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. ------------INFORMACIÓN SOBRE MINDALIA----------DPM Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS Facebook: / mindalia.ayuda Instagram: / mindalia_com Twitch: / mindaliacom Odysee: https://odysee.com/@Mindalia.com *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas.

  Implementing Zero Trust in a complex federal environment includes protecting data. To reach this goal, CISA has updated its recommendations for Continuous Diagnostics and Mitigation program called the Data Model Document (DMD). It provides the audience with a mechanism to focus on the most recent relevant changes without having to review the document in its entirety.   Today, we sat down with three experts to unpack some of the expanded concepts.   The first challenge is understanding the variety of systems. For example,  Daniel Ane from the TSA shared that they had to report data from eighty different systems. The only time efficient way to collect this varying data is with specific tools.   There is also a matter of control. Mark Hadley from the PNL shares that much critical infrastructure is  owned by the private sector, which can limit what kind of data can be collected.   Finally, Brian Meyer from Axonius makes a practical observation. Let us say you have a set of tools that accomplish the job of accurate data collection. If one gets updated, it can throw the entire compliance process out the window.   It seems obvious that adhering to the strictures of the Data Model Management recommendations will assist in a move to Zero Trust, but administering DMD needs guidance and a data strategy that is practical.    

Expert consultants Tiff and Kristy give listeners a look inside their head when it comes to scheduling the most efficient and optimized way possible — and in a way that won't feel overwhelming. Their advice, which includes the right verbiage and what to do when schedules change last minute, will start all team members with their best foot forward for various tasks throughout the work week. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners. We are back today. I have Miss Kristy with me. I stole her for the afternoon. If you listen to the job description, I don't know what they're gonna call it, but we talked about optimizing your job description basically and metrics. And if you listen to that one, you know Kristy is like my calm in the storm.   and ending my day with her today, I was like, there's no better way to end a Monday. So if you have the opportunity to work with Kristy one-on-one, she is your consultant, you guys. I envy you. You get more time with her every month than I do. Truly, I envy you. And you also know exactly what I'm talking about, Kristy. Your calm is just incredible. I will never not talk about it. So thank you for ending your day with me today and ending. It's a good day.   It's an exciting week for us, so thank you for being here.   DAT Kristy (00:51) Yeah, thank you for having me. It is a good Monday ⁓ ending with podcasting with you and then we're on the heels of our live event. So excitement all around this week.   The Dental A Team (01:02) I know, I agree, I agree. There's so much just, there's so much to be thankful for, so much to be excited about, and I think something that's been coming up a lot, and something that we do a ton in our own schedules, even just talking about, Kristy, your client's getting more time with you than I do, like even individually, you guys, individually, I think you see her more than I do. And there's no bad feelings, I promise, I harbor no anger. I am just slightly jealous. ⁓   But I think on that note, like it requires some really, really specific special skills to be able to plan a week and plan a day. luckily it's something we train on because I think we're really good at it and we have to be even within our own position. like Monday, we're ending our Monday with podcasting because Monday is kind of our meeting slash admin day. Friday is our secondary admin day. And then we have all of our calls Tuesday through Thursday. There are some.   people in there that slide in other days, but they know the caveat is it may have to be moved because these are our admin days. So Kristy, I think it's just like divine that this is the conversation we're having. Today's conversation is all about optimizing your schedule, making sure what you're doing is optimized. But Kristy, before we really start talking about the in practice, like dental schedule, I think it would be smart to maybe even tell me how do you...   when you look at your schedule, what is the thought process that goes through your mind on optimizing your schedule? Because I think business is business, schedule is schedule, how I schedule anything is how I schedule everything, and how I do anything is how I do everything. So how do you look at your schedule and think to optimize it?   DAT Kristy (02:47) Yeah, well, I love that you started it with us and our schedule because with anything, you're either going to be doing it by default or you're going to be intentional about it, right? And so a lot of times when we do it by default, we'll look back at the days and we're like, my gosh, it was such a crazy day. And we look at the end dollar that we produced and it was like, ⁓ why am I doing this? And then there could be another day where we hardly did anything and it felt like,   The Dental A Team (02:58) Mm, I love that.   DAT Kristy (03:17) We won the world, you know, we hit our goal. And so I think just to your point by being intentional, it's not about being crazy, right? But to your point, Tiff, we have to start somewhere. And I think sometimes people get very overwhelmed with where to start. And so obviously I like to start with where were we last year? You know, what is my goal this year?   ⁓ Obviously, doctors have to look at things from an overhead and business perspective, which is smart, and what percent are we expecting to grow this year. So knowing those benchmarks, first and foremost, but when it comes to specifically team and scheduling, ⁓ we need to know if that's our goal, where are we at today, and how can we bridge that gap to get there? So looking at what's our procedure mix.   How many, you know, take your procedure count and how many have you done in the last year? I can want something all the time. And we hear this Tiff, we were kind of joking about it earlier, but you know, doctors want to do more implants and we do their procedure count report and look and go, I want you to too, because last year you did two. just, you know, a lot of times people, you know, go to fill the dreams, build it and it will come.   The Dental A Team (04:34) Yeah.   DAT Kristy (04:41) And there is a little bit of truth to that, but I also think it has to be realistic.   The Dental A Team (04:45) Yeah, I agree. I agree. like when you look at your schedule, I look at my schedule, the first thing we're going to do is we're going to look at how many clients do I have? What's my call time? My call volume? And then we're going to add on top of that, how much time per client do I need for admin style work? I'm creating things for them. I'm looking at trends. I'm working on P &Ls.   So then we go through and it's not just call time. It's like, cool, I'm gonna bust out this many calls, but then I'm gonna give myself creative space for this. Or maybe Wednesday's my PNL day and Tuesday and Thursday's my calls, but we're gonna build it to where we can work with it. And something that I have learned over the course of eight years of this is spreading it out and allowing calls to be scheduled wherever does not breed productivity.   What happens is I'm exhausted constantly because switching from consulting brain to even podcasting brain, so even being on client calls to podcasting, being on client calls to writing a newsletter, to creating some sort of content, to doing a one-on-one with one of the team members on our team, going from one mindset, one space of Tiffanie's life to a different space, even in the same position.   is jarring and it slows down the process. And I like to say you're just not, you're not getting enough of me when I have to do that. And so a lot of times clients are like, can we do it on Monday? I'm like, I would love to give you Monday, but I'm not my best version for what you need me for on a Monday, on a Monday. Because the version of me on a Monday is Dental A Team meeting, leadership calls, like we're GSDing for the business. And so switching from that,   to a client coaching call is a different set of brain cells and it just makes it really hard. So Kristy, what I think that flows into in your conversation is a doctor who's like, yeah, I can do a root canal anytime, who cannot do a root canal anytime. Like you don't wanna do a root canal at 3 p.m. when you close at five. I don't think you do. I don't think I've met a doctor yet who wants that. But a doctor who's like, you know what, I can do root canals on Wednesdays at 10 a.m. every time.   Great, because it builds in predictability and sustainability, I can sustain that. I know what to expect with my schedule and when there is some realm and version of predictability, when the chaos comes from the outside, when things change, when things are thrown at us and people are asking us questions, it doesn't feel quite as bad as when your schedule feels like chaos, right, Kristy?   DAT Kristy (07:33) Yeah, I agree with you. I always like to say too, ⁓ I know most of us that got into dentistry have that S profile from the disc assessment, right? And we want to please, but we're never going to please everybody. And so I hope that you look at your schedule as your team and protecting your team, right? And so   The Dental A Team (07:42) Yeah.   DAT Kristy (07:56) If you're saying yes to the patient, most of the time you're saying no to your team and the schedule and your guys' sanity. So I say the schedule's a baby, protect the baby, right? Don't, yeah. And you guys don't get upset with your doctors either if they want things scheduled at a certain time. ⁓ We've all probably experienced it either ourselves or a loved one when...   The Dental A Team (08:07) I totally agree.   DAT Kristy (08:21) A surgeon says, do surgeries on this day at this time. And it's for a reason. It truly, it's not to give our patients grief, you know? So give them a little grace when they want those specific times.   The Dental A Team (08:35) I totally agree. Even just orthodontists, right? I know we've got orthodontists who work with us, orthodontists who listen to the podcast or GPs who are practicing orthodontia, but I talk to my GPs constantly. They're like, but that's not what my patients want. And I'm like, well, what do you want? You think an orthodontist is going to be like, yeah, sure. I'll ban you anytime. No, they are banding on Fridays. Like they are banding on Wednesdays. Like they're choosing it, right? My oral surgery practices are not doing   all on fours or thirds at any day of the week. They're doing thirds on Fridays. They're doing all on fours on Tuesdays and Wednesdays so that they have two or three days left of the week to troubleshoot things going wrong, having gone wrong. So, or troubleshoot just any needs, not even something gone wrong, but they're leaving that availability for themselves. And I think that's truly optimizing the schedule. Optimizing the schedule is looking at what do I need to accomplish? So what is the end goal of my schedule?   one of the end goals of my schedule. My schedule is to deliver all the things I'm supposed to, but stay sane. I have to be a sane human and a good person at the end of the day. So add that into your goals. But what are you trying to do? And then I think there's that vision, right? What is the goal? What's that vision? But then Kristy, what you're saying is like, how am I gonna get there? And that's like your procedures, right? Like, what are you doing procedure-wise that's adding up to that goal?   and then looking at optimizing your time. And Kristy, you mentioned, and I want you to like expand on this a little bit, you mentioned the implant piece. Tell me more. We kind of briefly joked around about that, but it is very fair and very valid. Tell me about optimizing that space, because I have a few practices that are working on this right now.   DAT Kristy (10:23) Yeah. Well, again, I like to ⁓ do your procedure count and get an actual where you want to go.   if you're only doing two, could we maybe set a goal to do 10? And then we can template that into our schedule next year. And and what we focus on usually tends to happen. Right.   But with that being said, ⁓ I think people need to realize when we do do our template, it's not a one and done. It's always a moving target, right, based on our goals. So don't think that you're gonna get it in there and it's never gonna change. We need to take a look at it because our procedure counts may change. And guess what? Now that we're starting to focus on implants and schedule them, we might need more than 10, right? But with that, look at your procedure counts and see where you've been.   make some goals for growth realistically and then begin to formulate your template.   The Dental A Team (11:25) Yeah, I loved that. I wanted you to dive into that because I thought it was so important. There are so many times that, yeah, I want you to do 10 implants a month too. I really, really do, like more than you know I want you to. But if we just strictly optimize the schedule based off of what we want to do procedure count wise, we don't look at what we have done, like what's our trend, and then how can we grow it. So that's a smart goal, right? A measurable amount that stretches you just slightly. And so...   That was beautiful. So if we wanna get to 10, but we've only done three, cool. Well, maybe we block out four spots and then we start tracking the conversations we're having. Because when you start doing that, that's where you're gonna grow it and seeing the consultations that we're having and then adding more blocks in there truly optimizes that. Now, Kristy, hygiene spectrum and I think we'll use the dreaded word cancellations. ⁓ I hate that word, but.   DAT Kristy (12:20) Mm-hmm.   The Dental A Team (12:21) What do you suggest to practices optimizing their schedules when they do have things that fall off the schedule? What's a good way last minute to optimize a schedule and kind of maybe help rebuild that?   DAT Kristy (12:33) Yeah, well, first of all, are we making it easy for them to fall off? Are we expressing empathy and concern and trying to save that? I always like to say ⁓ the only thing that you can do is offer same day. But if not, then how are you creating value? Are you saying, hey, we're already booking out till fall or winter?   I'd really like to help you keep this appointment. I know doctors can be concerned or your hygienist is gonna be concerned, right? So first and foremost, try to save it and create the value for it. And then you guys as a team also have a system in place where we're all following the same rule of thumb. For pushing them out four to six weeks, then everybody pushes them out four to six weeks, right? And creating that ASAP list to get them back in.   The Dental A Team (13:23) Yeah.   DAT Kristy (13:27) Again, watch your verbiage because just like you Tiff, I'm a huge proponent of verbiage and if you're saying, can add you to my cancellation list, you're sending the message that cancels are okay. So check your verbiage as well and literally all come from the frame of getting our patients healthy and keeping them healthy. So if they're missing their appointments, are they staying healthy?   The Dental A Team (13:53) Yeah, totally agree with you. I think you are right. That's why I hate that word cancellation. Even if you guys, even if you're saying, we've got you scheduled here, but if you need to cancel, just give us 48 hours notice. Like, cool, we accept cancellation. So just don't tell them that it's OK, right? And just be like, my gosh, this is crazy. Nobody ever reschedules their appointments. Like, what's going on? OK, it's wild that anyone wants to come off the schedule. I totally agree with you. Make it a big deal. ⁓ But this is brilliant. So basically, what I'm understanding, one,   DAT Kristy (14:14) Yeah.   The Dental A Team (14:23) Create your templates and create what you want that to look like. You guys, we have templates available. Please reach out. Hello@TheDentalATeam.com. are happy to send over some awesome templates. Now templates are called templates for a reason. They are a template and you make it your own. Okay, ideas are ideas. We have a million of them. But Kristy, what you're seeing is really go through and figure out what your ideal schedule is based on the goals that you have, which again, create a self-fulfilling goal to be your best self at the end of every day.   Optimize the number of the procedures that you're able to do, which means I too scheduling you you mentioned ⁓ Kristy and something I want to pull back in is scheduling for not only the patient but the team so happy doctor happy practice most of the time Happy team right happy everyone and I've seen those teams and I've been that team that's like my gosh, like do we always have to work through lunch or do we   Like could we not do this procedure somewhere else? Like I used to have a doctor that would do late evening or late afternoon root canals and they would be late constantly. They were always staying late because they're unpredictable. Or doctors who don't schedule, they don't schedule quite enough time for the procedures that they   truly when we're talking about optimizing, that's the space that we're looking at. We're looking at like, what does this look like to get all of this done in the best ways possible? Those templates help with that, but then you've got to do the due diligence to go through and do it. There's a million podcasts on block scheduling, there's a million webinars we do. Go find them, we're not gonna go through all of those details today. Part of the optimizing and what I just had you bring in is,   really making sure that we've got contingency plans as well. So making sure when things do fall off the schedule, we're looking at, where do we pull patients back into the schedule from and to, right? Like if we have an appointment open up at 10 a.m. tomorrow, where are we pulling this patient from future, from where are we getting them from to fill that hygiene gap? So making sure we've got those contingency plans, but then also something that offices   can occasionally miss is the block schedule rule. I call it the 48-hour rule, right? Or 24-hour rule. And it's when can we break a block? Our teams are oftentimes very skittish of implementing block scheduling because they are concerned that they're not gonna fill the blocks and that they narrowed into this can only be this thing. But Kristy, I like to, and tell me what you do for teams too.   I like to say, listen, if it's not filled by this spot based on the time that's available on the schedule, we fill it with something. And that's to where that's a contingency plan. And that's either like, it was diagnosed now, can they come in or pulling in again from those lists that you mentioned? And Kristy, how do you handle that with Teams and how do you get them to utilize that?   DAT Kristy (17:22) Yeah, well, I'm with you, Tiff. Obviously, if they're really, really busy, ⁓ a 24-hour ⁓ block or 24-hour, I guess, time limit could be very achievable with a very busy office. But I like them to come up with their time, you know?   The Dental A Team (17:37) Mm-hmm.   DAT Kristy (17:44) Typically 48 hours is what most practices do because it gives you a little leeway. Again, I do have an occasional one where it's 24 hours because they're so booked out that they have a short call list that is very easy to pull from. But also to your point, I think so many people miss the opportunities from their morning huddles. Many times the patients are already coming in in your day.   You might have a patient in the doctor's schedule that is doing fillings on the upper right, but still has fillings in other quadrants. Could we keep them and do more? And they'd appreciate that not having to come back in another visit. Or, you know, look at hygiene. Usually in any given hygiene schedule in an eight-hour day, there's probably two to three people that have outstanding treatment that maybe we can convert them. In fact, maybe we could call ahead.   and ask them to come earlier because doctor had a hole in the schedule, right? So many times it's not having to fish from somewhere else. It's literally right there within your schedule.   The Dental A Team (18:41) Mm.   Yeah, and that's the contingency planning every day. So we're constantly looking and building that predictability. Because even that right there, what you said, was an unpredictable moment, but you just built predictability into it by looking for an option that we can foresee and maybe even plan ahead and get it fixed to help that. So beautiful, Kristy, I know you'd have all of the pieces that I wanted. Thank you. I love that.   DAT Kristy (19:16) ⁓   The Dental A Team (19:20) If you guys wanna optimize your schedule, like Kristy's your gal. Kristy, I have watched you in person, hands-on, optimize schedules and block schedule. You are so fantastic at it. I know our whole team is, but I really, really hand pick when you're gonna do these and what the content's gonna be. So this was strategic for you. So Kristy, thank you for those tips. think maybe, let me know if we need to add on to this, but I think action item-wise, it's, I would say look at what you're doing now. Look at your schedule now. Look at your goals.   Look at your procedures and look at how can I streamline this? How can I make this any more efficient? ⁓ Time journaling is a fantastic version. So looking at your procedures that you're doing, your procedure mix and how many, and then time journaling how long they take you. And then looking at where do you want to do these things? Do you want a three o'clock root canal? If you do, more power to you. You just let your team know, whatever you want that to look like.   And then really looking at those contingency plans as well. So how do we build in the contingency plans? Morning huddle is a great space to do that on the daily, but giving the tools and the empowerment to the team to have contingencies prior to that too. Kristy, anything I missed that you want to add in there?   DAT Kristy (20:30) think that's really good, but even in morning huddle, don't forget to not just look at today, look beyond, because if tomorrow's not at goal, starting today would be a little bit easier for the team to call on patients that are already within that day, right? So don't forget to look ahead also. And truly, as you're starting to implement templates, doctors...   work with your team, get in the habit of looking a week or two out and just looking at the schedule, explaining to them if it doesn't work here, why, you know? And, you know, look at the days, you guys add them up, add them up and make sure it's equaling your goal. When you see, I like to call it a wallpaper template where it's like, we just cleared all, you know, made sure all the white space was filled. ⁓ That's truly not the goal of a template, if we're being honest.   The Dental A Team (21:20) I love that.   DAT Kristy (21:25) ⁓ so add up your days, make sure it's equaling your goal and kind of gamify it. See how we can get better at it, you know? Yeah.   The Dental A Team (21:33) Yeah, I think those are great. Good job. Thank you, Kristy.   And you guys, listen to this a few times. Kristy is full of, she's just a wealth of knowledge and she's got so many tips and tricks. So I want you to go back, listen to this, take some notes if you weren't able to yet. Kristy, thank you for letting me pick your brain. Thank you for being here on this Monday afternoon with me. And I'm just, I'm so grateful for you and your brain. So thank you.   DAT Kristy (21:57) Thank you.   The Dental A Team (21:58) Yeah, and everyone go listen to this again. Drop us a five star review below. Let us know what your favorite tips were. And if you have anything to add to it, we'd love to hear about that too. Either within your review or Hello@TheDentalATeam.com. That's where you'll snag that promised template as well. My marketing team is on it and they want to give it away to you. So email us Hello@TheDentalATeam.com. You can also book a strategy call with us and get the template as well as strategy. We can help walk you through this ⁓ at our website.   TheDentalATeam.com. So those are all the pieces you guys. Go make life wonderful. Trish always says go be wonderful and go change lives. Thanks so much. We'll catch you next time.

En este episodio hablamos con Angie Ghosen: coach, autora del libro Renacer, mamá y experta en PNL. Nos comparte su historia de vida creciendo en un hogar con mamá y papá sordos, enfrentando el bullying y los desafíos que eso implicó. Angie nos cuenta cómo enfrentó la noticia del diagnóstico de sordera de su propia hija, Camila, y cómo, con determinación y lucha, logró que su hija pudiera disfrutar de una vida lo más cercana posible a la “normalidad”.   Hoy, Camila puede escuchar la voz de su mamá, y Angie nos inspira con su valentía, amor y resiliencia.

Kiera shares specific tips for how practice owners can gain consistency, confidence, and calm in their day-to-day unsteady of chaos and surprise at the unknown.  Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:01) Hello, Dental A Team listeners. This is Kiera and today's a fun day. ⁓ think how to get more stability and predictability in your dental practice. I think this is a zone where people don't know how to have stability, predictability, growth, and how to do that in a consistent way. so ⁓ some practices feel like it's like a freaking rollercoaster. Like your systems are wild and it's like, what?   flavor of the day should I be choosing? I fix my system? Should I go for a new patient? Should I be working on my P &L? And I think that that's just like what people do. And they're like, how do I get this stability? How do get this predictability? Now I heard this quote and then I tried to find this quote. So I'm just going to tell you, because I love it. I don't know if it's real or not, but I'm just going to say it's real. They said that Walt Disney said, and I love Walt Disney and I'm obsessed with Disney, but they were able to create predictable magic with systems behind the scenes.   And I think about that for practices of like, can I help you create predictable magic, predictable cashflow, predictable, ⁓ profitability, predictable, like new patients. Well, it's through the systems behind the scenes and the team that's in place. so today really working on that of like how we can go from chaos and like whack them all of like, and I feel like I do this too in my company. just so you know, I don't think anybody's ever perfect at this, but I think we can actually cut out a lot of these pieces for you to create less chaos.   more predictability, more predictable magic in your practice ⁓ to give you that consistency, confidence, and calm in an owner's life rather than the chaos and the surprise and the unknown of will I be able to make it next month? Will I be able to make it in six months? I think for me as a business owner, is the hardest part of being a business owner is that unpredictability. so trying to give you more, ⁓ more predictability and stability. So if you're tired of   the revenue swings, you're tired of the no show surprises, you're tired of the last minute team drama, like you're just tired and exhausted of that. This episode's for you. This is where today we're gonna really go into our mission of positively impacting the world of dentistry with tactical advice ⁓ from experts who do dentists and team consulting. We've been there, we've done it, we've done it multiple times, we've run it in our own practices. ⁓ Every single consultant on our team has had to have a proven track record of going through exactly what you go through.   coming out on the other side with ease and grace. So that's what we're here for and so I'm gonna just break it down into a couple quick steps for you today of just some different things that can probably help you create some more predictability in your practice to create more stability and to get you out of that, like I said, the revenue swings and no-show surprises. Now, this isn't something that's going to come easy. This isn't something that happens overnight. ⁓ I have a sign up in my kitchen that says discipline equals freedom. This is a disciplined act.   This is what the high achievers do. These are not the small practices that are doing this. And it's the, like, I feel like it's investing. Someone once told me investing is like vanilla ice cream. It's not sexy and nobody gets really excited over vanilla ice cream, but it's predictable and it's always good. And that's what I feel this is like, let's create your practice into the vanilla ice cream practice where it's not sexy. It's not flashy, but it is predictable and it's stable for you. And then from there, like add the sprinkles, add the toppings, add the chocolate. Like you can make vanilla ice cream awesome. It's a great base and a great foundation.   So today I wanna help you create that in your practice. So step one is a daily and weekly rhythm. ⁓ I found that structure is something that's so paramount. Even my mom, like there were seven kids in my family and my mom had to create structure. Like I remember summertime, a lot of parents hate summertime because their kids have no structure. They enjoy school time, there's structure, there's a rhythm, there's something that they can count on. Kids go to school at this time, kids come home at this time, there's predictability in there. And so for you within your practice, let's kind of take what we do.   in parenting and in growing up. And let's apply that to your practice because the same principles apply. And so having these different pieces ⁓ in place of how teams communicate, of how we review performances. So it's a cadence. Like I hate remembering things and I love cadences. just a couple key strategies on this daily and weekly rhythm would be morning huddle. And in morning huddle, morning huddle is one of my fastest ways that I'm able to create stability and structure within a practice if it's a good one. So we're looking at patient.   patients, goals and priorities. And we're doing it consistently and we're looking for opportunities. So a great morning huddle, Kristy and I were talking the other day and she said, I can add 10 to 15 grand to most practices just with a great daily huddle. And I love that because I agree with you. If you use a huddle strategically, it's like, why do team members like in basketball or football, why do they huddle? They huddle to win the game and that's what your huddle should be. So we have our daily morning huddle to look for opportunities to prioritize, to align, to make sure our goals are actually where we want them to go.   Then after that, we have a weekly leadership and team meetings. We're looking at our numbers, resolving obstacles. We literally teach our teams traction style ⁓ L10 meetings so that way you can run it. So we're talking about our data, any of our numbers that are off-track or an immediate issue. We teach you how to solve issues. We teach you how to rate a meeting. So they're very effective and efficient meetings using data. So we're not just sitting here like vomiting our problems. You vomit the problems, yes, but we're also going to have a strategic way of how we solve them.   And then this way we're able to catch our problems earlier. So between those two things of a daily and a weekly, so we're having a daily huddle that's focused on strategy. It's focused on winning. It's focused on opportunities. And then we have a weekly leadership. So your leadership team gets together and departments. And I know you might be like, that's so many meetings. It's fine. You're welcome to do that. But I'm like, if you want to know how the big players are hitting, like I'm talking the practices I work with that are 20, 30 million annually. This is what they're doing. And at a small level on a big level, this works.   When I had one team member, did leadership meetings every single week because I figured we need to start, like that's a big practices to do. That's a big organization to do. So why am I thinking I'm so small not to implement that? When you do this, you typically will see a 10 to 20 % increase in revenue and decrease in overhead. You'll increase your schedule. Like just doing this, you'll look for opportunities. Your schedule will start to get hit more consistently because we're tracking it. We're tracking it every single day. And people like don't love to talk about this, but I'm like,   I also don't love working out, but I want the six pack abs. So it's choose your heart. Like would we rather sit there and like hope and pray and want to have it? Or are we going to start to put in some of these daily practices and weekly practices that work for other ones? So that way you can have more predictability. I promise you what, where your focus is, like where energy goes, focus flow, like where focus goes, energy flows. Let me get that one right. Where focus goes, energy flows. So if I'm focused on the numbers, I'm focused on the things we should be doing. I'm focused on solving problems sooner.   That's where my energy is gonna go. So we're gonna start to like, if you read the book essentialism, they talk about like, don't spin your wheels on a million things, spin your wheels on the most important things and laser focus on it and get everybody rowing in the same direction, you're ultimately gonna grow so much faster. So when we're doing these little pieces, this is what it is. So I would, if I was you, add these meetings into it, but I would make sure my meetings are powerful and impactful. I wouldn't just do meetings for meeting's sake, meetings need to be done with intentionality. Number two is tracking.   Leading metrics, not just lagging ones. So a leading and a lagging, I really hate these, they're really hard for me, but it's leading ones are things we have control over, lagging is the outcome at the end. So for example, like pre-appointment, how pre-appointed are our books? What's our unscheduled treatment? What's our AR aging? What's our same day conversions? What's our diagnosis rate? Like all those things are leading measures that will help us know if our outcome is going to actually get met. So if we're looking at pre-appointment, like,   how many patients in our database are pre-appointed for appointments versus how much re-care and reactivation do we need to do? So it's these two things like, if I wanna schedule full, I can pre-appoint, I can reappoint, I can look at all those different pieces to make sure my schedule's full. Schedule full is the outcome, the pre-appointment, the reappointment, all of that is a leading measure that's going to help me get to my outcome. And then we wanna actually look at those. So, ⁓ and a lot of times it's like, we want to hire somebody.   Well, let's think about the leading metrics that would help us. It's how many ads did we place and how many interviews did we perform? Those are things we have control over. I don't have control over if I hire somebody or not. I don't have control over the candidates that come to me, but I do have control over how many ads I place and how many interviews I perform. So let's track that versus tracking somebody being hired. Let's track how many reappointments we have and pre-appointments we have. Those are things we can control versus as our schedule full.   I still want to track both. Those are still important, but we have, your team can influence the leading measures. They can't necessarily influence the lagging ones. And if we have great leading measures that we're tracking, our lagging outcomes should actually be hit. Then we look at those in our weekly meetings, not just at the end of the month. And then this way, like it's a KPI scorecard that the whole team's looking at and they're watching. So when we do this, what you find is our reappointment. Like, so in office, when they start tracking their reappointments,   And we started doing it consistently. go from 80 % to 85 to 98. And people are like, but Kiera, I already do this. We're already doing it. And I'm like, great, then let's just make sure that the data proves what you're already doing and you're getting the gold stars for what you're already doing. What's crazy is when you start tracking these little things, your practice, that's gonna get a lot better. And it's crazy to how quickly it does. So if I was in your shoes, I would look at where are my gaps and where are the things that I felt, like I said, the...   the schedule gaps. So what could I do if I've got gaps in my schedule that would be leading? Well, it'd be how many outbound calls did we make and how many patients did we get scheduled off those outbound calls? Those are things I can control. So this is on my re-care. Tiffanie, she used to make her practices call 50 patients a day. I am not exaggerating that. I think it was actually a hundred. Like it was so many, cause she's like the more I have to have so many outbound calls cause she had tracked it. I have have this many outbound calls in order to have my schedule stay consistently full.   I can't just call when I need an opening. I need to be constantly putting those phone calls out there so patients are calling me back and I keep my schedule full. That's something. So when you're looking at like, well, I'm so tired of the cashflow dips. I'm so tired of the schedule gaps. My question is, what are you doing proactively? Like those are the systems behind the scene that create the predictable magic. I guarantee you Walt Disney's not like, you know, we should have fireworks. Well, no, there's all these systems in play before they even get to firework show.   to make sure the firework show is a success. So for you looking at what are the predictable things I should be doing. So the way you break this down is what are the three big stressors I have? And then what are leading measures that I could add into place to prevent that? So instead of me looking at the end of my PNL and be like, well, shoot, I don't have money. Could you look at your bank account every single day? Could you look at your PNL every single day?   could you look at your diagnosis and your production? If you want to produce a hundred grand, you've got to be diagnosing 300,000. That's something within your control. You could start to say, am I diagnosing $300,000 a month? I break that down to how many dollars I need to do a day. I watch my daily production diagnosis. I work with my hygiene team. I integrate Overjet or Pearl as AI solutions to it. That's how you can start to move this one forward for you exponentially rather than hoping and praying that we're hitting our cashflow at end of the month.   That's how you start to be a more strategic, getting out of that chaos into consistency and predictability. And then step three would be like building capacity plans. when I look at this, sometimes we like, so back at the beginning, I mentioned to you, said, are you tired of the revenue swings, the no show surprises, the last minute team drama? Well, cool, this is around like the team culture and all that. So.   People and time are gonna be a big piece for that. So based on our production goals and where we want to go, based on where we are currently and in the future, I need to start planning and projecting out how many team members do I need for the production? How do I have block scheduling to make sure that I'm not having like up and down months? How can I forecast out on my schedule to see when are my down months? When are my up months? When are people taking vacations? How can I proactively plan for this?   And then we're going to plan PTO and hiring proactively. So when I'm projecting out with a practice, we're literally at like September. ⁓ So convenient timing of this podcast to release for you. I'm looking ahead to say, okay, let's plan out our entire year time off. When are we having meetings? What are the highs and lows? What are the peaks and valleys within our production? And how can I stabilize that? So I'm not having these huge swings in a practice. How can I either plan for providers to be there, not have as many providers off? I'm looking at past history.   How can I prevent sucked timber and have slammed dunk timber? Like what are the different things when I know I've got those lows? What could I do two months earlier to make sure that I'm not having these like high and low months and then I'm proactively doing these pieces. So if I need to hire or I need to do these different, I need to have a different schedule. Like a lot of you are out two weeks in December. So why are we setting our September goal the same as our say October goal? They're not, they shouldn't be the same. You should figure out what is my goal. So if I'm trying to produce   let's say 3 million, well, I'm not gonna do 3 million divided by 12 months. It's gonna set me up for massive failure. I'm also not gonna do it by 52 weeks. What I'm gonna do is I'm literally gonna look to see, let's say there's only 45 weeks that we're going to have, and let's say I'm gonna then do that by 12 months. Well, now what I've gotta do for there is if that's the case, I need to be producing every single month, okay? So what I did is I did 3 million, and I'm gonna do that by about 45 weeks, okay? Then I'm gonna divide that by 12.   And I'm gonna say, all right, this is what I need to do. So my 3 million divide that by 45 weeks, that gives me 66,666 per week. Now I'm gonna divide that by four days. I need to be producing about 17,000 a day for 45 weeks. Notice I took out some of our low weeks. We have 52 weeks in a month. So I just gave you seven weeks where that's gonna hit your December holidays, it's gonna hit your November holidays, it's gonna hit your ice days in February, that's gonna hit it.   And instead of just doing it haphazardly like that, you actually can proactively plan this out. We have a tool for this where you can plan this. When are people out? What do I need to do? And then based on the growth that I'm also gonna project for our business, based on my diagnosing, all these leading measures, how many team members do I need to have and when do I need to hire them? How you doing? Because that was so many words and I hope you took it and I hope you took notes on it.   because what this will do is it's actually going to create a roadmap for you for next year. It's going to create a way for you to have predictability. This is going to prevent those revenue dips. We've helped you already with scheduling gaps by being with leading measures and then with your team, like staffing issues, making sure we have enough team members. If we know we are always down an assistant, rock on, let me project that out. Let me figure out what I need to produce for that. That way I can hire an additional assistant without having it be chaos on me. These types of things, if I know I've got maternity leave coming out.   How can I proactively do it? What if I hired another hygienist? But I actually build this whole plan out as best as I can. Usually I do mine in September, August, September, October is when I start working on mine to have it ready to go for the next year. I always want to throw up when I look at how much it's going to be. And then I like go to work and figure out how we're going to make this happen. But that helps you be more proactive. So I would look to see these three things. One, do I have a daily and a weekly rhythm? That was the easiest thing and making sure that those have opportunities.   and looking for that and strategizing with that. Then having leading indicators, not just outcomes. And we're tracking that collectively as a team and in every department. And then we're creating this strategic plan and forecasting and projecting out. So that way that's in place. Those three little things right there are going to help you have so much more stability and capacity within your practice that you will just be able to sleep better at night. Like as a business owner who's done this, as a consultant who's done this for offices, as consultants who do this for offices, these are things.   that are so helpful for you. Like this is not just luck. I say create your own luck, create your own magic and do it through the systems behind the scenes. But the discipline there is required. The accountability to yourself and to your team is required. Sometimes when I listen to podcasts or I have coaches come in, I'm like, that feels hard. Well, it doesn't have to be hard. You don't have to do this on your own. Buying a practice did not mean you had to be a CEO and an operations specialist and a CFO. You don't have to do all these things.   What you do need to do is hire people that are smarter than you that know how to do this. And if you don't know how to do it, it is your opportunity and in my opinion, obligation as a CEO to either figure it out or I love the book, Who Not How, who knows how to do this that can help me and my team. And then I vet them, I interview them, and then I execute and I hire them. That way you're able to grow. So if this is something that I think resonates, like you're like, I want predictable and profitable practices.   I want to get rid of the stress and the chaos. want to get rid of the highs and the lows. Reach out. This is what we do. We build systems to scale and sustain. We create the predictable magic with the systems and the team behind the scenes. We teach you how to have the disciplines. We teach you how to have an effective morning huddle. You don't have to do this alone. People are always like, dentistry feels like an island. And I'm like, only if you want it to be. It doesn't have to be. You can be with all the other doctors. You can be with all the other people. We have a community of doctors that get together.   We have teams that get together. We have trainings across the board. We work with your practice individually and connect you with other people so you can learn from other people. You don't have to do it. So stop guessing, start growing predictably, start having more predictability and less chaos. This is what we do. So if this feels fun for you, reach out. Hello@TheDentalATeam.com. If it feels terrifying and intimidating because you're like, feel like I should know this, drop the ego and realize it's okay. None of us know what we're doing. Everyone's in your same boat.   Everyone doesn't know how to figure this out. Some choose to get help and some choose to swim it out and figure it out on their own. Both are correct methods. It's just what's method, Beth, for you. And if I was you, I would at least book the call, see what people could do and see if you could help me get more predictable, predictability in my practice. Because the biggest thing as a business owner that creates the most amount of stress are those upswings, those downswings. And when I have more stability, when I know more consistently, when I know what it's going to be,   I'm able to navigate those highs and lows a lot better because I know the long-term outcome. It's not like a shotgun, like, like scatter. It's like, my gosh. It's like, all right, got it. I can weather this. And I also have somebody who can keep me stable. I have coaches and they help me keep my stability there. So reach out. I'd love to help you. Hello@TheDentalATeam.com as always. Thanks for listening and I'll catch you next time on The Dental A Team podcast.  

En Ivoox puedes encontrar sólo algunos de los audios de Mindalia. Para escuchar las 4 grabaciones diarias que publicamos entra en https://www.mindaliatelevision.com. Si deseas ver el vídeo perteneciente a este audio, pincha aquí: https://www.youtube.com/watch?v=CdfyitP8UrA El momento de Renacer para la Humanidad inicia YA: una Travesía Sagrada que da comienzo con el Inicio de 3 años de Luz. Las almas, los cuerpos y la consciencia se reconfiguran según su diseño original, libres de manipulación. La opresión en los planos sutiles ha cesado; ahora es tiempo de encarnar la verdadera libertad y aprender a sostener la luz con responsabilidad, presencia y verdad. Nieves Martínez Facilitadora en Desarrollo Humano y Comunicación en los procesos de cambio con PNL, Semiología de la Vida y Coaching, así como Terapeuta Holística cuántica, autora y canalizadora. https://nievesmartinez.com.mx/ / nieveslapazinterior / nieveslapazinterior Más información en: https://www.mindaliatelevision.com PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. ------------INFORMACIÓN SOBRE MINDALIA----------DPM Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS Facebook: / mindalia.ayuda Instagram: / mindalia_com Twitch: / mindaliacom Odysee: https://odysee.com/@Mindalia.com *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas.

Send us a textDe plomero a billonario: los 3 no negociables de una mentalidad imparable En esta masterclass, converso con Ismael Valdés, emprendedor méxico-americano que vendió su empresa por más de $100M y hoy construye Nuve, un termostato inteligente con miras globales, sobre la disciplina mental que lo llevó de los trades (plomería, HVAC, roofing) a escalar compañías de cientos de empleados.Lo que te vas a llevar:Los 3 no negociables de Ismael para rendir al máximo:Dormir bien (6–8 h) para pensar claro y ejecutar.Ganar la mañana: 15 min para ti (rezar/meditar/escribir) antes del teléfono.Una meta al día (una sola) y enfocarte hasta completarla.Cómo vencer las voces limitantes (muchas veces de gente cercana) y convertir obstáculos en lecciones que pagan.Cuándo contratar para proteger tu tiempo y acelerar la operación.Por qué finanzas básicas (PNL, balance, cash flow, KPIs) son el idioma del crecimiento.La diferencia entre “ganar solo” vs. construir equipos que ganan contigo.La definición de éxito de Ismael hoy: paz interna y familia.Quién debe verlo: fundadores, operadores y líderes que quieren claridad, foco y tracción diaria sin distracciones.Mención especial: Ismael estará en Business Masters Live (CDMX, 15–17 de octubre) para profundizar en mentalidad, sistemas y crecimiento. Más info en businessmasters.mx.

Are You Missing Out on Real Estate's Best-Kept Secrets? Imagine investing in properties where: Tenants fix their own roofs You can boost income with a few tech upgrades Most investors are too scared to even look This episode reveals two underground real estate niches that could change your wealth strategy forever: Mobile Home Parks and Parking Lots Special Guest: Kevin Bupp, an investor with over $1 BILLION in real estate transactions under his belt shares how everyday investors are building wealth in places others overlook. Grab your FREE real estate investment white papers and unlock hidden wealth strategies at InvestwithSunrise.com  Resources: Text FAMILY to 66866 Call 844-877-0888 Visit FreedomFamilyInvestments.com/GRE Show Notes: GetRichEducation.com/574 For access to properties or free help with a GRE Investment Coach, start here: GREmarketplace.com GRE Free Investment Coaching: GREinvestmentcoach.com Get mortgage loans for investment property: RidgeLendingGroup.com or call 855-74-RIDGE  or e-mail: info@RidgeLendingGroup.com Invest with Freedom Family Investments.  You get paid first: Text FAMILY to 66866 Will you please leave a review for the show? I'd be grateful. Search “how to leave an Apple Podcasts review”  For advertising inquiries, visit: GetRichEducation.com/ad Best Financial Education: GetRichEducation.com Get our wealth-building newsletter free— text ‘GRE' to 66866 Our YouTube Channel: www.youtube.com/c/GetRichEducation Follow us on Instagram: @getricheducation Complete episode transcript:   Keith Weinhold  0:00    Welcome to GRE. I'm your host. Keith Weinhold, talking about first mobile home park investing and then investing in parking lot assets. What makes them profitable? What gets investors excited about mobile home parks and parking lots? What are the risks and what's the future of both of these real estate asset classes? All with a terrific guest today on get rich education.   Keith Weinhold  0:28   You know, most people think they're playing it safe with their liquid money, but they're actually losing savings accounts and bonds don't keep up when true inflation eats six or 7% of your wealth. Every single year, I invest my liquidity with FFI freedom family investments in their flagship program. Why fixed 10 to 12% returns have been predictable and paid quarterly. There's real world security backed by needs based real estate like affordable housing, Senior Living and health care. Ask about the freedom flagship program when you speak to a freedom coach there, and that's just one part of their family of products, they've got workshops, webinars and seminars designed to educate you before you invest. Start with as little as 25k and finally, get your money working as hard as you do. Get started at Freedom family investments.com/gre or send a text now it's 1-937-795-8989, yep, text their freedom. Coach, directly. Again, 1-937-795-8989,   Corey Coates  1:40   you're listening to the show that has created more financial freedom than nearly any show in the world.This is get rich education.   Keith Weinhold  1:56   Welcome to GRE from Burlington, Vermont to Burlington, Washington and across 188 nations worldwide. I'm Keith Weinhold, and you are inside get rich education. We are all firmly in the fall season. Now, autumn, if you prefer. And as we often do, we're discussing residential real estate investing today, but it's two different and distinct niches within that, and I guess they both have to do with wheels, as it turns out, mobile home parks in the first part of the show and then parking assets later today. I think there's a compelling future use case for at least one of those two to speak to our international audience for a moment, but this will actually help clarify things for you. If you're a North American too, though it's called a mobile home, well, it doesn't really have that much to do with wheels. There might not be any wheels on it. And if a resident lives inside one of these for, say, a decade, well then it's probably going to remain attached to that same location on the ground all 10 years. That's why a mobile home is often referred to now as a manufactured home. What it is is it's a factory built residence, constructed on a permanent chassis and then transported to a site. I mean, that's what we're talking about here, and they are a less expensive alternative to traditional homes that have, say, a cast in place, concrete foundation. So therefore, understand, mobile homes are affordable housing, highly affordable housing, and that's really important in this housing affordability crisis. And I've talked quite a bit about that on the show, and the meager national supply of that all types of affordable housing, they are recession resilient. I mean, that's just one reason why we love affordable housing types here at GRE where we're often buying rental property just below an area's median price. You know, people think of mobile home parks MHPS, that they're all crime ridden and that there are slumlords. But that is not true in every case. There are actually nice ones. If you're an MHP investor, you often only own the land beneath the structure, and not the mobile home itself. The resident owns the mobile home itself. So therefore, if there's a leaky roof or a window needs replacement, or flooring needs replacement, that is on the resident to fix, not you. MHP dwellers, they often don't have to pay property tax, though, because, like I said, they don't own the land. The landlord, or the community, therefore, is the one that has to pay the property tax. So there's some thoughts on mobile home parks for you, parking asset, real estate that's still settling into its post pandemic pattern with Return to Office mandates that aren't really fully matured yet. We're still settling in and seeing how that is going to look. And then when it comes to parking lots, you got to wonder about its future. When you consider the proliferation of autonomous cars, will that make parking lots obsolete? I'll have our guest address that longtime GRE listeners, you might remember episode 13 of this show, yeah, almost 11 years ago, that episode was about how autonomous cars will affect your future and your real estate and the very need for parking lots and a lot of what I discussed there in early 2015 that is beginning to come true, but this autonomous car adoption that is way slower than a lot of people thought. I mean, most Americans, they still have not been inside an autonomous car at all. A lot of people are still saying that they don't trust that that should change soon. But as for now, I'm just guessing that fewer than one in 10 Americans have been inside an autonomous car, probably quite a bit less than that. Today's terrific guest has over $1 billion in real estate transactions under his belt. This should be interesting. He is a specific investor in both mobile home parks and parking assets.   Keith Weinhold  6:26   Today's guest is a seasoned real estate investor entrepreneur, and he's a prominent voice in the space, because he hosts the real estate investing for cash flow show. He's built a strong reputation as an expert in two niches that have less competition than some other investments, and we'll discuss those two today. They are mobile home parks and also parking asset investments too often overlooked yet pretty profitable niches, and he and I have a lot in common. I'm on the Forbes real estate Council. He is on the Forbes Technology Council. He and I are both native Pennsylvanians. It's been quite a few years. Hey, welcome back to GRE it's Kevin Bupp.    Kevin Bupp  7:06   Hey, Keith, thanks for having me back. And yeah, excited to be here, my friend, and excited to finally get caught up. When you referenced that, it was nearly eight years since we last spoke. I was taken back a little bit because A lot's happened in past eight years.    Keith Weinhold  7:21   I know that's wild with where things are at. People didn't even know the meaning of the word pandemic when you were last here on the show, Kevin, let's talk about really the case for mobile home parks. I know they can be a strong, cash flowing asset once people are really dialed into them. I think what's interesting is, since you were last here on the show, really, from the pandemic on, it's been a well documented national story where lay people just know about how the supply of housing just is not adequate in order to meet demand, and what that usually means, just talking about the single family space is, of course, they're building, but they're not building fast enough to keep up with population growth and housing demand. But what's so compelling about mobile home parks is, I mean, they're barely even building them anymore, like they are contracting in supply in a lot of areas. So tell us more about the compelling case for mobile home parks.    Kevin Bupp  8:16   Yeah, well, you had a big one. You know? It's an asset class that has a diminishing supply, right? We can get into the reasons behind that. But, you know, just from a high level perspective, one of the other factors as it relates to, you know, available homes, available housing for the growing population, is that while they are building stick boat homes, they're not fulfilling the needs of those that actually need affordable housing. So there's not a lot of the average working household can't necessarily afford the starter home any longer, and so mobile home parks are unique. I truly feel they're the best vehicle to help us fill this void of housing, affordable housing that is really needed throughout the entirety of the country. I mean, there's very few markets in this country that are still affordable. There's some places you can still go buy. You can probably go to Flint, Michigan, buy a home for 50 or $60,000 but generally speaking, I think the median home price today, I think it's crested over 400,000 I don't have the exact number, but I do believe over $400,000 and the average starter family, or even folks that are, you know, just working two jobs, making 40, $50,000 a year, they can't afford to purchase that type of home, a $400,000 home. And so again, these mobile homes you had mentioned, they're not building mobile home parks any longer. However, they're still building new mobile homes, and it's kind of interesting what's evolved over the past 10 years. The quality of the product is it's like a night and day difference of what it looked like 1015, years ago, of the homes themselves to what they look like today, and what you get for your money. You know, the average single wide that we might be putting into a community, brand new home, 13, 1400 square feet. Someone could come in and for roughly $80.70 $80 a foot, can buy a brand new home that's never been lived in before, that's unheard of, that's absolutely unheard of when you compare it to the average or the median home price across the US today. So it really is kind of the last frontier, and it's typically any market that we're in, if you take the same comparable quality of an apartment complex in the same, you know, area of town, the same school districts, we're typically about 20% less all in cost to actually own your own home, versus that of even renting the comparable size apartment. So it's a very compelling reason for folks that are looking for an affordable place, but not just affordable, but clean, safe and quiet. I mean, like we run very respectable communities, they're in the really good school districts. They're places that folks are proud to live and raise their families, then,    Keith Weinhold  10:22   yeah, that's true. This would really help meet that affordability challenge, another problem that's been so well documented. Talk to us more about what makes mobile home park investing different from investing in single family rentals or even a fourplex or a 20 unit apartment building.    Kevin Bupp  10:40   A lot of the fundamentals are similar, and I would say that it's probably more comparable to that of an apartment complex to a certain degree. Just think of it as a horizontal apartment complex, where units aren't stacked on top one another. They're just layout horizontally more wider than they are tall. But the bigger difference is in most instances, we don't actually own the homes, so the residents own the mobile homes, whereas we as community owners own the infrastructure, we own the land. We own the roads, when the sewer lines, the water lines, the common areas, if it has a clubhouse, if it has amenities, so we maintain and we own all that collective area where the folks basically come and they bring their home, they fix it to the ground, and then ultimately pay a slot rent to have their home there on that premise. And so for us, it's very attractive in that the resident that's in their home, if they have a Roofing Leak, they have a plumbing leak, they have their HVAC system go out. They're not calling us like they enter an apartment complex. It's on them, yeah. So they're homeowners. And a couple other really attractive elements of that that come as a result of having residents that live there, not just renters, is that they're very sticky. And so just like in a standard single family subdivision, where you've got folks that might have lived there for generations, you just reference that your parents literally live in the same house, and so they've lived there a very long time. It is quite common to find residents and even multi generations of the same family that live in our communities. And a couple come to mind. We just celebrated a woman's 50th year of living one of our communities in brendalin. And so you've got sticky resident base. There's not a lot of turnover. And then the last big piece of it that is really attractive us is a homeowner mentality is very different than a rental mentality as far as upkeep. And so you got folks that they plant flowers, they ensure that their units have curb appeal, right? They put flags out, they put decorations out during the holidays. It's a lot more warmth than that of what you might find in a traditional rental apartment complex.    Keith Weinhold  12:26   So what all does the tenant pay for? You mentioned that they pay for the lot rent. What other expenses do they have? How does that look for them?    Kevin Bupp  12:36   Typically, you know, utilities. So they'll have their own individual meter. They'll pay, you know, direct to the utility company, utility provider, water and sewer as well. They'll pay for their water and sewer usage. And that can come in many different forms. Sometimes, where our communities have public utilities, where it's built directly by the utility provider, sometimes it's more of a private system, where we're actually acting and participating as utility provider and building them back for their usage. Really the standard things that you might pay for if you live in a single family home. I think so the areas where it might differ. And honestly, this is really community by community for us, some of our communities, literally, the residents, they pay for the utility use, but outside of that, literally, we mow the grass, we shovel their driveway, we shovel their walkways, we handle all those type of elements, whereas some other communities, the residents we might require that they actually maintain their own grass so they their own grass, so they have to mow it, or hire a a third party vendor to come in and mow it. They might have to actually shovel their own driveway. And a lot of how we run a community really is depend on how it used to be run when we took it over. You know, if it's not broke, we don't fix it. And so a lot of times we don't like shaking things up too much. If they're used to a certain way, we just keep it status quo and continue rolling on of how the prior ownership used to manage it really similar elements of what a folks, an individual living in a single family home, might pay for so very similar.    Keith Weinhold  13:48   Okay, so they pay you the rent for the lot. This puts nearly all the maintenance and repair burden on them. So is there any sort of HOA like body here?    Kevin Bupp  13:58   Not in our community. You do find some communities, and most of these that have an HOA are typically a community that's gone through more of a co op type arrangement to where the actual individuals only like fractionalized share of the community, the residents that live there, and so then they have a the oversight from an HOA that's managing the daily operations, managing the financing, managing the budget, things like that. But in our communities, no, there is not an HOA, I'd say the one other thing that's typically included in lot rent is they don't have property taxes, right? So we own the land, and so the individuals that live in these units aren't paying individual property taxes. A lot of states require that they have a registration fee, just like you do in your vehicle, that they would have to pay on an annual basis. And then most of them have insurance as well. You know they're covering you're carrying homeowners insurance on the actual dwelling itself. Outside of that, it's, again, just pretty straightforward,    Keith Weinhold  14:47   yeah. So here we are in this low competition, low supply niche that we're talking about here we think about communities and nimbyism and building, not in my backyard. ISM oftentimes that's a sentiment that residents of a certain area have, residents say something like, ah, we don't want this new 200 unit apartment building or mobile home park here in our single family home neighborhood, like, that's nimbyism. But in mobile home parks, to me, it seemed like nimbyism is often at a different level. It's at the government or the municipal level, like your town or city, might not want one, because it doesn't generate as much property tax revenue as a new single family neighborhood would. Is that the reality? Kevin,   Kevin Bupp  15:31    that's absolutely the reality. And that's why you don't see new parks getting built. I think last year, ones that I know of, there are about a dozen that were built, many more than that. They're actually shut down, you know, for redevelopment purposes. And so that is absolutely huge part of it. In fact, you know, it's frustrating, because pretty much every municipality across the country the topic of affordable housing, it's on the radar, and it's probably one that is discussed quite often. And in all reality, again, these mobile home parks really would help resolve that challenge at most of these you know, municipalities are the shortage of homes, affordable homes, that they're facing across the country. And so, you know, another big piece of it, you mentioned the tax basis, absolutely, you know, the municipality would make, they'd have much better tax revenue from pretty much anything else that could be built there. And so that's a big barrier. But the nimbyism piece of it, I think a big part of that is it's unfortunate. I think it's getting better over time. There's bad operators in our space, just like they're bad operators in the apartment space, just like there's bad operators landlords that have single family homes that just let them deteriorate over time and don't repair things. Unfortunately, we kind of get lumped all the mobile home parks get lumped in that bad bucket. And so while there's, you know, I always joke and say there's mobile home parks that are on the wrong side of town, wrong side of the tracks, right? You don't want to go to and during the daytime. Well, guess what? There's subdivision, the single family home, neighborhoods that are the same thing, and there's apartments that are like that as well. You don't go anywhere near them. And you've got the middle of the road, right? You've got just the good, hard working, blue collar folks that want to send their kids to good public schools. We've got those communities apartments are that way too single family home subdivision, you got white collar stuff. You got some higher end stuff. Unfortunately, we kind of all get lumped in that bad bucket. That's where the assumption that's made by folks that don't understand mobile home communities have never driven through one. They just assume that it's all, you know, basically, drug, sex, rock and roll, the wrong element that we do not want in our neighborhood. We don't want anywhere near us. It's going to devalue our home prices. And for that reason, you just don't see them getting built. It's unfortunate, but it's the truth.    Keith Weinhold  17:20   Yeah, I'm just thinking about the mobile home park that I drive past most often. It's sort of walled off. There's maybe an eight or 10 foot high wall around it. I don't know if that's something that the municipality erected to sort of screen its appearance off, or something that the mobile home park built, which is my guess as to who built it, but not all mobile home parks look blighted   Kevin Bupp  17:43   absolutely, yeah. And I don't know the case that you just referenced there. I mean, it could be for sound deadening purposes, if it's off of a busy road. It could have been something put up as far as just to kind of shield off so folks that are driving past don't see the community. My guess would be that's probably not the the reason that was built. But in any event, these are, there's, you know, we've got a number of communities, Keith, that if you drove through, and I didn't, if I blindfolded you and you drove in, so you went past the entrance, you went past a sign that said manufactured home community, and I took you down a road, you wouldn't believe that you were actually in a mobile home park. Some of these homes, they're double wide homes, and they look like ranch homes, and so they're actually laid out perpendicular to this, or parallel to the street, and then they have two car site built garages that are attached to them via breezeway. So they look like your traditional ranch style home, but they're absolutely 100% mobile homes that could be moved if you wanted to move them, and for a fraction of the price of what a neighboring single family home might sell for. So there's all different qualities. They all come in different shapes and sizes. But to my point earlier, some of these communities, they're not even affordable. There's actually, there's down here in Florida, we've got what we call lifestyle communities. It's very common out in Arizona as well, where it's a lot of times a second home for snowbirds, you know, retirees that want to come down and want to live an active lifestyle. You know, they want to have two swimming pools. They want to have an activities director. They want to have, you know, shuffleboard and pickleball courts and tennis courts, and they want to live this lifestyle. And those units are anything but affordable. In fact, there's many. There's a community down the road for me that, you know, their lot rent is $1,200 a month, and so you factor that in with probably a house payment. And you know, you might be looking at 2000 to, you know, $2,300 a month, all in for the house and the lot rent. And so not necessarily in the affordable scheme of things, but they come in all shapes and sizes and again, unfortunately, we just get lumped into that bad bucket. It's unfortunate because I do think that we could really help start making a dent in this affordable housing crisis. I don't how it's going to happen any other way. I really don't, because we can't build affordable products at this point in time. It's not possible    Keith Weinhold  19:37   a posh an exclusive mobile home park there that you're referencing in Florida. As paradoxical as that sounds, tell us, Kevin, how that really works, because I know you help investors get in to mobile home parks. Does this mean an investor owns a full Park? Or I wouldn't imagine you're just doing it at the level where you just own one lot and then have One dweller pay you the lot rent. So tell us about how it works from the investor angle.    Kevin Bupp  20:05   We have fund structures that we typically roll out through sunrise capital investors and any one individual fund will own somewhere between nine to 13 somewhere, typically in that range, mobile home communities. These communities can range in size from maybe as small as 80 or 90 lots to the largest community we own at present time is 780 lots. And so it's quite large. I mean, the size of a small town. But essentially, investors come in and they own a based on their investment. They own a proportionate share of the various properties that are owned underneath that fund umbrella. And so one, an individual, might come with 100,000 and own a smaller proportion share than someone that comes in with a million dollars. But they are owners. They're absolute owners. They participate in the cash flow, they participate in the the upside, and they participate in the proceeds. When we have capital events, either cash out refinances or potential sale events.    Keith Weinhold  20:56   Tell us more about why it's so profitable. Why do mobile home park investors get excited,    Kevin Bupp  21:01   as with anything, Keith, you know, you got to buy it, right? And, you know, we look at a lot of deals, and a lot of deals don't pencil like, if we bought it for what they're asking, we would make money. We might lose money. And so the money's made on the buy, just like with any other type of real estate investment. But I think the one factor that really has allowed mobile home parks to be an attractive investment vehicle over the past, really, the last decade, it's grown the attention of lots of different private equity groups, institutional investors, that 15 years ago, they weren't in the space, and the biggest reason is a lot of these. It's a very fragmented niche, and so there was no consolidation that existed 10 years ago. There was really only two public traded companies outside that. It was mom and pops, mom and pops, that typically owned one, maybe sometimes two or three communities, but it was just a very fragmented niche. And what you find those fragmented niches that there's a lot of inefficiencies that exist in the operations. There's a lot of inefficiencies that exist with regards to utility management or managerial oversight within the community, or even keeping up with market rents. And so very often, we'll get into a community we just bought one at the end of last year, and right outside of Ann Arbor, you know, great sub market in Michigan. It's it literally has never traded hands. It was built back in the 80s by the gentleman we purchased it from. He was a subdivision developer, but he got into the manufactured housing space, so he built this, what looked like a subdivision, but it was mobile homes and and he basically owned it up until we acquired it last year, but gorgeous community, well maintained, needed some upgrades, different amenities that just were a little worn out and tired. But the biggest element within that community was that the market rents in the local area were roughly $800 a month. $800 a month for lot rent, and when we purchased it from him, the average lot rent throughout the community was $477 so there was a significant loss lease that exists. And we see this quite often with just over time they've owned it, free and clear, they go 567, years out, doing rent increases, and sooner or later, they find themselves in a situation where they are severely below the local market rents. And so there's typically a lot of loss, at least recapture, that we find going into these communities. Sometimes we'll also go in and we'll find there's a lot of waste with the water and sewer cost. It might not be billed back for usage to the residents, to where if you're not paying for something, sometimes you're abusing it. And a lot of times we can go in and put individual meters in and almost send entirely that savings down to the bottom line and find it as additional noi on our PNL. And so it's just inefficiency of operations, and again, quite common, given the mom and pop nature of this asset class. But it's very quickly becoming consolidated. Now it looks very different today than what it looked like as far as the ownership groups. When I go to an industry event 10 years ago, those other guys like us, and then a lot of mom and pops. Now it's, you know, the likes of reps from Blackstone and Carlisle group and and got lots of other institutional groups that are showing up there. So just it's very different world, and probably more akin to that of what the apartment sector looks like, as far as ownership groups and the consolidation that's happening.    Keith Weinhold  23:52   You're feeling more of that competition. Kevin and I are going to come back and talk about another, I suppose, real estate investment that has something to do with wheels, and that is investing in parking lots. I'm your host, Keith Weinhold   Keith Weinhold  24:07   if you're scrolling for quality real estate and finance info today, yeah, it can be a mess. You hit paywalls, pop ups, push alerts, Cookie banners. It's like the internet is playing defense against you. Not so fun. That's why it matters to get clean, free content that actually adds no hype value to your life. This is the golden age of quality email newsletters, and I write every word of ours myself. It's got a dash of humor. It's direct, and it gets to the point because even the word abbreviation is too long. My letter takes less than three minutes to read, and it leaves you feeling sharp and in the know about real estate investing, this is paradigm shifting material, and when you start the letter, you'll also get my one hour fast real estate video course, completely free as well. Now it's called the Don't quit your Daydream letter. It wires your mind for wealth, and it couldn't be simpler to get visit gre letter.com while it's fresh in your head, take a moment to do it now at gre letter.com Visit gre letter.com   Keith Weinhold  25:19   the same place where I get my own mortgage loans is where you can get yours. Ridge lending group and MLS, 42056, they provided our listeners with more loans than anyone because they specialize in income properties. They help you build a long term plan for growing your real estate empire with leverage, start your pre qual and even chat with President chailey Ridge personally. While it's on your mind, start at Ridge lending group.com that's Ridge lending group.com.   Ted Sutton  25:51   Hey, it's corporate directs Ted Sutton. Listen to get rich education with Keith Weinhold, and don't quit your Daydream.   Keith Weinhold  25:59   welcome back to get rich education. We're talking about two real estate investment niches with Kevin bump today, an expert in both mobile home park investing and in parking lot assets. And Kevin, I got to tell you, I am more skeptical about parking lot investing than I am about mobile home park investing, but you can probably help me with this. I think we know that. I mean, gosh, just historically, ever since Henry Ford did his thing. I mean, mass transit adoption is really slow in most US cities. But anymore, one needs to wonder, okay, can autonomous cars disrupt the parking model? A Robo taxi can just constantly stay on the road, dropping off and picking up passengers where, you know, some people foresee a day in the not too distant future that people won't even need to own cars. They'll sort of have a subscription to a car service, but now this is where your expertise is. So I'm sure you thought above and beyond that. So what are your thoughts there, just for the need for parking spaces?    Kevin Bupp  27:11   You make a valid point. I think the adoption of that, it's, I think it will be very different from market to market, say, the city, whereas, if you want to maybe look at one area. We have a parking garage today in downtown Phoenix, Arizona. Phoenix is very much a driving city. It's parsed out very far the public transit. It's not great there. And again, it's just it's a wider state, whereas, if you compare it to like a San Francisco, the adoption of Robo vehicles and robotaxis and things like that autonomous vehicles is much, much faster than that of a of a phoenix. But also San Francisco is much a much more consolidated marketplace as far as the urban core. And so for that reason, you know, we look at parking, it's got a there's a couple things also that feed into that. So I want to back up a little bit. One of the major changes that has been really playing out over the past 15 years within the parking sector is that building departments within now, I think it's over 100 cities across the country. Denver just announced last week that they're also adopting this policy. And that policy is that historically, if you were Keith, you're going to go on, hey, I want to build this in downtown. I want to go build this apartment complex, condo complex, mixed use property, whatever it might be. Historically, they would have required you, whether you wanted to or not. They would have made you put in a certain amount of parking per 1000 square feet, every municipality would have a formula. And what, what a lot of these cities realized a couple decades ago is that, based on their, you know, antiquated formulas, they had a surplus of parking available on a lot of these downtown areas. You know, it wasn't being used. And given the developer an opportunity and the choice to say, Hey, do I want to build 20 more parking spaces that aren't going to get used? Or I want to build want to build 10 more apartment units, they're going to choose the apartment units. And so the parking mem requirements have been taken away, have been eliminated in a lot of cities over the last decade plus. And so that's created a shrinking supply of parking because now when developers build something, they're building only as much as they need, sometimes not even as much as much as they really need, because then they can still rely upon other ancillary parking structures within the immediate marketplace. And so, so there's a shrinking supply of parking. And every city that we own in today there's a massive shrinking supply of parking. So that's big piece of it that we know that inevitably, if we get the location right, an area where literally, you wouldn't be able to afford, based on the cost of construction and the cost of lands, they wouldn't be able to afford even building new parking structure, if you so chose to. And now that there's also a shrinking supply, diminishing supply, of this parking that we can be comfortable in our demand for our product, and so to the point of like autonomous vehicles and things of that nature, I do think there will be a time. I don't know how long that time is. I do think that there will be a time where we'll see some sort of impact. I don't know what that is. And so how we underwrite deals is we feel very confident over the next 10 years. We have to have a absolute confidence level over the next 10 years that there's going to be continual demand based on the various factors within this marketplace, the demand drivers that are servicing that garage, like, who's parking there, why they're parking there. But second to that, when we. Buy something. We need to have the air rights. We know that there inevitably will be a higher and better use. So Location, location, location, it's got to make sense today as parking. We got the underwriting has to stand on its own as parking, and we have to have a comfort level that 10 years, there will be sufficient demand throughout the duration of the next decade, in the event things start changing down the road, we know that, literally, the lowest use that it could ever have is its present use, which is parking because it's just a concrete structure, sometimes just an asphalt parking lot, to where, once you go vertical, that's where you're going to be able to unlock a lot of additional potential. And so we don't underwrite the future. We look at that as icing on the cake. But we know, based on the the location, the proximity to, you know what else is happening in that marketplace, that location will be in demand, not just today, but many decades to come. So I'll stop there and see if you have any clarifying questions.   Keith Weinhold  30:51   I think about how for the parking lot investor, Jamie Dimon has been really good for you. He is so hard on the return to Office. Mandate?   Kevin Bupp  31:01   Yeah, I'd say one thing that's important to make note is, I don't know what the future holds for office I tend to make the argument that wherever picking office building in a marketplace, wherever they're at with occupancy today, I think it's probably as good as it's going to get. We don't have to go down that rabbit hole. But I just I feel like it's been long enough since covid. And don't get wrong, there's gonna be a few companies that are going to be pressed that are going to be pressing, you know, in a big way, to get people back, but I think 80% of them that we're going to go back are already there. And so any parking asset that we look at, if it's got more than 10 or 15% as far as relationship with an office building or multiple office buildings in immediate vicinity, then we typically pass on it. And on top of that, it's got to have a variety of demand drivers. So it just can't be supportive of one or two different demand drivers. We have have at least five. And so it can be a courthouse, municipal buildings, sports arenas. It's got to be a 24/7 city where there's something happening, 24 hours a day, seven days a week, hotel, valet, restaurants, retail, things like that. And office has to be a very minimal part of that makeup, or else we just move on, because I don't know how to fix it. How to fix that problem yet. I don't know what's going to you know what the future holds for your traditional office towers, especially the ones that are, you know, 50, 60% vacant at the present time? Yeah, that's interesting, because when you look at a parking lot and you're evaluating its potential and its current use, yeah, you're basically thinking about, what is that tenant mix. You don't want 100% of it to be for one office building. You would probably want a number of uses. That's correct. Yeah, absolutely. Again, like I said, Five is our minimum. I mean, the more the merrier. And I'd say another big piece of it, if we had to look at the different demand drivers and put a value or a hierarchy of what we feel, what are the highest priority demand drivers, transient is the best. I want to know that the folks that are coming there, there's enough attractions in immediate vicinity, and we need to know what those attractions are, and better understand those attractions. But there's a variety of attractions in the immediate vicinity to where it's going to continually attract transient parking. So it's not just it's not a reliance upon one thing. And so, for example, we just closed on a garage in historic Philadelphia, and so it's a block away from Liberty Bell, two blocks from Independence Hall, any of other museums. I mean, like it's it is we talk about location, location, location. It's there that part of Philadelphia has been in demand by tourism for hundreds of years, and I don't foresee that that changing anytime soon. And so 70% of the makeup of the traffic in that garage is made up of transient traffic, so folks that are visiting the various attractions and immediate vicinity. So even if one of those attractions went away, which most of them are historical, they're not going to go away. If one or two did, it still wouldn't have that significant of an impact on the parking demand.    Keith Weinhold  33:36   That's interesting. Okay, a transient customer, not one that's showing up and parking there every day to go to work. And yes, the Liberty Bell, Independence Hall, there's going to be a long term demand to see those sorts of things in person. So that's an interesting way to think about that. And Kevin, while we've been talking about parking, at least in my mind's eye, a lot of times, I've just been thinking about one paved at grade parking area, but we're talking about parking garages as well. Or what are some of the trade offs there between parking garages and an at grade parking lot?    Kevin Bupp  34:08   Yeah, I mean, at grade parking lot is, can't get any simpler than that. I mean, typically they're asphalt or sometimes just crushed gravel, but that's it. So as far as future capex requirements, there's not many, right? It's very, very minimal. Whereas a parking garage, especially if it's in a colder environment, where there's snow and you've got salt on the road, salt that's making its way up the concrete, seeping into the cracks, you've got structural rebar issues to worry about, things of that nature. So weather can take a major toll on parking structures if they're not maintained well. Whereas you know the worst that could happen the same weather, you know, the weather takes the same toll on these asphalt parking lots, but it really only equates to maybe a pothole that you have to fill in, and a parking structure could be deteriorated to the point of no return if it's been neglected long enough to where it might be unsafe, structurally where you know now you're you're getting condemned or shut down. So big considerations there, it's interesting. We Own, the one we own in Phoenix, the Phoenix, it's a desert. It's a desert climate. They get very little moisture. And that was that parking garage was built in the 60s, so very long time ago. It's the oldest thing we have in our portfolio, but it better condition has been preserved better than that of of a recent garage we purchased that was built in 1990 that's all the environment that's in. You know, there's really not much that can deteriorate concrete once in the desert.    Keith Weinhold  35:22   Was there any last thing on parking lot investing like something that gets an investor really interested in this asset class? What's really compelling and profitable about it?   Kevin Bupp  35:33    It's very technology driven business, and what we have found is a lot of these parking assets, of either they're owned by, you know, an individual investor, or if they happen to be owned by an institution, they've never been viewed as the primary investment vehicle. A lot of institutions that own parking garages, they happen to own them by default, because maybe they bought the two office towers years back, and it just happened to come with parking right? And so a lot of times, they've been somewhat neglected, like the PnL has been neglected. They haven't found ways to really extract all the value out of these parking facilities. And so very commonly, we'll go in and we'll find that the technology that's in place is 10 years old. And think about what a computer 10 years ago look like, right? Like it's you're not catching all the license plates. You're not able to log in and adjust pricing in a dynamic manner based on supply, demand factors. And so we can simply go in and just create a more efficient pricing model and find sometimes, you know, 10 15% of additional revenue just from doing those simple things, like literally a few $100,000 worth of upgrades and technology, we can add millions of dollars of value. There's other factors, you know, just simple things folks want to park in a not just clean and safe, but well lit. You know, they want to feel safe in lighting. And we'll find parking facilities that still have old halogen lights. Half of them are burnt out. If you start serving people, they're actually not parking there in the evenings. They're finding somewhere else to go because they don't feel safe. And so just going in and doing a revamp, you know, an upfit with LED lights, making it nice and bright, bright and clean and letting everyone feel safe, we'll find a instant increase in demand and Parkers in the later evening hours. So I mean just little simple operational tweaks that we can make that just have simply been overlooked for many, many years by the prior ownership groups.    Keith Weinhold  37:15   That's really interesting, that oftentimes the owner of a parking lot owns that parking lot as an afterthought, because they were in it to purchase the building that accompanies the parking lot. So it would make sense that when you focus on that parking lot, you could really add value and profitability to that lot. Well, Kevin, these have been interesting chats between mobile home park investing and parking lot assets. I think that the commonality here is that you the investor, are just owning a lot, and therefore the maintenance and hassles with these things are really low. This gives our audience an awful lot to think about. So Kevin, are there any last thoughts that you have about this space overall, and then please let us know how our audience can learn more.    Kevin Bupp  38:02   No additional thoughts. I don't believe I'd say that if you have an interest, if we've piqued your interest at all, we've written a number of white papers on both asset classes, both parking as well as mobile home parks. You can download all that for free on our website. Invest with sunrise.com We've got a number of other case studies on our website. We're pretty transparent. Well, what we buy, what we've owned, what we've exited out of. We'll go as far as providing appraisal reports and third parties and things like that on our website. So if you just want to get a sense of not just who we are, what we do, but just have a better understanding of the investment thesis behind parking and manufactured housing, there's tons of resources that you can download from the website.    Keith Weinhold  38:37   Well, that's a great way to learn more about Kevin, what he does, and then maybe even invest alongside him. Well, Kevin, it's been valuable and eye opening. It's been great to have you back on the show.    Kevin Bupp  38:46   Yeah, thanks for having me, Keith. Been a lot of fun, my friend. Good seeing you again.   Keith Weinhold  38:57   Yeah? Good stuff from Kevin there. The MHP space becoming more consolidated and corporatized too. You know, single family rentals are different from mobile home parks in that way. I mean, 90% of single family rentals are owned by small mom and pops, which means those people that own between just one and five properties, Kevin used the term loss to lease a few times. That phrase loss to lease being a real estate education show what that term means is really a lot like how it sounds. It is the potential income that a property owner misses out on because the actual rent collected is less than the current market rent. That's what loss to lease means. Though, I like the long term future of mobile home parks more than parking deals. You know, Kevin did, though, have some great answers for why he still likes parking. He focuses on a 10 year horizon. He. Looks for at least five use types for the parking. And then another great point is that in a lot of cases, the land that the parking occupies is its lowest use. So therefore, when they sell the parking area, they can get some nice exit income. That makes a lot of sense. And being two native Pennsylvanians like we are, I am familiar with that part of Philly that he's talking about. In fact, what's funny is that, in producing this show today, I guess cookies are doing their thing. This parking lot deal in Philly just appeared in my Instagram feed next week on the show, it'll be back to no guest. It's going to be all me, and you're going to hear some things that you wouldn't expect to hear Until then, I'm your host, Keith Weinhold, don't quit your Daydream.   Dolf Deroos  40:51   Nothing on this show should be considered specific, personal or professional advice. Please consult an appropriate tax, legal, real estate, financial or business professional for individualized advice. Opinions of guests are their own. Information is not guaranteed. All investment strategies have the potential for profit or loss. The host is operating on behalf of get rich Education LLC, exclusively.   Unknown Speaker  41:19   The preceding program was brought to you by your home for wealth, building get richeducation.com

En Ivoox puedes encontrar sólo algunos de los audios de Mindalia. Para escuchar las 4 grabaciones diarias que publicamos entra en https://www.mindaliatelevision.com. Si deseas ver el vídeo perteneciente a este audio, pincha aquí: https://www.youtube.com/watch?v=5EfwxmI1wos 2025 se perfila como un año clave de transformación energética a nivel global y personal. En esta mesa redonda, astrólogos, canalizadores, terapeutas energéticos y expertos en culturas ancestrales comparten visiones sobre los cambios en curso: ¿hay un salto de conciencia en marcha? Analizamos tránsitos astrológicos, energías colectivas, mensajes canalizados y señales del despertar espiritual en este tiempo de transición. Federico Caivano Argentino de alma inquieta, formado en finanzas. Su búsqueda interior lo llevó a la activación de la glándula pineal. Creó "Conexión Pineal", donde hace más de 12 años comparte esta experiencia en 15 países. https://www.conexionpineal.net/ / conexionpineal Gina Bribany Maestría en Dirección y Gestión de Equipos, Diplomado en Coaching, Inteligencia social, emocional y PNL, licenciatura en Comunicación Social, certificada en Bioneuroemoción y maestra de reiki. https://ginabribany.com/ Natalia Liz Sleiman Master en constelaciones familiares y organizacionales con el enfoque de Bert Hellinger. Coach certificada, fundadora y directora de NASER University. https://naser.com.ar/ / naseruniversity Otilia Saldana Pintora y escritora. Reflexóloga de Medicina Tradicional China y practicante de Ayurveda. / @otilia659 Alba Valle Psicóloga sanitaria experta en terapias de tercera generación, meditación y Mindfulness; certificada internacionalmente por el IMTA. https://locasabiduria.com/ebook / loca_sabiduria Más información en: https://www.mindalia.com/television/ PARTICIPA CON TUS COMENTARIOS EN ESTE VÍDEO. ------------INFORMACIÓN SOBRE MINDALIA----------DPM Mindalia.com es una ONG internacional, sin ánimo de lucro, que difunde universalmente contenidos sobre espiritualidad y bienestar para la mejora de la consciencia del mundo. Apóyanos con tu donación en: https://www.mindalia.com/donar/ Suscríbete, comenta positivamente y comparte nuestros vídeos para difundir este conocimiento a miles de personas. Nuestro sitio web: https://www.mindalia.com SÍGUENOS TAMBIÉN EN NUESTRAS PLATAFORMAS Facebook: / mindalia.ayuda Instagram: / mindalia_com Twitch: / mindaliacom Odysee: https://odysee.com/@Mindalia.com *Mindalia.com no se hace responsable de las opiniones vertidas en este vídeo, ni necesariamente participa de ellas.

Kiera is joined by Dr. Lauryn Brunclik (of She Slays the Day podcast fame) to take a good hard look at clinician burnout, different sides of the working mindset coin, generational styles of work, and so much more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera. And today I am so excited about our guest that's going to be on the podcast with me today. She is incredible. We're going to be talking about all things burnout, how to avoid it, how to just like live your best life. And so I have Dr. Lauryn Brunclik. She's an entrepreneur, chiropractor, business coach, podcast host, wife, mother, and sought-after speaker known for her high energy. You guys know that this is why I like her. mean, we're birds of the same feather, straightforward attitude and ability to make people laugh while discovering their truth.   In 2010, she founded Blue Hills Chiropractic building into a thriving seven figure practice. But after years of relentless hustle, she found herself overworked, tied to her clinic and craving more freedom. Dentist, can you relate? Now you see why I brought her on here. Now you can see why I want her here. ⁓ she truly is very similar to all of you out there. She was determined to create a business that worked for her, not the other way around. Lauryn built multiple revenue streams, streamlined her operations and reclaimed her time without sacrificing income.   She took that passion and launched She Slays the Day, a podcast helping professionals and clinic owners break free from burnout by creating multiple revenue streams, recleaning time and building financial and lifestyle freedom. So welcome to the show, Lauryn. How are you today?   Dr. Lauryn B (01:07) Thank you. As you   were reading that is so funny because like in this world of virtual assistants and AI, I'm always like, what bio is she reading? And I'm like kind of holding my breath like, ⁓ and I'm like, okay, yep, that's true. That's true. this is good. I did really get sad and burnt up. It's like, I just went on a journey with you while you're reading my bio.   Kiera Dent (01:25) Usually both.   You and me both. was on a podcast the other day and I had the exact same feeling because they were reading my bio and I was like, huh, I'm super curious. Like which bio did you get? And wow, yeah, like I did just get to go down memory lane. but   Dr. Lauryn B (01:40) You're   like, that's a good bio. Good job, AI. Good job. Which is like always waiting for like the wrong thing where it's like, no, I didn't do a stint as a clown or anything. No, that's not true. That's not true. So.   Kiera Dent (01:49) Exactly.   I, Shelbi got us connected and I was super excited and you know, I was looking up on it and she's like, here, I think you and Lauryn are going to have the best time on the podcast. She's like, you two are birds of the same feather, the high energy, the tactical, the like we talk about it's like life on purpose and business on purpose and not having it to where it's the other way around. I say all the time, like your business should be working for you, not the other way around. It should be supporting your life. So I'm just super jazzed. So Lauryn.   Dr. Lauryn B (02:04) Mm.   Kiera Dent (02:17) I mean, that was a great bio. agree like kudos to AI, virtual assistant, whomever wrote it for you. Kudos to you for living that actual bio and being the human on the other side of that. So anything else you want to add? I mean, we're here today to chat shop. We're here to ⁓ share with your audience, our audience, and just really collaborate together and talk about some things that you're super passionate about and that I am too.   Dr. Lauryn B (02:22) Right.   Yeah, so I think that one of the things is that, you you kind of address of like, I think you probably typically have more dentists on   of thing and your audience is like, wait, what's happening? So I started as a coach for chiropractors, you   Kiera Dent (02:51) you   Dr. Lauryn B (02:56) this is, I see this a lot of what we do ⁓ as especially high achieving people, you know, we spend a lot of money and time getting this degree. And then we kind of, when we start to get   bored, burnt out, ADHD, whatever it is in our career where there's this kind of a couple years in and you're like, wait, is this on repeat? What we tend to do is we repurpose our current knowledge set. And so it's like, I have this degree in this, so I'm gonna start a podcast for those people, right? And so that was kind of my experience too. She Slays the Day started as a podcast for chiropractors.   But then I started to realize like as we were having these conversations and you you're just networking, you're meeting. And I started to talk to dentists and veterinarians and you know, realizing like, ⁓ you guys deal with the same shit we do? I had an ENT on a private practice, ENT ⁓ on the podcast, on my podcast because I was following him on Instagram because he was hilarious, but I was like.   Kiera Dent (03:51) Yeah.   Dr. Lauryn B (04:02) you're dealing with the same stuff we do. And ultimately, that's kind of where I expanded in 2023 to be more for healthcare providers outside the traditional hospital system, because it's like, none of us learned business. Like, we, while we were doing anatomy and infectious disease and all of this stuff, there were people outside in the college getting like MBAs and entire business degrees.   Kiera Dent (04:18) Exactly.   Dr. Lauryn B (04:31) And we didn't take a single class. we just, there's such this atmosphere of shameful entrepreneurship. What I mean by that is like, especially within chiropractic, and I've talked to vets and dentists as well, that's like, well, if you're not gonna own your own clinic, are you even like really that good? And so there's this forced entrepreneurship in a society where only 10 % of   Kiera Dent (04:54) Mm-hmm.   Dr. Lauryn B (05:01) people truly have the grit and resilience for the shit show that is ⁓ entrepreneurship. But you have like 80 to 90 % of a profession going into it. And so it's just so natural that it's like, we didn't learn this stuff. It's so natural that burnout is such a common thing. So that's where really it's like, I've realized that like, yeah, I promise you that the same stuff we're dealing with, you're dealing with too because I've had these conversations.   Kiera Dent (05:13) Right.   Amen. And it's actually funny, and I didn't mention this prior, but we actually consulted a chiropractic office and we've consulted eye clinics and ⁓ optometrists and we've gone into CPA clinic firms. And I realized business is business is business and healthcare business is very similar. I think we do ⁓ outside of mainstream medicine, which is our chiropractic, our vets, our dentists.   We're not in the hospital setting. We have more of that autonomy to have our own practices and our own businesses and I agree with you. It is a I think I think the memes out there with business ownership are so accurate the ones where you're on a roller coaster and they're like it's the highs and the lows the ones we're like holding on for dear life and you're like giggling and then crying all within a matter of seconds and I'm like that is the role that is the realm and so that's why I really wanted us to collaborate together Lauryn to talk about because   What you see in chiropractic, what I see in dentistry, what we see across the board of these incredible clinicians. like you, go to school, you learn, you, you have all this experience in this knowledge. And like you said, It does not train you to be a business owner. yet also, like you said, it's well, why not? Like, and I think that that is kind of the, it's like for team members, like you want to graduate to be the office manager. You want to be the regional manager. You want to get to that level. Like that's where you like it. There's a ladder ascension. And I think in business ownership and with   Like you wanted to be a chiropractor because you wanted to help people. You wanted to be a dentist because you want to help people. You want to be a vet because you want to help people. You want to be an ENT because you want to help people. But it's, think that there's this unsaid natural ladder that people feel there's a push to go for a business ownership when it's like, but I just want to be a clinician. I just wanted to, to do my craft, but I also wanted to do it my way. And that's where I think the business ownership vibe comes in. But you're right. It's, it's stressful, not having profits, not having   understanding cashflow, not understanding how to run teams. Like awful.   Dr. Lauryn B (07:20) The number of people,   doc, clinic owners that have been in practice for 10 plus years that I am teaching what profit margins are and what is healthy and how to calculate it is astounding. It's like, So, you know, I think that ultimately when you, you know, the different personality types, you know, when they find themselves in practice,   Kiera Dent (07:31) Yes. Yes.   Yes.   Dr. Lauryn B (07:46) I feel like they almost burn out for two completely different reasons. So let's say that you have, know, so 80 % of humans are just more meant to be more like caregivers, supporter roles. I would guess that that's even higher in someone who's called into healthcare, right? That like, they went into this, believe me, if you are about to decide what you should do with your life and you are like, I'm an entrepreneur and I wanna be.   Kiera Dent (08:05) Mm-hmm.   Dr. Lauryn B (08:15) rich. Do not go into chiropractic. Do not go into dentistry. There is so much easier ways to make money. like 99 point whatever percent of people are called to this profession in healthcare because they want to serve. So let's say you start your clinic. There's a good chance you're going to burn out from one of two reasons. One, you don't want to run a clinic. You truly   And that's what's burning you out, is that you're just like, I am here for the patients. I want to pour into the patients and I want to serve and I want to do that. But like, I have to hire another front desk person? Didn't we just do that last year? I don't know what the ad should say. I don't know what we should pay them. Or like there's office drama and you're like, I have to create a SOP on that, what? And so that will burn you out because so much of being the CEO and the clinic owner is like,   pulling you away from patient care. So you either have to divide your patient care down or in half so you have time and now you're spending half of your time not doing what you wanna do or you just pile on the admin stuff on top of it so you're working 60 hours a week. So that person, obviously they burn out. Now the other one is I think a much more, like is much more my personal story and I'm so curious as to like why you started the podcast, why you started doing what you're doing but like.   Kiera Dent (09:30) Mm-hmm. Right.   Dr. Lauryn B (09:43) So this is, I was not someone that like was a natural entrepreneur. Like I never would have, you there's certain people you hear these stories where they're like, I'm kindergarten. was like, you know, I'm like, no, that wasn't me. Like I had no idea until really after I, you know, I started my practice, but that was out of convenience. Cause there was no job. Like I had kids and like somewhere along the line, the entrepreneurship bug just got me.   Kiera Dent (09:56) Hahaha!   Dr. Lauryn B (10:13) And then all of a sudden, that's what I wanted to be doing. Like I wanted to be scaling, looking at marketing strategy, looking at like growth projections, creating higher, like I wanted to do that. But then like Barb needs me in a room too. And I'm like, like I love, okay, I like serving. Yes, yes, yes. But like I really.   Kiera Dent (10:36) Yeah.   Dr. Lauryn B (10:41) This is what was exciting to me. And so then, and this is where I'll kind of like be vulnerable and share my story, because I know from stage that this helps people, people see this, but it's embarrassing to admit, but the patient care became boring. The patient care became repetitive. Like in the beginning, you're like, ⁓ how do I fix this? And like, you're not getting results, how do I do that? And it was this problem, like new problems to solve.   But once you've been doing it, five, seven years, I mean, for everybody it's different, you're kind of like, I can do that on autopilot. And it wasn't challenging a part of my brain that wanted to solve new problems. And so there was a lot of shame and guilt that came with, because at this point, I've been in practice seven years. I'm in my early 30s. Okay, well, you're doing this for the next 30 years. And I was like, I can't.   Kiera Dent (11:38) Right.   Dr. Lauryn B (11:39) can't do this for the next 30 years. And so that's just like, whichever side a clinic owner sees themself in, like, you you're not safe on either. You have to figure out burnout on either side, but ⁓ they're completely different reasonings. And I think understanding what, why are you feeling that burnout is really important.   Kiera Dent (12:04) Yeah, I love that you talked about both sides of the coin because I think there's guilt at least from what I see working with dentists working at myself. They actually got like I've heard I don't know like where this is coined but it's like the seven year itch or stitch like there's like you just kind of get into this and some people get it at five years some people get it at 10 years but there is ⁓ I also love Tony Robbins when he says like progress equals happiness.   Dr. Lauryn B (12:20) Mm-hmm.   Kiera Dent (12:29) And so if we're not progressing and some people love it, they love the autopilot of patient care is easy for me. But like when you first get out of school, all of that is hard. It's a puzzle. You're progressing. You've got to figure out how do you navigate and get patients to say yes to treatment? How do I run my books? Like how, like there's so much how, how, how to, how do I like serve my patients better? How do I make this for dentists? It's like, do I make that perfect crown margin? Like, how do get that perfect? I imagine in chiropractor, I'm actually a chiropractor.   all the time. I love her. She's incredible. We do talk business often. She's a fee for service. And I'm like, let's talk shop on like going fee for service versus in network, like, just like dentists, right, the fee for service versus in network. And it's how can I make this body like looking at people that have weird symptoms and trying to figure out how can I fix that? Like, I know there's a way to fix this long term. ⁓ But also the like annoyance of running a business and also be like,   need for growth. I really love and I never thought about those two sides of the coin until you mentioned that of that really is what causes people to stress. And I think that there is guilt on both sides. I think there's guilt of I want to be with patient care and I don't want to run the business, but I know I have to like, this is kind of the, the card I signed up for. And then the other side of I want to leave the chair. I had a dentist the other day and one of our masterminds say to me, I only want to work two or three days, but I feel guilty because my team's working five days. And I was like,   Dr. Lauryn B (13:52) That's   a really common one.   Kiera Dent (13:54) so good. And the great news is you built the business, like you provided them the job, like you've created that. That does not mean you need to stay in the day to day, five days a week, like whatever is best for you as the business owner and creator. And that can shift and morph. But there is a lot of guilt. I think that that creates, like you said, a lot of shaming and thanks for being vulnerable on that because I think so many people can relate to that. I think when people are listening, they're like, yes, yes. Like, I feel either side of that and   I think people don't know how to get out of it. So instead it's just this like, let me keep doing the same. ⁓ let me listen to other podcasts. Let me see if other people are like me. And I'm sure it's the same in chiropractic dentistry. say that it's like this isolated Island and I'm so grateful for podcasts. I'm grateful for communities, but I still think people feel that way because you're day in day out in your own clinic, in your own practice by yourself, even though you maybe know there's a few other islands out there that are maybe similar to you. ⁓ but I think it's such a, I think that's also business too.   Dr. Lauryn B (14:36) Mm-hmm.   Kiera Dent (14:52) I don't think it's just being ⁓ a provider in your own practice. I business entrepreneurs feel this way as well, like, how can everybody else figure this out? And I don't feel like I can. ⁓   Dr. Lauryn B (15:00) And you have no idea that they haven't figured it out. I was at   a seven figure female mastermind a month ago. so it's all seven figure females all over the board, as far as like industry striving to get to eight figures. And like, there were so many moments at this retreat that every single person just felt like their business was duct taped together. And it's just like, everybody's just doing their   Kiera Dent (15:07) you   Dr. Lauryn B (15:29) absolute damn best. And so it is really, ⁓ but you know, I wonder how much of how much of this burnout conversation has to do with like generational differences. You know, like, I'm assuming that you are a millennial. Yeah. And yeah, I know, we really are the best. really are. Don't tell everybody else, but we are the best generation. ⁓   Kiera Dent (15:46) Mm-hmm. Yep. I like the emojis. I'm here for all the millennial vibes. Like, I'm here for all of them. I feel like I really fit it.   Dr. Lauryn B (15:59) And so I will point this out on stage a lot because when you're talking, giving continuing ed, you'll have a lot of, Gen X is still in the workforce. Like they are still here. from the time I was in school up until like the last couple of years, they really were a lot of the stage presence at conferences.   Kiera Dent (16:12) Mm-hmm.   Yes.   Dr. Lauryn B (16:28) And so you being a millennial would sit and really just get advice, business success, career advice through the lens of Gen X. And why that's something that we just have to be aware of is like each generation has a very different script that they have downloaded, like they've just absorbed kind of.   automatically without putting too much thought into, know, it's just like the culture of their generation. And Gen X was like, shut up, don't complain about it. There is work life balance. Like your career is the most important thing. Like raising your kids, like you have a spouse for that and you will enjoy your life once you have accumulated enough money.   And if you've done it right, that'll happen by your like 60, between 60 and 65. But the goal is to hustle, hustle, hustle, accumulate, accumulate, accumulate at all costs. You can enjoy your life if you need a second, if you need to get a divorce and you just get a new spouse in your sixties, that's what like, and so like not trying to give them shit or anything. Their work ethic is phenomenal. My favorite employees are Gen X. Yeah. Yeah.   Kiera Dent (17:41) I always love to hire them. I was like, perfect, come on in, you're gonna work forever. Like, it's great, amazing.   Dr. Lauryn B (17:47) So they're great. But then like we come in and you know, I know that in chiropractic now 50 % of graduates are females. Do you know what that is in dentistry?   Kiera Dent (17:58) Dentistry   actually tipped over. There's more females that are graduating than there are men. It just recently tipped this scale, which I was quite impressed by, which is awesome. So it's exciting.   Dr. Lauryn B (18:09) It's so cool,   but we're kind of screwed because we as millennials, we're not going to not have children. We're not going to delegate that completely to somebody else. I mean, my husband, I'm definitely the primary breadwinner in my husband's profession or career has like molded to what our family needs are, but like.   Kiera Dent (18:13) Mm-hmm.   Dr. Lauryn B (18:35) So we're not gonna do that, we're not gonna do that, like we're not gonna give up our career. And so it's not like we're complaining about work-life balance, it's just a necessity. We're like, no, no, no, it's not like I'm like, like I, it's like, no, this isn't I want to raise my child, it's I have a child, I have to raise them also and the business. And so like we're trying to figure out, like, well, I can't follow that script.   Kiera Dent (18:47) Right.   Dr. Lauryn B (19:05) that script that we saw from stage for so long is just like, that's not gonna work for me. we're trying, that's why everything feels duct taped together is because we actively reject it. We were given a script to follow, like work six days a week, just do it. And we're like, nah, I don't want that. And it's like, okay, well then we're literally creating a new path. And so to any millennial, I would say like, if it just feels   Kiera Dent (19:15) Mm-hmm.   Dr. Lauryn B (19:34) messy, this probably isn't a youth thing. This is like, are truly carving a brand new way to do things, which we're kind of wasting our time because Gen Z is coming in like, no, I'm not doing that either. And we're like, we're fixing this for you. And they're like two months into their, yeah, they're like two months into their profession and like, ooh, 30 hours a week? That's not gonna work for me.   Kiera Dent (19:44) was going to say, they're coming right behind. Exactly.   They're like, no, no, no, no. We see that. We're not doing that either.   Yeah, not happening.   No, they're like, I could be a YouTube, like I could I could do all these different things. I can be an influencer for like five hours a week and make way more than you are not here for that.   Dr. Lauryn B (20:10) And you're like, well,   I don't know how to solve this for you.   Kiera Dent (20:13) they're like AI,   why are guys like still doing stuff yourselves? Like, no, we're gonna have robots to do all this stuff for us. Like, absolutely not. It's incredible. Like, good. But I don't disagree with you. I think it's ⁓ and as you said that I thought about how agreed and I think every generation actually makes it better from the last and I do agree that ⁓ I don't know, I started thinking about it. This struck me about probably, I don't know, eight years ago. And I'm like,   Dr. Lauryn B (20:20) He probably will. Like, damn it.   Kiera Dent (20:42) my gosh, like people used to get married because they needed to be married. Like you used to have to have like a husband and a wife to be able to have kids. And I'm like, you don't need that anymore. There's IVF, there's ⁓ different things that you can do. You do not need anybody anymore to live the life you want to live. It's very much becoming this like self ability. But I'm like, our parents couldn't do that. I mean, women even coming to the forefront to be able to have businesses.   to own land in our name. Like that has not been a long change and shift for women to be here. And then I also think that there's a whole dynamic for women as well coming into this scene. Like you said, they are coming in there. We're, having stronger professions. are being stronger business owners. We're like the kid having children is being delayed much longer in life. And so I do think it's a, a walking through and not understanding like where are we even supposed to go? Because what we've seen as the model isn't the model for us anymore.   like that doesn't work. Our lives look different. I mean, my mom, didn't work a lot of my friends moms didn't work or if they did, they worked at the schools or they didn't work like high level powered careers, a lot of them and I'm so excited that women are coming into the workforce and because there's so much talent and beauty. But I do think that there's a whole dynamic and for men too. think that the whole shifting like you said, a lot of women are becoming breadwinners. They do.   Dr. Lauryn B (21:41) Mm-hmm.   yeah, they want to be dads. Like that's the   thing too is like, they're like, hey, I just cause I'm a dude doesn't mean like I'm okay with missing my kid's childhood. It truly is a generational shift.   Kiera Dent (22:11) Exactly   Exactly. And so I think I just through all of it, I think you're highlighting what makes me excited. And the reason I'm just like jazzed about this today is it's normal. It's okay. And there's solutions around it. And also, I think just aha moments of, my gosh, like maybe this is why. And I do agree. Generations behind the millennials, you're probably giggling at our conversation right here. Like, yeah, yeah, yeah, you guys don't even know what you're talking about. But I think like we're in it. Exactly.   Dr. Lauryn B (22:41) Hey, we say you don't know what you're talking about.   Kiera Dent (22:44) I'm like, but we're in it and there has to be a solution here.   Dr. Lauryn B (22:44) Hey! I have the microphone.   Kiera Dent (22:48) Who's on this podcast and who's listening? All right. I think when I look at that, I'm like, but for millennials, think that they're, and most generations probably feel this. think we're a taffy stretch between one way of thinking and a new way of thinking. And we're kind of that like middle child syndrome right now where we really are trying to carve that new path that's making it easier for other generations behind us to see easier modalities.   But I do think that that kind of tug of war, I mean, I feel it, you felt it. We've had our personal experiences through it. We see people, we coach people through this, we work with people. But I also think in a way life has become easier to learn. I don't know how you feel. And like easier with air quotes, meaning there's so many things that do things for us. Like washer and dryers were so great for our parents' generations. But I'm like, for us, we now have, like you said at the beginning, we have AI that's writing bios for us. We've got virtual assistants that are doing it.   There's ways, like you said, there's easier ways to make money outside of just doing your day in, day out, eight to five job now. There's different ways that we can build retirement. There's ways like the Airbnb market and having real estate investments. Like there's so many different ways that I feel like wealth is oftentimes easier to achieve. But I think with that, because there's so many things and not to say that it's perfectly easy, but I think as we conquer in life, just like the washer and dryer, the cell phone, like those things were conquering big problems.   Google coming in and the internet taking over, those conquered a lot of challenges. I think so much of today's challenge, and I don't know how you feel, Lauryn. This is like Kiera going off on her own soapbox. I feel like you said so much of it now is our mind and that space of centeredness, of balance, ⁓ not having to work all the time. I think a lot of jobs have shifted from labor jobs to mental labor jobs. So we're not having as much physical.   Dr. Lauryn B (24:32) Hmm.   Kiera Dent (24:35) Like you said, patient care can be a lot of just like mindless. I miss the days sometimes of being a dental assistant, sitting there and having like hours of time to dream of all these ideas to where now I feel like I wish and crave for that quietness that my mind never gets anymore. And so I feel like even with some of those shifts and how we work and how our family needs are in the necessities of family dynamics in, we don't need to work clear up to 65, but people are able to retire now at 35, 40. And then it's like, now what, what am I supposed to do? So also then finding your purpose in life.   I think you combine all that into a cluster storm and voila, welcome to millennial dilemma. Like, you know, we can coin that of what do people do? How do they, how do they exist? And I think the future generations coming will have even more of this at more grand scale. So it's like, let's have conversations of how do we prevent that burnout? How do we have the conversations about not working in like having nothing left to give to our families of having that balance? Like you said, if I want to run the business and I want to progress, but I also want to be a human at the same time.   So Lauryn, think you're more the expert at this than I am. I'm just here for the like great conversations and talking it through because I think it's such a necessary conversation that now is starting to really bubble to the surface out of necessity and also out of curiosity and also out of like desire to fix this and not have it be our day in day out norm anymore.   Dr. Lauryn B (25:54) Yeah, well, so I'm gonna say another kind of controversial thing then. ⁓ So you touched on it and like with any time, we don't love, as care providers, we don't wanna come across as greedy, right? And so what we end up doing is like, we'll just be like, it would be great to be wealthy, but like not too much, like I don't need to be rich, and you didn't do this or anything like this, but like.   Kiera Dent (25:57) Ready, I love this.   Dr. Lauryn B (26:22) other people is just like, yeah, I would like to make a little more money. ⁓ so part of my story, ⁓ I'll give you the very short version, was ⁓ we had our most successful revenue year ever. And it was with like the least amount of money I had taken home in like seven years. Yeah, yeah, we call this payroll bloat. You need to fix your pricing structure so we could talk about pricing increases.   Kiera Dent (26:42) Happens all the time, all the time.   Dr. Lauryn B (26:50) And so like I'm a cash clinic. So like this was my own fault. This was, I set my prices and I just did a bad job at it. And so part of like, if when people are like, well, how did you like, were you burnt out? And I was like, yeah, I was burnt out at like 32. And you're like, are you burnt out? I'm like, no, I freaking love what I do now. I still serve patients 10 hours a week. actually.   as of last week went down to like seven. We got a chef, yay. So I still serve patients like seven hours a week. I still spend probably like three hours a week ⁓ running meetings and like running the clinic. ⁓ But now we have other investments. ⁓ Whereas that clinic portion that used to be all of our eggs were in that basket.   Kiera Dent (27:22) I'm not.   Dr. Lauryn B (27:46) Right? So like, as we had kids, my husband left corporate consulting to help our family and clinic grow. So all of our eggs were in this one basket of whether the clinic does well that quarter or not. we want to remodel the kitchen? Better go get some more new patients. Like, want to go to Disney? It's not in the budget, but like, ugh, like all of these things. And we're not even talking about time freedom. Like we're just talking about like the key to burnout is having time freedom and   financial freedom. When I'm working with docs, the ones that are like the hardest to fix are not the ones that are like, I am working 60 hours a week. I have like oodles of money that I know should be like, I should be doing something with in, but it's just like $50,000 in this bank account. And like, I wish I had time to go to Disney, but I don't, I don't want to belittle that. That is a different kind of burnout.   Kiera Dent (28:32) Mm-hmm.   Right,   it is.   Dr. Lauryn B (28:45) and   everybody right now is playing a little sad song for you, but I relate to you, we can fix this. But the harder ones are the ones that are broke. Like being broke, and this has to do with like just core psychological, like I reference Maslow's hierarchy of needs a lot in my talks because like.   Kiera Dent (28:49) Mm-hmm.   I agree.   Mm-hmm.   Dr. Lauryn B (29:07) You cannot get to the tip, the Maslow's for those of us that took Psych 101 10 years ago is the triangle where at the top is enlightenment and at the bottom is like your base survival, food, water, shelter. And if you are broke, now granted, monks, I'm sure they can figure out how to have enlightenment without having food, water, shelter. Most of us cannot, okay? We are doctors and there is a certain amount of debt.   Kiera Dent (29:12) Mm-hmm.   I agree.   Dr. Lauryn B (29:34) and a certain amount of expectation is maybe the right, I don't know if that's the right word, with like, I'm gonna serve people and this career is gonna take care of me. I'm gonna go into debt and it's a lot of debt, but this career is gonna take care of me. I'm gonna care for people, as long as I focus on serving, the career will take care of me. And we have too many people that it's just not. And they're like, I...   did not realize that I was going to struggle this much financially. These are not people that are like, can't afford a yacht. These are people like truly who are like my margins for financial investing and building wealth are a lot more narrow than I thought they were going to be. And that's a harder thing to fix, but that...   Kiera Dent (30:22) Hmm.   Dr. Lauryn B (30:27) is a deeper kind of burnout that we just need to be more comfortable. Again, following generational stuff, Gen X, like we don't talk about money, right? That was the script that we got from them of like, you just focus on the patients and the patients will take care of you. And you're like, ⁓ okay, so we don't talk about money. And then millennials are like, I think we need to start talking about money. I think we need to start talking about money because if you were being paid,   Kiera Dent (30:38) Bye.   Hahaha!   Dr. Lauryn B (30:56) whatever you feel is appropriate. If you were feeling wealthy. And again, I'm not talking about that. I'm not putting on you that like you feel like you need to be making $3 million a year. Like, although that is my goal for next year is 3 million. just, but like, you know, just so we're clear, that is my literal goal for next year. So you can want that. You have permission to want that if you want, but we're talking about like, I don't know. Maybe if you made $500,000 a year, life would be a little easier and you could breathe.   Kiera Dent (31:10) Yeah, exactly.   Dr. Lauryn B (31:26) And if you can literally financially breathe, you have more bandwidth   make calm decisions for your business. Where you don't feel like if you have a bad quarter, you're gonna have to lay someone off. And like that's one of the first steps to helping most people   burnout or recover from burnout.   is like, we gotta talk about money and we gotta fix your personal financial situation because if you're constantly in a place of fight or flight   you can give yourself an extra 10 hours a week and time to be the CEO if all you're doing is worrying about how you're gonna make payroll. Like, it's not, you're not gonna   from burnout.   Kiera Dent (32:22) think that that was such a good ⁓ way that you highlighted it. And I'm just very curious now, like, how's the how, because agree, like people, what you're saying, Lauryn, I can tell you've lived the like the life. This is something that you've done, you've been there, you can speak to it so authentically. I've been there many times. And I'm always like, I want our doctors to get paid so well. I see how much you go into school for debt.   I see the, and I think that that's a different piece too, if we're to talk generational, people who are not walking out like half a million debt.   Dr. Lauryn B (32:55) And y'all are way worse than us,   right? Like what's the average dentist, like 350?   Kiera Dent (33:01) Average dentists right now are coming out at almost half a mil of debt when they walk in. It's bonkers.   Dr. Lauryn B (33:05) That is bonkers, you guys. Like when I heard that, because I posted a reel that went   so viral and it was just about like healthcare debt and reimbursement rates. And that's when I learned they were like, 250? Talk to a dentist. And I was like, wait, why? How long? And they were like, yeah, 350 minimum. And I was like,   Kiera Dent (33:25) Yeah.   Dr. Lauryn B (33:30) That's insane. That's insane.   Kiera Dent (33:32) That's insane.   And then you go buy a practice. So the practice that I helped start with a dentist straight out of school, we were, I called her 2.5. I got to walk by and I'm like, get that spine up like you're 2.5. We were 2.5 mil in debt. So that was coming with student loans. So schooling was 500,000. Living expenses during that time were about another, you know, two to 500. So like they're walking out with this.   $500, $600, $700,000 worth of debt, not just including your schooling, but all of life expenses, because you're probably not working while you're going to school. And then we went and bought a practice that's about a $2 million practice. So we were like 2.5, not like we were 2.5 in debt. I was like, keep that spine up, like put your hands up when you walk across the street, like you've got to keep those hands in motion because otherwise how are we going to get out of debt? And I think for me, when I look at that much debt,   when I look at that much risk and I look at the benefits that healthcare providers are giving, I'm like, no. And I tell teams all the time, I'm you want your doctor to be ridiculously wealthy. Like I do, and I preach this hard and I say, no, you should and you deserve it. And we want you that way because you're a better boss, you're a better clinician, you are better at doing your services because you're not stressed about making money. So we're not like you said, like, I want to go to Disney, let me go find more patients. I get.   No, I have confident, predictable payroll or cash flow. I'm very successful in what I do and you can make the margins there. Like I was the girl who did business that did not understand numbers. And now I say like, I love numbers and numbers definitely love me. And I'm like, it's now just a fun math equation. If I want to make X amount, you just back it down. You figure out what your costs are and you figure out the three levers you can use. We either drop our overhead, increase our production and or our collections. Like it's very simple when I'm like, okay, got it.   Dr. Lauryn B (35:05) and   Kiera Dent (35:17) Like got it when it's just those three levers, people make it so much more complex. And I think it does feel complex. Like reading a PNL is ridiculous. If you don't know what that is, that's okay. We're here where there's no judgment. It's a profit and loss statement. And I love educating people on this. Like this is where the fire in the belly comes. This is where it does. We get lit up because when I have someone who's cashflow positive, like you said, they can make calm decisions. They're not sitting here stressing all the time, but Lauryn, I'm very curious. Like you've talked about it at length. Like what do people do? Like what's the how, how do we get into this?   How do we have multiple streams because agreed all eggs in one basket? gosh. It's, ⁓ to me, that's like just a ticking time bomb. Like one bad day, one bad patient, one bad procedure. Like it's just going to explode because you're sitting like you're sitting on the edge of fear all the time to where you are in like cortisol adrenaline, like you are pumping. And then what you do is you go into complete shutdown because you can't handle it anymore. So your body and your system literally like just shuts down on you. You become apathetic to life.   Dr. Lauryn B (35:54) Mm-hmm.   Kiera Dent (36:15) things aren't exciting for you anymore. You become very numb to walking through the world. And it's like, I feel like the world of color goes into very like gray. It's very subtle. It's like, it's, there's no, there's no life left. It's just, are living life, but you're not actually being and living day in, out.   The Dental A Team (36:33) that wraps part one of our part two series. Be sure to tune back in for part two of this podcast. And as always, thanks for listening and I'll catch you next time on the Dental A Team Podcast.  

Adam (advisor at Byrrgis, fka Wolf Coin) breaks down how the team is building a vetted DeFi investing platform on Solana: curated, whitelist-only “Packs” (think crypto index baskets) that include audited tokens across chains—plus fees that buy back & burn the Wolf token.We cover:Why most microcaps are risky, and how contract + team audits can filter the junkPacks: curated baskets by risk profile; Wolf token included to create structural demandFees, buybacks & burns, staking, PnL automation, auto-rebalancingLI.FI aggregation for multi-chain swaps; roadmap to tokenized stocks/commoditiesGovernance, fair-launch origins, and trust-building with transparent commsWhat top Web3 teams do differently (and why “build in public” still wins)Timestamps[00:00] Why micro/nanocaps are risky; the case for a vetted list [00:02] Adam's path: Samsung B2B → community → advisor → Wolf/Byrrgis [00:04] Byrrgis in one line: vetted DeFi platform with curated Packs [00:05] How it differs from DEX listings/CEXs; whitelist-only tokens [00:06] Wolf token utility: included in most Packs + fees → buyback & burn [00:07] Beyond listing: analytics, PnL, auto & manual rebalancing [00:08] Fair launch via Pump.fun (no team pre-allocation); governance plans [00:10] Revenue: ~2% swap fee; LI.FI aggregator; staking to boost rewards [00:13] Example: how a Pack works vs vaults/index funds[00:16] Growth drivers: capital backing, consistent delivery, visible buybacks [00:18] Fundraising tip: show product first, ask for feedback, not money [00:20] Biggest hurdle: trust (self-hosted app, wallet connect) → win via transparency [00:22] Roadmap: tokenized stocks/indices, automated tax, contract & team audits [00:24] What winning teams do: nothing to hide, ship updates weekly, stay current [00:27] Call to action: join TG, kick the tires; try Packs post-launchConnecthttps://coin.byrrgis.app/https://t.me/wolf_on_solhttps://x.com/wolf_on_sol/photoDisclaimerNothing mentioned in this podcast is investment advice and please do your own research. Finally, it would mean a lot if you can leave a review of this podcast on Apple Podcasts or Spotify and share this podcast with a friend.Be a guest on the podcast or contact us - https://www.web3pod.xyz/

Is running a dental practice the most stressful part of your life? Does hiring and retaining the right people seem impossible? Do you question whether dentistry was the right choice for you? Kiera reflects on DAT's recent CEO Dentist Webinar, including what dental leadership ideally looks like — from an individual and team perspective. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript:   Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera. And today I am so giddy to be recording this podcast. If you missed it, you missed out. We did our CEO dentist webinar workshop and it was so rad. We did it in August and just kudos to all the doctors that were there. If you missed it, you're in luck. I'm going to give you the highlight reel. But I really hope that you plan to join us. It was a three day, ⁓ full playful out workshop that I just thoroughly loved. had doctors.   joining us every single night and really just having that mindset shift of how do I go from being this day in day out operator to a CEO owner of my business? Like what are the things that I really should be doing as a CEO versus what should I be doing as a founder? Like how do we shift that mindset? And we did it based on our proven model, the yes model. You guys have heard me chat about that. The focusing on you and your vision, earnings and profitability, and then systems and team development. So it was just really, really fun. This really was something to help.   Honestly, like afterwards, had so many calls with so many people that were there. And it was just joyful because they said, Kiera, I really want to learn how to be the CEO. Like as you talked about it, I finally understood like what my role should look like and how I should be evolving. And so just really fun. So just want to say thanks for our entire team. Thanks to everybody who joined. And for all of you, if you didn't ⁓ get to be there, you missed out. It was like full blown. And I did a little surprise. I wasn't expecting it, but I actually ended up ⁓   like doing an after party and it was really fun to just have real conversations. So ⁓ really, truly just a highlight. And today I'm going to kind of like break this down into what we did. I'll give a couple of highlights from each day of just for you to kind of get the highlight reel of it. And then, Hey, if you ever want to chat about how to become the CEO dentist of your practice, this is what we're doing for a lot of offices. I've kind of been shifting our model to help dentists and teams really elevate to have practices that run with team.   leadership to have dentists to truly run in their realm of being that healthcare provider that you love and or exiting and going out of the chair. No, there's no set path. It's your path and really helping dentists ⁓ just elevate to that level of like, do I own this business and not have it own me? So just super jazz. That's what we're working on. Just really, really, really fun and exciting things and getting your team bought into this as well. So with that, I'm just excited. Welcome. If you're new to the podcast, I'm Kiera. It's super nice to meet you.   ⁓ I love all things dentistry, including my last name is Dent. ⁓ I came from self-made, ⁓ being able to help practices grow to the level, the growth, the fulfillment, the joy that they want, helping doctors and teams align. And this is coming from real life, all of my experiences, all of our collective experience of our consulting team, bringing you tactical practical tips to make your life and your business work for you and not against you. So with that,   ⁓ was just a jazz. Like it was so fun. So the first day we really talked about, ⁓ just some topics of like who can relate. So if you can relate to this great, this podcast is for you. number one is running a dental practice is the most stressful part of your life. hiring and retaining the right people seems almost impossible. Some months so great. Others feel like you're drowning. Your patients are canceling last minute, leaving your team and you helpless. know how to be a dentist, but you have no clue how to run a business. You're alone with your problems.   You question if dentistry was the right choice for you. You feel like everyone has it together, but you don't. ⁓ and I hope if you answered yes to any of those questions, you realize that truly, truly, truly, you're not alone. And every single dentist feels this at some point and some survive and others thrive. And so the whole goal of the CEO Dennis workshop was to help you thrive. And so on the first day we really went through like, what exactly is a CEO? I remember there was this aha moment in my career where I'm like,   what does a CEO actually do? I'm not joking, I Googled this and I was like, what is a CEO? Like, what do they do? And it was a good, I would say a good, ⁓ probably identity shift for me. To realize like a CEO is your chief executive officer. So like, this is the person who executes. So you oversee the execution of day to day, but you don't do it all. So your job is to lead the vision, plan for the future.   Create and protect the culture and do big opportunities, but stay out of the weeds. Like that's genuinely what you're supposed to do. And a lot of dentists, we'll add one more Asherick. A lot of times you do the dentistry. Sometimes you do it full time and other times you hire associate dentists to do it with you. So like, that's what it means. It means you oversee. You think about a CEO of Amazon, they are not packing the boxes and shipping it out. They are not calling on all the customer service things. They are not creating the bots and the software.   Their job is to look over the vision. Their job is to keep people accountable. Their job is to plan for the future, look for the big opportunities, ⁓ really truly protect the culture and stay out of the weeds. So I think when I looked at that, I'm like, how many dentists actually live like this? Probably not a lot. So what we did is we like went through an audit and then we worked on like the key foundation and this might feel a little fluffy and I'm sure some participants might have thought this, but if we don't get the you portion of the yes model correct, we can't say yes to things.   The number one, and I purposely built the yes model in the pillars in the exact formula of you first earning second systems third. And if you will follow this model, you really truly can get there. And so what we talked about is how like how you show up as a leader directly impacts the success, the relationships, your financial and personal freedom and the overall happiness and fulfillment you have in your practice. So when I look at this, like, okay, great. You have to take care of you and   We talked about like actually how to shift your identity. And so a lot of times people identify themselves today. But if you knew like Tony Robbins said, the strongest force in the human personality is the need to stay consistent with how we define ourselves, not who we actually are, but how we define ourselves. So what we actually had ⁓ everybody doing the workshop on day one was to create this new identity of being the CEO dentist. Like what would the CEO dentist do or not do? ⁓ you're still checking charts at night. What a CEO handle end of day task like that.   Yes or no. No one's held accountable. What does CEO allow chaos to become culture? Your team's just clocking in. How would a CEO reignite motivation? You're bleeding cancellations. How would a CEO oversee the systems to prevent that? Your schedule's full, but your profits don't show it. How would a CEO fix that? Cashflow is unpredictable. How would a CEO create stability? You're doing busy work and have no time to look at the big picture. How would a CEO solve it?   So just again, it's like when we shift our identity, not from who you are, but to a CEO. So I now am, I'm not Kiera, I'm not dentist Kiera. I am now, you guys, I was never dentist Kiera. I was dental assistant Kiera, I'm consulting Kiera. But for you, like you're dentist John, you go in, you do the fillings, you are this practice owner. But what would CEO John or CEO Kiera or CEO Sarah or CEO Marsha or CEO Tom or CEO Tony or CEO Kevin, what would they do or not do?   And when you can shift this identity, you can actually start to see, and you can look at the delegation ladder. And we talked about the delegation ladder of what tasks, because when you're a small business versus when you expand and become a larger business, you actually have different, like it's literally in a tier of what you're going to delegate and when, because as a founder is a new startup, as a CEO, you're doing a lot of the work. You don't have the cashflow. You can't afford it. You're going to do all the work. So at that point, that CEO is doing that.   But as the practice builds and evolves, a lot of CEOs stay there and they don't actually evolve into delegating the tasks that they should be. And so when we go through the entire delegation ladder from like administrative tasks, a patient experience, treatment coordinator, and selling cases to marketing, to leadership, these are all the zones of where is your name out on that delegation ladder and where should it be based on the current size of your practice. And then what, even if you're small, what's your next hire? Well, first hires administrative tasks. So it's either a front office team member, it's a personal assistant, or it's an office manager.   that's going to immediately delegate all of those front office tasks for you, but they're going to do all of that. And then you move into, you're doing the patient experience, you're doing the closing of the cases, you're doing the marketing, you're doing the leadership, like, but you, you offload that first and then you offload the next and the next and the next. And so really looking at this of like, we, it was really cute. We had this fairy godmother and it's like, you are now the CEO. It's time to be the CEO. And I think for us on day one of people just being highlighted of   you now have this new identity. And so looking at it of when I look at this, what's standing in my way of being the CEO? What does my dream business look like? What does that vision timeline look like for me? And what must change now to become the CEO? So as you go through that, that was a quick recap of day one. And then we rolled right into day two, which day two is a lot more tactical. Day one's a bit more of you, you becoming and taking on this new identity. And I will tell you,   when I got on calls afterwards, because it was actually real fun. We had a lot of calls, really excited to welcome the new offices to our company and to our group. And they're already shifting and changing. had some people text me after that of saying, I'm now committing to being the CEO dentist. And when you take and embody a new identity, like, because I thought through this and we were brainstorming as we were prepping this webinar or this workshop. And I thought, how am going to get people to recognize that the you portion is the most pivotal pillar of this whole success model?   And how do get them to do it quickly? And I realized change identity is the fastest way to change. But like changing identity can feel hard. But if I tell you like, it's like putting on a t-shirt and I say, all right, today you're wearing CEO t-shirt. How are you going to act? Just like I can be Kiera, the executor. I can be Kiera, the consultant. I can be Kiera, the sales. I can be Kiera, the customer service. Those are just t-shirts and hats. But if I'm going to put on my main t-shirt, my main hat, I change my identity and I walk into that office every day. And I'm now the CEO dentist.   you will start to act quicker and faster. It's just like the person who wants to get healthy read Atomic Habits. say what they do is they don't ask them to like become healthy. They say, what would a healthy person do? Well, they would walk to their car instead of driving and get the closest parking spot. They would eat snacks like celery sticks for snacks rather than other things. They would have their tennis shoes by the side of their bed. They would go walking every day. you don't, and that's how you'd be able to like, what would a CEO dentist do? What would a CEO dentist not do?   That's how you can start to shift this identity and become that. So that was just a quick, like I said, quick recap of day one and then day two is just fun. It's about numbers. ⁓ Numbers are one of my favorite things because you've got to really understand numbers because numbers are your superpower. Not knowing your numbers, believe it or not, causes more stress than knowing them. Even if they're bad, even if they're good, not knowing because you're getting this constant fear of like, are they good? Do we have money? I don't know. It's also helping you make confident decisions.   develops the steps of where you need to go. And it also helps you track progress to take action before it's too late. So really numbers to me are the proactive approach in a business rather than the reactive. And it's okay, it does not matter where we start. It always helps us then become more proactive as we're going through. So we went through KPI. So a key performance indicator, which one should you be looking at? What are some common ones? We went through stats and KPI spreadsheets, how we look at these, like what we need to do on the daily, weekly, monthly, quarterly. So like daily we're looking at month.   Today production collections, we only have that 98%. We also want to look at our end of day sheet, making sure we've got all of those procedures built out weekly. We're looking at our KPIs to review during doctor and OM weekly meetings. So looking at trends, creating action items before things get too late, like literally our entire team and our clients, they track stats every single week. Cause we're looking for trends. The offices that do this are always my profitable offices. The offices that don't are the not profitable. Like it is science though, like what you track and measure improves. So track.   Monthly, you do your month and number review, like all the KPIs, what were the trends and what are we going to do better next month? Where are we at? I just talked to an office the other day. We realized we're a hundred thousand behind where we want to be for end of year. We have four months left or two months left or one mother, wherever you are. But if you plan and you look ahead. Four months, trying to make up a hundred grand is way easier to do than two months, trying to make up a hundred grand. So when we look at that and you just change the game, you change how we schedule, we change how we're going to do our block schedules. All of it is really easy, but if you don't look at this and you don't measure it.   Huh, you're in stress. This is stress. ⁓ We look at our overhead, we look at our PNL, and then quarterly we look at our year to date, where are we at? What are the gaps? We're gonna set reach goals or quarterly goals, and then we track weekly and make sure we're on track for that. So we went through a monthly cost spreadsheet too. This is honestly my most favorite spreadsheet of all time. So legit, I love it, and it's here, and it's something that I have of what is our monthly BAM, our bare ACE minimum? What does it cost us to run the practice?   on a high end, low end and where we currently are. So if I've got to scale and add more people, if I need to reduce in times of chaos or hard times, I at least know those numbers and that will give you so much confidence because now you've got a piece of the puzzle to then know what do we need to produce? What do we need to collect? We went through an overhead calculator and what are the benchmarks? What should my payroll be? What should my supplies be? Labs, advertising, all of that. What's my overhead? What's my doctor salary and where can I cut? Because the way to fix your numbers are three things. One, decrease what we're spending.   That's one, two, increase production and three, increase collections. If our collections, cause you can be producing and if you're not collecting, guess what your overhead sky high strip, like that's a stressful zone. Just go collect the money. You've already done it. Collect the money. If we're not producing enough to cover our bills, well, we need to increase our production and build block schedules and different pieces like that to make sure what we need to produce for our practice is actually there. And then like looking at our costs, what can we cut? What things could be more efficient in? do we maybe need to delay a hire or do we need to make the hire?   whatever it is, but knowing those areas, like that's where math becomes very fun. Numbers become fun. It's just a simple math equation. It's not hard. We're not going into algebra and geometry and calculus and all of that trig. No, it's literally simple, basic math where we can say, okay, this is what I'm making. This is what I'm spending. And this is what we're collecting. Which of those levers do I need to turn? And so showing offices how like collections matter and different pieces like   going through an overhead calculator, had actual spreadsheets for KPIs, for a monthly cost spreadsheet, for our overhead calculator. All of that was actually really, really lovely. And then showing offices like we're aiming for you to be 20 % profitable after doctors paid, after all expenses are paid, 20 % profit is what we aim for with our practices. And so when you look at your profit, and if right now you're like, I don't even know profit, hey, let's chat. Let's talk about it because you gotta make the money and keep the money. We're gonna make sure we're not spending more money than we're making. And then we're prepping and preparing and we're working towards that profit margin.   having cash flow, having profit at the end of the month will lower your stress radically. So we went through all that. We also had like a whole KPI checklist to have, and it was really fun because when we look at these numbers, this is where the stress stops. And we actually went through like a real life example with the people that were participating with us and they could quickly see, you don't even know this practice. Look at this KPI scorecard. What do you see and what should this practice take immediate action on? Again, a CEO hat, a CEO shirt.   That person's going to look at the trends. They're not going to go dig into the weeds. Most of the time, they're going to look at this and say, okay, well, if my production's 160 and my collections are a hundred right now, even you listening on the podcast, you can tell that's my gap. We're producing 160, but we're collecting a hundred now that one succeed because we're putting in our numbers in gross, not net production. That's a problem. Fix that. Maybe our collections are good, but if we're producing that in net and we're only collecting a hundred thousand, that's a huge gap. What do we need to do to fix our collections?   Our year to date collection presented 62%. You know right there. And when this office had an overhead of 85%, well, to me looking at that without even knowing this practice, they have a collections problem right there. They increase the collections, their overhead goes down, money instantly becomes available. So many offers like, here, we don't have the money. And I look and I'm like, you got 500,000 in AR, you've got the money. We just need to collect the money. You're producing well, your expenses are in line. Or other times like our expenses are high. Let's reduce that. Let's figure out how we can get it.   So giving some parameters in that and really knowing like, when you look at as a quick review for you, do you actually use your numbers as super power? So one, do you have KPIs? Two, do you review them weekly? Three, does every team member have their own number and do they track them? So meaning like a number that's going to move the business forward that they know that they can impact that they own as ownership. Does your team know how they can impact the numbers? Do you know your overhead? Do you know what's in your AR right now? How much money is sitting out?   And do you have a plan to get to ideal profit? So answering those questions really will help you kind of have an overview of, all right, got it. These are the things. And I will say for anybody, you want, we actually gave away a lot of these worksheets. So to anybody who scheduled the call. So if you're like, Hey, I'm just curious, like, how can you help me with like maybe my you portion, maybe my earning portion or the last person of systems and team development. Hey, schedule a call with us. I'm happy to share a lot of these spreadsheets with you in a lot of the pieces, because why not? I know you weren't there and I know you didn't get all of it.   But I would love to help you out and I'd love to give you a lot of these resources. So book a call. Hello@TheDentalATeam.com or go to our website, TheDentalATeam.com click book a call. I think it's really something lovely to be able to help. And honestly, Hey, why not? You're going to get all the resources and we're to be able to give you a true roadmap for your practice. actually do. ⁓ it's about an hour long complimentary call where we actually go through your practice. give you a highlight, ⁓ of where to go. What are kind of the big pieces in your practice and then also give you resources. So really it's a no risk for you.   ⁓ It's no pressure, just truly clarity and momentum. So, ⁓ and like I said, the KPI scorecard, the monthly spending, the overhead calculator, those types of things I think are just so powerful to be able to access those and to even see what you should or could be doing. So then as a wrap, day three of the workshop was so fun. It was one of my favorite days. Shout out to Eve, our marketer. She said, Kiera.   I want you to really try something for me. And I'm all here for innovation creation. Like let's try something new. And she said on systems, I want us to do like a rapid fire. And so what we did, because what I found is one, you have the vision, you take on this, this, this new hat, new identity of I'm the CEO dentist. You now know that numbers are your superpower and you're going to use your numbers to not be used by your numbers. So you're to look at the numbers and we're going to see where are the gaps.   whatever your numbers are. So the numbers need to lead to the vision and whatever numbers tell us, the numbers tell us a story. Just like that example I gave you, there was a collections problem. Well, great. If there's a collections problem, that's the system that we now go implement into a practice. So it's really, really great to see like, my gosh, I don't have to like eat this whole elephant. It's very simple based on the vision and the numbers to tell you which systems are broken, which systems are lacking and what things we need to implement, improve or optimize. So the last part was systems and Dental A Team, I   I like cadences. like to see like a map. So I put 12 systems for the 12 months of the year. And some of you have heard these things in the past. You can look these up on our website. We've got lots of them, but basically just like, okay, what's my kind of outlook for every single month? So January's office management mastery and leadership, February's doctor optimization. So making sure like endo, CE, Botox, like whatever it is, we're just optimizing our doctor procedures in-house, looking to see what could we do to optimize that more.   March is billing with ease, April's five-star patient experience, May is smooth sailing scheduling, June is maximized case acceptance, July is dynamite dental assistance, August is elevated hygiene, September is confident marketing, October is complete operations manual, so get that thing done, November is practice profitability, what we just discussed, and December, yes, pun intended, A-Team hiring and onboarding. So like a little calendar for you to, as you're going through as a CEO,   Now you don't have to think of like, I've got to do all the systems. You've got a checklist of, all right, let me go look at this system. Let me go look at this system. Let me look at this category and see what could I optimize? What could we improve? What could we enhance? So what we did is we actually did a speed round and it was a yes or no. You weren't allowed to have anything gray and we had three questions under every system. So they went through 36 different areas of their practice and it was either yes or no to then say, how are your systems in those areas?   So for example, and people were giving a zero out of three, a one out of three, a two out of three or a three out of three. So let's go to management mastery. This would be your office manager. I review weekly KPIs to ensure we're on track to hit goals. It's either a yes or no. There's no in between. My leadership team runs effective meetings and follows up on action items. Yes or no. know each team members receiving regular one-on-one coachings for growth monthly. Yes or no. And I'll give you a trickier one. Cause why not? Let's like, people were like, I was doing so good. And then I got into.   Some of these other ones, so let me grab, let's do maximize case acceptance. This one would be our practice maintains at least a 75 % patient case acceptance and tracks it daily. Yes or no? You might be having that. And if you don't know, then it's a no. We have a solid follow-up system for unscheduled treatment and offer easy financing options. Yes or no? Next, visits are scheduled in the back office to help increase case acceptance. Yes or no? So what we did is there's so many things within every single system, but tried to break it down so people could quickly see.   of the 12 systems, where am I maybe lacking to then maybe take execution and action and also as CEO. then no great. have a focus for every single month that I can really look at. I can have a checklist. I can look at this and then we actually take action to improve our practice consistently. So we worked through that. And then we said that the piece is we can talk about you as a leader. We can talk about money and profitability and systemization, but for excellent systems to stick.   You have to have extraordinary leadership. And this is where it was like, but wait, what about the CEO dentist? Do I have to do all of this? And the answer is again, as a CEO, your job is to lead the vision, plan for the future, create and protect the culture, big opportunities and stay out of the weeds. That's your job. That's what you're supposed to do. And maybe we can add in their clinical dentistry if you want to, but like that is what you do. So for that, Britt and I actually then went into their, their two dimensions of leadership because we started thinking about this and in that delegation ladder,   There is this zone of leadership and one side is going to be the executive and that's the future planning, the vision, the culture. Like that is truly the CEO dentist, but there's a split side to it. And the other side is the management side. So Britt and I actually make the yin and yang of the leadership team. I've got the executive side. Britt's got the management side. And management side is operations and systems, people, and then nitty gritty details. Britt is amazing at this. I'm amazing at vision and you need both of those pieces to work in harmony together.   to have it and it's usually not the same person. And so helping people go through that and to see where am I strong? And as the CEO of your practice, you might actually flourish in the management side and that's a okay. You need to hire somebody who's a visionary next to you. Or you might be freaking awesome at the visionary side. You need a strong manager that does all the pieces that you are actually not naturally good at, nor should you be spending your time on to pair gently with you and perfectly with you.   This way your practice can flourish and you can actually be the owner of your business rather than being owned by your business. So looking at this, was really like, where do you actually fall as a CEO dentist, executive leader? Where are you doing? What needs to change in your practice? And as we go through this for you to even kind of do an assessment of how am doing on my vision and owning and being the CEO dentist and that identity and truly sitting in that seat. Then what about my numbers and how's the profitability of my business, the future progress and growth?   And then looking at my systems, how are we on those 12 systems? What needs to happen? And then on my executive leadership, am I on the visionary side or on the management side? And who do I need to have? And do I have a strong person? Is that the right person in the right seat there? Or does that need to be evolved? And so it's one of those pieces of like, we have all the pieces, like we, we know, but how do we actually make this go from like knowledge to action? And I think that was the piece of really helping people.   ⁓ recognize that time is so fluid and so fast. And when I look back, I shared a story of where I truly was sitting in a room of a bunch of really smart business owners and I'm like, I don't even know what they're talking about. And I think so many times when we hear a podcast like this or we listen, we know we should be doing it, but we don't actually know how and we feel inferior. It's what we do is we just keep doing the same thing. And rather than that, I would maybe suggest you take a pause and you say, are you really the best person as a CEO to do this? Or...   Is it maybe worth it to hire somebody who knows how to do it and has been there, done that and done it successfully to help you and your team. I really, really dislike coaching for myself. So that's why I built that only team the way I did. I don't like to be coached as the CEO and then have to try and take that back to my team. That's exhausting. There's things that I need to know. And there's things that my team needs to know. And that's actually why we built Dental A Team the way we did. We coach doctors and teams. We teach doctors how to be the executive.   We teach you how to be the CEO, how to get out of the weeds, how to empower your team. And then we teach teams how to follow up so dentists can actually let go. We can build the leadership. We build the tracking. We build the numbers so you can sit there and confidently run your business rather than being ran by your business. And to think about like when I took the leap of faith to hire a coach, when I didn't know and was so scared to do it, I look, and that was six years ago that I hired her. And in those six years, things that happened like Dental A Team,   has definitely grown. Like we have hundreds of clients that we're able to serve on a very personal intimate level. I was very adamant as we built this company that I would never go to a spot where people just felt like a number and not a person. And so being able to scale it to grow, because my mission is to positively impact the world of dentistry and to do it in the greatest way possible. Like truly, how do I do this, but make people still feel like a person and to be seen. So Dental A Team, you want to be here? If I would have not like taken the leap and.   gotten the help that I needed and truly owned that I'm a CEO. I'm not expected to know everything. And I need to hire people that are smarter than me, better than me, and help me grow and optimize in areas that I don't even know. ⁓ My confidence wouldn't be here. My passion, the certainty of myself, my growth, my purpose, my freedom of life, like the life that I get to live now versus the life I was living, the ability to say yes to everything I need, want, and deserve. And that's why I built the yes model, because to help other doctors, other team members be able to say yes.   to everything you need, want and deserve is life changing. That's why we've got the Yes model. And so for that, it was just a really fun, like it was such a beautiful thing to walk people through a complete workshop to help them see where am I at? And I hope today you took kind of the notes and you look to see like, am I at? And just know that being the CEO and owning your business is not a destination, but it's a journey.   It's a space and you'll get more and more into that, but it's a forever evolution. You're never fully systematized. You're never always profitable. You're never always going to sit perfectly in the CEO seat. You're going to ebb and flow and it's just like a mountain and climbing the mountain. There's peaks and valleys and there's highs and there's lows and that's the game of business that we signed up for, but not doing it alone, not trying to figure it all out on your own, not trying to solve all the problems. I think is one of the most beautiful things. So if that resonates with you, we really talked about like joining consulting.   is only for offices that want to thrive and not just survive. It's you want strong systems in your practice that work with or without you there. You want to improve your leadership skills and actually learn how to be the CEO dentist. You want to be the CEO dentist that you were meant to be. You want to have a team that enjoys their work and owns their work. You want to be with peers like other dentists, other office managers, other leadership teams that make you better. Not that of like comparison and competition, but out of true genuine lifting each other up.   bringing part of a bigger community that's more that gives you hope, gives you help, gives you ⁓ benchmarks to look forward to, gives you ideas of how to do it differently and better. And you know that there must be a better, easier way because you know that there truly is. And so if that's something that you're interested in, like I'd love for you to reach out. Like I know you weren't able to attend the workshop. I hope you tend next year. Cause it was like so much more than I could even give on this podcast. But if that resonates with you.   Schedule the practice growth call. Like truly we're going to go through it. It's complimentary. We're going to dig through all the pieces of your practice. Look at a lot of things we just discussed and the added bonus is you will get all of the resources. So KPI scorecard, KPI checklist, fixed cost spreadsheet, ⁓ our monthly cost spreadsheet, the overhead calculator, the cashflow guide, some really, really incredible things that I think are just so valuable and powerful for you. But more than that, you're going to get clarity and momentum. And I think right now that's one of the greatest gifts you could give yourself. So book the call.   take action. You don't have to do it all yourself. And I think that that's like get out of the weeds because we need your vision. We need you to be the leader of the business. We need you to actually be looking at the numbers, having a team, driving that forward because no one else is doing that. You're the leader at the helm and it's either you or it's got to be someone else. But generally speaking, it's you, the dentist, the owner. And so let's help you out. Let's give you that freedom. Let's give you that confidence. Let's give you that roadmap.   and do it in a way that's for you and your practice. So reach out, head to the website, TheDentalATeam.com, book a call, email us, Hello@TheDentalATeam.com. And truly let's help you out. Let's do a complimentary call and just see where are you at? How can we help you? And like I said, as an ad bonus, let them know you listened to the CEO Dennis Workshop ⁓ podcast and we will happily give you those downloads. ⁓ They are tactical, they're practical, they're able to be put into place right away because you all know I love tactical, practical, and you know that my biggest passion is you.   It's you being successful. It's you having the life that you want. It's being able to have life on your terms, to be able to say yes to everything that you want, need and deserve. That's why you did this. That's why you went to dentistry. And so let's give you the life that you had always envisioned. And let's take that from a dream and a wish to a reality. And with that, thanks so much for listening. I'll catch you next time on the Dental A Team Podcast. ⁓  

Original Release Date: July 11, 2025As U.S. retailers manage the impacts of increased tariffs, they have taken a number of approaches to avoid raising prices for customers. Our Head of Corporate Strategy Andrew Sheets and our Head of U.S. Consumer Retail and Credit Research Jenna Giannelli discuss whether they can continue to do so.Read more insights from Morgan Stanley.----- Transcript -----Andrew Sheets: Welcome to Thoughts on the Market. I'm Andrew Sheets, Head of Corporate Credit Research at Morgan Stanley.Jenna Giannelli: And I'm Jenna Giannelli, Head of U.S. Consumer and Retail Credit Research.Andrew Sheets: And today on the podcast, we're going to dig into one of the biggest conundrums in the market today. Where and when are tariffs going to show up in prices and margins?It's Friday, July 11th at 10am in New York.Jenna, it's great to catch up with you today because I think you can really bring some unique perspective into one of the biggest puzzles that we're facing in the market today. Even with all of these various pauses and delays, the U.S. has imposed historically large tariffs on imports. And we're seeing a rapid acceleration in the amount of money collected from those tariffs by U.S. customs. These are real hard dollars that importers – or somebody else – are paying. Yet we haven't seen these tariffs show up to a significant degree in official data on prices – with recent inflation data relatively modest. And overall stock and credit markets remain pretty strong and pretty resilient, suggesting less effect.So, are these tariffs just less impactful than expected, or is there something else going on here with timing and severity? And given your coverage of the consumer and retail sectors, which is really at the center of this tariff debate – what do you think is going on?Jenna Giannelli: So yes, this is a key question and one that is dominating a lot of our client conversations. At a high level, I'd point to a few things. First, there's a timing issue here. So, when tariffs were first announced, retailers were already sitting on three to four months worth of inventory, just due to natural industry lead times. And they were able to draw down on this product.This is mostly what they sold in 1Q and likely into 2Q, which is why you haven't seen much margin or pricing impact thus far. Companies – we also saw them start to stock up heavily on inventory before the tariffs and at the lower pause rate tariffs, which is the product you referenced that we're seeing coming in now. This is really going to help mitigate margin pressure in the second quarter that you still have this lower cost inventory flowing through.On top of this timing consideration, retailers – we've just seen utilizing a range of mitigation measures, right? So, whether it's canceled or pause shipments from China, a shifting production mix or sourcing exposure in the short run, particularly before the pause rate on China. And then really leaning into just whether it's product mix shifts, cost savings elsewhere in the PNL, and vendor negotiations, right? They're really leaning into everything in their toolbox that they can.Pricing too has been talked about as something that is an option, but the option of last resort. We have heard it will be utilized, but very tactically and very surgically, as we think about the back half of the year. When you put this all together, how much impact is it having? On average from retailers that we heard from in the first quarter, they thought they would be able to mitigate about half of the expected tariff headwind, which is actually a bit better than we were expecting.Finally, I'll just comment on your comment regarding market performance. While you're right in that the overall equity and credit markets have held up well, year-to-date, retail equities and credit have fared worse than their respective indices. What's interesting, actually, is that credit though has significantly outperformed retail equities, which is a relationship we think should converge or correct as we move throughout the balance of the year.Andrew Sheets: So, Jenna, retailers saw this coming. They've been pulling various levers to mitigate the impact. You mentioned kind of the last lever that they want to pull is prices, raising prices, which is the macro thing that we care about. The thing that would actually show up in inflation.How close are we though to kind of running out of other options for these guys? That is, the only thing left is they can start raising prices?Jenna Giannelli: So closer is what I would say. We're likely not going to see a huge impact in 2Q, more likely as we head into 3Q and more heavily into the all-important fourth quarter holiday season. This is really when those higher cost goods are going to be flowing through the PNL and retailers need to offset this as they've utilized a lot of their other mitigation strategies. They've moved what they could move. They've negotiated where they could, they've cut where they could cut. And again, as this last step, it will be to try and raise price.So, who's going to have the most and least success? In our universe, we think it's going to be more difficult to pass along price in some of the more historically deflationary categories like apparel and footwear. Outside of what is a really strong brand presence, which in our universe, historically hasn't been the case.Also, in some of the higher ticket or more durable goods categories like home goods, sporting goods, furniture, we think it'll be challenging as well here to pass along higher costs. Where it's going to be less of an issue is in our Staples universe, where what we'd put is less discretionary categories like Beauty, Personal Care, which is part of the reason why we've been cautious on retail, and neutral and consumer products when we think about sector allocation.Andrew Sheets: And when do you think this will show up? Is it a third quarter story? A fourth quarter story?Jenna Giannelli: I think this is going to really start to show up in the third quarter, and more heavily into the fourth quarter, the all-important holiday season.Andrew Sheets: Yeah, and I think that's what's really interesting about the impact of this backup to the macro. Again, returning to the big picture is I think one of the most important calls that Morgan Stanley economists have is that inflation, which has been coming down somewhat so far this year is going to pick back up in August and September and October. And because it's going to pick back up, the Federal Reserve is not going to cut interest rates anymore this year because of that inflation dynamic.So, this is a big debate in the market. Many investors disagree. But I think what you're talking about in terms of there are some very understandable reasons, maybe why prices haven't changed so far. But that those price hikes could be coming have real macroeconomic implications.So, you know, maybe though, something to just close on – is to bring this to the latest headlines. You know, we're now back it seems, in a market where every day we log onto our screens, and we see a new headline of some new tariff being announced or suggested towards countries. Where do you think those announcements, so far are relative to what retailers are expecting – kind of what you think is in guidance?Jenna Giannelli: Sure. So, look what we've seen of late; the recent tariff headlines are certainly higher or worse, I think, than what investors in management teams were expecting. For Vietnam, less so; I'd say it was more in line. But for most elsewhere, in Asia, particularly Southeast Asia, the rates that are set to go in effect on August 1st, as we now understand them, are higher or worse than management teams were expecting.Recall that while guidance did show up in many flavors in the first quarter, so whether withdrawn guidance or lowered guidance. For those that did factor in tariffs to their guide, most were factoring in either pause rate tariffs or tariff rates that were at least lower than what was proposed on Liberation Day, right?So, what's the punchline here? I think despite some of the revisions we've already seen, there are more to come. To put some numbers around this, if we look at our group of retail consumer cohort, credits, consensus expectations for calling for EBITDA in our universe to be down around 5 percent year-over-year. If we apply tariff rates as we know them today for a half-year headwind starting August 1st, this number should be down around 15 percent year-over-year on a gross basis…Andrew Sheets: So, three times as much.Jenna Giannelli: Pretty significant. Exactly. And so, while there might be mitigation efforts, there might be some pricing passed along, this is still a pretty significant delta between where consensus is right now and what we know tariff rates to be today – could imply for earnings in the second half.Andrew Sheets: Jenna, thanks for taking the time to talk.Jenna Giannelli: My pleasure. Thank you.Andrew Sheets: And thank you as always for your time. If you find Thoughts to the Market useful, let us know by leaving a review wherever you listen. And also tell a friend or colleague about us today.