Podcasts about processes

In this episode of ScaleUp Radio, Kevin Brent is joined by Maritsa, founder of The People Keeper, to explore one of the biggest challenges facing growing businesses: keeping great people. Maritsa shares how her business evolved from offering a single employee retention service into a comprehensive framework that helps companies with between 2 and 50 employees build the people foundations needed for sustainable growth. Together they discuss why staff turnover is rarely a recruitment problem, how founders can overcome the fear of delegation, and why strong people systems create the stability every growing business needs. In this episode: Why The People Keeper completely restructured its service offering to better support growing SMEs The Three-Legged Stool Framework for building a stable people foundation The hidden costs of employee turnover and why prevention is significantly cheaper than replacement How outdated processes and founder dependency create retention problems The role of leadership development in successful delegation Practical ways founders can overcome the fear of letting go How effective onboarding accelerates performance and retention Why retention is an outcome of good systems rather than a standalone objective The Three-Legged Stool Framework Maritsa explains that every business needs three critical foundations in place: 1. Legal and Operational Basics Contracts, policies, procedures and templates that provide clarity and consistency. 2. Day-to-Day Operations Effective hiring, onboarding, management capability and communication systems. 3. Future-Facing Strategy Aligning people plans with business objectives, whether that's growth, acquisition, succession or exit planning. When all three legs are working together, businesses create the stability that naturally improves retention. Case Study: Solving 100% Annual Staff Turnover One recruitment agency approached Maritsa with a serious challenge. Despite employing only four people, the business was experiencing 100% annual staff turnover. After investigating, three core issues emerged: Processes had not adapted to a fully remote working environment following Covid The founder was heavily involved in every decision, creating bottlenecks and dependency New hires were expected to learn through an overwhelming two-week virtual shadowing process Rather than focusing solely on recruitment, Maritsa addressed the underlying systems. A promising team member was developed into an Office Manager role, receiving training in leadership, performance management and conducting effective one-to-ones. The onboarding process was redesigned with clear success measures and structured milestones. The founder was supported in stepping back and delegating responsibility more effectively. The result? Staff turnover fell from 100% to 0% and has remained there for more than two years, saving the business an estimated £150,000 or more in replacement costs. Founder Delegation: The Real Barrier A key theme throughout the conversation is that delegation is rarely a capability issue. More often it is a psychological one. Many founders worry: What if someone makes a mistake? What if standards drop? What if customers are affected? Maritsa encourages founders to explore those fears openly. By asking, "What's the worst that could happen?" founders can identify realistic risks and put mitigation plans in place. The solution is not simply handing work over. It is about creating the conditions for success through training, authority, accountability and clarity. One Key Takeaway High turnover is usually a symptom, not the problem itself. When founders build strong systems, develop capable managers and create clear expectations, retention improves naturally. Great people stay where they can succeed.   Scaling up your business isn't easy, and can be a little daunting. Let ScaleUp Radio make it a little easier for you. With guests who have been where you are now, and can offer their thoughts and advice on several aspects of business. ScaleUp Radio is the business podcast you've been waiting for. If you would like to be a guest on ScaleUp Radio, please click here: https://bizsmarts.co.uk/scaleupradio/kevin You can get in touch with Kevin here: kevin@biz-smart.co.uk   Most founders I speak to feel busy but stuck; plenty happening, but not always clear on what genuinely matters most this quarter. If that sounds familiar, the G90 Summit is worth a look. It's a structured half-day session where we help founders identify the three to five priorities that genuinely matter over the next 90 days and build the systems to deliver them. Quarterly, virtual, and £97 a seat. You can find out more at http://Smart90.co.uk/summit .   Maritsa can be found here: https://thepeoplekeeper.com/ https://thepeoplekeeper.com/resources https://www.linkedin.com/in/maritsai/   Resources: PX Espresso with Luke O'Mahoney - https://open.spotify.com/show/1M3SBzxJpogaR5aG6JL0eN Claude - https://claude.ai/  

What's one challenge in your life right now that could spark a business idea if you acted on it? On Think Business, I spoke with Nicole Daher, CEO and founder of Success on the Spectrum (SOS)—the first autism treatment franchise in the U.S. Nicole's journey began with a deeply personal challenge. When her daughter was diagnosed with autism, she searched Houston for treatment options. What she found were long waitlists and not enough clinics to meet the demand. Instead of waiting, Nicole acted. In 2015, she opened her first clinic. Today, SOS has grown into 76 franchises, changing lives across the country. Here are a few takeaways from Nicole's journey:

Are outdated workflows slowing down your insurance agency? In this episode, we break down the hidden costs of inefficient processes and show independent insurance agents how to modernize operations for better efficiency, happier teams, and higher agency value

Tesla's former President Jon McNeill reveals the five-step framework behind one of the world's fastest-growing companies— YOU'LL LEARN — 1) What most miss when designing processes2) How to identify outdated requirements that slow things down 3) Why automation should be your LAST step Subscribe or visit AwesomeAtYourJob.com/ep1157 for clickable versions of the links below. — ABOUT JON — Jon McNeill is the CEO and Co-Founder of DVx Ventures. With a track record of founding and scaling companies, Jon has led teams that generated tens of thousands of jobs and delivered multi-billion dollar returns for investors.Previously, Jon served as President at Tesla, where revenue grew from $2B to $20B in under 30 months, and later as COO at Lyft, helping double revenue and take the company public. He currently sits on the boards of General Motors, Lululemon, Asurion, CrossFit, and Stash.• Book: The Algorithm: The Hypergrowth Formula that Transformed Tesla, Lululemon, General Motors and SpaceX• Website: DVX.ventures— RESOURCES MENTIONED IN THE SHOW — • Book: Sam Walton: Made In America by Sam Walton• Book: The Goal: 40th Anniversary Edition: A Process of Ongoing Improvement by Eliyahu Goldratt• Book: Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect by Will Guidara• Past episode: 810: How to Get Stuff Done inside Bureaucracies with Marina Nitze• Research paper: "Attention Is All You Need"— THANK YOU SPONSORS! — • Shopify. Sign up for your $1/month trial at Shopify.com/awesomepodSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

You've built something real you're an established entrepreneur, owner & fractional leader, the experience, the clients, the reputation. Yet, you are still not where you desire to be, by now. The problem isn't effort. It's sequence. In this episode, we're getting into the refinement work that actually shifts things: positioning yourself as the obvious choice in your market, pricing that attracts dream clients who are a hell yes, and messaging that calls the right people in instead of convincing them. When your income streams, your brand, and your systems are finally working together, everything changes. This is about doing the right things, in the right order, for the right people. June's doors are open for the monthly virtual networking, connected circles event, message NETWORKING for more details & to RSVP for June 3rd's meeting. May's meeting was powerful. If you haven't subscribed to the newsletter for exclusive events, offerings and announcements make sure you are on the newsletter here: www.KellyLynnAdams.com If you are looking for support in this season here are a few ways that are available in 2026... Private 1:1 Consulting, Advising, Coaching & Mentorship (limited availability) Longer Containers & The Elevate Mastermind is now enrolling, we start soon in June and last until December or when you hit your goal. The elevated community is coming....you are going to love it. For upcoming virtual & in-person curated events make sure you are subscribed on the newsletter at www.KellyLynnAdams.com 

The biggest upgrade of nautical charts in decades is underway with boaties able to move away from paper. 

From Evidence to Action: Incorporating Disability Inclusion in Medical Training and Practice (ICAM 2026) Session Description The ICAM Series | Recorded Live at the International Congress on Academic Medicine (ICAM) What does it take to move disability inclusion from research and policy into everyday medical training and practice? Recorded live at the International Congress on Academic Medicine (ICAM) in Ottawa, Canada, this special episode of the Docs With Disabilities Podcast brings together an extraordinary panel of physician leaders, educators, and advocates working to transform disability inclusion across undergraduate medical education, residency training, and clinical practice. Together, the panel explores how institutions can move beyond awareness and compliance toward meaningful, sustainable change. Drawing from scholarship, systems leadership, and lived experience, they discuss the realities of accommodation implementation, the importance of centralized and trusted systems, faculty training, universal design, and the role of culture in shaping whether disability inclusion succeeds or stalls. This conversation asks difficult—but necessary—questions: How do we create systems that are consistent and humane? How do we support learners and physicians across transitions and career stages? And how do we build medical environments where disability is expected, planned for, and valued? Rich with practical insight and grounded in real-world experience, this live ICAM session highlights a field at an important turning point—one where we increasingly have the evidence, the tools, and the responsibility to act. Whether you are a learner, educator, physician, administrator, or institutional leader, this episode offers concrete ideas and inspiration for advancing disability inclusion within your own environment. Keywords: UGME, PGME, Disability, Learner, Trainee, Medical Education, Policies, Processes, Ableism, Culture, ICAM, AFMC, Docs With Disabilities. Transcript: https://docs.google.com/document/d/18hNrBcylnDfSuT6hJB-RwFMpIBVzEPY21Qf4y0mU0WY/edit?usp=sharing Co-Moderators Lisa Meeks, PhD, MA  Dr. Meeks is a Professor of Medical Education at the University of Illinois College of Medicine in Chicago, IL and holds an appt as an Associate Professor of Family Medicine at the University of Michigan School of Medicine in Ann Arbor, MI. She is the founder of the Docs with Disabilities Initiative and host of the DWDI Podcast. Lynn Ashdown, MD, MMEd   Lynn Ashdown is a patient experience expert who advocates for patients to be included as stakeholders in all levels of healthcare. She has a medical degree, and was close to finishing her residency in family medicine when she began, and continues to navigate, a complex journey as a full-time patient. She has a masters degree in medical education, and presents, participates in research, and is a senior patient partner consulting with various organizations like the Association of Faculties of Medicine of Canada. She's involved in curriculum reform focusing on patient partnerships and is a disability educator within medicine. Lynn is a disability advocate, drawing from her experiences as a patient and person living with multiple disabilities. She's a board member of the Canadian Association of Physicians with Disabilities and is involved with policy and legislative changes to combat ableism and inequities for people living with disabilities. She co-authored Canada's first position statement on the importance of disability inclusion in medical education, and received the 2024 CMA Dr. Ashok Muzumdar Memorial Award for Physicians with Disabilities. Pam Liao, MD, MEd, FRCPC Dr. Liao is the Inaugural Interim Associate Dean Accessibility and Disability Health at the Toronto Metropolitan University School of Medicine. Here, she previously served as the Disability Health Lead and Special Advisor to the Dean at the Toronto Metropolitan University School of Medicine. In her work, she leads efforts to embed critical disability perspectives and anti-ableist practices into medical education. Drawing from her personal experience navigating medical training with a disability, she has dedicated her career to dismantling systemic barriers faced by individuals with disabilities in medicine. Her work includes groundbreaking research—such as the first analysis of accommodations policies in Canadian undergraduate medical programs—and advocacy efforts like the widely recognized "#docswithdisabilities" social media campaign, which brings attention to the underrepresentation of disabled individuals in healthcare and drives meaningful change. She advocated for the establishment of the Association of Faculties of Medicine of Canada (AFMC) Disability Inclusion Network and currently serves as its inaugural Co-Chair. Her advocacy earned her a place on the Board of Directors of the Canadian Association of Physicians with Disabilities, where she continues to serve. Dr. Liao earned her medical degree from the University of British Columbia and completed her residency in Family and Community Medicine and a fellowship in Palliative Medicine at the University of Toronto. She is also an Assistant Professor in the Department of Family and Community Medicine at the University of Toronto and practices clinically in long-term care and rehabilitation settings. Her contributions have been recognized with several honors, including the OMA Section of Palliative Medicine – Award of Excellence. Jill Rudkowski, MD, FRCPC  Dr. Jill Rudkowski is an Associate Professor of Medicine in Department of Medicine (Critical Care) at McMaster University, Hamilton, Ontario, Canada.  She has practised as a critical care physician for over 20 years and is an educator, researcher, and educational leader.  She obtained her MD from the University of Calgary. She trained in Internal Medicine, Respirology, and Critical Care at McGill University after which she completed a Post-doctoral Fellowship with Dr. Barrett Rollins at the Dana-Farber Cancer Institute, Harvard University. She served as Head of Service for the Medical Stepdown Unit and then the Intensive Care Unit at St. Joseph's Healthcare Hamilton for over 10 years.  Dr. Rudkowski has been involved as a co-investigator on numerous patient-focused clinical studies, and these collaborations focus on improving outcomes for survivors of critical illness and the impact on their caregivers. She has designed and delivered curriculum through sessions and workshops on the concept of team compassion in critical care and its role in effective communication.      Dr. Rudkowski has held several educational leadership roles within the McMaster University DeGroote School of Medicine including the Chair of Clerkship and the Director of Student Advising. She is currently the Postgraduate Medicine (PGME) Accommodation Advisor within Resident Affairs and the PGME Resident Assessment Faculty Lead. Dr. Rudkowski has been involved in writing and implementing policy and guidelines around accessing accommodations as well as designing and delivering curriculum aimed at faculty, learners, and administrators through virtual and in person sessions and workshops. Dr. Rudkowski has had the privilege of collaborating nationally and internationally around disability policy in medical education.  She was a member of the Disability Policy Toolkit Committee, Multimedia Resource Hub for Disability Inclusion in Graduate Medical Education on "Learn at ACGME" supported by the 2024 Josiah Macy Jr. Foundation Catalyst Award for Transformation in Graduate Medical Education.  Dr. Rudkowski is currently a member of the Association of Faculties of Medicine of Canada Disability Inclusion and Accessibility Network.  She lives with a chronic disability and is passionate about ensuring that all medical learners and practitioners with disability experience belonging and accessibility in the clinical learning and practice environments.   Camille Munro MD CCFP (PC) Dr. Camille Munro is a palliative medicine physician in the Department of Medicine at the Ottawa Hospital and an Assistant Professor at the University of Ottawa. Originally from Chester, Nova Scotia, she received her Doctor of Medicine from Dalhousie University in 1991 and completed her rotating internship at Royal Columbian Hospital, University of British Columbia. After practicing family medicine in Ottawa for 18 years while raising her children, she returned to the academic setting, driven by a longstanding commitment to compassionate, whole patient-centred care for those facing a serious illness.  In 2018, Dr. Munro was appointed Director of Equity, Diversity and Inclusion for the Department of Medicine where she led initiatives to foster a more inclusive and equitable academic and clinical environment. Her work included the development and implementation of the first formal accommodations policy for physicians with disabilities at a Canadian academic hospital. She remains a strong advocate for physicians with disabilities and for creating environments free from discrimination and inequity. Here work is grounded in compassion, advocacy, and representation; values she brings to her clinical care, teaching, mentorship and leadership. In recognition of her contributions, she received the 2022 Faculty Member Award of Excellence for Leadership in Equity, Diversity, and Inclusion from the University of Ottawa Faculty of Medicine.  Samantha Lavitt, MD Dr. Samantha Lavitt (she/her) is the first Equity, Diversity, and Inclusion Curricular Lead in undergraduate medical education at the University of Ottawa, which sits on the traditional, unceded territory of the Algonquin people. In this role, she designs educational content including topics such as gender equity, sexual orientation and gender diversity, language rights, and disability, integrating these topics throughout the clinical curriculum in a format that connects students with community teachers with lived experience. Trained as a family physician and dedicated to resilience through sustainable practice development, Dr. Lavitt also offers coaching and peer support to family physicians on advocacy, disability, and well-being through the Ontario College of Family Physicians (OCFP). She established the first peer support group for physicians with chronic illness and/or disabilities at the OCFP in 2024 and continues to co-lead this group monthly.  While she finds working with individual physicians and small groups deeply rewarding, this intervention is not enough to dismantle the system of barriers that disabled physicians face in our medical culture, so Dr. Lavitt brings her professional and lived experience as a disabled physician to advocacy initiatives at her academic institution, provincial, and national levels with involvement in peer support projects, webinars, and conference appearances. Produced by: Dr. Lisa Meeks.  Audio editor: Next Day Podcast Digital Media: Lisa Meeks Resources: https://docs.google.com/document/d/1EXw4F1pt5J-O6Y0k-WksDC71RCA6aTFSCOkz-lqJiyc/edit?usp=sharing  

reference: Sri Aurobindo and the Mother, The Psychic Being — Soul: Its Nature, Mission and Evolution, Section 3 Growth and Development of the Psychic, pg. 73This episode is also available as a blog post at https://sriaurobindostudies.wordpress.com/2026/05/28/the-dual-processes-of-evolution-material-evolution-of-forms-and-soul-evolution-of-consciousness/Video presentations, interviews and podcast episodes are allavailable on the YouTube Channel https://www.youtube.com/@santoshkrinsky871More information about Sri Aurobindo can be found at www.aurobindo.net  The US editions and links to e-book editions of SriAurobindo's writings can be found at Lotus Press www.lotuspress.com#Sri Aurobindo #The Mother #The Life Divine #yoga #integral yoga #spirituality #evolution of consciousness #rebirth

Send us Fan MailJordan Kapitanoff is a mechanical engineer by training and a transformation leader by practice. A graduate of Kettering University with a BSME and an MBA from Aurora University, Jordan built his career at the intersection of engineering, operations, and culture change. Over the years, he has consistently stepped into roles where systems, teams, and processes needed elevation — and delivered measurable results. At Bison Gear & Engineering, Jordan moved from Application Engineer to Innovator, and later to Supervisor of Quality Innovation and Sustainability Engineering Manager. There, he led initiatives grounded in A3 problem solving, DMAIC, and lean thinking — not just to fix problems, but to transform how teams approached quality and continuous improvement. He also launched a new innovation and product development consulting division inside the organization, demonstrating an entrepreneurial drive even within established companies. His leadership continued to evolve at G&W Electric and later at tmax Group, where he served in operations excellence and operations management roles. Across these organizations, Jordan focused on production management, lean process improvement, and aligning communication across departments — recognizing that operational excellence is just as much about people as it is about process. Today, Jordan is channeling that experience into entrepreneurship. As Co-Founder of CoForge Technologies LLC and Head Coach at Thinking Kap Personal and Career Coaching, he works at the convergence of operational performance and personal leadership development. With a Lean Six Sigma Black Belt from Villanova University and service as a board member of The Association for Manufacturing Excellence (AME), Jordan continues to advocate for systems thinking, continuous improvement, and empowering professionals to take ownership of their growth.  LINKS: Jordan Kapitanoff LinkedIn: https://www.linkedin.com/in/jordan-kapitanoff-5b821817/ CoForge Website: https://www.coforge.com/ Aaron Moncur, host  Subscribe to the show to get notified so you don't miss new episodes every Friday.The Being An Engineer podcast is brought to you by Pipeline Design & Engineering. Pipeline partners with medical & other device engineering teams who need turnkey equipment like cycle test machines, custom test fixtures, automation equipment, assembly jigs, inspection stations and more. You can find us at www.teampipeline.usWatch the show on YouTube: www.youtube.com/@TeamPipelineus 

Joey Kirkpatrick and Flora C. Mace consistently invite us to enter a meditative state. Whatever the medium, each piece seems to raise more questions than provide answers. The artists, respected for their innovative work, have concluded the series for which they are most known, large-scale blown glass fruit and vegetable forms. Their subsequent work includes life-size figurative wood and glass sculptures as well as outdoor bronze installations and glass work that features blown vessels and cast panels with illustrations of the 'first facts' of bird identification realized through applied glass powder drawings. Most recently, the artists have been working on their Botanicals, a body of work that preserves real flowers in composite and glass.  Kirkpatrick and Mace have worked collaboratively for the past 47 years after meeting at the Pilchuck Glass School in 1979. The artists have consistently explored seminal themes: principles of drawing as incorporated into glass, the metaphoric content of human relationship to nature and the appropriation of materials to support a visual idea. They recently installed a large public art project at the Seattle Center in Seattle, Washington.  Kirkpatrick (born in Des Moines, Iowa, 1952) and Mace (born in Exeter, New Hampshire, 1949) have exhibited, lectured and taught extensively throughout the world. They taught for 12 years at Pilchuck Glass School. Their collaborative work is included in collections and museums around the world including the Corning Museum of Glass, NY; The Detroit Institute of Art Detroit, MI; The Boston Museum of Fine Art, Boston, MA; Hokkaido Museum, Japan; Metropolitan Museum of Art, New York NY; Musee des Arts Decoratifs, Lausanne, Switzerland; Seattle Art Museum, Seattle, WA; Toledo Art Museum, Toledo, OH and The National Museum of American Art, Renwick Gallery, Smithsonian Institution, Washington, D.C.  Mark Doty, wrote in the introduction of the book, Joey Kirkpatrick and Flora C Mace: "This might be the most complex yoking of all, the way that two sensibilities overlap, merge, separate, conflict and resolve. A continuing dynamic, itself both unstable and solid, evolving, transforming materials and processes as it transforms itself." Kirkpatrick and Mace were recognized in 2019 for their outstanding achievement in the field of contemporary glass art by the Art Alliance for Contemporary Glass, and have been elected to the American Craft Fellows in 2005, interviewed for the Smithsonian Archives of American Art in 2006 and given the 2001 Chateau Ste. Michelle Libensky Award by Pilchuck Glass School honoring outstanding contemporary artists working in glass. Kirkpatrick served as a trustee on the board of Pilchuck Glass School for 16 years.  Now, the artists split their time between a home and studio in Seattle, Washington, and a farm on the Olympic Peninsula near the Washington Coast. Their current Botanical sculptures grew out of a desire to capture the essence of a plant by preserving it through portraiture. Each plant is harvested as it shares its bloom, brought into the studio, deconstructed, dried and reassembled. The specimen is then suspended within layers of composites and glass. The finished work has been recreated through the artist's hand and dependent on the artist's view of the specimen by observing in life, the plant's structure, the result, a portrait of a flower. Of their Botanical sculpture, Daniel J. Hinkley, plantsman wrote: "The works of Joey Kirkpatrick and Flora C. Mace capture the improbable if not the impossible, the apprehension of not just a moment reflecting the magic and majesty of our natural world but the abduction and amplification of a precise moment of perfection. To say that the paragon of their subjects has been frozen in time implies incorrectly that what you observe in their work is not simply an expiration and preservation of a plant at its floral zenith. These flowers embody the mystery and beauty, comprehended and embraced by the artists, to such a degree that one might actually perceive its ultimate drop of petal, abscission of leaf or growth of root." A selection of Kirkpatrick and Mace works is also on view now at the Corning Museum of Glass, Corning, New York, in Tough Stuff: Women in the American Glass Studio. The exhibition showcases the groundbreaking creators who shaped the past and future of glass art.   

In this special edition of Diabetes Core Update, Neil Skolnik discusses PATHWEIGH, a novel obesity care process for primary care clinicians which has demonstrated a decrease in population weight gain. This special episode is sponsored with support from Lilly. Presented by: Neil Skolnik, MD, Professor of Family and Community Medicine, Sidney Kimmel Medical College, Thomas Jefferson University; Associate Director, Family Medicine Residency Program, Abington Jefferson Health Leigh Perreault, MD, Professor of Pedicine in the Division of Endocrinology, Metabolism and Diabetes, at the University of Colorado Denver School of Medicine, Aurora, CO Reference: Perreault, L., Pan, Q., Rodriguez, C. et al. Implementation and effectiveness of a care process to prioritize weight management in primary care: a stepped-wedge cluster-randomized trial. Nat Med 32, 645–652 (2026). 

On this special episode of Kentucky Edition, we spotlight agriculture and farming in Kentucky. Addressing mental health concerns among farmers, increasing the number of meat processing plants across the state, and a community-wide effort providing hands-on lessons on how our food gets from the farm to the table are some of stories we're highlighting from our "Rooted" segment.

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   In this episode, Justin interviews Ward Ching and Aaron Olson of Aon about their recent session at RISKWORLD 2026 and the book they co-authored, Strategy and Change: Finding Opportunity in Disruption Through Insight, Choice, and Risk. They discuss the dizzying, disruptive transformation in today's market, where conventional risk management frameworks, tools, and solutions have become increasingly ineffective. They explore technological innovation in terms of the new powers of next-generation microprocessors and the accompanying robustness of machine learning-based analytics. Aaron explains how he built an AI analysis agent over a weekend. Aaron and Ward discuss their book and how to use it to help you and your organization navigate disruption. Listen for insight on how to use disruption without being disrupted in the risk ecosystem.   Key Takeaways: [:01] About RIMS and RIMScast. [:16] About this episode of RIMScast. Our topic is strategy and change in a world full of innovation and disruption, and we will be joined by our guests, Aaron Olson and our friend Ward Ching of Aon, but first… [:45] RIMS Virtual Workshops. The next RIMS-CRMP Exam Prep will be held on June 9th and 10th. The next RIMS-CRMP-FED Exam Prep with AFERM will be held on June 16th and 17th. Links to registration are in this episode's notes. [1:01] Webinars. On May 28th, Zurich returns with "From Underwriting To Risk Management: What To Expect From The Growing Demand For Data Center Construction." Register for webinars at RIMS.org/Webinars or through the links in this episode's show notes. [1:17] Folks, RIMS is back on YouTube. Our handle is @RIMSOfficialChannel. We've got plenty of videos there, including RIMScast, RIMScast Canada video podcasts, and other informative and entertaining content from RIMS. Subscribe to the channel today! [1:36] On with the Show! Our guests today are, respectively, the Executive Vice President at Aon Corporation and a Managing Director at Aon Corporation. They are Aaron Olson, making his debut on RIMSCast, and our good friend Ward Ching, also a former RIMS-CRMP Commissioner. [1:52] They presented a session at RISKWORLD 2026, titled "Strategy and Change: Understanding Disruptive Innovation Through Insight, Choice and Risk." They recently published a book, Strategy and Change: Finding Opportunity in Disruption Through Insight, Choice, and Risk. [2:11] We will talk about the risk management practices, philosophies, and frameworks that went into the book and the session, what it took for Mr. Olson to build an AI agent, and how you can assess whether this is the sort of business decision for your organization. Let's get to it! [2:32] Interview! Aaron Olson and Ward Ching, Welcome to RIMScast! [3:12] Aaron says Ward and he work together at Aon, and they work with risk managers around the world. They also do some academic work. Ward, at USC, Marshall School of Business, and Aaron, at Northwestern, just outside Chicago. [3:25] Aaron says that for 20 years, he's been working as a member of the faculty there, part-time, teaching on the topic of the intersection of strategy and leadership. [3:38] About 10 years ago, Aaron did some research and published a book focused on the intersection of strategy and leadership. He looked at different companies and examples to learn how individuals lead strategy. [3:55] Ten years later, Aaron and Ward talked about it regarding the clients they work with and the challenges risk managers working in those organizations face. In the last 10 years, the world has gotten a lot more complicated and volatile, and is facing more and more risk. [4:16] Aaron and Ward decided to do some new work. This time, it's not strategy and leadership; it's strategy and disruptive change. [4:27] They looked at what lessons they could learn from COVID, from the supply chain, and from the unpredictable rising cost of doing business. What can we do about that? [4:42] How can companies be successful? How can risk managers be successful? What is the changing, evolving role of risk in the midst of that?  [4:53] Ward says one of the interesting things is that disruption has always been part of the economic environment. It is now a hyper-important part of economic decision-making in every industry vertical. [5:12] Ward's research in the disruptive innovation space started with a paper for RIMS that he did with Paul Walker several years ago on the issue of enterprise risk management tools and capabilities. Paul and Ward did the research, looking at all the tools. [5:38] Then February 2020 rolled around, and the world went completely dark. Everybody predicted that there was exposure to a pandemic, but nobody had any thought of how it would go from ranking number 25 or 50 on risk registers to number one, overnight. [6:14] Paul and Ward asked each other what was underneath this. Why did all of our tools fail? They found an interesting literature base around disruptive innovation. Ward says a lot, if not all, of our core disruptive events throughout history started with a technological innovation. [6:38] Aaron and Ward went further, looking at all the disruption in the marketplace now: new silicon chips, our speed toward AI, agentic AI, the things we can do now with data that we couldn't do or see five years ago. That's creating a very interesting, disruptive environment. [7:10] Disruption needs to be considered as part of the decision calculus for most organizations. Similarly, disruption is a new risk issue that has not been well understood, measured, or evaluated in the past. That's what Ward and Aaron were trying to look at. [7:30] In the book and at RISKWORLD, Ward and Aaron looked at it from several perspectives: How is disruption creating advantage? How is disruption creating new opportunities? How is it changing the way we think about risk, risk management, and risk mitigation? [7:58] Aaron says one of the things we uncovered as we got into this was that going back 10 years ago, on any given day, your average executive was maybe dealing with one crisis or issue coming at them. [8:14] Aaron says that today, an executive coming into the office or dialing in on Zoom is probably dealing with two or three simultaneous challenges, and that has a compounding effect. Technology is an accelerant and also an amplifier. [8:37] The combination of speed and severity means that organizations deal with an external environment that has multiple concurrent risks. Then you have internal execution risks, and they, too, are more complicated. [8:52] Take AI, as an externality, but also inside. All kinds of new risks are surfacing as AI is changing workflows, processes, and the nature of people's jobs and work. That is a level of complexity we have not had to deal with in most of our professional lifetimes. [9:12] Ward says most of the tools that we use to mitigate those risks are now obsolete. When you look at a heat map, it is point-specific. You look at various risks along a series of axes. These point-specific numbers or locations don't answer the question, "So what do you do?" [9:59] You understand where the risk might be, on a frequency, severity, or likelihood scale, but if you were the CFO, you would be asking, "What investment do I have to make to move something that's at an extraordinarily high, or even uninsurable space, into someplace more acceptable?" [10:18] Those comparative static tools don't give you enough information to make significant decisions, especially now that a problem may have adjacencies that impact a decision, so that needs to be broader in terms of its context and execution. A lot of those tools don't work now. [10:41] A Quick Break! There are so many other wonderful RIMS events coming up in 2026. The 2026 Florida RIMS Educational Conference will be held from July 28th through August 1st at the lovely Ritz-Carlton in Naples, Florida. A link to the event is in this episode's show notes. [11:02] Register now for the Second Annual RIMS Texas Regional Conference, which will be held from August 10th through 12th at the Grand Hyatt on the San Antonio River Walk. Advance rates are available through June 5th. [11:16] The 11th Annual Chicagoland Risk Forum will return to the Old Post Office on Thursday, September 24th, 2026, in Chicago. Visit ChicagolandRiskForum.org for more information. [11:29] The RIMS Western Regional Conference will be held from October 4th through the 7th in Seattle, Washington. Registration is open, and you can also submit a session. Visit RIMSWesternRegional.com and the link in this episode's show notes for more information. [11:46] Save the dates October 18th through the 21st. We will be in Quebec City to celebrate the 50th Live RIMS Canada Conference. Booth sales are already open. Early-bird registration will open in June. [12:01] Visit RIMSCanadaConference.ca for more information. Also, remember to check out RIMS.org/Canada for our spinoff show, RIMScast Canada, hosted by National Conference Committee Chair, Aaron Lukoni. [12:15] The RIMS ERM Conference 2026 will be held on November 18th and 19th in Columbus, Ohio. Details will follow on RIMS.org. [12:24] Let's Return to our Interview with Ward Ching and Aaron Olson! [12:33] Aaron built the strategy agent at Aon. Aaron shares how it was done. He was a one-man team on this project. Aaron tells about vibe coding. He took a routine that he and Ward have been doing for years, and he realized that an agent could do some of that work.  [13:36] Aaron and Ward have been working together for a couple of years. On the academic side, they wrote a book and codified some of the work they do with their clients. Aaron says they took a framework and turned it into a simple worksheet. [13:53] Aaron now uses that worksheet to prepare for clients. It's an analysis tool for what is going on in that client's industry, what key issues they need to deal with, and what insights, decisions, and risks Aaron will discuss with them. [14:09] As Aaron started to look at agents, he realized that he didn't have to do all that work himself. [14:16] Aaron uses ChatGPT. There's an ability within ChatGPT to create a Custom GPT. It asks you to follow a set of instructions. It isn't coding, just guidance. [14:36] Aaron wrote out his guidance, uploaded his worksheet, and constructed prompts. A prompt is a good question to ask. Aaron preloaded some good prompts to get an agent. [14:52] Aaron, Ward, and others use this agent, which they call the Strategy and Change Diagnostic. They input the client's name and problem, the type of conversation they want to have with the client, the situations they are focusing on, and the present disruptive changes. [15:16] Aaron asks the agent, "What are the things we should be focusing on?" It comes back with a lot of the work Aaron would have had to think through himself. It's pulling on the logic he taught it and pulling real-time, relevant financial information from the internet. [15:43] Aaron says it would have taken a team of people working for months to get the same result. We're living in a different world. [15:52] Ward says that Aaron can change the persona of the agent. The agent is looking at it from one point of view. It can look at it from a different point of view or a competing point of view. All of those will generate additional insights into what the client's issues might be. [15:14] Aaron built the Strategy and Change Diagnostic over a weekend and refined it by trying it out with some real situations. Aaron thinks this type of agent is in the future for all of us. [16:27] Ward says, Strategy and Change: Finding Opportunity in Disruption Through Insight, Choice, and Risk, and the recent RISKWORLD 2026 session, cover disruption and disruptive innovation in a clinical way, and case studies, new tools, and responsibilities that are coming out.  [16:54] Ward talks about the necessary skills. Many people in risk management are asking what skills and capabilities they need to be successful going forward. That's a big issue. What is the impact of AI? What is the impact on data analysis and on the types of things they need to do? [17:19] Risk professionals wonder if they should be coders, actuaries, or engineers. Ward says, the answer is yes. They need to be all of those, going forward. That's a big issue in question. [17:28] Justin says an editorial strategy shift at RIMS is that it's no longer just about identifying risk. It's how to leverage it to do your job better. It's what you need to know now to enable you to succeed later. It's not just about the "what." It's about the "why" and the "how." [17:52] Another Quick Break! The Spencer Educational Foundation's Risk Manager on Campus application period is now open, and it will close on June 30th. Grant awardees, colleges, and universities are typically notified in September. [18:14] The Course Development Grant application deadline for Interval Number 2 will be on June 15th, 2026. Award notifications will be sent out in late July. [18:27] General Grant applications are open, and the application deadline is July 30th. Internship Grant applications open on August 15th and close on October 15th. [18:39] Links to each of these grants are in this episode's show notes. Visit SpencerEd.org for more information. [18:48] The Spencer 2026 Funding Their Future Gala will be held on Thursday, September 17th, from 6:30 to 10:00 p.m. at a different venue this year. It will be at the fabulous Waldorf Astoria in New York City. [19:03] Sponsorship opportunities and benefits are available now. A link to the Funding Their Future Gala is in this episode's show notes. [19:12] Be on the lookout for some of the honorees and Spencer Board members to join RIMScast in June and July. [19:21] Let's Conclude Our Interview with Ward Ching and Aaron Olson!! [19:32] Aaron says this is the second book he has written and the first book he has written with Ward. They enjoyed the opportunity to bring together some things they had been doing in their respective professional backgrounds. [19:46] The book is an investigation into what is driving us to live in a world that's more complicated and faster-moving, where risk is different, and we need to work differently because of it. [20:01] They go into practical things with three different lenses on the issues we all face in a world of disruptive change. The lenses are insight, choice, and risk. They get to the practical aspects of what that means for us. [20:15] They address success in a world that's more complicated, is moving faster, and has a lot more volatility that's not going away. They use case examples. They look at real organizations. What happened to GE over the last decade? How did they navigate changes in their industry? [20:35] How did S&P Global evolve from a very different business a decade ago? They were McGraw-Hill, the publisher. These are real companies that have faced real challenges, and they've taken proactive approaches that have evolved the way they do business. [20:52] The book brings it down to individuals and how you lead through that kind of change. There are practical things and a few tools to use. [21:05] Ward adds that it points to some additional literature to think about. [21:09] Clayton Christensen at Harvard did a lot of interesting work associated with the innovator's dilemma, in which he was asking the question, "How do organizations that have been innovative throughout their lifespans, when they continue to be innovative, fail?" [21:28] Ward says it has to do with disruptive elements in the marketplace. It raises the question of how you, in risk management, can help the organization think slightly disruptively to help it push through the biases and barriers that might cause it to have difficulties going forward. [21:40] The issue of understanding disruptive innovation is part of the new toolkit that the next generation of risk professionals is going to have to have, sharpened up, with a strong acumen around, to help their organization succeed going forward. [22:09] Those are some of the more subtle elements of the book. It also talks about a risk ecosystem as opposed to separate distinct property and casualty, wealth, well-being, and more. [22:27] They're not in separate locations; they're in an ecosystem. The data is showing us how they interact with each other. New skills, new capabilities, and new perspectives are highlighted in the book. [22:44] Special thanks again to Aaron Olson and Ward Ching of Aon for joining us here on RIMScast! Remember to check out their book Strategy and Change: Finding Opportunity in Disruption Through Insight, Choice, and Risk. It is available worldwide right now. [22:57] If you are looking for the slides from their RISKWORLD 2026 presentation, open up the RIMS Events app and go to the Attendees Service Center. Also visit RIMS.org/ASC. Navigate over to their names, and you should find it. [23:13] Be sure to check out the links in this episode's show notes for the past appearances of our friend Ward Ching. [23:20] Plug Time! You can sponsor a RIMScast episode for this, our weekly show, or a dedicated episode. Links to sponsored episodes are in the show notes. [23:48] RIMScast has a global audience of risk and insurance professionals, legal professionals, students, business leaders, C-Suite executives, and more. Let's collaborate and help you reach them! Contact pd@rims.org for more information. [24:07] Become a RIMS member and get access to the tools, thought leadership, and network you need to succeed. Visit RIMS.org/membership or email membershipdept@RIMS.org for more information. [24:24] Risk Knowledge is the RIMS searchable content library that provides relevant information for today's risk professionals. Materials include RIMS executive reports, survey findings, contributed articles, industry research, benchmarking data, and more. [24:41] For the best reporting on the profession of risk management, read Risk Management Magazine at RMMagazine.com. It is written and published by the best minds in risk management. [24:54] Justin Smulison is the Business Content Manager at RIMS. Please remember to subscribe to RIMScast on your favorite podcasting app. You can email us at Content@RIMS.org. [25:06] Practice good risk management, stay safe, and thank you again for your continued support!   Links: RIMS Canada Conference — Oct. 18‒21, 2026 | Quebec City | Registration Opens in June RIMScast on YouTube! Spencer Educational Foundation — Scholarships and Grants | Open Calls and Timelines. RIMS-CRO Certificate Program In Advanced Enterprise Risk Management | July‒Sept. 2026 Cohort | Led by James Lam 2026 Florida RIMS Educational Conference | July 28‒Aug. 1 | Register Now RIMS Texas Regional Conference 2026 | Aug. 10‒12 in San Antonio | Register Now! ChicagoLand Risk Forum | Sept. 24, 2026 RIMS Western Regional Conference — Oct. 4‒7, 2026 | Seattle, WA | Register Today and Submit an Educational Session! RIMS Risk Management magazine | Contribute RIMS Now RIMS-Certified Risk Management Professional (RIMS-CRMP) | Insights Video Series Featuring Joe Milan! The Strategic and Enterprise Risk Center RIMS Diversity Equity Inclusion Council RIMS-CRMP Stories RIMScast Canada — Episodes Now Live RISK PAC | RIMS Advocacy RISKWORLD 2026 Presentations Available via Attendee Service Center — www.RIMS.org/Asc — and via the RIMS Events App Upcoming RIMS-CRMP Prep Virtual Workshops: RIMS-CRMP Exam Prep | June 9‒10 RIMS-CRMP-FED Exam Prep with AFERM | June 16‒17, 2026 Full RIMS-CRMP Prep Course Schedule See the full calendar of RIMS Virtual Workshops   Upcoming RIMS Webinars: From Underwriting To Risk Management: What To Expect From The Growing Demand For Data Center Construction | May 28 | Presented by Zurich RIMS.org/Webinars   Related RIMScast Episodes: "Live from RISKWORLD 2026!" "RIMS Risk Manager of the Year Jeff Bray" "James Lam on ERM, Strategy, and the Modern CRO" "Rethinking the Impact of Disruption on ERM Tools and Processes with Ward Ching and Dr. Paul Walker" "Disruption and the Digital Age with Ward Ching"   Sponsored RIMScast Episodes: "AI-Scale, Risk Ready: Engineering Controls for the New Data Center Boom" (New!) | Sponsored by Global Risk Consultants, a TÜV SÜD Company "Facing Into Risk: Navigating the New Risk Landscape" (New!) | Sponsored by AXA XL "Secondary Perils, Major Risks: The New Face of Weather-Related Challenges" | Sponsored by AXA XL "The ART of Risk: Rethinking Risk Through Insight, Design, and Innovation" | Sponsored by Alliant "Mastering ERM: Leveraging Internal and External Risk Factors" | Sponsored by Diligent "Cyberrisk: Preparing Beyond 2025" | Sponsored by Alliant "The New Reality of Risk Engineering: From Code Compliance to Resilience" | Sponsored by AXA XL "Change Management: AI's Role in Loss Control and Property Insurance" | Sponsored by Global Risk Consultants, a TÜV SÜD Company "Demystifying Multinational Fronting Insurance Programs" | Sponsored by Zurich "Understanding Third-Party Litigation Funding" | Sponsored by Zurich "What Risk Managers Can Learn From School Shootings" | Sponsored by Merrill Herzog "Simplifying the Challenges of OSHA Recordkeeping" | Sponsored by Medcor "How Insurance Builds Resilience Against An Active Assailant Attack" | Sponsored by Merrill Herzog "Third-Party and Cyber Risk Management Tips" | Sponsored by Alliant   RIMS Publications, Content, and Links: RIMS Membership — Whether you are a new member or need to transition, be a part of the global risk management community! RIMS Virtual Workshops On-Demand Webinars RIMS-Certified Risk Management Professional (RIMS-CRMP) RISK PAC | RIMS Advocacy RIMS Strategic & Enterprise Risk Center RIMS-CRMP Stories — Featuring RIMS President Manny Padilla!   RIMS Events, Education, and Services: RIMS Risk Maturity Model®   Sponsor RIMScast: Contact sales@rims.org or pd@rims.org for more information.   Want to Learn More? Keep up with the podcast on RIMS.org, and listen on Spotify and Apple Podcasts.   Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook, Twitter, and LinkedIn.   About our guests: Ward Ching, Managing Director, AON Adjunct Professor of Risk Management, Marshall School of Business, University of Southern California   Aaron Olson, EVP, Enterprise Client Group, Exec Sponsor, University Partnerships, AON Lecturer, Northwestern University   Production and engineering provided by Podfly.

In This Episode Processes alone do not build great companies—people and culture bring those systems to life. In this episode, Adi Klevit interviews Mandi Moran, owner and Marketing Director at Window World of Youngstown, about how she helped transform a growing family business by implementing strong systems, accountability, and people-first leadership. Mandi shares how she joined the business eight years ago and quickly realized that while the company was successful, there were very few documented operational processes in place. Adi and Mandi dive into how creating over 100 SOPs across multiple departments helped standardize operations across six different Window World locations. More importantly, Mandi explains that implementation was only successful because leadership focused on hiring the right people, building accountability, and investing in continuous training. Through internal trainers, KPI tracking, and hands-on leadership, the company created consistency across all markets. The conversation also highlights the critical role of company culture. Mandi explains that employees thrive when they feel appreciated, supported, and connected to leadership. From peer-recognition programs to learning employees' personal goals and family milestones, the company intentionally creates a workplace where people feel valued—not just managed. Perhaps the biggest takeaway is that systems and culture are not separate initiatives. When combined intentionally, they create businesses that scale successfully while maintaining strong employee retention and long-term stability.  

Thanks to our Partners, NAPA TRACS, Today's Class, KUKUI, and Pit Crew Loyalty Watch Full Video Episode Carm Capriotto talks with Matt Curry and Judy Curry of Craftsman's Auto Care about building one of the automotive industry's most respected multi-shop operations twice. After growing Curry's Auto Service to 10 locations and retiring in 2013, the Currys returned to the industry with a new vision, launching eight Craftsman's Auto Care locations in eight years. Matt shares his role as the visionary leader driving momentum and ideas, while Judy explains how operational discipline, marketing, and customer experience keep the business grounded and scalable. The conversation explores their “5 Ps” philosophy: People, Policies, Processes, Procedures, and Profits, along with their commitment to employee development, strong culture, customer transparency, and community involvement. The Currys also discuss how Digital Vehicle Inspections and an intentional customer experience helped them earn nearly 10,000 five-star Google reviews. What You'll Learn How Matt and Judy Curry scaled multiple successful shop operationsWhy leadership balance and “staying in your lane” mattersThe “5 Ps” framework for building a strong shop cultureHow employee investment drives long-term successWhy transparency and DVIs build customer trustHow culture and customer experience fuel growth and retention Sustainable growth in automotive repair comes from more than technical expertise. It requires intentional leadership, strong systems, a healthy culture, and a commitment to both employees and customers. Matt and Judy Curry, Craftsman Auto Care, 8 locations, Virginia Thanks to our Partner, NAPA TRACS NAPA TRACS will move your shop into the SMS fast lane with onsite training and six days a week of support and local representation. Find NAPA TRACS on the Web at http://napatracs.com/ Thanks to our Partner, Today's Class Optimize training with Today's Class: In just 5 minutes daily, boost knowledge retention and improve team performance. Find Today's Class on the web at https://www.todaysclass.com/ Thanks to our Partner, KUKUI Stop juggling multiple marketing tools. KUKUI's integrated platform delivers 4x better website conversions, automated follow-up, and real-time ROI tracking. Get industry-leading customer support with KUKUI at https://www.kukui.com/ Thanks to our Partner, Pit Crew Loyalty You're probably tired of chasing new customers who never return. We understand. Pit Crew Loyalty ends the one-and-done cycle, turning first visits into lasting, reliable revenue at https://www.pitcrewloyalty.com/ Connect with the Podcast: ...

In this episode of the Ecomm Breakthrough Podcast, host Josh Hadley shares his "10x AI SOP Method" for scaling businesses by using AI to clone founder judgment. Rather than automating routine tasks, Josh explains how recording real-time work, feeding transcripts into AI models, and rigorously answering hundreds of probing questions creates highly accurate SOPs that capture nuanced decision-making. Through repeated iterations, entrepreneurs can build comprehensive procedures enabling teams to execute with founder-level expertise, eliminating bottlenecks and unlocking sustainable business growth.Bullet Points:Use of AI to replicate founder's judgment and decision-making in business processes.Importance of documenting nuanced decision-making beyond traditional SOPs.Step-by-step method for creating an AI-assisted SOP.Recording real-time work processes to capture decision-making rationale.Feeding transcripts of recorded processes into an AI language model.Iterative refinement of SOP through detailed questioning and feedback.Achieving high accuracy in SOPs by rigorously interrogating the founder.Utilizing training videos effectively for onboarding new team members.Maintaining context and continuity in AI interactions for better SOP development.Emphasizing the transformative potential of AI in scaling business operations.Timestamps:00:00:00 Introduction: How to Clone Yourself with AIThe host introduces the concept of using AI to replicate a founder's judgment and decision-making to scale a business.00:01:48 The Founder Mindset ShiftOvercoming the belief that "nobody can do this like me" by documenting the nuanced judgment calls behind your business processes.00:02:41 The Problem with Normal SOPsStandard Operating Procedures often fail because they miss the crucial, unarticulated judgment calls and trade-offs made by the founder.00:03:38 The Lazy Way People Use AIA warning against simply asking AI to create an SOP, as it lacks the specific context and nuances of your business.00:04:33 The 10x AI SOP Method OverviewAn introduction to the host's four-step method: record your process, feed transcripts to AI, have AI interrogate you, build SOP.00:05:33 Step 1: Record the ProcessThe importance of recording yourself performing a task multiple times over several weeks to capture various scenarios and nuances.00:07:26 Why Multiple Recordings Are CrucialRecording a process over time captures seasonality and different business scenarios, creating a more robust and accurate SOP.00:08:21 How to Record Effective LoomsThe key is to vocalize every decision, explain trade-offs in real-time, and record during different business scenarios.00:09:18 Live Demo IntroductionThe host begins a practical demonstration of his AI process for creating an SOP for his product research and development.00:10:21 Step 1 of the Prompting ProcessExplaining the initial prompt that sets up the AI as an expert SOP architect and instructs it on the process.00:12:09 Steps 2-4: Feeding Transcripts to the AIHow to upload weekly transcripts and use an "SOP memory" to have the AI continuously update its understanding of the process.00:13:16 Step 5: The First InterrogationPrompting the AI to ask numerous questions to ensure the SOP captures your full judgment with 95% accuracy.00:15:06 Step 7: The Second InterrogationPushing the AI further by asking it to ask more questions to achieve 99.9% accuracy in the final SOP.00:15:33 Step 10: Creating a Training PlanUsing the AI to analyze all recorded videos and create a structured onboarding and training plan for new team members.00:17:24 Live Demo WalkthroughA screen-share demonstration showing the actual ChatGPT thread, from the initial prompt to the AI's 240 interrogation questions.00:21:17 Why This In-Depth Process MattersEmphasizing that thorough systems are what truly scale a business, preventing the frustration of team members not executing correctly.00:22:29 The AI-Generated Onboarding PlanThe AI's final output, which suggests the best order to present training videos to a new hire for maximum clarity.00:23:31 The Importance of the Loom Training LayerLeveraging the recorded videos as training assets, using AI to determine the most effective sequence for onboarding new hires.00:24:32 Key TakeawaysAn SOP is complete when someone can make the same decisions as you, which is achieved by using AI interrogation.Links and Mentions:Tools and Websites  "Helium 10": "00:02:36"  "Cerebro": "00:02:36"  "Data Dive": "00:02:36"  "Loom": "00:05:29"  Videos and Demos  "YouTube Demo": "00:10:14"  Prompts and Processes  "AI Prompt Library": "00:25:09"  Key Takeaways  "SOP (Standard Operating Procedure)": "00:24:00"Transcript:Josh Hadley 00:00:00  If you're a business owner, you've probably thought, hey, is there an ability for me to clone myself? Because if I just had 3 or 4 more people on my team that thought the same way I do that, execute the same way I do, and actually have the same work ethic that I do. Man, our business could be ten x bigger than it is today. Well, today I'm going to show you how to utilize AI to clone yourself in the exact process that I'm following to clone myself in my business. Welcome to the Econ Breakthrough Podcast, I'm Josh Hadley. I've scaled my own ecommerce brand from 0 to 8 figures, and I'm actively building towards nine figures in sales. This podcast is where I document that journey and share the systems, the strategies, and the lessons learned in real time so that you can learn what actually matters and scale your own business. Who am I? My name is Josh Hadley. First and foremost, I am a man of faith. I'm a husband to a beautiful wife and the father of four children.Josh Hadley 00:00:49  I have been selling in the e-commerce space for over a decade now, doing over $20 million in annual revenue and selling multi-millionaire on multiple sales channels including Amazon, TikTok, Shop and Shopify. And I am also the host of the E-com Breakthrough podcast, the number one business strategy podcast for eCommerce entrepreneurs. Today, I'm going to be showing you how I use AI to clone myself in my business. And this doesn't just mean I'm using AI agents to go clone myself. What I'm actually doing is following a system that allows me to replicate my same level of judgment and decision making throughout the team, whether it's a team member executing tasks for me, or it's AI executing tasks for me, the most important thing that you need to do truly is to clone the way you think and the judgment calls that you make that is ultimately what you're looking for. Most people use AI to just...

Kgomotso Modise, in for Clement Manyathela, speaks to Nomzamo Zondo, who is the Executive Director at the Socio-Economic Rights Institute of South Africa to understand the concerns of the organisation to the City of Johannesburg demolishing structures in the Joburg CBD. Kgomotso Modise, in for Clement Manyathela, speaks to Nomzamo Zondo, who is the Executive Director at the Socio-Economic Rights Institute of South Africa to understand the concerns of the organisation to the City of Johannesburg demolishing structures in the Joburg CBD. The Clement Manyathela Show is broadcast on 702, a Johannesburg based talk radio station, weekdays from 09:00 to 12:00 (SA Time). Clement Manyathela starts his show each weekday on 702 at 9 am taking your calls and voice notes on his Open Line. In the second hour of his show, he unpacks, explains, and makes sense of the news of the day. Clement has several features in his third hour from 11 am that provide you with information to help and guide you through your daily life. As your morning friend, he tackles the serious as well as the light-hearted, on your behalf. Thank you for listening to a podcast from The Clement Manyathela Show. Listen live on Primedia+ weekdays from 09:00 and 12:00 (SA Time) to The Clement Manyathela Show broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/XijPLtJ or find all the catch-up podcasts here https://buff.ly/p0gWuPE Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

Data limitations and federal laws prevented us from evaluating the accuracy of TANF benefit payments. The federal government does not require states to assess the accuracy of their TANF benefit payments. DCF has an employee performance review process that includes reviewing TANF payments for process and accuracy errors. However, the data DCF provided to us from that process is not sufficient or reliable for determining the department's accuracy in making TANF benefit payments. Federal law prohibits us from looking at the application data that would allow us to assess the accuracy of TANF benefit payments.

From the archive: This episode was originally recorded and published in 2022. Our interviews on Entrepreneurs On Fire are meant to be evergreen, and we do our best to confirm that all offers and URL's in these archive episodes are still relevant. Brandon Zobel is CEO and Founder of ProsperSpark, using 20 plus years' experience to provide Excel consulting and process automation, serving 200 plus clients and simplifying their workflows. Top 3 Value Bombs 1. When automating, focus on small processes as well as large ones. 2. Automation often frees employees from repetitive tasks so they can focus on high-impact work. 3. Use technology for tasks that don't require a human touch. Get a 10 percent discount up to 1,000 dollars on a ProsperSpark project if you mention the code "FIRE." Book your free call today to get started - ProsperSpark for Fire Nation Sponsors HighLevel - The ultimate all-in-one platform for entrepreneurs, marketers, coaches, and agencies. Learn more at HighLevelFire.com. 50 - Join JLD on his free '50 days to something' video series on YouTube and create something special in 50 days.

Episode 390 of the Football Fitness Federation Podcast is with Lecturer in Strength & Conditioning Sam Barraclough We discussed: ▫️EPPP Benchmark testing ▫️Lessons from 10 years of Academy support ▫️Higher Education ▫️Multidisciplinary Profiling & much more! You can connect with Sam on LinkedIn Keep up to date with the amazing work our sponsors are doing here:⁣ ⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣ ⁣⁣ Good Prep - thegoodprep.com⁣ ⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣ ⁣⁣ Discover the power of nutrition at WWW.THEGOODPREP.COM and use code FFF15 for 15% off your first order⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣ ⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣ ⁣⁣ Hytro - hytro.com⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣ ⁣⁣ Maximise your athletic potential with Hytro BFR. Easier, safer and more practical BFR for squads to prepare for and recover from exercise than ever before.⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ Click the link [[ bit.ly/3ILVsbU ]]⁣⁣ ⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣ ⁣⁣ Join our online community & get access to the very best Football Fitness content as well as the ability to connect with Sport Scientists and Strength & Conditioning coaches from around the world.⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣ ⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣ ⁣⁣ To get FULL access to all of these & even more like this, sign up to a FREE month on our online community at the link below.⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣ ⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣ ⁣⁣ www.footballfitfed.com/forum/index.a…⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣ ⁣⁣ Keep up to date with everything that is going on at Football Fitness Federation at the following links:⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣⁣⁣⁣ ⁣ ⁣⁣ X - @FootballFitFed⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣ Instagram - @FootballFitFed⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ⁣⁣⁣⁣ Website - www.footballfitfed.com

From $100K in Debt to Financial Coach with Justin BennettFinancial coach Justin Bennett had the career, the house, and the wife by his mid-twenties. But, also over $100,000 in consumer debt he had no idea how to get out of. In this episode, Justin shares the raw, real story of how he and his wife turned it around, and how that experience launched nearly two decades of helping over 1,000 clients eliminate a combined $10 million in debt!We talk about why budgeting gets such a bad rep, the hidden difference between tracking and actually planning, the real reason most people are afraid to look at their own finances, and the mindset shift that has to happen before any process actually works. Justin also breaks down his 3P Framework (Principles, Processes, Plan), shares some incredible client stories, and gives a very honest take on the Buy Now, Pay Later trap that's making all of this so much harder.He also just happens to be a lifelong Metallica fan who met James Hetfield backstage in 2004. So there's that! m/ m/ Contact Chris:https://heavymetal.moneyhttps://www.facebook.com/MoneyHeavyMetalhttps://x.com/MoneyHeavyMetalhttps://www.instagram.com/chrislugerhttps://www.tiktok.com/@heavymetalmoneyemail: chris at heavymetal.moneyResources and Links:https://strongtowerconsulting.comhttps://levelupyourfinances.comProfit First: Transform Your Business from a Cash-Eating Monster to a Money-Making Machineby Mike Michalowiczhttps://a.co/d/08PEtGrjThe Money Habit: The Worry-Free Way to Financial Independenceby Mike Michalowiczhttps://a.co/d/030t3Vk0Waylon Jennings talks about quitting drugs.https://www.youtube.com/watch?v=iFHKnVQZDeoAtomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Onesby James Clearhttps://a.co/d/02kAHu17Contact Chris:https://heavymetal.moneyhttps://www.instagram.com/heavy_metal_money/https://www.youtube.com/@heavymetalmoneyhttps://www.facebook.com/chrislugeremail: chris at heavymetal.money

This week, Wes and Todd talk with Colorado Springs Artist, Jes Moran. Jes discusses her engagement with art as a child, growing up in Wisconsin, altering clothes & studying apparel design, her compulsion to make, loving process, having an intentional art practice the past five years, creative ideas, some of the other creative pursuits that she explored before doing the work she does now, being self-taught, learning to trust herself, her process, being fearless, quilts, sewing, what art does for her, letting go, her older work, titles, negative space, abstract art, experimentation & exploration, finding her voice, writing, space, memories, family, vulnerability, self-doubt, routine, sacrifices, potato chips, color, her new work, her show at Auric in June, being seen & valued, the support of her family, the Colorado Springs art community, and her idea of perfect happiness.Join us for a wonderful conversation with Jes Moran!Check out Jes Moran's exquisite work at www.jesmoran.comFollow Jes Moran on social media:Instagram - www.instagram.com/jesdmoran/ - @jesdmoranJes' exhibition “Seam Shift: painting through construction” will be on display at Auric Gallery through the month of June. Opening reception June 5th.  For more information go to www.auricgallery.comSend us Fan MailFollow us on Instagram:@tenetpodcast - www.instagram.com/tenetpodcast/@wesbrn - www.instagram.com/wesbrn/@toddpiersonphotography - www.instagram.com/toddpiersonphotography/ Follow us on Facebook:www.facebook.com/TenetPodcast/Email us at todd@toddpierson.com If you enjoyed this episode or any of our previous episodes, please consider taking  a moment and leaving us a review on your favorite podcast platform.Thanks for listening! 

U.S. Customs and Border Protection says it has processed more than 35.4 billion dollars in tariff refunds and interest as of Monday.

Send us Fan MailIn this episode, Colleen Keyworth talks about the real impact of AI in home services, leadership in the trades, and how to leverage technology for business growth. We discussed How AI's role is saving time in Operations and Processes, content authenticity, and building a legacy in the industry.Time Stamps: 00:00 - Navigating the Current AI Landscape10:11 - The Role of AI in Business Efficiency20:17 - Content Creation and Authenticity in the AI Era27:24 - The Evolution of Content Value and Trust29:20 - Local Search and AI's Role in Home Services30:41 - The Importance of Technical SEO32:37 - Navigating Client Relationships in Marketing33:56 - The Future of Marketing Agencies in an AI World35:40 - The Human Touch in Customer Service37:46 - After-Hours Service and Customer Experience40:32 - Creating Memorable Customer Experiences43:47 - The Importance of Personal Connections in Business45:14 - Leaving a Legacy in the TradesResources: Women in HVACRInternational Women's Network in Cooling (IWNC)HVACR Industry EventsWhere To Find Colleen KeyworthLinkedIn : linkedin.com/in/colleen-keyworth Instagram : https://www.instagram.com/ckeyworth04/

In this episode of the Measure Success Podcast, Carl J Cox welcomes back Adi Klevit from Business Success Consulting Group. They discuss how strong systems, clear processes, and smart use of AI help businesses grow faster and operate better.  Adi explains why documented procedures matter, how leaders can improve hiring and workflows, and why AI still needs human oversight. She also shares trends she sees in the market and how business owners can stay efficient without adding chaos.  If you want stronger operations and better results, this episode is packed with practical advice. Listen now. Connect with Adi:  Website:  https://www.bizsuccesscg.com/  LinkedIn: https://www.linkedin.com/in/adiklevit/ 

As any dealer knows, tax refund season is when dealership volume really begins to take off. Unfortunately, fraudsters have gotten wise to this as well. In this episode of the 700Credit Credit Podcast, Ken Hill and Jason Harris break down how opportunistic fraudsters take advantage of lapses in dealership compliance when customer volume peaks, and how firmly established processes can keep your team protected. 700 Credit Podcast Episodes & more: https://www.700credit.com/700credit-podcast/ #dealership #automotive

In this episode of It's the Bottom Line That Matters, hosts Jennifer Glass and Patricia Reszetylo are joined by renowned business systems expert Adi Klavit, founder of Business Success Consulting Group, for an in-depth conversation about the critical role systems and Standard Operating Procedures (SOPs) play in business growth and efficiency.With over 30 years of experience in process improvement and management consulting, Adi Klavit shares her journey from industrial engineering to building a specialized consultancy that helps organizations of all sizes document, optimize, and implement effective processes. Tune in to hear practical strategies on how to leverage SOPs for knowledge transfer, automation, and scalability—whether you're a solopreneur, managing a team, or leading a growing enterprise.Key highlights include:The importance of tailoring SOPs to fit your unique business cultureHow to use SOPs for delegating tasks and ensuring consistent resultsThe role of automation—and what to watch out for when things go wrongUsing KPIs to measure and continuously improve your proceduresThe vital mindset shift needed to embrace systems for greater freedom and creativityPlus, Adi Klavit offers actionable tips for getting started with systems and shares where to find free resources and her ebook to help you on your documentation journey.If you want to move your business forward and increase your bottom line by working smarter—not harder—this episode is for you!Jennifer Glass is the host of "It's the Bottom Line That Matters" podcast. She is passionate about guiding business owners and listeners to success by sharing practical strategies and best practices. Throughout her career, Jennifer Glass has stressed the importance of systems for businesses of all sizes, emphasizing tools and approaches that make growth possible whether working with employees, virtual assistants, or as a solopreneur. Her thoughtful questions on the podcast reflect her deep experience and commitment to helping entrepreneurs streamline operations and achieve their goals.Adi Klevit is the founder and leader of Business Success Consulting Group. With over 30 years of experience as a trained industrial engineer and management consultant, she has worked both in large international firms and directly with clients, managing companies and building two of her own. Her journey began with a focus on process improvement and grew when she noticed a significant demand for documenting business procedures. By helping companies create custom, adaptable SOPs, Adi has established herself as a leading expert in optimizing efficiency and systematizing business growth. She also hosts "System Simplified," a podcast dedicated to showcasing the power of systems in entrepreneurship and scaling.Patricia Reszetylo is a co-host of the podcast, bringing a wealth of experience and relatable stories to every episode. With a background that spans practical business management and personal experience, Patricia Reszetylo illustrates key lessons about systems with engaging anecdotes—such as her story about the loss of informal procedures when a key figure retires, highlighting the need for documented knowledge transfer. Her thoughtful engagement and curiosity help guide insightful conversations that resonate with other business owners facing similar challenges.Connect with Adi by going to https://bizsuccesscg.com/ or on LinkedInKeywords: systems, SOPs, standard operating procedures, process documentation, business efficiency, knowledge transfer, automation, ROI, return on investment, process improvement, process optimization, business consulting, scalability, delegation, virtual assistants, freelancers, branding, email signature, service level agreement, disaster procedures, knowledge extraction, technical writers, team management, corporate processes, process consistency, AI tools, ChatGPT, key performance indicators, KPIs, solopreneur, process compliance

Friday Deployments. Alle reden darüber, viele haben eine starke Meinung dazu und erstaunlich viele Teams haben vor allem eins: Angst. Nicht nur vor Technik, sondern vor kaputten Prozessen, endlosen Freigaben, Rufbereitschaft am Wochenende und der berühmten Frage, wer schuld ist, wenn Production brennt. Aber ist das Problem wirklich der Freitag oder zeigt der Freitag nur schonungslos, wie gut oder wie fragil unsere Software Delivery wirklich ist?In dieser Episode sprechen wir mit Sujeevan, ehemaliger Solutions Architect bei GitLab und Grafana, Podcaster beim Tilpod, DevOps-Autor und Gründer der Friday Deployments GmbH. Gemeinsam schauen wir auf den Mythos Friday Deployment und zerlegen ihn in seine Einzelteile: CI/CD, Staging, Monitoring, Feature Flags, Blue Green und Canary Deployments, Delivery versus Deployment, Blameless Post Mortems, On Call, DevOps-Kultur, Compliance, Banken, Mittelstand und die Frage, warum viele Teams technisch mehr könnten, es kulturell aber trotzdem nicht tun.Dabei wird schnell klar: Wer freitags nicht deployen kann, hat oft kein Freitagsproblem, sondern ein Delivery-Problem, ein Kulturproblem oder ein Vertrauensproblem. Wenn du wissen willst, wie Teams deploybarer, stressfreier und am Ende auch produktiver werden, ist diese Folge für dich.Bonus: Eine Waschmaschine erklärt den Unterschied zwischen Continuous Delivery und Continuous Deployment erstaunlich gut.Unsere aktuellen Werbepartner findest du auf https://engineeringkiosk.dev/partnersDas schnelle Feedback zur Episode:

Your database is a goldmine.But most agents are treating it like a graveyard.In this episode of All or Nothing in Real Estate, I sit down with Spencer Linquist, a real estate tech veteran with 13 years of experience inside some of the largest and most successful databases in the country.Spencer's framework is simple and it works.Mindset. Processes and standards. Then tech.Here's what hit me hardest from this conversation…Most team leaders are unknowingly killing their database conversion before it ever has a chance to work.Not because they don't care.But because they've got the order wrong.They buy the tech first.Then wonder why their agents still won't touch old leads.Spencer breaks it down simply. Mindset first. Processes and standards second. Tech last.And the tech guy ranking tech last should tell you everything.We go deep on how to audit what's actually being sent to your database, how to build simple processes your agents will actually follow, and why the most profitable leads in your business are the ones you've already paid for.This one's practical. Tactical. And it could change your numbers fast.

Rick Hasselman recently boarded “a moving train,” describing his arrival at a newly merged SalesLoft and Clari business as both complex and energizing. Just a month and a half into the role, he is already immersed in integrating a $300 million-plus revenue company, he tells us.That early moment captures a defining pattern across Hasselman's career: a willingness to enter dynamic environments and impose structure where complexity dominates. At SalesLoft, that means unifying systems, aligning data, and translating operational activity into actionable insight. The merged platform combines sales engagement, forecasting, and conversational intelligence—capabilities that, when integrated, allow teams to “become smarter and smarter on what the next best activity is,” he tells us.But for Hasselman, integration is not just a technical exercise—it is a strategic opportunity. As he explains, bringing together two organizations creates a chance to rethink workflows entirely. Processes that once took “three or four days” can be redesigned to take one, he tells us. This mindset reflects a broader approach: finance as an enabler of operational clarity and efficiency, rather than a function limited to reporting results.At the center of this effort is data. Hasselman emphasizes that combining systems—from ERP to CRM—requires precision, but also unlocks new possibilities. By connecting internal data with external AI capabilities, the platform can extend its value beyond its own boundaries, he tells us.For Hasselman, the challenge is clear: unify, simplify, and position the business to act faster—turning complexity into a competitive advantage.

Debt funds are having a moment but most LPs still don't have a clean framework for where private credit fits inside a real estate portfolio, or how to diligence a fund beyond “it's first lien” and a headline return. In this episode, Chris Lopez sits down with Whitney Elkins-Hutten to break down a simple (but powerful) portfolio exercise Whitney built for herself: categorize every asset by risk and liquidity, then work backward from a real cashflow target to build an “income sleeve” that can hold up when equity cashflow gets compressed. Whitney explains why she doesn't start with percentages, how she thinks about taxable vs. retirement capital for early retirement timelines, and how she reinvests income to steadily grow both the debt and equity sides of the portfolio. Then they go deep on debt fund due diligence, Whitney's “four-part” risk lens (capital position, asset type, development phase, and legal structure) and the three buckets she uses to evaluate a fund once you're past the basics: People, Processes, and Protections. They also cover practical verification steps LPs can take (without needing a social security number), what she wants to see in reporting, when a missing loan tape is or isn't a dealbreaker, how to think about third-party reviews vs. audited financials, and why leverage inside a debt fund can quietly flip your real position in the stack. Key Takeaways A portfolio exercise for building an “income sleeve” and working backward from your cashflow number (not arbitrary percentages) How to think about liquidity and reserves as your “oxygen mask” before chasing returns Debt fund risk framework: capital position + asset type + development phase + legal structure Debt DD simplified: underwriting the People, the Processes, and the Protections What Whitney wants to see in monitoring: monthly payments, draw cadence, early warning signals, and workout plans Loan tape reality: why some operators won't share it, what they should provide instead, and when third-party verification matters most Leverage in debt funds: why a warehouse line can be fine at low levels and why high leverage can make you “behind the bank” Fraud and “messy middle” risks: cross-collateralization, self-dealing permissions, and what to confirm in the PPM How to validate third-party financials: trust-but-verify steps (including confirming directly with the auditor) Disclaimer The content of this podcast is for informational purposes only. All host and participant opinions are their own. Investment in any asset, real estate included, involves risk, so use your best judgment and consult with qualified advisors before investing. You should only risk capital you can afford to lose. Past performance is not indicative of future results. This podcast may contain paid advertisements or other promotional materials for real estate investment advisers, investment funds, and investment opportunities, which should not be interpreted as a recommendation, endorsement, or testimonial by PassivePockets, LLC or any of its affiliates. Viewers must conduct their own due diligence and consider their own financial situations before engaging with any advertised offerings, products, or services. PassivePockets, LLC disclaims all liability for direct, indirect, consequential, or other damages arising out of reliance on in

In this episode Jess explores the complexities of procurement, including bids, tenders and preferred supplier agreements. If you've been looking at these as a shortcut to big contracts Jess shares the competitive realities of these processes and why they are rarely the 'easy win' they appear to be. With many decision makers often out of the office throughout the summer months it's vital to prioritise the right business development activities and tighten up your sales strategy so tune in to learn why a sharp strategy in May is your best defense against a quiet July Key Topics Definitions and Distinctions Learn what preferred supplier agreements, bids, and tenders actually are 14:14 Differentiates between: Preferred supplier agreements (agreements to be a first point of call, often at a discount) 15:07 Tenders (organisations inviting suppliers to quote for a specific value/project) 17:20 Bids (suppliers' direct response/proposal to tenders) 19:15 Where to Find Bids, Tenders, and PSAs Understanding of public sector portals, government and council websites for sourcing 20:16 Explains why a business model built solely on price-cutting and competitive bids often fails to scale  21:21 Challenges and Realities of Bids and Tenders Highlights the extreme competitiveness of the environment 23:15 Explains that not all organisations use their PSAs or tender lists exclusively-sometimes specialist suppliers are needed 25:02 Notes that organisations use tender/bid processes for benchmarking, sometimes wasting suppliers' time 26:36 Points out how established relationships and proactive business development often influence selection 27:21 Lack of Control and Time Investment Describes the lengthy, uncertain, and often frustrating processes for suppliers 29:44 Emphasises the value of control in one's sales process versus passive, unreliable pipeline building 30:20 Explains the restrictions of PSA agreements (e.g. often cannot proactively contact decision makers) 31:02 Surprising Complexity vs. Perceived Ease Discusses the hidden work involved and misconceptions perpetuated both by proponents and internal procurement teams 32:41 Describes frequent delays, shifting requirements, and unpredictability 33:41 Strategic Perspective for Coaches, Consultants, Speakers, and Trainers Advises listeners to approach bids and tenders with eyes wide open 35:12 Explains why controlling the sales process is more stable, consultative, and ultimately preferable 36:19 Endorses using bids/tenders as a bonus, not a core sales strategy-unless there's an established relationship 37:04 Encourages proactive business development over reliance on tenders/PSAs 38:17 Key Quotes "Just because those organisations have preferred supplier lists... doesn't mean that that is always who they end up using." 24:45 "If you don't have that relationship, prior knowledge... it's really, really difficult to get that signed off." 30:28 "Go in eyes wide open... treat unsolicited bid submissions like a lottery ticket-a possible bonus, but not a reliable strategy for predictable income." 38:08 In some cases, being on a preferred supplier agreement even restricts your ability to network internally within an organisation, limiting future opportunities and risking removal from the agreement if rules are broken 32:04. The "easy win" of PSAs or tenders is usually an illusion; substantial effort, little control, high competition, and unpredictable returns are the norm 33:41. Key Resources Mentioned in this Episode: Join the B2B Sales Edit https://magic.beehiiv.com/v1/988ac64b-5875-4924-9d10-50faad2aa4ad?email=%EMAIL% Episode sponsored by The Expert Services Directory: A key resource for coaches / consultants / trainers and done-for-you service providers to generate inbound leads.  Check out The Expert Services Directory here https://expertservicesdirectory.com/ If you've enjoyed listening to Why bids + tender processes are a complete waste of time check out these episodes. How to pep up your B2B sales before the summer slump! - https://bit.ly/SellingtoCorporate098 How to create more sales opportunities (and get your sales process moving before summer) - https://bit.ly/SellingToCorporate124 Content Disclaimer The information contained above is provided for information purposes only. The contents of this article, video or audio are not intended to amount to advice and you should not rely on any of the contents of this article, video or audio. Professional advice should be obtained before taking or refraining from taking any action as a result of the contents of this article, video or audio. Jessica Lorimer disclaims all liability and responsibility arising from any reliance placed on any of the contents of this article, video or audio.  

In This Episode You can have the best processes in the world—but if your people are disengaged, your systems will never reach their full potential. In this episode, Adi Klevit interviews Ian Watts, founder of Employee Success Company, about the critical connection between people, processes, and business growth. Ian shares his personal journey—from early success and failure due to a lack of systems, to developing a mission focused on building businesses that create meaningful impact. Adi and Ian explore the idea that businesses often treat people as resources rather than individuals. Ian explains that true scalability comes from creating systems that support not only operational efficiency but also employee engagement and development. Without this alignment, businesses struggle with retention, performance, and long-term growth. The conversation also introduces Ian's structured approach to engagement, emphasizing that leaders must intentionally invest in their people. From understanding employees' personal goals to creating systems that support their growth, Ian demonstrates how small, consistent actions can lead to significant improvements in both culture and results.  

Biaheza helped a follower make viable income (processes reviewed, metrics, tips)

reference: Sri Aurobindo and the Mother, The Psychic Being — Soul: Its Nature, Mission and Evolution, Section 1 Meaning and Nature of the Psychic Being, pg. 42This episode is also available as a blog post at https://sriaurobindostudies.wordpress.com/2026/04/26/appreciating-knowledge-not-based-in-mental-processes/Video presentations, interviews and podcast episodes are allavailable on the YouTube Channel https://www.youtube.com/@santoshkrinsky871More information about Sri Aurobindo can be found at www.aurobindo.net  The US editions and links to e-book editions of SriAurobindo's writings can be found at Lotus Press www.lotuspress.com#Sri Aurobindo #yoga #integral yoga #spirituality #psychic being #soul #knowledge #psychic knowledge

"Procurement now gets to decide where to play, who does the work, and how much of that work is done by humans versus agents." - Viji Doraiswamy, VP Product Marketing, Coupa Senior procurement leaders are under pressure to deliver much more than just savings. The next advantage lies in the intelligent orchestration of processes, where agentic AI not only automates intake, but enables teams to truly focus on value and strategy. In this episode, Philip Ideson speaks with Viji Doraiswamy, VP of Product Marketing at Coupa. Drawing on hands-on experience with large-scale clients, Viji explains what's actually working with agentic AI, how companies are overcoming trust barriers, and why orchestration (not just digitization) holds the key to operating model transformation. She also shares specific use cases where teams are already realizing ROI and freeing up time for strategic work. In addition to sharing proven tactics for building adoption, assessing risk, and unlocking the next level of procurement impact, Viji discusses: How to separate intake from orchestration and why orchestration drives impact How to shift your procurement operating model for greater control and delegation Building confidence in agent-driven outcomes with explainability and phased rollouts Where most companies start on the agentic AI journey and where they get the greatest ROI Links: Viji Doraiswamy on LinkedIn Subscribe to the AOP Newsletter Subscribe to Art of Procurement on YouTube  

In this episode of the Science for Sport podcast, Richard Graves sits down with Jamie Cook, Lead Performance Analyst for Chelsea Women, to unpack the realities of modern performance analysis in elite sport. Jamie shares his journey from grassroots coaching and internships to leading analysis within one of the most successful teams in the women's game. Across the conversation, he offers a clear, honest look at how the role has evolved, from basic video breakdowns to a complex, high-impact function that shapes coaching decisions, player preparation, and match outcomes. The discussion explores the balance between data and communication, the challenge of avoiding over-analysis, and the importance of translating complex insights into simple, actionable messages that players and coaches can actually use under pressure. Jamie also lifts the lid on working within a high-performance environment, adapting to the rapid growth of women's football, and building processes that allow analysts to operate effectively in fast-paced, game-to-game cycles. For practitioners, this is a grounded, real-world insight into what performance analysis actually looks like at the top level, and what it takes to succeed in the role. In this episode you will learn How performance analysts support coaching decisions without dictating them The evolution of analysis in elite women's football over the past decade Why communication is more important than data volume How to avoid over-analysis and focus on what truly impacts performance The importance of understanding individual player needs and learning styles How analysts translate complex data into actionable insights The role of process and structure in high-performance environments How to evaluate whether a game plan has been successfully executed The impact of stadiums, crowds, and environment on communication and analysis How analysts collaborate across departments to drive performance Why knowing players on a personal level improves analysis delivery The balance between individual detail and team strategy Key considerations when working with female athletes How leadership and decision-making shift on the pitch in high-pressure environments Practical advice for aspiring analysts looking to break into elite sport About Jamie Cook Jamie Cook is the Lead Performance Analyst for Chelsea Women, where he has worked for over a decade. Starting his career in the club's foundation programme, Jamie progressed through coaching, scouting, and internship roles before securing a full-time position within the first team setup. He has played a key role in the club's sustained success, supporting coaching staff and players through detailed performance analysis, opposition insights, and strategic planning. Jamie specialises in bridging the gap between data and delivery — ensuring that insights are not only accurate, but meaningful and usable within a high-performance environment. FREE 7d SCIENCE FOR SPORT ACADEMY TRIAL SIGN UP NOW: https://bit.ly/SFSepisode241 ​ Learn Quicker & More Effectively ​ Optimise Your Athletes' Recovery ​ Position Yourself As An Expert To Your Athletes And Naturally Improve Buy-In ​ Reduce Your Athletes' Injury Ratese ​ Save 100's Of Dollars A Year That Would Otherwise Be Spent On Books, Courses And More ​ Improve Your Athletes' Performance ​ Advance Forward In Your Career, Allowing You To Earn More Money And Work With Elite-Level Athletes ​ Save Yourself The Stress & Worry Of Constantly Trying To Stay Up-To-Date With Sports Science Research

Today on the IC-DISC Show we're talking with John, Clive, and Kelly Hess from CompuCycle in Houston. John started in the metals business in South Africa back in 1966, came to the US in 1986 to run a brass and copper distribution company, and spun off a small scrap division that eventually became CompuCycle. Clive joined in 1996 fresh out of U of H. Kelly came aboard in 2013 from the nonprofit world and now runs the company as CEO. Three decades later they're processing 40,000 pounds a day and hold more certifications than any other electronics recycler in Texas. In this conversation, the Hess family talks about the moment the Basel Accord shut down their entire plastics market overnight, why they think scrap metal companies handling electronics is now a liability risk for corporate customers, and how they built their own plastic washing line to solve a problem the rest of the industry was still struggling with. Kelly also shares a partnership they've built with Pearland ISD that turns scrap dismantling into job training for autistic students ages 18 to 22. Whether you're in recycling or not, the Hess family's thinking on running a multigenerational business, earning certifications most competitors won't bother with, and treating customer problems as a moat instead of a cost is worth your time.     SHOW HIGHLIGHTS How John Hess went from manufacturing copper ingot in South Africa in 1966 to building Houston's largest electronics recycler Why being R2 certified isn't enough, and what Compu-Cycle did after watching certified downstreams still send material to landfills The day the Basel Accord shut down their entire plastics market overnight, and how they engineered their way out Why scrap metal companies handling electronics has become a liability risk for their corporate customers The partnership with Pearland ISD that turns scrap dismantling into job training for autistic students What changed when Kelly came in from the nonprofit world and the family started hiring people smarter than themselves   Contact Details LinkedIn - Gordon Driscoll LINKS Show NotesBe a Guest About IC-DISC AllianceAbout CompuCycle   John HessAbout John Kelly HessAbout Kelly Clive HessAbout Clive TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dave: Well good morning. So this is my first time. I've had three guests on the podcast at one time. We have John Hess, we have Kelly Hess, and we have Clive Hess. So where are you all, calling into from today? what part of the world are you all in? Where now? John: We, I'm a responder. We're in Houston, Texas. Dave: Okay. And so am I. So that's, that is good. what I wanna talk about, and the reason we're doing the three person interview is the company Compus Cycle has been in business a little over 30 years, is that right? Kelly: 30 years to this? 2026 is our 30th anniversary, so we're really excited. Dave: That is awesome. and so what I wanna do, I want to go to the far origin of comp cycle, which really starts with John. So what I'd like to do is just start off with a little background on John and his entrance and experience in the scrap metal industry. So John, where are you? What part of the world do you hail from? John: Originally South Africa and have been in the metal business all my life. started in, at the age of 23 in 1966. Go back a long way. Dave: Okay. And, and then you're in the metals business, Ferris, non Ferris, John: right? we, I was, we were ingot manufacturers. We manufactured copper and aluminum based ingot for the foundry industry. And, got into the. Computer business, way back in about 1975 when we imported a, a machine for stripping cables and Okay. This machine also had the capability of shredding,computers of the old mainframe computers. Of course, there were no PCs at that time. Yes, of course. So that was my introduction to computers. Dave: Okay. So you're,you're getting into the computer, so we're talking if I'm doing my math right, that was about 50 years ago that you're involved in the shredding, chopping cable, shredding mainframe computer components. Is that about right? John: That's about right. Yep. Dave: Okay. And then how did we get from there to Compu cycle? John: Well, in 19. In 1966, I was offered an opportunity to come to, sorry, I'm getting myself messed up. It was 1986 that I had an opportunity to come to the United States to manage a company that distributed bras and copper bars and rods. Dave: okay. John: And we, while whilst there, I started a scrap division and that scrap division eventually became Compus Cycle. Okay. Right. Dave: Okay. So did, so was Compus Cycle like a literal spinoff from that company or was, did the idea come to you while you were there and you started a completely separate company? John: Well, we started it as a spinoff of that original company and, after a few years of running that business, I decided to leave the parent business and, get comp cycle going on its own. comp cycle started in the 1990s, as, A computer processing facility. Dave: Okay. And what does the name mean? John: What, what would the, what does the name mean? Dave: Yeah, I'm guessing it, it's like computer recycling that they John: kinda, yeah, computer cycle. we were largely in the scrap processing business at that time, but occasionally found product that was resalable and. okay. We actually repaired that and resold it. and that is how comp cycle began its existence, and it become a whole lot more sophisticated, over the years. Dave: Okay. Now, when you launched it, were Clive and Kelly involved at that time? John: Clive became involved. Clive, I can't remember the year. When was it? Dave: Yeah. Clive: I was involved, Kelly in 1996, I believe I was involved. Yes. And Kelly became involved in 2013. Was it 2013? Kelly: It's in 14 years. Believe it or not. Clive: Yeah, Kelly: 14 years. Dave: yeah, Kelly couldn't have, obviously Kelly couldn't have been involved from the beginning because she would've been in elementary school 30 years ago. Kelly: Well, no, I was that when he said, John said 50 years. I was like, okay, well that's exactly my whole life livelihood. And then, but yeah, no, Clive, I think, funny enough, we were dating when you were involved in Compu Cycle, but It was great though because Clive graduated. Well, you tell your story. You graduated from U of H and then jumped in. Clive: Yeah, I graduated, got involved and, we were, as my dad mentioned, primarily doing electronic scrap. and it evolved. it was really interesting. Back then there were very few companies doing what we were doing. And so not really knowing how to do what we were doing, we could survive and, we, we were scrapping mostly for the metal and precious metal recovery. Okay. Dave: And Clive: evolved into harvesting components, reselling the components, and then the refurbishing of equipment. On a very basic level, reselling it. And,as mentioned today, we are far more sophisticated than what we used to be 30 or 25 years ago. so it, it's, it, it grew from a very small business into a, today we're, we are a very. nice mid-size company. In our industry, John: we like to think of ourselves as the most dominant computer processing facility in, certainly in Houston and probably in Texas. Dave: Okay, so Clive, when you joined. I'm guessing it was a cushy job. You're the boss's son. You probably just sat at a desk with your feet on the desk, smoking a cigar all day, I'm guessing. Is that, was that about right? Is that kind of how it worked out? Clive: I would love to agree. family businesses are very unique, Dave, and, it, it, I'm very blessed. I'm very grateful for what I have. but it, that, I wish that was the case. No, we were certainly, yeah. Very involved and very entrenched. And, and,it's been a, it's been wonderful working with my dad and, it's been. more wonderful working with my wife. Kelly: He's just trying to be nice. That's a whole other podcast, Dave. Dave: Sure. Yeah. And obviously, and oh, and obviously I was joking with you, Clive, because usually the story is that when you're the boss's son, it's hard. Your life is harder because you're held to a different standard. Sometimes your dad has to go the opposite way and be even harder on you than the other employees. Clive: Yeah, he was actually,I will say,very easy with me. and,but it's, it, I was working for John: him getting clever aboard. Definitely took us to a higher level than we were when I was here on my own. And getting Kelly aboard gave us, a further injection to the extent that we've over the last 13 years since Kelly's arrival com cycle has matured enormously, it's become from simply another scrap, another computer scrapping business. To a sophisticated computer, refurbishing and scrapping as well. our scrap division has grown enormously with the addition of a shredding plant for computers and more recently a shredding plan for plastics, which, makes us unique in terms of having abilities that others simply do not have. Dave: Okay. No, that I get that. What, so I'm a chronological thinker. I'm an accountant. And so what I'd like to do is let's go back 30 years. You touched on it, John. Let's think about like the big milestones. So it, the company started in 96, if I'm doing my math right, in 1996. And what year did you join Clive? Clive: in 96 I was Dave: Okay, so the same time. Clive: Yeah. Dave: So as you think back, what was like maybe the first significant milestone? If we're thinking like in five year kind of impli or increments, like any major things that happened in those first five years that were, meaningful to where we got to today? Clive: If, gosh, going back 30 years, I can't go back three years, but,it's, bringing on. Large accounts. I think the first large account that I recall bringing on, would be Texas Children's Hospital. Okay. And,when we, that was a significant account that we brought on recycling the electronics, I think I, that would be a, certainly a milestone. and then going back to 2000,this is further ahead by 2010. We became the first certified electronics recycling company in Houston. And that was certainly a very large milestone because we were the only,for quite a few years, and that brought on additional accounts. what does takes life? Yeah. What Dave: I'm, I don't mean to interrupt. what does certified mean? Clive: So in, in our industry, there was no benchmark or there was no qualifications that one would have, one could have to identify themselves as a responsible electronics recycling company. Okay. And, corporations were familiar with the ISO certifications and Yeah. In 2008, the EPA. Stakeholders, created a certification called the R two, which stands for Responsible Recycling Practices Certification. Okay. And in order to achieve that, companies had to, follow a certain practices. Had to be certified just like companies who are ISO certified. Okay. We through the process of becoming certified, and it, it takes about, six months to a year to achieve that certification where you are, monitored. you have to recycle materials in a certain manner. you have to, adhere to the practices. You cannot just export products overseas anywhere to anybody without any, okay. Standards. And so we achieved that certification, which was,at that time extremely difficult, especially, a small company that did not have, Processes, policies, procedures that were documented in a sure professional manner. So that was, I think our, a very large step, moving in the right direction. and David, today we have the most certifications of any electronics recycling company in Texas. okay. So we, we have, I think seven certifications. Which would be the ISO 9,001, 14,001, 45,001, 27,001 certification. Then R two certification. E Steward certification, na AAA certification. so we have certifications, that, the scrap metal companies have zero. so scrap metal companies recycling electronics, is actually a. it is a,a liability risk, to corporations who may be sending the electronics to scrap metal companies for recycling because they don't adhere to any certifications. where we, we have seven that we have to adhere to. So when you're recycling with compute cycle,your products are handled in a very professional and, Very secured manner, especially today with where we are compared to back then. Dave: Yeah, I can, no, thank you for pointing that out. Because I can tell you, so I've been fortunate enough to be a, a donator of computers to your company through the years. I suspect I'm not your largest account. but of course my biggest concern was the confidentiality of the data. Okay. Because, I'm not a computer expert. I don't really know how to wipe a hard drive. And even if you wipe a hard drive, somebody who really knows what they're doing can still, I'm told, can still recover data some way. So I was looking for a way that I could just give you guys my laptop and be confident that data was never going to find a home elsewhere. Clive: Yeah. Dave: so is that the biggest concern of like your large corporate. providers or customers. Clive: Yeah, it's, and, let me just, one other milestone I'll say Okay. That I want to throw in was certainly, Kelly joining Comp Cycle. And, it's, over the years I've delegated, responsibilities or responsibilities have been removed from me and, Kelly is the CEO of comp cycle. And truly, Kelly is, an incredible leader of comp compute cycle. I'm, I, I always tell people that, and I've mentioned earlier that I'm truly, I'm blessed and, Kelly is phenomenal. And working with Kelly,is extremely rewarding for me, because of what we've accomplished. and we continue and we have the most amazing team at Compu Cycle. Company culture in this at Compute Cycle is extraordinary and it's because of Kelly and the team. So I think I'm gonna bow out now and I'm gonna pass. Okay. Kelly: Yeah. No, but hold on. Because they don't give themselves enough credit in the sense of where we've gotten to. where I came in about 2012 was our kids had, I came up from the nonprofit world. That was my life after graduation. And,I did a public relations psychology communications degree. Okay. Fell in love with nonprofit world and the fundraising of it and development directors of various different nonprofits. And, almost 25 years ago, October, Clive and I got married and Oh wow. Had, our two beautiful daughters. When I was working, I decided to stay home and raise the girls, but was doing some marketing and communications that really wasn't existent at the time for comp cycle while I was working at home. And, it was an amazing company for me because both John and Clive created this company that was really green before it was even cool to be green. And, wanted to really try to see how we could maximize what we were doing because the growth had been. Flat and we were, they were doing well, but we needed some type of growth in business development. So that's where I decided I was gonna come in for a couple years and try to just build clients, try to find new business. Okay. And we were, very blessed and lucky that we did, where we were able to get some very large accounts. And a lot of these accounts we were working with were saying, we don't understand why you're not a women-owned business. Okay. Like this there, obviously in this world, in this niche of the business we're doing, there's not a lot of women-owned businesses, okay. And what a growth possibility or opportunity it might be if you become women-owned. Okay? that is where it all started. And so 10 years ago I signed the dotted line and decided to see, okay, I'm really gonna see what we can do and build with Compus Cycle. but. I would definitely say yes, I've been able to grow the business with business development and accounts, but where the growth has really come is getting the right people on our team. It has been the strength of the,our management team. the actual managers of our company are, we have about a hundred employees right now. And Oh, wow. Yeah. And all of them are so dedicated. They're loyal. We've had some with great tenure with us, but it was really us realizing we had to start hiring people smarter than us. And that if we wanted to really grow, Dave: and Clive was the first one that made that hire. When he brought Kelly: Well, and then I've had to make, and then as a team, we've definitely hired a few more of those, which, has really been what has got us to this next level. and It's exciting to see, but I think what I'm most proud of with Compi Cycle as our company and what we've been able to create is, I am so proud to say when it comes if to looking for the most responsible, the most secure, the most sustainable and circular solution, you cannot do better than Compe Cycle. And we have such great differentiators of especially being here in Houston. I mean it when I say it, David, there is you. No reason why any company in Houston should not be using Comp Cycle. 'cause we are the only one that can truly show and guarantee responsible recycling because we're not only that recycler, most recyclers are sorters. They're going through the equipment. What can they reuse and what can they resell? Sure. And being a certified company, we are so proud to be dual certified with that R two and E Steward certification. But in my opinion, being certified is not enough because certified companies have to use certified downstreams. But being in the business for 30 years, we have unfortunately learned the hard way. And it's those Downstreams certified or not. Which is unfortunately where a lot of the landfill, the exporting and finding your three things on eBay happens. Okay? So we said as a team, no more, and we put in our processing facility next door and a multimillion dollar shredder where we're now, everything that comes to us, if we're not able to reuse and resell, which we're gonna give value back to our customer if we can resell it. But if not, it's gonna go next door to that processing plant and it's gonna turn directly into its raw materials. The steel, the plastic boards, aluminum, copper, and it goes directly to the mills smelters and refineries to be recycled. So that's like the biggest difference where, you know anyone, any company that uses us can sleep at night knowing that it's being done the right way and things aren't leading comfy cycle. And that is like what I am most proud of. And then we took it to the next level with putting in the plastics plant because epl, most electronics are made about 60% plastic and the EPL is dirty. So we created a sink float system where really the plastic gets about four different bath. And we're able to separate the plastic and then as well as separate it with an electrostatic machine that breaks. Its down to its A, B, S, and PS form. So we can create domestic solution now for the plastic. So that's where we Dave: got Kelly: the most circular. But what's really been amazing is us being able to see how Compi cycle is really that last piece of having an effective cybersecurity plan. If a company's gonna put all this money in protecting themselves from with the cybersecurity. But at the very end, they're not taking care of their equipment in the disposal, then it means nothing. So we've really tried to pose ourselves as like really the most critical, essential piece to the end of that plan because we wanna make sure things are done the right way. Dave: No, that. That is great. So by the way, I just wanted to clarify something with Clive. So one thing you and I share, Clive, is we both married way over our head and we're both married to rockstar wives. So when I say that. you married someone smarter than you. I can say that being that I'm in the same boat. So I'm just letting you know, I'm not really picking on you. I'm more, commiserating with you that we,we really, got way over our head with our spouse, selection. Clive: David. I agree. we certainly did. And, I, I have three women in my life and believeing me, they're all smarter than I. but I wanted to just, add on what Kelly mentioned. for me, my, my goal with Compute Cycle was to have a solution to our clients that was a completely secured solution. And where chain of custody remains with Compus Cycle. So when we, and we invite our clients, we've, we invite all prospective, clients to visit Compute Cycle. To see the process. To understand the process. once you see it, it's very easy to understand it and any questions that, or concerns that you may have. You mentioned earlier you wanted to make sure that if you drop off your product at Compute Cycle, you are mostly concerned about your data and how do you know? That it's gonna be handled correctly. So when we bring clients into our facility and our facilities, our access controlled facilities, we have security on site. So it is very secure. But when you go through the facility and we show you, we walk you through where it arrives and how it's processed. Any questions, concerns? we have companies that will audit us. We have their security departments, visiting compute cycle. we have cameras in our shreds where you can see the product being shredded. we, we show people how it's been done and it is absolutely a closed loop solution, which is exactly what I've always wanted. And we have that process today to offer to our clients, which is a major, we talk about, what would be the milestones, that is a milestone that we've actually achieved today where there is nobody. There's no other electronics processor in Houston. We are the third or fourth largest,city in the United States, and we are the exclusive processor in Houston. very proud of doing that. And in Texas, we're the exclusive electronics processor separating plastics into single polymer plastics. Okay, if clients are always concerned about data. Cybersecurity. We are the only electronics processor in Texas that's ISO 27,001 certified. so we can check the cybersecurity just through that certification. But we do these things because we wanna be a leader in the industry and we also want to protect our clients throughout the entire process. Dave: Yeah. So let's So by the way Kelly: Yeah. The right way. Dave: Oh yeah. How long has it been since you moved across the street to your current facility? Like three years ago, but I'm pretty sure it's been longer than that. Clive: 20, 20 18 we moved into. This facility and in 2019 we opened up the processing facility. Kelly: But I think it's important to note that in 2018, that facility was 40,000 square feet. When we moved here, it was 80,000 square feet, so we doubled our size and that next year we bought next door for our processing plant, which is now another 50,000 square feet. Yeah. So truly tripled our size. In one year. And so the good news is we have capacity, we to do more, which we'd love. In our processing plant, we do about 40,000 pounds a day of processing. Oh wow. But we could do 60. and I would love to get us to two shifts. we'd love to always get more customers and we'd love to be able to show prospects and customers to tour our facility. We're so proud of what we're doing and how we do it, and we're very transparent, so we encourage any prospect to schedule a tour with us. And something off also that we offer just more is less a community service, but also because it's the right thing to do is residents can bring their equipment to us five days a week and drop off, and we'll be happy to recycle it free of charge, destroy all their hard drives, so residents don't have to worry about their data. Dave: that is great. It sounds like I'm overdue for a tour because it's been, it was probably 2020 that I was last there. It was probably right after the Shrider got started. Yes. Certainly I've not seen the plastics recycling. So talk to me to the extent that you're comfortable discussing in general terms, because you made the comment that depending on the value you can extract from the machine, some of that value may go back to your customers. Can you gimme just a general sense, like let's take some company that. Recycles a thousand computers a year. What's the general process? Do they deliver 'em to you? Do they have a big container? Do you go pick 'em up? Like why don't we just start at the beginning? How does it work, Kelly? Kelly: Yeah, no, and I'll let Clive go into more of the pricing. He's the pricing guru for us. But really what you know, what's so great is that we can accept material. We have 3 24 foot box trucks driving. I call 'em my walking bill, driving billboards. They're going around the city all day long, picking up equipment. And so we bring stuff here directly to us, but also companies can ship things directly to us. Dave: Okay. Kelly: And or if there's locations outside of Houston and they want us to either white glove service to pack it and or we can ship it. We have our own logistics where we can bring and a arrange. So really from anywhere in the United States, we can handle collections. But what's the process really is once a customer is in our system, Clive or myself are the only ones that are able to develop a contract for that company, and it gives us the exact instructions of what they want. Some companies need everything destroyed. Some things will allow us to give value. So depending on the contract, we have specific instructions. But what we're also so proud of is all the data bearing devices come in and we put our own asset tag on that equipment. Okay. So we'll be able to track that equipment as it comes into Compu cycle and we can see exactly what happens to it, where it goes, where it is in the process. But our customers can also, so they can, oh wow. Serial number of a machine. They can be able to see exactly when it was recycled. This online portal holds our certificates of data destruction, certificate of recycling. So all of these things our customers can access at any time. But when it comes to value, usually our baseline is anything five years and younger, and that has this working condition. But I'm gonna let Clive take over at this point. Clive: Yeah, it's, so where we can. Refurbished product for reuse, we give value back to the customers. Okay? So typically if product's five years old or younger, we gotta give value back to the customers. We are gonna destroy the data. we sanitize the data using Department of Defense Compliance Software, our reporting, we will report the mate model, serial number, capacity, of the hard drive and include in the report. The parent's serial number that the drive,belongs to. So very detailed reporting, drives that fail the process. We physically shred. we have some clients, as Kelly mentioned, we have some clients where a hundred percent of the equipment coming in here has to be shredded. We have camera surveillance throughout the entire facility, so you can witness the,the process in person, or you can witness the process via camera. but where we can repurpose and reuse, we give value back. our sales channels, we sell to various verticals, depending on the age of the equipment. so we sell product domestically. We sell product internationally. we actually, have launched and we, David, I think we are the only company in our industry. we have online sales where our customers. Can actually witness the sale of their products and see the value that we actually are getting for their products. So we are Oh wow. Truly transparent, where our clients can see what the value of the product is. We have a lot of clients that ask us how do we know we getting the maximum value? So we now have a way for them to see what the value is, and then we are selling that on a revenue share basis. Where based on what we sell, they'll get X and we'll get Y. Okay. So we are trying to maximize the value, for our clients and whatever we cannot resell. We process through the shredding plans. Kelly: Ooh. I have to mention, I love also that one of our biggest buyers too is ISDs across the country. Dave: Oh, really? Kelly: Okay. We can buy three systems for the price of one, and we sell with warranties. So I'm so proud that we're able to provide school districts across the country with the affordable equipment for the students. Dave: No, I, I like that. So I'm curious,you're the only, computer recycling, client we have and so I'm more familiar with a traditional yard, so like a scenario where there's like a manufacturing facility. And they have like turnings and scrap metal that comes from the processing facility that's clean. Now, my understanding is that type of material, the recycler is actually paying for that material. Now, I would imagine in the computer world it might be different if a client wants everything destroyed. Are they, do they tend to pay you or are you still paying them because of the scrap value? Clive: it's both. so yes, we do give scrap value. but there, there are items where there is a cost for us to, it's not like a scrap metal company where you're bringing in clean aluminum, dirty aluminum, steel, copper, et cetera, et cetera. TVs for example, when we are processing TVs, inside the TVs, there's products that there's a cost for us to disposal. If it's the lamps, the glass, the panels where there is a cost for us to process and dispose of that. So if, a company just had cable and we brought in the cable, yes. We'll give them cable value, just like the scrap metal companies we'll pay for For that product. So it's a combination of both. that,and, depending on the volumes, we will price it that way. So we do have manufacturers, that need their products shredded and we will then,there's a cost for us to process and there's value that we give for that material too, and we will. we will, we'll share that, certainly the value with them as well. Kelly: And David too. What I think is so important is that we also provide incredible environmental scorecards and sustainability reports for our customers. Okay? So we're actually able to show them what has been diverted from landfill. What is the reduction of carbon footprint? And especially having that processor next door, we can actually break it even down to the actual metals of what, what it is that's been recycled. What's been reused, what has been resold, so we can provide all that data to them to make them be able to show their corporate sustainability departments what difference they're able to make by using a company like Comfy Cycle. Dave: Okay. So and so your customers, are they like across industries? I'm guessing you guess some oil companies as clients. Kelly: Healthcare. The healthcare and oil and gas here in Houston obviously are very heavy, but we handle companies of all sizes, all industries. And, what's Dave: the minimum size that it makes sense for them to have a conversation with you? do they need like, a hundred employees or thousand employees or Clive: Yeah, the, the, so companies can, they can deliver their product to us. Dave: Okay. Clive: or we can, so small companies,there, there are very small companies that will bring their product to country Cycle to. To be processed. Dave: like the way my company does it. Clive: Yeah. Dave: we just drop it off. We don't pay you anything. You don't pay us anything. You just take care of it. Clive: Correct. so yeah, it's, it really is any size, most importantly,is how we process the material. And that is not going to a landfill, that we are not exporting it, overseas to. any to a downstream that is, that, that is not to third world countries that cannot recycle the product correctly. we have to adhere to very strict regulations and, hence we open up our processing plants where we can shred into the raw materials. and so we are not exporting. Products overseas. We process, we processing it domestically. And what we do export is the raw material. So yes, we can, well, the steel we sell domestically, but the aluminum and the copper and the boards and the plastics, we can sell that domestically or we can sell internationally as the raw material. Dave: Okay. Clive: Yeah. Dave: So talk to me about the plastics recycling. Before you started doing that, was that product just going to the landfill? Clive: No, so the plastics industry, the plastics, the plastics were being shipped to Malaysia. the Malaysia is the largest plastics market for,I'm going to for low grade plastics material and John: Okay. Clive: In. appro approximately five years ago, the Basel Action Network. so the Basel Accord passed a law regarding recycling of plastics and certain low grade plastics, had to be,recycled in accordance with the Basel action. John: okay. Clive: Accord and really what that came down to with electronics, plastics is that you could not, Malaysia, which is, which ratified the Basel action Accord, was not allowed to import mixed e-waste plastics. Okay, because the United States has not ratified the Basel Action Network. It was not illegal to export other United States, but it was illegal for them to import into Malaysia. Okay? And so the Basel Action Network put a lot of emphasis on monitoring what was leaving the US and what was going into Malaysia. so it basically went from plastics. All the e scrap guys selling plastics to Malaysia, to, there's no market to sell the plastics. There's no value in the plastics, and what do you do? And that became a massive problem in our industry. Fortunately, we decided many because we were shredding electronics and were generating the plastics. We wanted to further process plastics and we wanted to extract the metals, excuse me, from the plastics. So we added on to our processing line, a plastic washing and sorting system so we could remove the metals, have clean plastics, and get more value for the plastics. And the timing was just, it was wonderful because we just happen to do this at the right time. So today we have a solution for the plastics. We can sell plastics domestically. Or we can sell plastics internationally. In order to sell it internationally, you have to separate the A, b, S and PS plastics, which we can do, or we can sell it domestically mixed. So we have a plastic solution. the plastics, I'm grateful. We not in the, we, we always tell our clients we're not in the plastics business. We don't want to be in the plastics business. we just happen to generate plastics. The plastics markets. at the moment are very depressed markets. Kelly: so I always say it's sustainability over profitability, but it's Dave: okay. Clive: Yeah. Sorry. and that's why we are very grateful. We are not in the plastics business, but it is a,today the virgin plastics actually,are it's the recycled plastics. The virgin plastics prices are so low right now that the recycled plastics is not a needed plastic. in Europe, they are mandated to use a certain percent of recycled plastics, the manufacturing of equipment that does not exist in the United States. So there's a much stronger demand for the plastics internationally than there is domestically. hence we can sell the plastics internationally. but it's a wonderful, it's wonderful that we can offer this to our clients. it has opened many more doors to compute cycle because clients who are concerned about the environments, who do want to do the right thing, who wanna make a difference and wanna make an impact. they are using compute cycle because of our capabilities. Dave: Okay. Clive: Yeah. Dave: Well, I, I just looked at the clock, man. Time flies when you're having fun. as we're rounding the home stretch, I just have a few more questions. so Kelly, so you and Clive and John have done a great job of explaining it. Why? Comp is uniquely positioned to serve companies, especially in Houston and Texas. but I'd like to flip the question. Can you share a customer story or two as far as what your customers tell you that they love about comp? Can you think of like a couple. A couple examples, like where somebody had a different solution that was problematic, then they found compus and Compus, really made a big difference. Can you think of a couple examples? And you don't need to mention the company's by name if it's Kelly: not Yeah,no. I think one of the things I'm most proud of with, Compus Cycle is that we are not a cookie cutter approach. We really create tailored solutions for all of our companies because working with companies of all sizes, all industries, all of the needs are different. So we've really been able to tailor solutions to what their needs are. But I really think what's amazing is John, Clive and myself, what pride we put into our customers. And they're able to see that as owners of the business, that we actually, how much we're involved and how much we care. I give every potential customer and customer my cell phone. If there is ever a concern, a problem, an issue that they're having, they can call me directly. We have a great sales team, but if they're not getting what they need or if there's a problem, I want to know so they can call me directly. And we really work on having the personal relationship with our customers of, and again, of all sizes. okay. Every customer we have means something to us. And I think like that's one of our great selling points, and something that's important to us. But I also think too that, we love to grow. We're all about continuous improvement. So we challenge our customers that if they have projects or different types of equipment, that they're not sure if it's something that we can process or do. Send us a picture. Tell us what your project is, let us see if we can do it. If we can grow our services, because that's what, how we grow as a company, and then we can offer more to our other customers. Okay. So we really challenge them to see what else can we do to help them. Clive: Yeah. I, Dave, let me add that, the feedback that I get from a lot of our customers is how responsive we are. If you email compute cycle within 24 hours, you'll have a response. you need something done, we get to it. they are amazed at how efficient we are at what we do. large corporations where typically they're waiting three or four or five days, we get back to them immediately and then their pain points. We had a client a week ago that, it's a very large client. They're international clients that needed a solution for, certain hard drives and certain devices,that are very,important devices that they do not want to leave their facility. They want to be able to, just wipe these devices individually themselves. we are very easy. They use our license, they wipe the device and they send the device to us. So we can electronically do that, where they can just log in through the portal, click a button, and it will erase the data from the device. Dave: oh Clive: wow. It's, we have solutions. We work with our clients to make their lives easy. We make their lives so simple. we have a team that does data center decommissioning. So we go on site, we decommission the data center Kelly: all over the Clive: country. We do that all over the country. Oh, wow. And it's a very experienced team. And the feedback that we get is. You guys can do it in a week. The last company that we used, it took them three weeks. So we are very efficient, and we are very transparent. I mentioned when we selling your product that you can see the value that we selling your product. It's just we are so good at what we do and when we can prove that to our clients. We never lose clients. once you come on board with Compus Cycle, the experience is unbelievable. And, we truly are the expert in our industry, because this is exactly what we do. And yes, we have much larger competitors, but we are very streamlined, we are very efficient, we are very nimble and we get things done very well. and so we are so excited 'cause we are growing. We really are growing within this industry and our capabilities are unbelievable and we continue to improve. right now, we focusing on data, we focusing on ai, we focusing on how do we become more efficient at what we doing. within these two facilities, we are processing the same amount of material, 50%. More efficient than where we were two years ago. So really Dave: That's Clive: amazing. we need to move into another facility today. Kelly: today we just need more equipment. Clive: Yeah. it's just incredible. So we continuously, we set goals and we continuously, achieve those goals. and,we're, we are growing and we're. Kelly: But really to be a family owned business, which we are, and what John, started for all of us is what is, what's amazing is that we still haven't lost that We can now do what all the big boys do and our processes and procedures and services, but we also are still very much. A family owned business in the sense of I hope our customers realize how much we care and that we're available to them and our team cares. And I just hope that says something that we haven't lost that. Clive: Yeah, we're not a mom and pop organization, but we are, we treat our clients with the same respect as we would like to be treated and we treat our employees. Like they are, family to us. we, and our facility is clean. Our facility is dust free, our facility is safe. Our employees have the the PPE that is required. we are always looking out for employees. I was actually at a facility yesterday. that I, yesterday I came home to Kelly and I said, I've never seen something so dusty. And disgusting and how they would allow the employees to be in that environment. When I left that facility for an hour, I was copying and it was just, it was awful. And we would, it's just not who we are. And this is an international company. I could not believe it. And we will never treat our employees. wow. in that regard. Dave: So it really sounds like the philosophy that your relationship with your customers is more than just a vendor, customer, that it's truly a partnership. Kelly: Absolutely. Dave: Right. and that you are, you work together, you're always, trying to improve things. And then it also sounds like the relationship with your employees is somewhat similar, that it's a partnership. Y'all are in this together and you play different roles, but everybody's important and, Does that kind of summarize that? Kelly: Yeah, no, we definitely know, see people for their strengths and and maximize them to what they're good at and what they have a passion for. And it's worked. It's an Dave: equation works. So I have one more question and it's for each of you this, so it's the same question to each of you and you can't copy one another's answers. Okay. Okay. I'm gonna start with John. So John, at this point. In your career, in the evolution of Compus Cycle, what do you enjoy the most as far as your role these days with the company and with Clive and Kelly? what brings you the most enjoyment? John: Okay. So I'm at the stage of my career, right at the end stage of my career. what I enjoy most. Is watching the success of Kelly and Clive, which I find so remarkable. And the, when I look at the company now and relate where it's at to where it was when, they came on board, the differences like chalk and cheese, the difference is massive. volumes of business that we doing. the relationship with employees, the relationship with customers, all of these things has metastasized into so much more than it used to be. Okay? So that is what I'm proud of, and that's what I enjoy most. Dave: Yeah, that, that answer doesn't surprise me. I. I see you more frequently, socially than I do Kelly and Clive, and I've always had that sense that pride, in just the how gratifying you found, you find that you started this thing and that Clive and Kelly have really just taken it to a whole new level. So that, that makes Kelly: sense. But don't let him pull you. He's here every single day. And a door is always open. And really a consultant of consultants when it comes in helping us with our scrap metal side still of the business and everything. So he's here every day. Dave: Well, that, that is great. I'll go to Clive next. So in your current capacity, what do you enjoy the most? What gives you the most satisfaction? Clive: Yeah. I, Dave, I enjoy. also watching the growth and the success of country cycle. But I think what's, I enjoy doing things that make me happy, where I used to have to do everything. I now can focus more on establishing partnerships, focus more on, working on the business,instead of the nitty gritty little things that I used to be so bogged down on. I don't have that anymore. So it's helping salespeople be successful. putting quotes together that are,very difficult, because of the experience that I have. So it's, it's that's,it's, that's what I enjoy. Yeah. Dave: Awesome. Kelly last stop Clive: and watching loves. Kelly: Yeah. So I have to say, I can this answer, I can finally give you confidently. 'cause I probably, if you asked me the last few years, I wouldn't be able to say so confidently. because now by having a sales team, I'm not always having to focus on finding the new business. And also being able to not be in the nitty gritty as much and be more at a higher view. But I have finally gotten my nonprofit life back and been able Oh John: yeah. Kelly: Yes. And combine both. So there's two things I have to tell you that we're doing that I'm just Dave: sure Kelly: beyond proud of. The first thing just happened recently and we've been trying for years to make this happen, but we have a partnership with Goodwill Houston. Dave: Oh, you do? Okay. Kelly: Yes. And so Goodwill Houston, you know their mission is to empower lives by work. And to employ people by work. And the way they do that is by having all of these donation centers, people donate and then they're able Put their money into the career development. Well, we wanted to be able to have a place where people could donate or to give their equipment. So when Goodwill accepts electronics, if they can't sell those electronics, we're gonna take them, and then we're gonna pay them for the scrap value. Oh Clive: wow. So Kelly: we're one responsibly handling all the stuff they can't sell. And two, be able to provide money back to them where they can put it into their programs. So I'm very proud that's a partnership we have here in Houston and that's developed just recently. And then we also have a partnership working right now with Pearland ISD that we're trying to now replicate within other ISDs. And I have to give Clive credit for this because he's the one that really created a training facility for individuals at school that are, That I No, that no. That have,the gift, like really the children that are on the spectrum of autism. So they have, from 18 to 22 years old at schools, those students that have somewhat graduated high school but still need time to develop, we've created a job track, a training facility where they're able to dismantle the equipment. Oh wow. John: We Kelly: to then pay, it's the equipment that they're dismantling is their school's equipment. We're then picking it up as scrap. We're paying them for that scrap so they can keep the program sustainable. As well as pay some of their students as interns. They're getting job training, which I can now bring over to Goodwill. Have them go into the job piece of work. Wow, that's amazing. Not only are we circular solution and recycling, but my goal is to create a circular solution and community impact. Dave: That is awesome. That is awesome. That's what Kelly: I'm excited about. Dave: That is awesome. Kelly: So it's doing things like that, that I'm really hope that as we grow, that we continue just how can we collaborate and make more impact in the community as well as the responsible sustainable recycling. Dave: No, that is awesome. Congratulations. Goodwill is my paternal grandmother worked at, Goodwill for like 40 years in, Sioux City, Iowa. Kelly: You're kidding. Dave: Nope. 'cause I know you're from Iowa, Kelly: right? You get my whole family, my mom's side. Yes. All, oh, the plow. Dave: Yeah. so Goodwill, they started a church at the Goodwill Facility. And anyway, so I'm a big fan of Goodwill, so I appreciate, I That's strange, that connection. John: Yes. Dave: so I can't tell you. So I want to thank you all for two things. One, I want to thank all three of you for taking the time to come on and tell the story. I really appreciate it. And secondly, more personally, I just wanna tell you how much I appreciate having had the chance to serve you all,on our services. the team always tells me that they always enjoy working with your team. And it's been fun to watch the, from our end to watch the progress of the company over time. So thank you for having that opportunity to be your partner in the tax services that we do. Kelly: No, we appreciate everything you do for us, David. Thank you. We enjoy working with you. Dave: Well, thank you. Well, you all have a great day and we'll talk soon. Kelly: Great. John: Thank you David. Kelly: Thank you. John: Bye. Special Guests: Clive Hess, John Hess, and Kelly Hess.

What happens when you stop treating technology like overhead and start using it to give people their time back? In this episode, we talk with Monica Fletcher of Auberle, a nonprofit leader who's thinking like a startup operator. She's finding friction, digitizing clunky processes, using data to make smarter decisions, and rolling out AI in a way that supports people instead of replacing them. A few takeaways to listen for: why "tech first" does not mean "tech only" how to spot friction points that are quietly draining your team why the best use of AI might be giving your people more time for the work only humans can do Even though Monica works in human services, the lessons here travel really well for founders, managers, and anyone trying to build a smarter, more efficient organization. Watch her entire Fireside Chat interview here. Produced by the Pittsburgh Technology Council, this is a podcast for tech and manufacturing  entrepreneurs exploring the tech ecosystem, from cyber security and AI to SaaS, robotics, and life sciences, featuring insights to satisfy the tech curious.

8. Joseph Sternberg details the scandal surrounding Prime Minister Keir Starmer and the appointment of Lord Mandelson. Allegations involve Mandelson's ties to Jeffrey Epstein and failed vetting processes. Despite widespread unpopularity, Starmer remains in power because the Labor Party lacks a viable alternative leader to take control. 81909

Also SeeJones, J. C. (2021). designing designing (1st ed.).Bloomsbury Publishing Plc. https://doi.org/10.5040/9781350070707The Diceman speaks -https://www.youtube.com/watch?v=mqSeFjaEczAWikipedia: https://en.wikipedia.org/wiki/The_Dice_ManJohn Cage's 4'33'' explained: The music of silence:https://www.youtube.com/watch?v=7bGU9NTJlIoJohn Cage 4'33":https://www.youtube.com/watch?v=JTEFKFiXSx4John Cage about silence:https://www.youtube.com/watch?v=pcHnL7aS64YMOMA: https://www.moma.org/magazine/articles/393Textile artist Matthew Harris lets a roll of the dicedictate his artistic choices. We spoke to Matthew about his unique creative process, the interplay between paper and textile, and the roles that improvisation and chance play in his art practice. https://www.fibreartstaketwo.com/articles/matthew-harrisHans Arp: https://expressivemonkey.com/element-of-chance-2/He thought that by giving up control and letting randomelements shape his art, he could tap into the heart of true creativity.Chance in Art and the indeterminacy aesthetic:https://art-newzealand.com/21-chance/The historian Mommsen estimated that chance accounts for athird of all historical effects. Strindberg wrote a manifesto on its role in art. For the Surrealists it was a means of transcending the barriers of causality and conscious volition. Richter adopted it as a protest against the rigidity of straight line thinking. Duchamp categorised some of his works as 'canned chance'. Arp revered the law of chance as the highest and deepest of laws; as did the great physicist Heisenberg, who, in 1927, sanctified chance ina mathematical formulation.Vesna Jovanovich:https://vesnajovanovic.com/2024/06/27/meticulously-planned-chance-operations/

In this episode of the Capital Razor Show, Richard C. Wilson sits down with Larry Connor—founder of The Connor Group, a $5B+ real estate investment firm—to break down how he went from starting with nothing and one investor to building one of the top-performing multifamily platforms in the country. Larry shares a no-fluff look at what it really takes to scale—from early failures and unconventional thinking to building a culture-driven organization that consistently delivers 30%+ average annual returns over three decades. This conversation goes far beyond real estate. It's about mindset, execution, and building a business that actually compounds. Inside the episode: Why thinking "different—not just better" is required to build elite businesses The exact process Connor used to turn failures into long-term competitive advantages How focusing on operations (not just assets) transformed their investment outcomes The "investor-first" model that aligns incentives and drives trust at scale Why hiring from outside the industry helped them outperform competitors The four P's of success: People, Plan, Processes, and Perseverance Larry also shares hard-earned lessons on leadership, culture, and why most businesses fail due to people decisions—not strategy. If you're a founder, operator, or investor looking to build something enduring—not just chase short-term wins—this episode is packed with practical frameworks you can apply immediately.

Read my new book, "The Price of Becoming." www.LearningLeader.com/Becoming The Learning Leader Show with Ryan Hawk My Guest: Marcus Buckingham is a Cambridge graduate. He spent nearly 20 years at the Gallup Organization, where he co-created the StrengthsFinder assessment. He is a New York Times bestselling author of influential books, including First, Break All the Rules and Now, Discover Your Strengths. Currently, he leads the People + Performance research at the ADP Research Institute. Key Learnings When you start a business, it's all about love. Seven out of 10 businesses fail, so when you start a business as an entrepreneur, you love what you do, you love your clients, and you surround yourself with people who can love it as much as you do. You all have this passionate delusion that what you're doing is really important and it's gonna work.  Marcus sold his company in 2017 and calls it the biggest mistake of his career. His company was broken down into silos, and the conversation became about maximization, compliance, and efficiency.  "Love is born savoring, it lives in intelligence, but it dies from neglect. Love dies from forgetting."  (Pablo Neruda) When you stop talking about love, you destroy it. Before you sell or scale, ask: Will this lead to more customers falling in love with your company and more employees saying they love working there? If the answer isn't obvious yes, then don't do it. Great companies protect the founder's flame. Walt Disney, Truett Cathy and Chick-fil-A, Apple's passion for design, Southwest Airlines, and Herb Kelleher. When companies lose their connection to the founding passion, they become the machine. The machine doesn't have a soul, and people can all feel it. Love is the most powerful force in business. If you want to drive productive human behavior, repeat visits, advocacy, loyalty, collaboration, high performance, the precursor to that is love.  But we don't say the word. Marcus was with 30 C-suite executives, and they spent two hours talking about data. They couldn't even say the word, love. They came to say it about customers, but never about their own employees. The job of a leader is to change human behavior. You're not paid to hit a goal. You're paid to change behavior so that you hit various goals. You've got two choices: directive (which works temporarily) or designing experiences. If you want sustainable behavior change, experiences drive behaviors, which drive outcomes.  The best leaders are skilled experience makers. That email you just sent? It's an experience. That meeting? It's an experience. Onboarding? It's an experience. Every touchpoint is picking up what you're putting down. Culture is just a series of experiences.  Either you are getting people to say "I love that," or you've failed to change their behavior. "If you are faking your beliefs, I can smell it, and I don't want to follow it." Authenticity is manifested in your beliefs, and they better be coherent with who you authentically are. Your customs are the living manifestation.  The things you customarily do have got to flow from your authenticity and your beliefs. The best leaders have their ABCs line up beautifully - they are authentically who they are, you know exactly what they believe, and their customs bring those authentic beliefs to life. The biggest driver of engagement is your local team leader, not the culture of the company. The culture is like the river, but there's a lot of different eddies. You join a company, but the sun, the moon, and the stars of your work is that local leader. The most important decision you make is who you make the leader of that team. A, B, C: Authenticity, Beliefs, Customs. We reach for authenticity in our leaders. We don't want perfection; we want authenticity because that leads to prediction. If you are authentically you, then I can predict you. I'm not expecting you to be perfect. I want you to be predictable. The definition of love to Marcus: Love is an experience that helps me feel more fully myself over time. Which is flourishing. Most of us go through life balled up like an armadillo, surrounded by armor plating. But inside of us, we want to take what's inside and express it. Love is a forward-facing emotion. We're anticipating goodness, and we have to take the armor off one plate at a time.  A question for all leaders:  What are the things I could practically do to get people on my team to feel like they are safe enough to express their best self on this team? The five sequential feelings of love: Control: "What's this world you've invited me into, and how does it work? " Harmony: "You have to tell people that you know what they're feeling." Significance: "Do you know my story?" Warmth of Others: "Who's with me? How can they help?" Growth: "How will this experience make me more capable?" If a leader understands the five feelings, they have a blueprint to get your team where you want them to go.  Marcus's Audi story: he loved his Audi, then at the end of the lease, he got a robocall. "You are at the end of your lease. You have not turned in the car. You have one week remaining, or you will be charged $500." He wasn't planning to turn it in. He was planning to get another one. Next week, same robocall. He leaned out. It was jarring because he was excited, and Audi was pissed off. They lost him for five years. Audi didn't take harmony seriously. They don't design for experiences; they design for processes. The person at the dealership is in a different silo than the person writing the script for the robocall. No one creates a holistic experience map. We don't design for experiences; we design for processes. Go to a hospital. It's one handoff after another. The person who's supposed to hold the narrative together is you, the patient. The whole thing has been designed for efficiency, not for a holistic experience. Undesigned experiences lead to unpredictable outcomes. Disney builds a berm around the whole park so you can't see out. You can't see the Red Roof Inn next door. Universal Studios doesn't do that. Six Flags doesn't do that. Why? Because Disney is trying to create a holistic experience. These companies think holistically about a human having an experience. The best leaders, when you ask "How do you motivate people?" always say "It depends." It depends on the person. At some point, the experience has got to be individualized. Don't start there. That's why this is sequential. Start with control, then harmony, then significance. Tell them you understand their story and what will change because of that story. The hospitalist movement in hospitals produced the best patient outcomes. They give each patient a guide all the way through the handoff process. Their entire job is to explain you to all the other healthcare professionals and to explain all the other healthcare professionals to you. As a result, you feel held. If you love anyone, you don't imagine they're ever finished. Love is a forward-facing emotion. Growth is the fifth feeling, not the first. We get this wrong when we think about designing love. We build it backwards. We start with growth and warmth. No. What's happening is feeling by feeling, we're taking off one plate of armor. If you haven't taken off the first four, you can't hit them with growth. The simplest thing leaders could do: check in with each of your people for 15 minutes, one by one, every week. Ask them:  How'd you feel about last week?  What are you working on this week?  How can I help?  Do that 52 times a year with each person individually, and you'll hit control, harmony, and over time significance. Marcus is creating an app with an AI design partner. He doesn't want his kids to grow into a world accepting loveless schools, loveless hospitals, loveless workplaces. The app will have a slider: loving/unloving. Let's call it what it is. It's love or not love. It's not okay to live in a loveless world, and we should call out unloving when we see it. Reflection Questions What would happen if you asked yourself before every major decision: "How does this help our customers love us more? How does this help our employees love working here more?" Are you designing experiences or just optimizing processes? What's one touchpoint in your customer or employee journey that feels mechanical and could be redesigned to feel more human? Which of the five feelings (control, harmony, significance, warmth of others, growth) are you strongest at creating for your team? Which one are you weakest at, and what's one thing you could do this week to improve it? Time stamps 00:00 Marcus Buckingham Intro 02:21 The Biggest Mistake: Selling My Company  05:55 Can You Scale Without Losing Love?  07:59 Protecting the Founder's Flame  12:03 Why CEOs Can't Say the Word "Love"  15:42 Your Job: Change Human Behavior  17:55 Experiences Drive Behaviors Drive Outcomes  21:42 Love Is Five Sequential Feelings  25:40 Jesse Cole and Josh D'Amaro: Real Love in Action  29:50 How Do You Prove ROI?  31:32 The Local Leader Drives Everything  32:09 The Scatterplot: Same Company, Different Experiences  33:43 ABCs: Authenticity, Beliefs, Customs  35:41 What Love Actually Means: Flourishing  38:28 The Five Feelings Blueprint  39:00 Feeling #1: Control (What World Am I In?)  40:28 Feeling #2: Harmony (Do You Know What I'm Feeling?)  43:43 We Design for Processes, Not Experiences  47:34 Feelings #3, #4, #5: Significance, Warmth, Growth  53:04 The Simplest Practice for All Leaders: Weekly 15-Minute Check-Ins  57:37 EOPCMore Learning #467: Marcus Buckingham - How Love and Work Must Be Forever Linked #305: Marcus Buckingham & Ashley Goodall - A Leader's Guide to the Real World #676: Jesse Cole - Built for the Fans (Obsession & Excellence)

Many medical device companies believe they have a compliant Quality Management System (QMS).On paper, everything looks perfect:• Procedures are written• Forms are available• Risk management is documented• CAPA systems are definedBut during an audit, everything falls apart.What Is a “Fake QMS”?A fake QMS is not necessarily incorrect — it is simply not implemented in reality.Employees may not understand it.Processes may not be followed.Evidence may not exist.In short:

Dealers must "money ball" their staff to have the best chance of success. I had the opportunity to join Michael Renaud at the Siro NADA 2026 booth for an incredibly insightful conversation on what dealerships must be doing to better their processes, and become more profitable in 2026. For more on Siro, visit: https://www.siro.ai/ #NADA #NADA2026 #dealership #automotive

Dr. Lawrence Uricchio is Assistant Professor and the Youniss Family Professor of Innovation in the Department of Biology at Tufts University. Research in Lawrence's lab focuses on modeling how evolutionary and ecological processes work. They use a combination of experimental and observational approaches to generate data, and then they develop mathematical models to explain the observations they make in nature. Outside of work, Lawrence is a devoted family man who loves spending time with his nine-year-old son, often shuttling him between soccer practices and games. He also enjoys being outdoors and running, a passion that has stayed with him since his days as a middle-distance runner in high school and college. He completed his bachelor's degree in physics at Carleton College, received master's degrees in biophysical sciences and computer science from the University of Chicago, and was awarded his PhD in bioinformatics from the University of California, San Francisco. While at UCSF, he was named a Discovery Fellow. Afterwards, Lawrence conducted postdoctoral research at Stanford University under a Center for Computational, Evolutionary and Human Genomics (CEHG) Fellowship and an NIH Institutional Research and Academic Career Development Award (IRACDA). He also conducted postdoctoral research at the University of California, Berkeley before joining the faculty at Tufts in 2021. In this interview, Lawrence shares more about his life and science.

Have you ever wondered why your child seems “fine” all day at school… and then completely falls apart at home? In this episode, we're breaking down what's really going on through a sensory lens.We walk through what sensory integration actually means in everyday life, how the brain receives, organizes, and responds to sensory input, and why this process can look very different from child to child. We talk about the difference between being over-responsive, under-responsive, and sensory seeking, and how each of those patterns can show up in behavior, emotions, and daily routines.You'll also hear a clear, practical explanation of all eight sensory systems, including the three “hidden” senses (vestibular, proprioception, and interoception) that play a huge role in regulation, body awareness, and emotional responses.One of the most important takeaways from this episode is understanding how sensory input builds up throughout the day. Many kids are holding it together in structured environments like school, but by the time they get home, their nervous system is overwhelmed, which is why after-school meltdowns are so common.We also talk about how to tell the difference between sensory quirks and sensory challenges that are actually impacting daily life, why behavior is often communication, and how small, proactive strategies throughout the day can make a big difference in preventing dysregulation later on.This episode is all about helping you see your child and yourself through a new lens, so you can better understand what's really driving behavior and how to support regulation in a more intentional way.Thanks for listening

What if your biggest leadership problem isn't results—but process? In this new mini series, we break down lessons from leaders at Ritz-Carlton, Aflac, and more who transformed performance by refining the details. In this episode you will learn how to identify friction, improve systems, and build repeatable excellence.  To listen to each guest's FULL episode click below: Lumen's Kate Johnson Ritz-Carlton's Horst Schulze Perspire Sauna Studios' Caroline Linton T-Mobile's Cameron Janes Aflac's Virgil Miller Do you want to write a book? In my new role as Publisher at Forbes Books and with the incredible resources and expertise of their team, we're making it easier than ever to help YOU to tell your story. Send us a message here to get started: https://books.forbes.com/don/  Looking for a speaker for your next event? From more than 30 years of interviewing and studying the greatest winners of all time Don offers these live and virtual presentations built to inspire your team towards personal and professional greatness.  Special thanks to Guillermo Orellana for making this episode possible.

Creating an excellent cafe experience is a work of commitment and dedication to caring for both the staff and the community that you serve. The coffee shop functions as a cornerstone of a healthy social structure in any city and advocating for it needs to sometimes go beyond the operations of the shop itself but extend into action taken to change the civil environment a cafe operates in.  Today I am very pleased to welcome to the show, Co-Founder of Kaffeine in London, UK, Peter Dore-Smith Kaffeine is an award winning coffee shop business with 2 locations in London, UK whose stated aim is to be the one of the best coffee shops in the UK through tireless attention to every detail in quality and service. Peter Dore-Smith (originally from Melbourne) has been owner operator of the Kaffeine since its founding it in 2009. It stands today as a foundational cafe in the London coffee scene being one of the first to introduce customers to Aussie style coffee.  Today with two stores, Kaffiene is focused more than ever on the constant pursuit of excellence in the details and especially on making the work of the bar and the experience customers have, something transformative and beneficial to each persons life.  Recently Peter has been active in campaigning to lower VAT in the UK as the tax rate in harming coffee shops, pubs, and other shops similar. This is the activism born from a desire to create better conditions to sustain the great difference coffee shops make in communities.  We cover:  The Genesis of Caffeine and Coffee Culture Planning and Opening Caffeine Challenges in the Early Days Systems and Processes for Success Maintaining Quality and Brand Identity The Importance of Attention to Detail Navigating Trends and Staying Relevant Challenges Facing Small Coffee Businesses Grassroots Advocacy for Coffee Shops The Business of Coffee: Balancing Passion and Profit Links:  Change.Org Petition to Lower VAT https://www.instagram.com/indycoffeeguide/ Kaffeine on IG: @kaffeinelondon      KEYS TO THE SHOP ALSO OFFERS 1:1 CONSULTING AND COACHING! If you are a cafe owner and want to work one on one with me to bring your shop to its next level and help bring you joy and freedom in the process then email  chris@keystothshop.com of book a free call now:  https://calendly.com/chrisdeferio/30min    Related episodes:  The Power of Questions and Connecting with Community 352: Music, Culture, and Coffee w/ Hip Hop Artist, Propaganda Four Steps to Inspiring Your Staff 563: Founder Friday! w/ Jared Linzmeier of Ruby Coffee Roaster

Processes rarely break because they're wrong. They break because no one knows where they live. New hires struggle. Managers repeat themselves. And nobody knows whether employees actually learned or just skimmed the process. Chris Ronzio explains how to turn your firm's knowledge into a real playbook, one that documents how the business runs, trains people in the right sequence, and gives managers actual accountability that all of the responsible employees learned and signed off on the work. If your firm is ready to scale, and you have the systems in place to handle a surge of high-value cases, you need a marketing partner who plays to win.  At Rankings.io, we are the elite performance marketing agency for personal injury law firms. We don't just talk a big game, we deliver. Head over to Rankings.io and let's get to work. On this episode, you'll learn: How Ronzio's Four Ps—profile, people, policies, and processes—help firms prioritize what to document first. Why training people on SOPs matters more than just storing SOPs. How better onboarding gets new hires productive faster. If you like what you hear, hit Subscribe. We do this every week. Subscribe to our newsletter: newsletter.rankings.io  Get Social! Personal Injury Mastermind (PIM) powered by Rankings.io is on Instagram | YouTube | TikTok