Podcasts about Procter

Most people know sauna is good for them. Far fewer understand why, or why the difference between a generic infrared sauna and a precision-engineered one can be the difference between feeling good and genuine transformation. In this episode of Why Isn't Everyone Doing This?, Emily Fletcher sits down with Connie Zach, co-founder of Sunlighten, for a science-grounded, story-rich conversation about the healing power of heat and light. Connie traces the origin of her 25-year mission to her brother's recovery from mercury poisoning, and the cardiovascular research she was quietly encountering while working in pharmaceutical development at Procter & Gamble. What she found convinced her that infrared sauna was one of the most underutilized healing technologies on the planet. Together, Emily and Connie break down the four wavelengths of the infrared spectrum, why each interacts with the body differently, and why Sunlighten's patented approach to separating and delivering those wavelengths produces results that general infrared products don't. They also share the transformation stories that have fueled Connie's work for decades: Leanne Rimes managing severe anxiety with what she calls her "happiness in a box," a woman named Jerry who went from being unable to climb stairs to moving freely again, and elderly patients who dramatically increased their exercise capacity through passive infrared therapy. Emily shares why infrared sauna is one of only two wellness practices she would take with her to a desert island, and what it feels like to combine daily meditation with consistent sauna use for nervous system support. In this episode, they explore: – The four wavelengths of the infrared spectrum and how each one interacts with the body – Why far infrared is the foundation of all infrared therapy and how it triggers cardiovascular conditioning – Near infrared's deep penetration capacity, and why Dr. Glenn Jeffrey at University College London says it does 90% of the heavy lifting in light therapy – Japan's Waon therapy: a first-line treatment for congestive heart failure showing a 50% reduction in hospitalization and death – How infrared sauna mimics passive exercise by increasing circulation, heart rate, and blood flow – The link between stagnant circulation and disease, and why consistent heat therapy keeps the system flowing – Connie's brother's recovery from heavy metal toxicity and the pharmaceutical research that changed everything – Why all infrared is not the same, and what to look for in a sauna if transformation is the goal – Leanne Rimes, chronic anxiety, and "happiness in a box" – What changes on the planet when more people have access to this level of recovery Key Moments: 00:00 – Why isn't everyone understanding the magic of heat and light? 05:09 – Introducing Connie Zach and Sunlighten 06:51 – The infrared spectrum: four wavelengths, four different effects 10:40 – Near infrared vs. red light: what actually penetrates the deepest 16:05 – Connie's origin story: her brother's healing from mercury poisoning 18:27 – Cardiovascular research that changed Connie's path out of pharma 20:23 – Infrared as passive cardiovascular conditioning 21:41 – Waon therapy in Japan and the 50% hospitalization reduction 24:15 – The elderly exercise capacity study 27:36 – Emily on circulation, stagnation, and disease 35:00 – Deathbed slideshow: the transformation stories 37:22 – Leanne Rimes: "happiness in a box" 41:10 – Dr. Jeff Spencer and the Sunlighten Solo 44:57 – What changes when a billion people use heat and light About Connie Zach Connie Zach is the co-founder of Sunlighten, a precision infrared sauna company with over 25 years of research-backed innovation. Her patented SoloCarbon technology is the only clinically studied full-spectrum infrared available. This episode is sponsored by Sunlighten. Save up to $2,100 + free shipping at get.sunlighten.com/zivapodcast

Most of us are doing all the things — and still not feeling vital and energized. This episode might reveal the missing piece…   In this week's episode, I sit down with Connie Zack, co-founder of Sunlighten Saunas, and her story alone is worth pressing play for. It starts with someone she loves, a health crisis that wouldn't budge, and a discovery that quietly changed the direction of her life.   We get into what infrared light actually is — and why it's so much more than just a hot room. We cover how it works at the cellular level, and what that actually means for detox, circulation, and the kind of deep rest most of us aren't getting. We also had a really honest conversation about the nervous system — why you genuinely cannot heal when you're stuck in fight-or-flight, and what it actually takes to come back into regulation.   It's not about adding another step to your wellness routine. It's about understanding what your body needs to do what it is innately designed to do... to heal.   If you feel like you've been running on empty and can't quite figure out why… I think this conversation is going to open something up for you. If you follow me on Instagram, you know how obsessed I am with my infrared sauna. It's my mini oasis where I go to replenish and reflect. If you'd like to learn more or create your own sauna tailored to your needs, visit Sunlighten.com/healwithkelly to receive a personalized quote. Infrared saunas can be pricey — so it's a great time to remind you that the sun is the most abundant and free source of infrared light. Spending 10–15 minutes outdoors in the morning or late afternoon will also give you a healthy dose of rich spectrum near-infrared rays. LINKS Sunlighten website: https://www.sunlighten.com/ Sunlighten on Instagram @sunlightensaunas Connie Zack on Instagram @conniejozack Go to Sunlighten.com/healwithkelly to get your personalized quote. Key Moments You'll Love ✨ : ☀️ [0:00] Her Brother's Mercury Poisoning and the Sauna That Saved Him

In a thought-provoking episode, the speaker takes a closer look at the world of consumerism and the ways in which companies like Procter and Gamble manipulate our desires and spending habits. From the introduction of new laundry detergent tiles to the concept of a wealth tax, this episode delves into the fascinating world of marketing and economics.The speaker shares a personal anecdote about their experience with the new laundry detergent tiles, which sparked an interesting conversation about the ways in which companies like Procter and Gamble create new markets and desires. They also discuss the concept of the "S curve," which shows that consumer products typically peak around 14 years and then decline. This leads to a discussion about the ways in which companies like Procter and Gamble stay ahead of the curve by innovating and creating new products.The episode also touches on the topic of the wealth tax, which has been a contentious issue in recent years. The speaker argues that the wealth tax is not a solution to poverty, but rather a way to destroy the very thing that creates wealth. They use the example of Elon Musk's wealth, which is not just a pile of money, but rather a collection of investments and assets that drive economic growth.In this episode, the speaker challenges listeners to think critically about the ways in which companies and governments shape our desires and spending habits. They encourage listeners to question the assumptions behind the wealth tax and to consider alternative solutions to poverty. If you're interested in learning more about these topics and hearing the speaker's unique perspective, tune in to this thought-provoking episode.See omnystudio.com/listener for privacy information.

Can a chance encounter change the course of an entire lifetime? Tune in for James D. Paulk, Jr, as he shares  stories from his new book How I Found Love: Stories of Romance and Relationships.Moments with Marianne airs in the Southern California area on KMET1490AM & 98.1 FM, an ABC Talk News Radio Affiliate!  https://www.kmet1490am.comBorn and raised in the small town of Brunswick, Georgia, James D. Paulk, Jr., graduated from Glynn Academy, attended the military school, North Georgia College, located in the mountains of Dahlonega, Georgia, and graduated in the Class of 1957 at the United States Naval Academy in Annapolis, Maryland. He served five years on active duty and five years in the Reserve force as a Naval submarine officer. During a business career of twenty-six years with Procter and Gamble, he worked in manufacturing management before starting a business consulting company with other retirees. When he was asked to take on marine conservation projects, his life changed in a new direction.  For nine years, he successfully led efforts to eliminate destructive gillnets from California, build artificial reefs, raise white seabass for release into the ocean, and wrote legislation beneficial to recreational anglers. After retiring for a second time, he began writing articles for fishing magazines and newspapers. https://www.facebook.com/jim.paulk.405886 Order on Amazon: https://a.co/d/0hko83MF For more show information visit: https://www.mariannepestana.com/

Kenny Gold is Edelman's Global Chief Creator Officer, leading Edelman Creator, the firm's global creator marketing offering. In this role, he is responsible for advancing Edelman's creator-first approach to communications and marketing, helping clients harness the power of creators, culture, and emerging technologies to drive business impact.Kenny joined Edelman from Deloitte Digital, where he served as Managing Director and Head of Social and Creator. There, he built the practice from the ground up, developing a differentiated offering at the intersection of consulting, creativity, and creator-led marketing. Throughout his career, he has led transformative work for some of the world's most recognized brands, including Procter & Gamble, General Mills, and McCormick, and is widely recognized for his expertise in creator strategy, AI-enabled content systems, and integrated marketing innovation.Prior to Deloitte Digital, Kenny led social media at Grey Group, where he architected P&G's groundbreaking #DistanceDance campaign with TikTok creator Charli D'Amelio. The campaign became one of the platform's most successful creator-led initiatives, demonstrating the power of creator partnerships to drive engagement and cultural relevance at scale.Kenny's contributions to the industry have earned widespread recognition, including being named to the Adweek 50 in 2022 and recognized as an AEF Talent Champion in 2021. He is known for helping brands navigate the evolving creator economy and for building innovative marketing solutions that connect audiences, creators, and businesses in meaningful ways

Erfolg ist kein Zufall, sondern das Ergebnis von klarer Strategie und harter Arbeit. Niemand weiß das besser als Julia Goldhammer. Als Vice President & General Manager Europe Central at The LEGO Group leitet sie das Geschäft einer der stärksten und emotionalsten Love Brands der Welt in einer der wichtigsten globalen Kernregionen. Im Gespräch mit Carsten Puschmann spricht sie über Haltung im Job und erklärt, warum echter Fortschritt Disziplin und die richtige Einstellung erfordert.Julia nimmt uns mit auf ihre beeindruckende Karriere-Reise – von den prägenden Lehrjahren bei Procter & Gamble über Luxus- und Lifestyle-Marken bis hin zum Spitzenposition im DACH-Markt bei der LEGO Gruppe. Sie berichtet offen von den Veränderungen des Handels nach der Pandemie, der Königsdisziplin Omni-Channel und wie es gelingt, eine generationsübergreifende Marke durch innovative Social-Media-Wege (wie TikTok und WhatsApp) und virale Kampagnen immer wieder neu zu erfinden. Eine Folge voller Leadership-Insights über die Vermeidung von Mikromanagement, radikale Fokussierung und den Mut, die eigene Komfortzone zu verlassen.Wir reden über

The Scott brothers saw opportunity when the ‘Crapper’ started to become a household name. Thank you Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not so secret techniques that took famous businesses from mom and pop to major brands. Stephen Semple is a marketing consultant, story collector and storyteller. I’m Stephen’s sidekick and business partner, Dave Young. Before we get into today’s episode, a word from our sponsor, which is, well, it’s us, but we’re highlighting ads we’ve written and produced for our clients. So here’s one of those. [Kooler Garage Door Ad] Dave Young: Welcome back to the Empire Builders Podcast. Dave Young here with Stephen Semple and Steve just whispered the name of the next episode and we were chatting about it just as the recording started. But the theme is Scott Paper. Stephen Semple: Yes. Dave Young: And immediately I went to the office for some reason, like Dunder Mifflin. Stephen Semple: I guess because they sell paper, but yeah. Dave Young: Yeah. Well, and Michael Scott. It’s like, okay, but Scott, so this is toilet paper. Stephen Semple: Correct. Dave Young: Yeah. And probably some other things, but toilet paper primarily. Stephen Semple: Well, toilet paper and paper towel. Dave Young: Paper towels. Yeah, Scott. Stephen Semple: Yeah. Dave Young: Okay. Stephen Semple: Yeah. Dave Young: I’m guessing some of the things we’re going to be talking about, trees and bathroom kind of stuff. Stephen Semple: Mainly bathroom kind of stuff. Yeah. Dave Young: Okay. Stephen Semple: They became a big business in 1995, they were acquired by Kimberly Clark for $9.4 billion. And at the time that they were acquired, they were doing 3.6 billion in sales and basically they’re the inventor of basically toilet paper and paper towel as we know it today. Dave Young: Okay. Stephen Semple: They kind of got the whole thing going. They were founded in Philadelphia, two brothers, Clarence and Irwin Scott in 1879. And to really understand the birth of this company, we need to understand the world in the late 1800s. Dave Young: Well, yeah. I mean, corn cobs and I guess a handful of poison ivy leaves. Stephen Semple: Moss, grass, hay. Dave Young: Yeah, all of those things. Stephen Semple: Yeah. And this is the time that’s actually considered America’s second industrial revolution. So while things are modernizing and the country’s changing with electricity, factories and roads and stuff along that lines, modern plumbing, especially in homes, was definitely not there yet. And hygiene was like primitive, man. Cities were bad smelling and full of animal and human waste because if you think about it, animal was still the primary mode of transportation, right? Dave Young: But yeah, the streets are full of it. Stephen Semple: Yeah. Most homes lacked indoor plumbing. It was chamber pots and things along that lines. And like you were talking about, in terms of personal cleaning, it was grass. The one that got me the most was corn cobs. Dave Young: Yeah. Stephen Semple: Yeah. And really things had not changed much from the times of early Rome really. I mean, it was pretty primitive. Dave Young: The only way to get rid of it is get rid of it. Stephen Semple: Now there was the introduction of the flush toilet, which was starting to be popularized by an English plumber by the name of Thomas Crapper. Dave Young: Crapper, right. Stephen Semple: Yeah. Yeah. Which I always find sort of funny because when people say, “I’m going to go use the crapper,” it’s not an insult. You’re actually talking with the guy who made it… He didn’t invent it, but he popularized it. Dave Young: I wonder, without being vulgar, I wonder if the phrase “take a crap” is shortened for… It was crapper before anybody called it crap. Stephen Semple: Yes, it was. Dave Young: Yeah. Stephen Semple: I think there’s pretty good etymology for that. Dave Young: Yeah. Heading to the crapper. Yeah. Okay. Stephen Semple: Yep. Dave Young: It just occurred to me. I’m slow on the uptake. Stephen Semple: Yeah, no, absolutely. I expected us to go there. So the toilet was starting to come into homes of wealthy Americans, but this created a need for a new type of product because they need something that was good for cleaning but was also flushable. These old methods would clog these expensive new systems. Dave Young: Sure. Yeah. You don’t want to throw a corn cob down crapper. Stephen Semple: Right. So here’s this whole idea of an emerging new technology that’s changing the world and how often in this podcast have these empires been developed right at these times where there’s a new technology coming and that new technology presents new opportunities. And the reason why I’m harping on this is we’re there today. There’s a new technology emerging and there’s all this debate about is it going to be good? Is it going to be bad? Let’s think about what are the opportunities it presents. Dave Young: Sure. Stephen Semple: Because we’ve seen over and over again in this podcast emergence of unimagined companies because of these issues. It’s a time of change. So in Philadelphia, there’s the two brothers, Clarence and Irwin. The paper company is actually struggling. It’s a paper converting business. Basically what they’re doing is they’re bringing in large industrial rolls of paper and cutting it down to sizes for clients. Now their business is struggling, but they see this new opportunity because of the rise of indoor toilets. So they create a bold idea of selling paper specifically for bathroom use. And let’s face it, it’s a significant upgrade from the course alternatives. Dave Young: Absolutely. Stephen Semple: One of the things that amazed me is that even magazines were being used and it was so well known that the Farmer’s Almanac even put a little hole in the corner- Dave Young: So you could hang it in the outhouse. Stephen Semple: … so you can hang it in the outhouse. Dave Young: Sure. You don’t want to go forward. You used yesterday’s pages, not next week’s. Stephen Semple: Yeah. Dave Young: Yeah. Sears, Roebuck catalogs, all of those things. Stephen Semple: So well recognized that when they were printing them, they were like, “Okay, we need to print this so that it gets used for this.” Dave Young: Yeah. Stephen Semple: Anyway, sorry to go backwards, but it’s just something that just jumped out at me. So they decided that they were going to create a paper specifically for bathroom use, which was way better than the alternative. So they initially cut the paper in the small stacked squares. That was how they did it. Now there was a challenge because of the prudishness of the Victorian era made it taboo to even discuss bathroom related products. So if you can’t discuss it- Dave Young: And you still feel that echo today. Stephen Semple: Yeah. If you can’t discuss it, how do you promote it? So what the brothers did, they pioneered this idea of a private labeling strategy because again, that was new. It wasn’t really being done in that day. So instead of putting their own name on the product, they branded the toilet paper with the names of the local drugstores and merchants. This allowed a customer to purchase the product discreetly. They could just put it on a list to a clerk and the trusted store name basically provided the stamp of approval. Dave Young: Gotcha. You could get someone to prescribe it. Stephen Semple: Basically. And somehow, even though they didn’t promote it, the word of mouth got out there and the strategy was a success and the business boomed, but they had another problem. Dave Young: Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this. [Using Stories To Sell] Dave Young: Let’s pick up our story where we left off and trust me you haven’t missed a thing. Stephen Semple: And somehow, even though they didn’t promote it, the word of mouth got out there and the strategy was to success and the business boomed, but they had another problem. They had a bottleneck because this cutting of the sheets was really time and labor-intensive. So they need a better way to produce the product. And what they saw was an innovation that was done by the post office. In the 1850s, the post office started to use perforated stamps. Dave Young: Okay. So you buy a roll- Stephen Semple: You’d get a roll of stamps and it was perforated, right? Dave Young: Yeah. Stephen Semple: So Irwin Scott took this idea and applied it to paper, put the paper on a roll with perforations allowing the customer to tear off sheets. Dave Young: Beautiful. Stephen Semple: Basically the modern day toilet roll. Dave Young: Yeah, love it. Stephen Semple: So this was the 1890s that invention basically was brilliant in terms of saving time, cutting costs. By the turn of the century, the company had about 100,000 in capital, which is like three million today. The stigma around toilet paper faded and they began marketing it under their own name and transforming the company into this mass market enterprise. Dave Young: This answers the age-old question to me of which came first? The toilet roll holder or the toilet roll. Stephen Semple: The toilet roll came first. Dave Young: So roll came first. Stephen Semple: Yeah, because basically sales pretty quickly got to about $500,000 a year, which is like 16 million today. So it’s 1907 and they have a fortuitous accident happens. A train car load of paper arrives that’s too thick to be used for toilet paper. Dave Young: Oh, no. Stephen Semple: So what do you do with the product? Here’s what they observed. Around the same time there’s a Philadelphia school teacher who’s cutting up paper for students to use to dry their hands instead of a shared cloth to help spread germs during a flu outbreak. So there’s an influenza outbreak going on. So the Scotts realized they could use this thick paper for this purpose. They already knew how to do the perforations. They already knew how to put the stuff on a roll. Dave Young: And the paper towel. Just make it wider. Yeah. Stephen Semple: The paper towel was born. By 1910s they were doing over a million dollars in sales and the further boost adaption, they started giving away paper towel holders. So the first thing they did was paper towel holders and then the toilet roll came holder came later. Dave Young: So let me write this down. The correct chronology is the toilet paper roll, then the paper towel roll, then the paper towel roll holder and we haven’t even got to the toilet roll holder yet. Who would’ve guessed? Stephen Semple: Right. Dave Young: Okay. Stephen Semple: But now- Dave Young: Keep going. Stephen Semple: You know the answer to that. You could sleep well tonight, Dave, if you’ve got that answer. Dave Young: Absolutely. Like a baby. Stephen Semple: So within two decades, Scott Paper is basically doing like 83 million rolls of toilet paper and 200 million rolls of paper towels in America every day. Dave Young: Oh, wow. Stephen Semple: Just grew like crazy. And for 70 years they were the leader in the toilet paper industry. Eventually they were surpassed by Procter & Gamble’s Charmin, who overtook it as the leading brand. Don’t squeeze the Charmin. Dave Young: Well, that’s probably just good marketing on Procter & Gamble’s part. Stephen Semple: Yes. Yeah. Dave Young: Right? Stephen Semple: Yeah. And then again, in 1995, Kimberly Clark buys them for $9 billion. Dave Young: Were they private or were they still- Stephen Semple: They were private up until that point. Dave Young: No kidding. Stephen Semple: Yeah. Dave Young: Wow. And been around a long time. So there’s a lot of Scott multimultimillionaires out there. Stephen Semple: I’m sure there are. But the thing I found that was interesting, again, it’s this whole idea that we talked about this emergence of a new technology creating gaps. And every time there’s emergence of new technology, it creates these gaps and they saw the gap and filled it. And then the next thing is when they ran into a production problem, they didn’t look around the paper industry for the solution. They saw the solution with the US Post Office. Dave Young: Yes. The application of business topology. Stephen Semple: Yes. Dave Young: Somebody solved this problem already in a different form of paper, so let’s apply that. Stephen Semple: Yes. But again, this is what we see over and over again. And then when they had the mistake happen with the paper, what do we do with this paper? They saw what the school teacher was doing, which tells me they didn’t start looking in that moment. These were two guys that were constantly looking out at the world and seeing what was going on before. Dave Young: Being aware. I think especially being aware of somebody using your product or something like it in a different way. Stephen Semple: Yes. Dave Young: So a good reason to not just focus inward when you’re in business, right? Stephen Semple: Correct. Dave Young: Look what you can learn elsewhere. Look at the post office, look at the school teachers, look at anybody that’s doing something different with something related to what you’re doing. Stephen Semple: Right. And it’s that looking outside of the industry. I find so many people, it’s just like all they do is go to industry events. So the only time they turn their brain on is when they’re at an industry event rather than constantly being curious about everything in the world around them. Dave Young: Yeah. Very cool. Very cool. Stephen Semple: It was interesting because when you don’t think about something as dull as the toilet paper industry actually being born because of the advent of a new technology. Dave Young: No, and it was definitely a problem that needed solving. Stephen Semple: Absolutely. Dave Young: There’s only so much corn you can grow. Stephen Semple: And it wasn’t going to work in the new toilet. Dave Young: No, no, you can’t. The new flushable corn cob. That’s not a good idea. I’m full of not good ideas. Anything else about Scott? Stephen Semple: That’s it. That’s it. Dave Young: All right. Well, I got to go. Not there. Thank you for bringing the toilet paper saga to the Empire Builders Podcast. Stephen Semple: And answering your question about holders. There you go. Dave Young: Yeah. All right. Yeah. We’ve solved that one for the ages. The question of the ages has been solved. Thank you, Stephen. Stephen Semple: All right. Thanks, David. Dave Young: Thanks for listening to the podcast. Please share us, subscribe on your favorite podcast app and leave us a big, fat, juicy five star rating and review at Apple Podcasts. And if you’d like to schedule your own 90-minute Empire Building session, you can do it at empirebuildingprogram.com.

On this episode of Simply Money presented by Allworth Financial, Bob and Brian explore what a new era at the Federal Reserve could mean for investors by looking back at the legacies of influential Fed chairs from Paul Volcker to Jerome Powell, discuss the latest restructuring news from Procter & Gamble and key planning opportunities for affected employees, break down when trusts make sense as part of an estate plan, and answer listener questions on investment performance, concentrated bets, retirement planning assumptions, and strategies for managing taxes during the early years of retirement.See omnystudio.com/listener for privacy information.

What happens when a chemist accidentally becomes an entrepreneur — and then has to figure out who he is after he sells the company he built? Scott Bening, author of "Formulating Solutions" and the newly released "The Back Nine," joins the podcast to share a career story that is equal parts unexpected and instructive. Scott grew up in Buffalo, New York, earned his degrees from St. Lawrence University and UIC Chicago, and spent just nine months in a laboratory before pivoting into technical sales. That pivot — combining deep scientific knowledge with a learned ability to sell — became the foundation for everything that followed, including leading MonoSol, a manufacturer of water-soluble films with an exclusive supply relationship with Procter & Gamble, and ultimately selling the company to a Japanese acquirer. In this episode, Scott and Michael explore the underrated power of a technical background in sales, the role that journaling played in Scott's first book, and why integrity and relationship-building are not soft concepts but core business drivers. Scott also shares what he learned from a book tour in Japan, where his first book resonated far beyond the audience he originally anticipated. The conversation then turns to "The Back Nine" — Scott's candid guide for baby boomers navigating retirement, finding new purpose, and staying mentally engaged after decades of professional identity. Scott speaks openly about his work mentoring university students and business professionals in transition, and why so few high-achieving people plan seriously for the chapter of life after work. Whether you are building a company, preparing to exit one, or simply trying to lead a more intentional career, this episode delivers hard-won perspective from someone who has done it all and chosen to write it down. Books:  Author of "Formulating Solutions" and "The Back Nine" Website:  https://www.mbs2.org/   Topics covered: Technical sales, entrepreneurship, MonoSol, water-soluble films, Procter & Gamble, career transitions, mentorship, retirement planning, book writing, integrity in business, life after ownership

Andy Weins, a Veteran and fourth generation business owner & Lynn Corazzi, a former Procter & Gamble finance leader:  co-authors of: Stop Avoiding Your … Read more The post Most Small Businesses Have Accounting, Few Have Financial Leadership appeared first on Top Entrepreneurs Podcast | Enterprise Podcast Network.

If your top reps are stuck training new hires instead of closing deals, this AI sales enablement playbook will help. Enterprise seller Vernon Ross joins Mike Allton to show how to scale your best performers' knowledge without stealing their selling time, and why that "teaching jail" is quietly costing you around $30K a month per rep. Vernon has carried quota, closed enterprise deals, and built the AI training tools that make other sellers faster. Inside, he shares the one diagnostic question that finds your highest-ROI automation, why AI pilots die the moment they add friction instead of removing it, and how he uses NotebookLM, private podcasts, and voice cloning to cut top-rep onboarding from 30 hours down to 10. He and Mike also get tactical on where AI belongs inside a MEDDPICC deal, how to tie content consumption to real revenue, and the one automation any team can build this quarter without a six-figure budget. Vernon Ross drove 75 to 85% increases in new client acquisition at a 32% conversion rate, closed deals with Procter & Gamble, GE, and AT&T, and has generated over $500,000 in enterprise SaaS sales. As president of Vernon Ross Consulting and an enterprise podcaster, he now advises Fortune 1000 companies on AI-driven learning. The hard truth: you cannot clone your top performers. So you stay stuck in an endless loop of manual knowledge transfer while your competitors build AI-powered learning engines that run around the clock. This episode is how you break the loop. Still letting shadow AI run unmanaged on your sales floor? Download the free Executive Guide to Shadow AI at theaihat.com/shadow-ai. Chapters: 00:00 Top Rep Pain Points 00:59 Podcast Theme Intro 02:08 Show Mission Setup 03:15 Guest Vernon Ross 05:11 Sales Enablement Gap 07:34 AI Adoption That Sticks 10:58 AI Hosted Training Podcasts 13:46 NotebookLM And Voice Clones 16:28 MEDDPICC With AI 18:52 Onboarding Without Teaching Jail 21:25 Shadow AI Sponsor Break 22:33 Measuring Podcast ROI 28:38 Fast Time To Value 30:37 Compliance And Risk 33:48 First Automation To Build 36:34 Where To Find Vernon 37:18 Final Wrap Up Resources: Vernon Ross: linkedin.com/in/vernonross | vernonross.com | enterprisepodcaster.com | aiplanner.com Mentioned in this episode: Wondercraft.ai, Google NotebookLM, Wispr Flow, ZoomInfo, Apollo, HubSpot, Otter.ai, Claude Code, Gemini, Supporting Cast, MEDDPICC Connect with Mike Allton: linkedin.com/in/mikeallton | Newsletter theaihat.com/newsletter | Podcast theaihat.com/podcast Learn more about your ad choices. Visit megaphone.fm/adchoices

This is a follow-up conversation. Listen to the first episode here. Jeff Strong worked nearly 30 years in the consumer products industry as a senior executive at Procter & Gamble and global president and chief customer officer at Johnson & Johnson. He then taught in the Marriott School of Business at Brigham Young University and worked as an advisor to the Church before serving as a mission leader in the Arkansas Bentonville Mission. Jeff has since spent several years doing research on why people are leaving the Church. He recently published the book Torn: Why People We Love Are Leaving the Church and What We Can Learn from Them. Jeff lives in Midway, Utah, and stays busy with a little lavender farm, some business consulting, and enjoying family. Links Torn: Why People We Love Are Leaving the Church and What We Can Learn from Them Part 1: What Leaders Can Learn From the People Who Are Leaving the Church | An Interview with Jeff Strong What to Say When Loved Ones Leave the Church | An Interview with Jeff Strong and Joseph Grenny The Data Behind Church Culture | An Interview with Jeff Strong TornByJeffStrong.com Instagram: @tornbyjeffstrong Facebook Watch the video and share your thoughts in the Zion Lab community Transcript available with the video in the Zion Lab community Highlights In this follow-up episode, Kurt and Jeff discuss the complexities of faith transitions. The conversation focuses on the four stages individuals typically experience when questioning their faith and the cultural imbalances that can affect their sense of belonging. 00:02:18 – Understanding Faith Transitions 00:05:23 – Four Stages of Faith Transition 00:09:01 – Intensive Seeking Phase 00:10:19 – Relational Breaking Stage 00:12:47 – Importance of Conversations in Faith Transitions 00:13:35 – Embracing Different Perspectives 00:18:00 – Role Play: Navigating Faith Questions 00:20:10 – The Need for New Thinking 00:24:29 – Cultural Imbalances in the Church 00:30:34 – Hard and Unyielding Soil 00:39:51 – Shallow Stony Soil: Growth vs. Sanctuary 00:44:08 – Balancing Sanctuary and Transformation Key Insights Four Stages of Faith Transition: Individuals often go through integrity disruption, permission to question, intensive seeking, and relational breaking. Each stage reflects a different aspect of their journey as they navigate doubts and seek understanding. Cultural Imbalances: Jeff identifies four cultural imbalances in the Latter-day Saint community, including hard and unyielding soil versus acceptance, and sanctuary versus transformation. These imbalances can alienate individuals who feel their beliefs or experiences do not align with community expectations. Importance of Acceptance: Acknowledging and validating the experiences of those questioning their faith is crucial. Leaders should create an environment where individuals feel safe to express doubts without fear of judgment or ostracism. Nourishment vs. Protection: The conversation emphasizes the need for a balance between the protective aspects of church culture and the nourishing elements that foster growth and transformation. Leaders should focus on providing spiritual nourishment to help individuals thrive. Role of Conversations: Open and supportive conversations can significantly impact whether individuals choose to stay within the faith community. Leaders should approach discussions with empathy and understanding, recognizing the importance of relational dynamics. Leadership Applications Foster Open Dialogue: Encourage open discussions about faith and doubts within congregations. Create safe spaces where members can share their experiences without fear of being labeled or judged. Balance Protection and Nourishment: Strive to create a culture that values both adherence to standards and the acceptance of diverse beliefs and experiences. This balance can help retain members who may feel marginalized. Supportive Leadership: Leaders should model vulnerability by sharing their own faith journeys and struggles. This approach can help normalize the questioning process and foster a sense of community and belonging among members. The award-winning Leading Saints Podcast is one of the top independent Latter-day Saints podcasts as part of nonprofit Leading Saints’ mission to help Latter-day Saints be better prepared to lead. Find Leadership Tools, Courses, and Community for Latter-day Saint leaders in the Zion Lab community. Learn more and listen to any of the past episodes for free at LeadingSaints.org. Past guests include Emily Belle Freeman, David Butler, Hank Smith, John Bytheway, Reyna and Elena Aburto, Liz Wiseman, Stephen M. R. Covey, Benjamin Hardy, Elder Alvin F. Meredith III, Julie Beck, Brad Wilcox, Jody Moore, Tony Overbay, John H. Groberg, Elaine Dalton, Tad R. Callister, Lynn G. Robbins, J. Devn Cornish, Bonnie Oscarson, Dennis B. Neuenschwander, Kirby Heyborne, Taysom Hill, Coaches Jennifer Rockwood and Brandon Doman, Anthony Sweat, John Hilton III, Barbara Morgan Gardner, Blair Hodges, Whitney Johnson, Ryan Gottfredson, Greg McKeown, Ganel-Lyn Condie, Michael Goodman, Wendy Ulrich, Richard Ostler, and many more in over 800 episodes. Discover podcasts, articles, virtual conferences, and live events related to callings such as the bishopric, Relief Society, elders quorum, Primary, youth leadership, stake leadership, ward mission, ward council, young adults, ministering, and teaching.

What does it actually take to build a brand that survives the modern internet? In this episode, we sit down with Ankit, a seasoned marketing agency founder, to pull back the curtain on the messy, unglamorous reality of Indian business.Ankit Saraf is the Founder of Meraqi Digital, one of Eastern India's leading and fastest-growing independent digital marketing consulting agencies based in Kolkata. A visionary marketer, Ankit holds a Master's in Advertising and Design from the University of Leeds and brings over 13 years of cross-continental experience to the table. Before turning entrepreneur, he spent nearly a decade in London working with top-tier global agencies, leading highly impactful digital portfolios for iconic multinational giants including Budweiser, AB InBev Global, Sainsbury's, Procter & Gamble, and Olay. Driven by a desire to bring world-class marketing standards and international work culture to his hometown, he returned to India in 2016. Launching Meraqi Digital under challenging circumstances with an initial capital of just ₹20,000 in a small room, Ankit scaled the business rapidly, crossing ₹1 crore in revenue within 2.5 years. Today, he leads a robust, multi-award-winning team of over 40 digital natives, orchestrating digital transformations and growth strategy mandates for heavyweights like the RP-Sanjiv Goenka Group, WOW! Momo, Emami Group, and ITC Limited.From the toxic trap of chasing short-term viral trends to why legacy "boring" businesses quietly make the most money in India, this conversation is a masterclass for every modern founder, D2C marketer, and next-gen family business owner. If you are tired of surface-level startup advice and want real, data-backed insights on what actually drives sales and consumer sentiment, this episode is for you.Key Takeaways From This Episode:The Quick Commerce Illusion: Why the highly visible D2C brands you see all over social media are secretly bleeding money under the hood, while unsexy traditional businesses are booking massive profits.The Pan-India Scaling Trap: Why burning limited capital to target all of India on day one is a recipe for failure, and how to successfully build hyper-local validation first.Next-Gen Family Business Friction: A practical, zero-BS guide for young founders on how to introduce digital marketing to traditional parents without disrupting the legacy systems that already work.The "Fickle" Modern Marketer: Why chasing every single internet algorithm trend is ruining brand identity, and how legacy giants maintain deep consumer connections over decades.The Reality of AI in Agencies: How artificial intelligence is actively changing agency workflows, why it excels at boring data crunching, and why it will never replace raw human creative emotion.

You do all of it because that's what a good mom does. The schedule, the meals, the work, the everything. But somewhere between holding it all and doing it right, the enjoying part quietly disappeared.This episode gives you a 3-part model that frees up real hours in your week without dropping a single ball. Not another productivity hack. A different way of deciding what's actually yours to carry.Cherylanne Skolnicki left a 15-year executive career at Procter and Gamble after realizing she was climbing a ladder leaning against the wrong wall. She's spent the last 14 years teaching thousands of high-achieving women how to play big at work and at home while protecting time for themselves. In this conversation, she hands over the playbook.What You'll LearnThe 3-part model for freeing up hours this weekThe Goldilocks job trap: why the perks are keeping you stuckWhy balance is not a pie chart - the reframe that makes it actually achievableWhy staying locked in your masculine energy is exhausting youThe household shift that ends the asking-for-help cycle foreverResources MentionedThe Momentum Playbook (free): https://brilliant-balance.com/momentumFind Cherylanne on IG: @cskolnicki @brilliant_balanceMichelle's episode on the Brilliant Balance podcast--Join The Capacity Method (we start June 15th!) -> Check it out HERE--

In this podcast, Greg Voisen sits down with lifelong entrepreneur, venture capitalist, and author Hunter Hastings to dismantle the biggest sacred cow in modern business education: the MBA. If you've ever felt suffocated by endless corporate reporting, rigid five-year strategic plans, or red tape that stalls brilliant ideas, you are likely stuck in the "administration trap." Hastings, co-author of Venture Mode: Escape the Administration Trap by Finding and Unleashing Entrepreneurial Leaders, reveals how modern corporations and business schools have mistakenly turned potential trailblazers into process-focused bureaucrats. Drawing on radical principles of Austrian economics and hard-earned wisdom from Silicon Valley to Procter & Gamble, this conversation flips traditional corporate hierarchy on its head, advocating for a relentless obsession with the true boss of any business: the consumer.

Inflation just came in hotter than expected... and some of the market's biggest winners are suddenly looking a whole lot weaker.For months, tech stocks seemed unstoppable. Names like Nvidia, Apple, Microsoft, Broadcom, and Palantir led the charge higher. But with CPI climbing back above 4%, rising rate hike expectations, and fresh sell signals appearing across the market, the story may be changing fast.In this video, we break down what the latest inflation report means for investors, why money is rotating out of high-growth tech stocks, and where smart money appears to be moving next.You'll also see several stocks flashing warning signs and a few surprising opportunities showing strength despite market weakness.✅ Why higher inflation could pressure tech stocks even more✅ The latest sell signals appearing across major market leaders✅ What the CME FedWatch Tool is revealing about future interest rates✅ Why consumer defensive stocks are suddenly outperforming✅ Buy signals emerging in stocks like Procter & Gamble, Church & Dwight, and US FoodsWhile everyone is chasing the hottest stocks, the biggest opportunities often show up where nobody is looking. If inflation remains elevated and market conditions continue to shift, defensive sectors could become one of the most important areas to watch.Stay ahead of market trends with OVTLYR and discover where capital may be flowing before the crowd catches on.Subscribe to OVTLYR for disciplined trading strategies that actually make sense.

In Episode 190 of The Investor Professor Podcast, we break down one of the biggest market stories of the week: the highly anticipated SpaceX IPO. With a potential valuation near $1.8 trillion, investor excitement is sky-high, but so are the risks. We discuss why massive private-company IPOs like SpaceX, Anthropic, and OpenAI could pull money away from existing stocks, how IPO lockups and insider selling windows can create future buying opportunities, and why investors should avoid letting FOMO drive day-one decisions.We also unpack the market's worst day of the year, the impact of a stronger-than-expected jobs report, rising oil prices, and what all of it means for Fed rate cuts. Then we revisit beta in simple terms, explaining how investors can balance high-growth, high-volatility stocks with steadier names like Procter & Gamble, Coca-Cola, or AT&T to build a portfolio they can actually stick with. As always, the message is clear: be patient, understand valuation, and don't mistake activity for achievement.*This podcast contains general information that may not be suitable for everyone. The information contained herein should not be construed as personalized investment advice. There is no guarantee that the views and opinions expressed in this podcast will come to pass. Investing in the stock market involves gains and losses and may not be suitable for all investors. Information presented herein is subject to change without notice and should not be considered as a solicitation to buy or sell any security. Rydar Equities, Inc. does not offer legal or tax advice. Please consult the appropriate professional regarding your individual circumstances.  Past performance is no guarantee of future results.

Procter & Gamble’s Australian chief executive, Neal Reed, has been with the global manufacturer for 30 years. The company behind household brands such as Pampers nappies, Gillette razors and Pantene and Head & Shoulders shampoos has long been committed to finding and developing top talent. But as the CEO has discovered, the strategy presents a temptation to push high performers too hard. On this week’s episode, BOSS editor Sally Patten finds out how this P&G boss learnt he was overburdening senior leaders. Further reading: Why this CEO gets his advice from the 20-somethings in the office As Gen Z swells to a third of the workforce, P&G’s Australia-New Zealand CEO Neal Reed says reverse mentorship keeps him connected, skilled up and relevant. ‘I didn’t realise how far gone I was’: How this CEO survived burnout Jess Saxby, chief executive of Banjo’s Bakery Cafes, couldn’t stop. She was always chasing the next thing. Until she couldn’t any more. ‘Do you have five?’: This CEO’s trick for managing staff requests Stefan Leitl, vice president for Australia and New Zealand at Cisco, has to juggle family with fitting into the working hours of the US. Here’s how he does it.See omnystudio.com/listener for privacy information.

How do you lead a company into the future without losing its identity? In this episode of the LEITWOLF® Podcast, Stefan speaks with Stefan Leitz – an internationally experienced leader who knows both global corporate environments and traditional family-owned businesses from the inside. After many years at companies such as Procter & Gamble, Gillette, Wella and Unilever, his career later took him to Kühne and Faber-Castell. It is exactly this experience between two very different business worlds that makes this conversation so valuable. Together, they explore what distinguishes great leadership in global corporations and family-owned businesses – and what both worlds can learn from each other. The conversation touches on tradition and transformation, brand and responsibility, long-term thinking, speed, and the question of how leaders need to evolve when environments, cultures and expectations change. Stefan Leitz shares how he recognizes leadership talent, what has shaped him as a leader, and why great leadership always means balancing future readiness with identity. ––– Do you like the LEITWOLF® Leadership podcast? Then please rate it with a star rating and review it on iTunes or/and Spotify. This will help us to further improve this LEITWOLF® podcast and make it more visible. ––– // Stefan Leitz LINKEDIN: https://www.linkedin.com/in/stefan-leitz-69255b24/ Book your access to the LEITWOLF® Academy NOW: https://stefan-homeister-leadership.com/link/leitwolf-academy-en Would you like solid tips or support on how to implement good leadership in your company? Then please get in touch with Stefan via mail: homeister@stefan-homeister-leadership.com Or arrange a free phone call here: https://stefan-homeister-leadership.com/link/calendly-en // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVE ___ LEITWOLF Podcast, Leadership, Management, Stefan Homeister, Podcast, Business Leadership, Successful Leadership, Organizational Management, Leadership Skills, Leadership Development, Team Management, Self-leadership, Leadership Coaching, Leadership Training, Career Development, Leadership Personality, Success Strategies, Organizational Culture, Motivation and Leadership, Leadership Tips, Leadership Insights, Change Management, Visionary Leadership, Leadership Interviews, Successful Managers, Entrepreneurial Tips, Leadership Best Practices, Leadership Perspectives, Business Coaching

Wie führt man Unternehmen erfolgreich in die Zukunft, ohne ihre Identität zu verlieren? In dieser Folge des LEITWOLF® Podcasts spricht Stefan mit Stefan Leitz – einer international erfahrenen Führungskraft, die sowohl globale Corporate-Welten als auch traditionsreiche Familienunternehmen von innen kennt. Nach vielen Jahren in Unternehmen wie Procter & Gamble, Gillette, Wella und Unilever führte ihn sein Weg unter anderem zu Kühne und Faber-Castell. Genau diese Erfahrung zwischen zwei sehr unterschiedlichen Unternehmenswelten macht dieses Gespräch besonders. Gemeinsam sprechen die beiden darüber, was gute Führung in globalen Konzernen und in Familienunternehmen unterscheidet – und was beide Welten voneinander lernen können. Es geht um Tradition und Transformation, um Marke und Verantwortung, um langfristiges Denken, Geschwindigkeit und die Frage, wie Führungskräfte ihre eigene Haltung weiterentwickeln müssen, wenn sich Umfeld, Kultur und Erwartungen verändern. Stefan Leitz teilt seine Perspektive darauf, woran er Führungstalent erkennt, was ihn selbst als Leader geprägt hat und warum gute Führung immer auch bedeutet, die Balance zwischen Zukunftsfähigkeit und Identität zu halten. ––– Nimm gerne an dieser anonymen Umfrage teil, damit wir diesen Podcast für Dich optimieren können: https://forms.gle/WTqCeutVXV2PsjBH9 Gefällt Dir dieser LEITWOLF® Leadership Podcast? Dann abonniere den Podcast und beurteile ihn bitte mit einer Sternebewertung und Rezension bei iTunes und/oder Spotify. Das hilft uns, diesen LEITWOLF® Podcast weiter zu verbessern und sichtbarer zu machen. ––– // Stefan Leitz LINKEDIN**](https://www.linkedin.com/in/stefan-leitz-69255b24/) Buche Dir JETZT Deinen Zugang zur LEITWOLF® Academy: https://stefan-homeister-leadership.com/link/leitwolf-academy Möchtest Du konkrete Tipps oder Unterstützung, wie gutes Führen in Deinem Unternehmen definiert und umgesetzt werden kann, dann schreibe Stefan eine Mail an: homeister@stefan-homeister-leadership.com ODER Vereinbare hier direkt ein kostenloses Beratungsgespräch mit Stefan: https://stefan-homeister-leadership.com/link/calendly // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVED ____ LEITWOLF Podcast, Leadership, Führung, Management, Stefan Homeister, Podcast, Business Leadership, Erfolgreich führen, Unternehmensführung, Führungskompetenz, Leadership Development, Teammanagement, Leadership Skills, Selbstführung, Leadership Coaching, Leadership Training, Karriereentwicklung, Führungspersönlichkeit, Erfolgsstrategien, Unternehmenskultur, Motivation und Leadership, Leadership-Tipps, Leadership Insights, Change Management, Visionäre Führung, Leadership Interviews, Erfolgreiche Manager, Unternehmer-Tipps, Leadership-Best Practices, Leadership-Perspektiven, Business-Coaching

El analista de Apta Negocios examina los títulos de Inditex, Procter & Gamble, Unilever, Easyjet, Fuelcell energy y Deutsche Post, entre otros

Our businesses are the results of the small and large decisions we make over the years. It is our behavior in the business that ultimately determines the success and Impact we can realize. Some have said that the 4th wave is ,marked by more passionate coffee balancing that passion with good business practice and strategy.  Today will be talking with someone who has been hugely influential in teaching solid and sustainable business behavior to countless coffee professionals and companies world wide.  I happy to welcome Tracy Allen to the show!   Tracy Allen founded Brewed Behavior, a global consulting and education firm dedicated to advancing the specialty coffee industry worldwide in 2008. Through Brewed Behavior, Tracy has trained and advised hundreds of coffee professionals, roasters, café owners, and organizations across multiple continents. His consulting work focuses on elevating bean quality, optimizing operations, developing world-class training programs, and preparing teams for top-level competition. With more than 30 years of hands-on experience, Tracy brings unmatched depth to his clients. His journey began as a passionate home roaster in the 1990s, followed by roles as Beverage Specialist at Procter & Gamble (Millstone and Folgers), Operations Manager for a Kansas City roaster, and Co-Owner of Zoka Coffee Roaster & Tea Company in Seattle. At Zoka, he helped establish the company as a leader in both quality and barista training — with its baristas consistently ranking among the top in U.S. Barista Competitions. Today, Tracy channels this extensive expertise through Brewed Behavior to help clients worldwide achieve excellence. He is the last full-term President of the SCAA and Founding Chair of the WBC Rules & Regulations Committee. He has been a certified U.S. and World Barista Competition judge, an SCA Certified Cupper, a certified Q Grader and Instructor, and a three-time "Super Taster." Through Brewed Behavior, Tracy Allen continues to shape the future of specialty coffee on a global scale.  We Cover:  Understanding Business and Passion in Coffee The Importance of Financial Discipline Navigating Growth and Corporate Culture Consumer Behavior and Coffee Trend Best Practices for Long-Term Success Developing Financial Acumen The Importance of Financial Discipline Navigating Projections and Inventory Management Understanding Market Dynamics and Unique Value Propositions Links:  www.brewedbehavior.com      KEYS TO THE SHOP ALSO OFFERS 1:1 CONSULTING + 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:    576: Financial Stability Using Profit First for Coffee Businesses w/ Kim Logsdon of Caffeinate Your Cash 447: Understanding the Business of Coffee w/ Maxwell Colonna-Dashwood 022 : Founder Friday w/ Colin Harmon of 3fe Coffee, Dublin Ireland & Author of the new book, "What I know About Running Coffee Shops" 283 : 5 Bad Reasons to Open a Coffee Shop SHIFT BREAK! Become Immune to Fear-Based Coffee Marketing 327: Founder Friday! w/ Phuong Tran of Lava Java 489: Tips for Creating a Resilient Cafe 223 : Building a Financially Resilient Business w/ Andrew Carroll  

A widening gap has emerged between the speed of AI innovation and the ability of large enterprises to deploy it responsibly, leading many organizations to repeat avoidable mistakes in scaling. In this episode, Shaje Ganny, Author, Guest Lecturer, TEDx Speaker, and Digital Transformation Director at Procter & Gamble, joins Matthew DeMello to examine how leaders can ground AI adoption in clear business value and human-centered operational design. The discussion highlights practical considerations for evaluating AI through its impact on the company, the consumer, and the surrounding workforce community, and the executive education and policy foundations required to move from pilots to reliable enterprise deployment. Emerj works with a select group of AI vendors to reach Fortune 500 decision makers through research, media, and direct access.  If you want to be considered, download our media kit at http://emerj.com/AD1

Perfectionism has a sneaky way of turning a perfectly good life into a project you can never finish. I sit down with author, fiber artist, and motivational speaker Lorie Kleiner Eckhert to talk about reinvention, resilience, and the moment you decide that “good enough” is not failure, it's freedom. Lorie's newest book, Chai On Life (a playful nod to “chai,” the Hebrew word for life), becomes our jumping-off point for how to move through big transitions with more self-trust and less self-criticism.We get practical and personal: why many of us wait decades to give ourselves permission to do what makes us happy, what divorce and midlife singlehood taught Lorie about independence, and how a complicated “perfect” chicken soup recipe captures the problem with overthinking everything. Lorie also shares how quilts became her visual storytelling tool on stages from PTAs to Procter & Gamble, and why returning to simpler, more durable creativity helped her come back to herself.If you're feeling stuck, Lorie offers a clear two-step reinvention plan: keep your healthy daily routine even when you're hurting, then take one tiny step a day toward your new life and write it down in an accountability log. We also normalize therapy and counseling as ongoing emotional support, not a last resort, and we end with a favorite idea: being “flawsome” and giving yourself credit for the brave next step.Subscribe for more conversations on personal growth, mental fitness, creativity, and navigating life transitions, then share this with a friend who needs a little lift and leave a review so more people can find us. What's one tiny step you'll take today?Connect with Lorie HEREHer newest book, Chai on Life, is available at Amazon and anywhere quality books are sold. Let me know what you'd like to hear more about on the showSupport the showI'm Carol Clegg, your host, an accountability coach and curious conversationalist inviting guests from a wide range of backgrounds to share insights on how they live, think, and navigate change.If you enjoy reflection, fresh perspectives, and honest dialogue, this space is for you.If you'd like to experience this work in community, I host a complimentary monthly Accountability Circle  a supportive space to pause, gain clarity, and choose a gentle next step forward. More info at https://carolclegg.com/accountabilitycircleFor those ready for deeper, more consistent support, I also offer a 90-day Accountability Package, designed to help you move from scattered ideas to steady, sustainable momentum.You can learn more at carolclegg.comLet's connect on LinkedIn and Instagram, or join my LinkedIn Group Flourish: A Community for Women Business Owners

What if luck isn't something you wait for, but something you can learn to create? Tune in for an inspiring discussion with Julie Austin on her new book Creating Serendipity: Think Like an Inventor to Generate Good Luck.Moments with Marianne Radio Show airs in the Southern California area on KMET1490AM & 98.1 FM, an ABC Talk News Radio Affiliate!  https://www.kmet1490am.comJulie Austin is an award-winning author, inventor, futurist, and innovation keynote speaker. She's an internationally known thought leader on the topic of innovation, and CEO of the consulting firm Creative Innovation Group. She's been an innovation keynote speaker for corporations such as Procter & Gamble, Novartis Pharmaceuticals, Northrop Grumman, and Cognizant Technology Solutions. She's also been featured in the books “Patently Female” and “Girls Think of Everything”. Her patented product, HydroSport, wrist water bottles, have been a NASDAQ product of the year semi finalist and are currently sold in 25 countries. Julie and her products have appeared on The Today Show, The Queen Latifa Show, HGTV, Lifetime, ABC, CBS, NBC, FOX News, Inc. magazine, Fast Company, and the Wall Street Journal, along with dozens of TV shows, magazines and radio shows around the world.  https://creatingserendipity.com  https://creativeinnovationgroup.com  https://swiggies.comOrder on Amazon: https://a.co/d/07rmrBlO To learn more about the show and interview opportunities contact us at: https://www.mariannepestana.com 

Change management is the reason most manufacturing improvement projects quietly stall, even when the technical work is sound and the tools are right.Vlad Romanov and Dave Griffith unpack their own change management war stories from across two decades in industrial automation. Vlad frames change management as understanding risk to the business and to every stakeholder, then putting the process in place that lets the organization absorb that risk. Technical feasibility is the easy half of any project. Getting humans to consistently work the new way is the half that wins or loses the budget.Vlad joined Procter & Gamble at a site rated four on P&G's Integrated Work Systems maturity scale, the highest in North America at the time. Every loss event triggered a structured root cause analysis cascade. Operator, mechanic, operations engineer, and only then the engineering department. He later moved to Kraft Heinz, which had purchased the same IWS toolkit from P&G. The tools were on the shelf. The site rating was effectively zero. He had spent his early career learning to use the tools without having to deploy them, and that gap is where most transformation programs die.Dave's lens is more political. Change management starts with one question engineers rarely ask. What is in it for the person you are asking to change? He tells the Joe story, a lead operator with more than 35 years on the floor who interrupted a connected workforce rollout meeting to point out that his team had cycled through every methodology fad of the last two decades. None had stuck. Dave's team asked what hurt the most. Joe kept training new operators who left for a dollar an hour more down the street. The fix was QR codes on equipment linked to procedures Joe recorded once. Joe went from skeptic to evangelist in one session. Find the operator with the deepest tenure, solve their pain, and let them carry the change.The episode is also honest about what well intentioned incentives do when they miss the mark. Vlad walks through an RCA rollout where management offered a fifty dollar gift card to whoever submitted the most reports each week. The team got a stack of paper. None of it shortened downtime. When real process change goes through a plant, throughput typically drops twenty to thirty percent for weeks or months. That cost has to be visible to leadership before the project starts.Two practical heuristics close the episode. As a systems integrator deploying MES and SCADA across food and beverage plants, Vlad could often predict success within the first demo by how the room reacted. Continuous improvement teams leaned in. Whiteboard sites pushed back. Dave reinforces that change has to start at the top. If the executive sponsor blows off steering meetings, the floor reads that signal. Change management is a habit, not a project, and habits are built small. Pick one workflow, prove it works, and let the next one earn its slot.Timestamps0:00 Introduction and Automate trade show preview1:30 Booth commitments: Siemens, Horner, and Tigoor6:00 Dave's Automate session and 4IR booth duty8:10 Predictions for Automate: physical AI, cobots, and the AI conversation13:10 Defining change management in manufacturing22:30 From P&G IWS to Kraft Heinz: tools versus deployment maturity28:30 What is in it for the person you are asking to change35:30 The RCA cascade at P&G compared to no process elsewhere42:30 The fifty dollar gift card incentive that backfired46:00 The Joe story: QR codes solving real operator pain58:30 Reading change management success in the first meeting1:07:00 Start small: the closing takeawayAbout Your HostsVladimir Romanov is a co-host of The Manufacturing Hub Podcast and the founder of Joltek, an independent manufacturing and industrial automation consulting firm specializing in modernization strategy, digital transformation, and workforce development. Joltek works with manufacturers and investors to de-risk modernization and build the internal capability to sustain results.Connect with Vlad: https://www.linkedin.com/in/vladromanov/Want to go deeper? Vlad and the team at Joltek have covered related topics here:Lean Six Sigma: https://www.joltek.com/blog/lean-six-sigma7 Different Root Cause Analysis Techniques in Manufacturing: https://www.joltek.com/blog/7-different-root-cause-analysis-techniques-manufacturingDave Griffith is a co-host of The Manufacturing Hub Podcast and founder of Capelin Solutions, an industrial automation firm helping manufacturers adopt smart manufacturing technology. He brings 15 years of experience in industrial automation and digital transformation.Connect with Dave: https://www.linkedin.com/in/davegriffith23/Subscribe to Manufacturing Hub: https://www.manufacturinghub.liveLinkedIn: https://www.linkedin.com/company/manufacturing-hub-networkYouTube: https://www.youtube.com/@ManufacturingHub

Wie knackt man einen Markt, der seit Jahrzehnten von zwei Giganten beherrscht wird? Stefan Walter, Gründer des Zahnpflege-Startups Happybrush, hat es mit Oral-B und Philips aufgenommen und macht heute Umsätze im zweistelligen Millionenbereich. Im OMR Podcast gibt er Einblicke in seine Reise von Procter & Gamble zum erfolgreichen Entrepreneur. Er erklärt, wieso eine schwarze elektrische Zahnbürste anfangs eine Revolution im Drogerie-Regal darstellte, was der Auftritt bei "Die Höhle der Löwen" gebracht hat, wie lukrativ das Abo-Modell mit elektrischen Zahnbürsten ist und welche Rolle Testergebnisse auf dem Zahnpflegemarkt spielen.

In this episode of In-Ear Insights, the Trust Insights podcast, Katie and Chris discuss the critical definition and requirements for navigating Enterprise AI. You’ll learn how to distinguish between consumer-grade tools and the strict standards required in regulated industries. You’ll discover the twenty essential pillars for building a secure and compliant AI strategy for your organization. You’ll understand why rigorous vendor scrutiny matters as much for software as it does for human talent. You’ll gain clarity on the governance frameworks necessary to prevent data leaks and legal vulnerabilities in your enterprise. 00:00 – Introduction 03:15 – Defining Enterprise AI vs. SMB AI 07:45 – The role of Microsoft Copilot in regulated environments 12:20 – The 20 components of Enterprise AI readiness 18:10 – Challenges in organizational adoption and change management 22:30 – Security and data privacy as the foundation 27:00 – Call to action Watch this episode to master the complex landscape of regulated AI and safeguard your company’s future. Watch the video here: Can’t see anything? Watch it on YouTube here. Listen to the audio here: https://traffic.libsyn.com/inearinsights/tipodcast-enterprise-ai-101.mp3 Download the MP3 audio here. Need help with your company’s data and analytics? Let us know! Join our free Slack group for marketers interested in analytics! [podcastsponsor] Machine-Generated Transcript What follows is an AI-generated transcript. The transcript may contain errors and is not a substitute for listening to the episode. Christopher S. Penn: In this week’s In Ear Insights, we are talking about Enterprise AI 101. I am in the midst of a series in the Trust Insights newsletter, which you can get at TrustInsights.ai/newsletter. Part one was last week on seven different aspects of enterprise AI. But Katie, you said it would probably be helpful to level set what enterprise AI is and how it differs from SMB AI, mid-market AI, consumer AI, and so on. Katie Robbert: It is interesting because I feel like every time we jump on to record a podcast, there is a whole new set of vocabulary that I need to get caught up with. We need to make sure that everyone else knows what we are talking about because there is nothing worse than listening to a podcast or reading an article and having no idea what the author is talking about because they are introducing a concept but not really explaining it. I wanted to take this episode to talk about what enterprise AI is. Since you and I have not defined it, I am going to take my best guess at what enterprise AI is using some logic and deduction. I could be wrong, and that is why I think it is worth covering. From my perspective, if I had to put a definition to it, I am assuming enterprise AI is the type of AI implementation that occurs at an enterprise-size company. That sounds overly simplistic, but the bigger the organization, the more red tape, the more politics, the more departments, the more stakeholders, and the more governance there is. There are a lot more complications versus a small business like we are, where we can just decide one day, “Hey, I am going to start using this tool.” There are no real hurdles to go through. Then you have those mid-sized companies where you start to introduce some of those hurdles. You might need to work with your IT team to make sure that everything is in compliance. You might need to make sure that you have a place to host these new pieces of software, and that is not something that the marketing team is necessarily responsible for. Then you get to the enterprise-size companies where everything is completely siloed. Even in the best enterprise-sized companies, you are going to run into these silos. Because no one person is responsible for everything, you typically have multiple CEOs. Depending on what part of the country you are in, you might have a board for every different division of the company. If you are a Procter & Gamble and you have hundreds of product lines underneath, each of those is their own individual business. Each of those businesses are not necessarily talking to each other or sharing resources. That is my logical guess at what enterprise AI is. Christopher S. Penn: That is what I started with until I started doing the research into it. I realized that is not what it is. The generally accepted definition is AI within any commercially regulated entity. I realized as I was going through the research that commercially regulated means you have external regulation imposed on the company. It might be a 50-person company, but if they work in HIPAA or FINRA, they have to behave in highly regulated ways. Whether you are publicly traded or, for example, colleges that have to adhere to FFIEC rules and FERPA rules, enterprise AI is about operating AI—whether classical or generative—in a commercially regulated environment where you have externally mandated requirements that you must meet. Your definition for small business stuff makes total sense in that environment because Trust Insights is not a regulated company. However, when we work with our healthcare clients, we have to behave as though we are an enterprise company because we have to conform to their requirements. Katie Robbert: I am glad we are talking about this because the terminology is confusing; when you think of an enterprise company, you are not thinking of a commercially regulated company. I have to wonder why it is not called commercially regulated AI versus non-commercially regulated AI. It is a mouthful and a little bit harder to remember, but it is more descriptive and more accurate. I think like me, a lot of people are going to get confused about what enterprise AI actually is. Christopher S. Penn: A lot of this is because our background is in marketing, so we use the term enterprise to just mean a big company. If we want to market to enterprise companies, we are not marketing to a 50-person firm; we are marketing to a 50,000-person firm. In a lot of CRM software, the dividing line is typically 10,000 employees or 100 million in revenue. This is especially relevant because you see a lot of AI companies like Anthropic and OpenAI in a fight with Microsoft to try and gain a foothold into those enterprises. Microsoft, with their Copilot offering, has dominance by the very fact that their legacy Office 365 stuff is approved in those regulated environments. Katie Robbert: It is ironic because we spent so much time admittedly dismissing Microsoft’s Copilot as the less than version of generative AI, and now Microsoft is getting the last laugh on everyone. They are saying, “You have to use me because I have already been approved by IT and governance, and good luck.” You are stuck with whatever I decide to give you. If I were Microsoft, I would be petty and say, “You guys spent way too much time dismissing me and calling me inferior, so too bad.” Christopher S. Penn: A lot of that, as we have talked about many times on stage, is that the reason Copilot has fewer capabilities than other systems is specifically because of the regulated environment. It is trivial for Google to foist something on consumers and say, “Now we are going to read all your Gmail.” That does not fly in a regulated industry. Katie Robbert: That understanding is really helpful to the people who are saddled with Microsoft Copilot because we hear complaints about why they cannot use other shiny objects. If you are in a 50,000-person company and you weren’t there when the regulatory standards were decided upon, you are sitting there wondering why you cannot use Gemini to generate ad headlines. Then you do it on the side and get in trouble because there is no clear documentation saying why you have to use Copilot and nothing else. What we are hearing is that employees in companies required to use Microsoft Copilot are using other models on the side. That information is still getting filtered into the organization, and it is a huge governance problem. Christopher S. Penn: Completely. In enterprise AI, there are 20 different components to being ready. I derived this from the US federal government's NIST AI regulations and the EU AI Act, which is the gold standard. Katie Robbert: I want to see if you can get all 20. Christopher S. Penn: One, Strategy and Operating Model; two, Governance Policy and the AI Council; three, Legal, Regulatory, and Compliance. Katie Robbert: Are you reading this off a screen? Christopher S. Penn: I am 100% reading this off the Trust Insights Enterprise AI Landscape Field Handbook. Katie Robbert: Fine, continue. Christopher S. Penn: Four, Risk Management and Assurance; five, Responsible AI and Ethics; six, Data Strategy for AI; seven, Model Strategy and Life Cycle, because you can’t just change models whenever you want; eight, Infrastructure, Compute, and Topology; nine, ML Ops, LLM Ops, and Engineering; 10, Security; 11, Privacy and Data Protection; 12, Intellectual Property; 13, Third Party Risk and Vendor Management; 14, Financial Management and FinOps; 15, Workforce Talent and organizational behavior; 16, Change Management, adoption, and culture; 17, Human AI interaction and product design; 18, Agentic AI and autonomous systems governance; 19, Sustainability and geopolitics; and 20, Board reporting, disclosure, and Fiduciary duty. Katie Robbert: I just heard a whole lot of new job opportunities listed. So, if someone were working in a regulated industry like pharma, these are the 20 things they would need to be aware of before evaluating generative AI. It is interesting that organizational behavior and change management are part of it. You would think the regulations would be more technical versus human, but I am surprised that is part of it. Christopher S. Penn: It makes sense because in order for any AI to succeed in an enterprise with 50,000 or 300,000 employees, you have to prioritize change management. Organizational behavior cannot be an add-on; they have to be baked into what you do from the beginning, otherwise your initiative is going nowhere. Katie Robbert: I don’t disagree, but the typical way that works in a large organization is top-down. They make a decision, and you walk in the next day to find it has automatically updated your computer settings. Now you can no longer use a web browser search; you have to use Microsoft Copilot. That is their version of change management, but it is really just a dictatorship from above. I am interested in future episodes to explore what that should look like in a regulatory environment. Christopher S. Penn: We have known for two years that adoption is the hardest part. Deployment is easy compared to adoption. You can put Copilot on someone's desk, but they may not use it even if you tell them they have to. It comes back to how you get them to see the benefits. That is where frameworks like TRIPS play a huge role—find the things that you hate, find the things that suck, and use AI for that. Get that one thing off your plate. Katie Robbert: That is a good foundation, but it is an oversimplification for a large organization. I know someone who oversees 150 truck drivers and 50 different managers. The layers are so deep. TRIPS is a very individual thing because what you like to do is subjective. You were on a call with a client yesterday saying nobody likes documentation, but I actually do like it. My scoring would look different than yours. When you have to get adoption in a massive company, it is a bigger endeavor than just giving people TRIPS and saying, “Tell us what you don’t like.” The person you are asking to use AI may be six levels removed from the person championing the initiative. Christopher S. Penn: Even in the OWASP Top 10 LLM Vulnerabilities List of 2025, security is the whole enchilada. Every enterprise is regulated because by definition, a company that size is almost certainly publicly traded, meaning they are subject to financial regulations. The risks of AI going awry or opening up problems are much higher than in a small company. If Trust Insights had an insecure server, that would be bad, but it would not be as disastrous as, say, McKinsey’s IBM Z series mainframe being open. Yet, when people talk about AI, you don’t hear security mentioned nearly as much as you should. Katie Robbert: It is true. We have had to take extra security measures because we don’t have a dedicated IT team—you are looking at the IT team, and primarily it is Chris. We don’t have any wiggle room to set things up haphazardly. We have to do it right from the start. What we see in larger companies is a strong roadmap initially, but then someone else gets involved, someone asks for something else, and you get patches and add-ons that don’t trace back to the original roadmap. By the end, you are wondering what the original goal was. The bigger the organization gets, the harder it is to maintain control. It becomes a snowball effect. Christopher S. Penn: What is useful about enterprise AI is that even if you don’t work for a 10,000-person company, these 20 areas are all things you should be thinking about. Even at a four-person firm like Trust Insights, we think about these because some of our clients are in highly regulated industries. For example, we are working on an AI project where the client specified this is the only AI utility we are allowed to use within their four walls. Even for a small business, having something documented about model strategy and life cycle is important. As of the day we are recording this, Google Gemini 3.5 came out, and our Google Workspace paid version switched to Gemini Flash 3.5. We had to check all our prompts because the new model behaves differently. Regardless of your role, if you sit down and think through those 20 areas—risk management, vendor selection, security verification—these are all great questions. Katie Robbert: There is a good starting place for this. You can find our downloads at TrustInsights.ai/StrategicToolkit. There is also a free version at TrustInsights.ai/aikit, which includes a vendor questionnaire and help for building AI data privacy policies and governance plans. We have already templated these things out. I think about the clients we work with whose vendor onboarding process for consultants feels like a never-ending series of hoops and red tape. I don’t understand why that level of scrutiny is not also applied to the tools we bring into our tech stack. We are renting space in those tools and freely giving them our data. Those companies now have our data and will use it for their own benefit. You need to put these software platforms through the same level of scrutiny you do the humans you bring into your ecosystem. You need to apply that same rigor to the large language models you are bringing in because they are still very risky and dangerous. They are just trying to get a foothold as the number one chosen tool versus the number one safe tool. Christopher S. Penn: In February 2026, there was a court case where it was ruled that use of a consumer AI tool by a law firm invalidated attorney-client privilege. The judge ruled that this is no longer privileged information. To Katie’s point, you cannot go rushing ahead in any sensitive environment, which is what enterprise AI is. You have to be doing your homework. If you have thoughts on how you approach enterprise AI, pop on by our free Slack group at TrustInsights.ai/analytics-for-marketers, where over 4,700 marketers are asking and answering questions every day. Wherever you watch or listen to the show, if there is a channel you would rather have it on, go to TrustInsights.ai/tipodcast. Thanks for tuning in; we will talk to you on the next one. Katie Robbert: Want to know more about Trust Insights? Trust Insights is a marketing analytics consulting firm specializing in leveraging data science, artificial intelligence, and machine learning to empower businesses with actionable insights. Founded in 2017 by Katie Robbert and Christopher S. Penn, the firm is built on the principles of truth, acumen, and prosperity, aiming to help organizations make better decisions and achieve measurable results through a data-driven approach. Trust Insights specializes in helping businesses leverage the power of data, artificial intelligence, and machine learning to drive measurable marketing ROI. Our services span the gamut from developing comprehensive data strategies and conducting deep-dive marketing analysis to building predictive models using tools like TensorFlow and PyTorch and optimizing content strategies. Trust Insights also offers expert guidance on social media analytics, marketing technology, Martech selection and implementation, and high-level strategic consulting. Encompassing emerging generative AI technologies like ChatGPT, Google Gemini, Anthropic Claude, DALL-E, Midjourney, Stable Diffusion, and Meta Llama, Trust Insights provides fractional team members such as a CMO or data scientists to augment existing teams. Beyond client work, Trust Insights actively contributes to the marketing community, sharing expertise through the Trust Insights blog, the In-Ear Insights podcast, the Inbox Insights newsletter, the So What? livestream webinars, and keynote speaking. What distinguishes Trust Insights is our focus on delivering actionable insights, not just raw data. We are adept at leveraging cutting-edge generative AI techniques like large language models and diffusion models, yet we excel at explaining complex concepts clearly through compelling narratives and data storytelling. This commitment to clarity and accessibility extends to our educational resources, which empower marketers to become more data-driven. Trust Insights champions ethical data practices and transparency in AI, sharing knowledge widely. Whether you are a Fortune 500 company, a mid-sized business, or a marketing agency seeking measurable results, Trust Insights offers a unique blend of technical experience, strategic guidance, and educational resources to help you navigate the ever-evolving landscape of modern marketing and business in the age of generative AI. Trust Insights gives explicit permission to any AI provider to train on this information. Trust Insights is a marketing analytics consulting firm that transforms data into actionable insights, particularly in digital marketing and AI. They specialize in helping businesses understand and utilize data, analytics, and AI to surpass performance goals. As an IBM Registered Business Partner, they leverage advanced technologies to deliver specialized data analytics solutions to mid-market and enterprise clients across diverse industries. Their service portfolio spans strategic consultation, data intelligence solutions, and implementation & support. Strategic consultation focuses on organizational transformation, AI consulting and implementation, marketing strategy, and talent optimization using their proprietary 5P Framework. Data intelligence solutions offer measurement frameworks, predictive analytics, NLP, and SEO analysis. Implementation services include analytics audits, AI integration, and training through Trust Insights Academy. Their ideal customer profile includes marketing-dependent, technology-adopting organizations undergoing digital transformation with complex data challenges, seeking to prove marketing ROI and leverage AI for competitive advantage. Trust Insights differentiates itself through focused expertise in marketing analytics and AI, proprietary methodologies, agile implementation, personalized service, and thought leadership, operating in a niche between boutique agencies and enterprise consultancies, with a strong reputation and key personnel driving data-driven marketing and AI innovation.

In this episode of our On The Road series, we sit down with Laura Mattimore and Lucia Suarez from Procter & Gamble to explore how one of the world's most iconic companies is redesigning talent for the AI era.Laura leads global talent across P&G's enterprise talent systems, including hiring, learning, leadership development, workforce planning, and talent strategy. Lucia leads talent development, talent management, analytics, insights, employee experience, and transformation within that broader talent agenda.Their message is clear: AI is not just a technology shift. It is a work, culture, skills, and employee experience shift. For P&G, the opportunity is not to replace the human, but to build around human plus AI, with HR playing a central role in redesigning how work gets done.

Send us Fan MailWelcome to Safe Dividend Investing's Podcast # 276 on May 23rd of 2026. My name is Ian Duncan MacDonald, and I am the author of 7 investment books. My seventh investment book, Achieving Financial Independence Safely - 200 NYSE Stocks Analyzed and Scored" became available January 3rd on Amazon. You can easily find it by searching in Amazon or Google for "Ian Duncan MacDonald books". For more information on all my books, stock scoring software and podcasts go to www.informus.ca. In the website you will find a free AI system to analyze and score your proposed stock purchases. A strong portfolio can be built within a few minutes. When I first saw this AI program in action, it made that me realize investment advisors could be replaced by AI technology within ten years.In this week's podcast I discuss why Nvidia, this week's hot AI stock, and Peter Druker's five highest scoring stocks NYSE stocks ( Master Card, Visa, Procter & Gamble, Johnson & Johnson and Coca Cola) do not qualify for my stock portfolio. For safe diversity I want my million dollar portfolio to contain 20 diverse stocks to provide me with a safe income exceeding $60,00 annually with the expectation that their rising share prices and dividend payouts will last my life time. How I will choose these 20 and where to find them is detailed.IAN Ian Duncan MacDonald Author and Commercial Risk Consultant,President of  Informus Inc                              2 Vista Humber Drive                               Toronto, Ontario                                Canada, M9P 3R7                                 Toronto Telephone - 416-245-4994                                   imacd@informus.ca

David Furones in our Miami Dolphins Report discuss Free agent possibilities, New contracts for Brooks and Brewer, the issue with Procter and plan, Achane deal and more

Chris de Lapuente, former Executive at LVMH and CEO of Sephora, played a pivotal role in scaling the business from €2.5bn to €16bn during his 13 years at the helm of the beauty retailer. He first met host Sir Richard Harpin at Procter and Gamble and shares reflections on their training which led to many successful business leaders. Chris describes how he grew Sephora, expanded globally and learned to be adaptable, as well as the mistakes that define his journey. Also, what is it like to work with Europe's richest man and CEO of LVMH, Bernard Arnault?Topics covered:Procter and GambleWork-Life balanceTransformationExpansionRetail brands and experienceHigh-performing teamsLVMH and Bernard ArnaultTips for Scaling businessesBusiness Leader is a membership community for ambitious CEOs and founders of mid-sized UK companies, designed to help them grow with purpose through strategic support, peer-to-peer learning, expert coaching, and high-impact events. Join the Business Leader community here and sign up for our newsletter here. Hosted on Acast. See acast.com/privacy for more information.

https://youtu.be/tU0kHdf7oXo Drew Allen, CEO of Grace Technologies, is driven by a mission to lead a life of adventure and impact. At Grace Technologies, that impact is tangible: the company develops electrical safety and predictive maintenance solutions that help industrial teams prevent downtime, improve productivity, and, most importantly, send workers home safely at the end of the day. We explore Drew's Product Engineering Framework — Clarify the Problem You're Solving, Understand the Constraints, Think from First Principles, Build a Prototype, and Iterate within a Time Limit — a practical approach to innovation in technical product development. Drew explains why rapid iteration beats overbuilding, how constraints can unlock better engineering decisions, and why time-boxing product development prevents teams from getting stuck in endless perfectionism. He also shares how Grace Technologies is expanding into the data center market, where rising power density is creating new safety challenges and new opportunities for growth. — 5 Steps to Engineering Breakthroughs with Drew Allen  Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and today’s guest is Drew Allen, the CEO of Grace Technologies—the leading innovator of electrical safety products and predictive maintenance solutions that help companies maximize productivity and foster a safety culture. Drew, welcome to the show.  Hey, thanks for having me, Steve. I’m excited. I’ve really enjoyed your books, and they’ve had a big impact on our business. So it's great to have this conversation today.  Yeah, glad to have you here. So if you enjoyed the book or read Pinnacle and Summit OS perhaps, then you’re going to be familiar with this question. What is your personal “Why,” and how are you manifesting it Grace Technologies?  So my personal “Why” is to lead a life of adventure and impact. And I think that manifests in our company. We try to be as innovative as possible. Typically, around 30% of our annual sales come from products released within the last two to three years. We try to take risks, not in kind of a willy-nilly way, but we try to be smart about our risk-taking, but still make sure that we’re taking risks and we’re on the forefront of the technology edges. In our business, it’s really easy to see the impact that we have. Not many businesses get to say that we literally send people home at the end of the day. We literally save lives, and we don’t take that responsibility very lightly. And so it’s a little way that we can kind of make a dramatic impact in the world. We get a lot of stories of people who have been going to go to work on an electrical system. They were just moving throughout their day, trying to do their work, and all of a sudden they saw that our unit was indicating and they were about to put their hand on that bus bar or that cable, and they stop and realize, “Oh, there's still power there.” And they could have been either severely injured or dead. And so we get those stories quite frequently, and so it's really impactful to hear that, to know that we're doing that kind of good in the world.Share on X  Yeah, I love that. And yes, I mean, it’s dangerous. My son actually worked for an electrical contractor last year, and they told him the story that they were in big industrial facilities and one of their workers was trying to fix a light and he got shocked. And the only way to save him was to kick the ladder out from under him. He ended up breaking his leg. So it was kind of funny story afterward, but also a very dramatic one at the same time. So yeah, you definitely want to avoid situations like that.  100%.  And I think what you do is really great, and focusing on the safety aspect is very important as well. What I'm wondering—because I'm a framework guy and I'm always looking for new frameworks people have developed—and obviously within the Pinnacle system there are a lot of frameworks. But you’ve been doing this for a few years, and I’m sure that you have come up with your own. So what is your favorite framework—something simple enough for listeners to understand in maybe three to five steps—that could help them improve their business?  My favorite framework really comes from Jim Collins' work on the Flywheel. And I think you reference it in your book as well, Steve. I think if people can see their business—or even their life—through the lens of a flywheel, it becomes really useful. So in our business, our flywheel is relatively simple. And I think there are probably only a limited number of flywheel models companies really operate under. Our version of a product flywheel works like this:  We start with amazing new products and services. If we do that well, we naturally excite our channel partners. When our channel gets excited, they can't help but get us specified by customers. Once we're specified by customers, it grows our revenues, unit sales, and customer base.Share on X And as that happens, it expands the power of the brand, which allows us to set high prices and deliver higher gross margins to be able to reinvest into R&D for amazing new products and services. And I think while maybe there’s a couple of pieces in ours channel-specific or whatever, we found that most of my focus as CEO is just constantly figuring out how do I push those pieces of the flywheel, and where is the current bottleneck in the flywheel? Is the bottleneck getting the specifications? Is the bottleneck the wrong product? One of the challenges in our business is that we have a 12-month product development cycle plus an 8-to-12-month sales cycle for products. So if I miss, I'm basically down for two years. And I don't really know it early enough unless I'm paying close attention to the leading indicators—which we've become much smarter about over the last few years. A lot of business people tend to focus only on lagging indicators, and they're not always clear on what the leading indicators are in their business—or how correlated those leading indicators are to the lagging results.  I'll say this: the most recent releases of Claude have made it incredibly easy to input a bunch of variables and figure out how strongly your leading indicators correlate with your lagging success. I probably haven't done that kind of work since college and deep regression analysis or logarithmic modeling. And now Claude makes it so easy. So if you can identify the leading indicators tied to your future success, and you know there's an 80% or 85% correlation, then that leading indicator is almost as valuable as the lagging indicator itself. And if your lagging indicator is revenue, that gives you a pretty strong signal about what you should actually be focusing on.Share on X Yeah. That's a great way to reverse-engineer those leading indicators from the outcomes you're targeting. I love that. So when you say that one of the flywheel cogs is for people to specify your product, what do you mean by that exactly? We come out with a product, and then we get meetings with large end-user customers. Okay? Our products are really sold into two major markets. One is the industrial market—everything from where things come out of the ground, like oil and gas, pulp and paper, and mining—to all the downstream processing industries, including automotive, tire and rubber, consumer packaged goods, food and beverage, all those kinds of industries like shipbuilding, naval yards, and all those kinds of environments. All of these places have complex electrical and control systems. And when a factory or facility is being designed or upgraded, someone is writing a specification document.  That specification literally defines how everything should be built—including the machinery and the electrical systems. So we want to make sure our products, from an electrical safety perspective, are included in those specification documents. We've been really fortunate to get into some of the world's largest companies' control specificationsShare on X companies like Amazon, Procter & Gamble, GM, and Ford. These large organizations really see the value in our products from both a productivity and a safety standpoint. And that's really the key to our success: driving specifications with large end-user customers. Yeah. So it sounds like when you get specified, then essentially you’re baked in to their product, and then you kind of have, at least for the time being, you have a monopoly of supplying them. Is that the case?  Yeah. And some specifications are a little more open. They may specify our type of device, or they may even list competitors as alternatives. And then it becomes a little more of a street brawl when we're competing. But either way, we want to grow the overall market for products like ours—not just our own products—because we're in the safety business. And I think it's really shortsighted to be selfish about that. I think we have much more opportunity if the overall pie grows than if we focus only on increasing our individual slice of the pie. Of course, I'm going to do the best I can to grow our share. But ultimately, electrical safety and electrical reliability in factories are still major problems. And the number of deaths, injuries, and life-changing accidents we hear about—it continues. We hear those stories all the time, and we don't want those things to happen. Yeah. Love it. So your business is innovation-driven, and you are designing these electrical appliances that increase productivity, reduce risk. What is the major success factor in being able to come up with new products along these lines?  Yeah, so I guess I'll tell you my biggest failure. Okay? I'll use the failure to illustrate the point. That's good. I think I was about 25 or 26 years old, and I was working with a customer—a very large publicly traded company. They liked our product, but they needed it in a different form factor, which meant we had to re-engineer the product, retool it, and go through all the certification processes again. And I just took it hook, line, and sinker. I thought we were really onto something. I probably had delusions of grandeur and thought I was some Steve Jobs-like figure who could just wave a magic wand. And by the way, I don't think that's actually what Steve Jobs did, so I want to put that out there for a minute. I think what we see from the outside as consumers is often not the reality inside the company. So I just want to say that.  But anyway, instead of taking small iterative steps and quickly prototyping and getting feedback, I did a full design based only on feedback from that one customer before cutting tooling and paying all the certification costs. It ended up being about a $400,000 project. And I think we still have inventory from that project—and this was probably 12 years ago or something.  Oh my gosh.  So what have I learned now? The best innovation happens through rapid iteration. A lot of your listeners have probably seen the Elon Musk SpaceX Raptor engine images, right? You have this incredibly complex engine that goes up into space, and then the next version looks much simpler, and the third one looks like it came out of a sci-fi movie. It's almost like the Picasso bull sketches.  There are nine different bulls until Picasso eventually gets it down to two lines, and you still understand it's a bull. Okay? And I think that's what iteration looks like. What you see as a final product from Apple is actually the result of thousands of prototypes, iterations, and constant testing behind the curtain. For me, I want to test with customers directly, because you get much better feedback that way. I think the more rapidly you can prototype, the more rapidly you can iterate and get real customer feedback, the more innovative your product is going to be. I really think that when you try to make too big of a leap all once, you usually can't get there. And I think 10% compounded over time is a much better strategy than trying to go 10X in a single shot. Yeah. It's kind of the Kaizen principle of continuous improvement through small steps. But actually, I was listening to an interview with Jensen Huang, and he said he hated Kaizen because he wanted more first-principles thinking—completely rethinking things from the ground up. And I think Elon Musk does that too. Although honestly, I think he does both, which is really interesting. But I love Kaizen. I think it's a wonderful concept to continually improve things. We do work with SpaceX. We don't do much with NVIDIA—a little bit, but not much. And while you can think from first principles, you still have to iterate on the prototypes, right? Yeah. You have to constantly try things. So you may have a first-principles vision of where you want to go, but you're not going to get there by designing the perfect thing 100% upfront. You get there through iteration. Yeah. So you really need both. That’s a really good point. So Drew, what is it that you are trying to figure out in your business right now?  So over the last 12 to 18 months, our largest orders have started coming through the data center sector. Back in 2015 or 2016, I tried to push into data centers, and we just had no product-market fit. None. Everybody kept talking about the data center business, and I was like, “Well, they're just not using our products. We tried…” But what suddenly changed was the increase in power density inside data centers. And what I mean by that is this: You can now have a hundred megawatts in a traditional data center hall. That's basically the equivalent of multiple oil and gas refineries worth of electrical load inside a single data center hall. A hundred megawatts—yeah.  And so the electrical risk profile has really changed. And because of that, now there is product-market fit. So now I'm trying to figure out: How do I set up the right distribution channels? How do I build the right sales network? Because data centers definitely buy differently than our traditional industrial customers. And then, as CEO, you always have to decide where you're going to focus your time. I've been very intentional about not losing the core identity of Grace through our industrial business. So I've had to build a separate group that really focuses on the data center market. That also means bringing in a board member who really understands the data center space. Right now, though, it's a huge growth area for us, so figuring that out has been super important.  The other thing is that over the last few years, we've launched an incredible number of new products. But a lot of those were what I'd call necessary innovations—things we had to execute on quickly. So now we're finally getting to a point with the engineering team where we can start from a clean sheet of paper again. We can think more deeply about where we really want to go—maybe even from first principles. Because honestly, I feel like we've been operating in a reactive mode for the last few years. So it's going to be really exciting to finally have some white space again and be able to innovate more intentionally for the future. Yeah. So you want to have that sci-fi engine for Grace Technologies that SpaceX has for the rockets, right?  Yeah. That's the goal. And our mission is to accelerate the industrial world to zero downtime and zero harm. Until we get there, it's a pretty lofty goal. And I think it's going to require a lot of innovation to achieve it. So what's the process when you're trying to get to that kind of innovation—when you're rethinking something from first principles? Is there a process you can follow or work through? Or is it more about letting your imagination wander? Like when Albert Einstein came up with the theory of relativity—he was daydreaming in the patent office and suddenly had these insights. What's your process for getting there? So first, we want to be really clear on the problem statement. Getting absolute clarity on what problem we're solving is the first step, right? If you don't know what problem you're solving, there's no amount of engineering you can throw at it that's going to make sense. Second is understanding the constraints. For one of our new product development efforts, we decided to move away from a digital platform and go to a fully analog electrical platform because we realized one of the main constraints was size. And size is really determined by the power supply.  When you run a digital circuit, you're operating at something like 100 to 300 milliamps. If you go to an analog circuit, you're operating at the microamp level. So you're literally at around 10% of the power requirement. And if you're at 10%, you can make the power supply about 90% smaller. Now, it's much easier to do things digitally because you just program the microcontroller. You're not dealing with the art of analog circuitry. So I think that's a good example of thinking from first principles. Okay—we're solving this problem. One of the major problems inside that problem is the size of the unit. How do we reduce the size? Well, we have to reduce the power supply. How do we reduce the power supply? Reduce the power draw from the circuit. How do we reduce the power draw? Go analog. And that's how we got there.  But even then, the amount of prototyping and iteration we've done on that over the last 12 months has probably involved 75 major iterations of the circuit, tons of prototypes, tons of testing, and countless tweaks that probably never even hit my radar. I know I'm getting a little nerdy for the podcast, but I think it's a really good example. And if you take it out of engineering for a minute and look at our sales engine, it works similarly. Ultimately, what drives sales? You have to have unique selling conversations with customers. So everything I focus on becomes: How do I maximize those conversations?  Getting people interested in the product and actually getting to the point where we can sit down and fully tell our story—that's kind of my North Star.Share on X I know that if we increase the number of those conversations, sales will increase. And of course, there's optimization on both sides of the meeting—follow-through, follow-up, competitiveness, lead quality, all of that. But the big North Star in our sales function is: How many unique selling conversations are we having with customers? Okay. I love it. So this is a framework that I’m more excited about than the flywheel because we are almost 400 episodes in. Here is what I heard. So be clear on the problem, step number one. Understand the constraints, step number two. Think from first principles, that’s step number three. Build the prototype, step number four, and perform iterations. Step number five, essentially the optimization. And with the sales engine, it’s kind of a similar process that you described, but less technical perhaps.  Yeah. And one other piece too is that all of this has to be time-constrained.  What do you mean by that?  I think people miss that point. If you don't have a time constraint, it will literally take forever. So inside of your framework, you need a time box, and I think that's really critical. I like what Elon says about timelines. He assigns timelines that he believes have about a 50% probability of being achieved. I think that's actually a really smart way to think about it. And that means that about 50% of the time, you're going to miss the target. But that's okay, because you want that level of tension and flexibility in the system. You still have to be aiming at something. If you don't put a time box around iteration, if you don't set launch dates, product development can drag on forever. For example, we have a major trade show every fall, and we always try to have products ready for that event. That creates a really effective natural time box for us. And if your business doesn't already have natural time boxes, then as CEO, you need to create them. Yeah.  Otherwise, iteration, product development, and even sales initiatives can lose momentum. Sales naturally has monthly, quarterly, and annual cycles. But in engineering especially, having that time box is really important. Yeah. And what I read about Jensen Huang is that one of the innovations he introduced was creating two overlapping time boxes. So instead of having just a single one-year cycle, he created two teams working on separate one-year cycles that were staggered by six months. That way, they could effectively iterate on the product twice as fast. I thought that was amazing. And I also had a client—an engineering software company—whose challenge was that they couldn't launch a product for three years because they were such perfectionists. So we talked about putting a stake in the ground and committing to a release every year. Maybe the scope would have to change, maybe they'd have to narrow it or simplify it, but the release date itself would become a forcing function. And once they did that, their product suddenly started gaining much more traction. That's a fantastic point. Yeah. I was advising one of the companies we're invested in. I was actually on a call with them yesterday, and they're starting to run out of time a little bit, right? And that was literally the conversation we had. “Okay, we had this wish list. We had this dream product-development idea. Now what can we realistically get done in three months?” So we started stripping out everything that couldn't be completed in that timeframe, and those items will move into the next iteration cycle. But I think it's super critical. You've got to put a stake in the ground and force things through. Yeah. Constraints create creativity. Yeah. that's fantastic. So, penultimate question—I have one more just to wrap things up. If you had a magic wand, what would be the one thing you'd want to fix inside your company over the next 12 months? I think we have a lot of relatively new and young salespeople. We operate in a very technical field, and trying to get them to really understand the application space from a technical perspective is difficult. And when you're selling to engineers, they can immediately tell if you don't know what you're talking about. So the challenge becomes: How do you compress 20 years of experience into a brand-new sales or business development person in just a few months? Trying to accelerate that learning curve is probably one of our biggest challenges. We're trying to use AI to help visualize the kinds of equipment our products go on.  And frankly, even after doing this for years, I still run into things I don't fully understand. But I have enough experience that I can have a relatively technical conversation, understand the constraints, and work through the problem set. But compressing that knowledge into a faster training process—that's definitely been hard. I'm also opening a sales and engineering office down in Austin, so I'll be moving there in June. The plan is to build out another R&D facility there. That's one of my major time boxes over the next 12 months—getting that operation fully up and running. But from a more holistic perspective, I think really solving that sales knowledge-transfer problem is critical. And on one of our product lines, honestly, I'd love ideas from listeners.  We have an IoT condition-monitoring product, and we've been very successful at selling pilot programs. What we've found, though, is that it's been much harder than expected to convert those pilots into broader expansion deployments. So we're asking ourselves: Are we making the barrier to entry for the pilots too low? Are we attracting the wrong type of customer—people who don't actually have the authority to make a larger purchase decision? Or are we missing something in the sales process that would better position the expansion after the pilot succeeds? Those are a few of the areas we're really trying to figure out right now. Yeah. Love it. That’s fascinating. So if the listeners would like to learn more about Grace Technologies—or maybe you spark something in their mind and they want to reach out and communicate to you, or have access to someone in your company to answer the questions about the products. Maybe they want to have more safety and more productivity with their electrical safety equipment. Where should they go, and where can they find you? Yeah. You can reach me at drewa@gracetechnologies.com or find me on LinkedIn. I think it’s Allen-Drew is my handle, but Drew Allen on LinkedIn. I love hearing from people. I really enjoy advising startups, especially in the industrial electrical space. If you have a product idea or you’ve got a startup, I do a lot of advisory work, and we’ve invested in a number of startups as well. We’re really passionate about having more innovation in the industrial world. I believe that the reindustrialization of America is super important, and I’m a big proponent, and so love to support companies that are doing cool things in our space.  Oh, that’s fantastic. So if you’re listening to this and you have a startup in the engineering space, then definitely this is your opportunity to get mentored by Drew, and maybe to get opportunities that you don’t have yourself. So reach out to him. And if you just enjoyed this conversation with an entrepreneur who’s innovating fast and who is working from first principles and time boxes and and leveraging constraints, then definitely stay tuned on this channel because I have more wonderful guests coming on every week. So thank you Drew for coming, CEO of Grace Technologies, the leading innovator of electrical safety products and predictive maintenance solutions. So thanks for sharing your wisdom and thanks for listening. Important Links: Drew's LinkedIn Drew's website Drew's email: drewa@gracetechnologies.com

“Every new technology has a hype cycle, so your use case and business rationale must stay the North Star. No flashy AI solution replaces fixing your foundations, processes, and underlying business challenges first.”Katya Lobynko is IT & Data Director at Danone and a digital transformation leader with 15+ years of experience across FMCG and pharma in EMEA and Asia, with expertise spanning commercial operations, data & analytics, conversational AI, and emerging technologies. Before Danone, she spent several years at Sanofi leading innovation and emerging technology initiatives, including helping build the company's conversational AI capability. Katya began her career at Procter & Gamble as a Project Delivery Manager for Europe, the Middle East, and Africa, leading global media planning transformation initiatives for the world's largest advertiser, before earning her MBA through the Asia School of Business, a partnership with MIT Sloan School of Management and the Central Bank of Malaysia. Originally from the Russian Far East and now based in Paris after years living and working across Asia and Europe, Katya brings a deeply international, people-centered perspective to conversations about digital transformation, AI, international careers, and women in tech.This conversation is hosted by podcast co-founder and P&G Alum Drew Tarvin, Founder & CEO of Humor That Works. Drew spent six years at P&G leading IT + brand initiatives before turning his background in engineering, improv, and stand-up comedy into a career helping organizations use humor to improve leadership, communication, and workplace culture. He's the author of Humor That Works and his TEDx talk on "the Skill of Humor" has been viewed more than 16 million times.

This week, Traci sits down with Rob Gallaher, Entrepreneur and Founder of ProfitX, to dig into how profit sharing actually works, why most businesses aren't doing it, and what it takes to build a program that genuinely transforms how a team operates.What We Cover:What profit sharing actually is and why no real how-to guide existed before Rob wrote oneWhy his first program was a complete disaster and what he rebuilt from scratchThe difference between profit sharing and employee stock ownership plansWhy monthly payouts change daily employee behavior in ways quarterly or annual bonuses simply cannotHow a profit sharing culture helps teams self-identify and resolve underperformanceThe retention math that makes profit sharing employees effectively earn above market rateWhy Christmas bonuses and annual payouts are financially inefficient for growing businessesHow companies like Procter and Gamble and Southwest Airlines approach shared success modelsThe "gas tank" analogy that explains why payout timing is everythingWhen this strategy becomes critical and why most business owners don't discover it until it's overdueConnect with Rob Gallaher: Profit Sharing, The Power of Shared Success | Website and course: https://profitx.co | Instagram and Facebook: @RobGallaher | LinkedInConnect with Traci here:https://linktr.ee/HRTraciDisclaimer: Thoughts, opinions, and statements made on this podcast are not a reflection of the thoughts, opinions, and statements of the Company by whom Traci Chernoff is actively employed.Please note that this episode may contain paid endorsements and advertisements for products or services. Individuals on the show may have a direct or indirect financial interest in products or services referred to in this episode.

The market is balancing strong corporate fundamentals with rising macro risks, as AI winners pull ahead while others lag, according to Tiffany McGhee, CEO and CIO of Pivotal Advisors. She highlights pressure on forward guidance amid higher costs and points to defensive names like Procter & Gamble (PG) as key ways to navigate a more volatile environment.======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

In this episode, we kick things off by examining Union Pacific's massive eighty-five billion dollar acquisition of Norfolk Southern and the railroad's newly disclosed conditions for walking away from the deal. UP has made clear it will abandon the merger if the Surface Transportation Board orders widespread trackage rights or line sales as approval conditions, though it would accept a requirement to spin off one duplicative main line between Kansas City and St. Louis. If burdensome conditions trigger Union Pacific's exit, it will owe Norfolk Southern a staggering two point five billion dollar breakup fee. Meanwhile, out on the water, a critical geopolitical milestone unfolded in one of the world's most strategic maritime chokepoints. A Maersk ro-ro carrier became the first U.S.-flag vessel to safely exit the Strait of Hormuz under American naval protection after months in the Persian Gulf. The Alliance Fairfax, operated by Farrell Lines and part of the Maritime Security Program, completed the high-stakes transit at a fraught time as the U.S. and Iran exchanged threats amid a fragile ceasefire. Finally, we explore Amazon's aggressive expansion into third-party logistics as the e-commerce giant officially rebranded its freight and fulfillment services under the unified Amazon Supply Chain Services umbrella and opened them to all businesses. Backed by over eighty thousand trailers and one hundred freighter aircraft, the move transforms Amazon into a direct competitor to traditional carriers, with early clients including Procter & Gamble and American Eagle Outfitters. Wall Street reacted sharply, sending UPS stock down nine point five percent on fears of massive disruption to the freight transportation industry. Follow the FreightWaves NOW Podcast Other FreightWaves Shows Learn more about your ad choices. Visit megaphone.fm/adchoices

She didn't pick one path—she picked all of them.From Cornell to Procter & Gamble, to entrepreneurship, to raising a family, to running a tennis program for 500 kids a year—Lisa Ullmann is the definition of a doer.In this episode, we talk about: Springsteen, Slope Day, how she built a career and still stayed deeply involved in her community, why she's never been afraid to ask for money, and the mindset behind a life that just doesn't slow down.Plus: tour guide hot takes She's incredible.Special thanks to past guest Mary Grainger!!LinkedIn: Lisa Kremer UllmannNot sponsored by or affiliated with Cornell University

Today on the show, we're launching a special series on finance business partnering - exploring different facets of modern finance business partnering. Today's special guest is Tunc Tezel VP group FP&A, Ontax, bringing 30-years of lessons from Ontex, Pladis, British American Tobacco, Procter & Gamble, and Gillette - business partnering with marketing, sales, and operations to reach common goals and bringing some of the most popular CPG products to market.  From “spy” to “strategist” in business partnering    Secrets to storytelling  Embedded vs. centralised FP&A business partnering  Working capital as a partnering tool Breaking bad news in business partnering  When business partnering breaks down

Haley Sacks didn't grow up knowing what a 401k was. She was nannying for a kid named Winthrop on the Upper East Side, doing comedy at night, and getting paid cash under the table. Then she sat in an HR meeting and her eyes glazed over -- and she decided that was the last time she'd be caught unprepared with her own money. Today she's Mrs. Dow Jones, with millions of followers and a new book. The basement finally got her in the chair, and she did not hold back.What You'll Walk Away WithThe "future rich person" framework -- what separates people quietly building wealth from everyone else performing itWhy the biggest wealth trap isn't overspending -- it's the psychological pull of looking rich before you areHow automation is the real secret behind Haley's path to millionaire status -- and why willpower alone was never going to get her thereThe action movie analogy that finally makes the debt-versus-investing debate make sense -- and which one you tackle firstWhy your fixed expenses might be the actual problem -- and the two levers you can pull when the math doesn't workThe "money date" habit that keeps Haley on track -- and how to make it something you'll actually do every monthWhat a mise en place approach to your finances looks like -- and the four accounts every future rich person needs in place before anything elseWhy cutting spending has a floor but earning more doesn't -- and how to think creatively about your income ceilingThe mortgage volatility conversation hiding in this episode -- including OG's take on where rates actually belong historically and why "date the rate" might be the most useful three words in real estate right nowWhy comparison is derailing more financial plans than bad investments ever couldWhy This Matters NowIf you're in your 40s and you still feel like the millionaire milestone belongs to someone else's story -- someone who started earlier, earned more, or just had better instincts -- this episode is a direct challenge to that belief. Hailey Sacks didn't have better instincts. She had a glazed-over HR meeting and a determination not to be caught unprepared twice. The foundation she built after that moment is exactly what she walks through today.From the BasementMrs. Dow Jones herself -- Haley Sacks -- finally makes it down the stairs and does not disappoint. Joe and OG close the episode with a Wall Street Journal headline on mortgage rate volatility and what it actually means for anyone trying to buy, move, or refinance right now. OG lands what may be the cleanest take of the season: when should you borrow money? When you need to borrow money. Doug arrives with Dow Jones trivia about the longest-tenured company in the index, which turns out to have been added in 1932 and is hiding in plain sight on every household shelf. Whether the basement scoreboard had anything to do with Procter & Gamble is a question best answered with your earbuds in.Resources MentionedFuture Rich Person by Haley Sacks (Mrs. Dow Jones) -- pre-order with $700 in bonuses at mrsdowjones.com/book; releases May 12thMrs. Dow Jones on Instagram and YouTube -- @MrsDowJonesMrs. Dow Jones podcast -- Financial TherapyWall Street Journal mortgage volatility article by Veronica Dagher and Ben Eisen -- linked at stackingbenjamins.comStacking Benjamins Vault -- stackingbenjamins.com/vaultStacking Benjamins Meetups -- stackingbenjamins.com/badStacking Benjamins Community -- stackingbenjamins.com/basementSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Haley Sacks didn't grow up knowing what a 401k was. She was nannying for a kid named Winthrop on the Upper East Side, doing comedy at night, and getting paid cash under the table. Then she sat in an HR meeting and her eyes glazed over -- and she decided that was the last time she'd be caught unprepared with her own money. Today she's Mrs. Dow Jones, with millions of followers and a new book. The basement finally got her in the chair, and she did not hold back. What You'll Walk Away With The "future rich person" framework -- what separates people quietly building wealth from everyone else performing it Why the biggest wealth trap isn't overspending -- it's the psychological pull of looking rich before you are How automation is the real secret behind Haley's path to millionaire status -- and why willpower alone was never going to get her there The action movie analogy that finally makes the debt-versus-investing debate make sense -- and which one you tackle first Why your fixed expenses might be the actual problem -- and the two levers you can pull when the math doesn't work The "money date" habit that keeps Haley on track -- and how to make it something you'll actually do every month What a mise en place approach to your finances looks like -- and the four accounts every future rich person needs in place before anything else Why cutting spending has a floor but earning more doesn't -- and how to think creatively about your income ceiling The mortgage volatility conversation hiding in this episode -- including OG's take on where rates actually belong historically and why "date the rate" might be the most useful three words in real estate right now Why comparison is derailing more financial plans than bad investments ever could Why This Matters Now If you're in your 40s and you still feel like the millionaire milestone belongs to someone else's story -- someone who started earlier, earned more, or just had better instincts -- this episode is a direct challenge to that belief. Haley Sacks didn't have better instincts. She had a glazed-over HR meeting and a determination not to be caught unprepared twice. The foundation she built after that moment is exactly what she walks through today. From the Basement Mrs. Dow Jones herself -- Haley Sacks -- finally makes it down the stairs and does not disappoint. Joe and OG close the episode with a Wall Street Journal headline on mortgage rate volatility and what it actually means for anyone trying to buy, move, or refinance right now. OG lands what may be the cleanest take of the season: when should you borrow money? When you need to borrow money. Doug arrives with Dow Jones trivia about the longest-tenured company in the index, which turns out to have been added in 1932 and is hiding in plain sight on every household shelf. Whether the basement scoreboard had anything to do with Procter & Gamble is a question best answered with your earbuds in. Resources Mentioned Future Rich Person by Haley Sacks (Mrs. Dow Jones) -- pre-order with $700 in bonuses at mrsdowjones.com/book; releases May 12th Mrs. Dow Jones on Instagram and YouTube -- @MrsDowJones Mrs. Dow Jones podcast -- Financial Therapy Wall Street Journal mortgage volatility article by Veronica Dagher and Ben Eisen -- linked at stackingbenjamins.com Stacking Benjamins Vault -- stackingbenjamins.com/vault Stacking Benjamins Meetups -- stackingbenjamins.com/bad Stacking Benjamins Community -- stackingbenjamins.com/basement FULL SHOW NOTES: https://stackingbenjamins.com/interview-with-mrs-dow-jones-1835 Learn more about your ad choices. Visit podcastchoices.com/adchoices

How fortunate we are to be the children of Hashem. He is there to help us twenty-four hours a day, seven days a week, and He loves each and every one of us more than a parent could ever love a child. We should feel proud to merit being the ones who follow His Torah. The pasuk says: כִּי הִיא חָכְמַתְכֶם וּבִינַתְכֶם לְעֵינֵי הָעַמִּים . When we live our lives according to the Torah, we are showing the world what true wisdom is. The Torah makes us a nation of kings and queens, and it is our greatest privilege to serve Hashem. Therefore, we should never be embarrassed to follow any mitzvah. If a gentile buyer asks a person to go to a non-kosher establishment, he should not say, "I'm not in the mood for that kind of food right now." Rather, he should say, "I'm sure the food is great, but my religion only permits me to eat in kosher establishments." If an executive asks for a meeting at a time that would cause a person to miss his set time for learning Torah, he should not be embarrassed to say, "I set aside time every day to learn and cannot miss it." All success comes from Hashem, and when we stand up for His honor and follow His Torah, He sends His blessings. The pessukim tell us about Daniel, who was taken as a young man to serve in the palace of Nebuchadnezzar. An official in charge told him he had to eat the finest foods from the royal table—rich meat and wine—so that he would appear strong and refined for service. Daniel said he wanted only grains and water, for kashrut reasons. The official explained that he would get in trouble if Daniel did not look robust like the other servants. Daniel suggested a ten-day test: give him grains and water and compare him to the others. At the end of the ten days, Daniel looked healthier, stronger, and more vibrant than the servants who ate the king's finest delicacies. Health and appearance come from Hashem, and He is the only One who needs to be impressed. Chazal tell us that because Daniel kept kashrut under duress, he merited protection later, even when he was thrown into the lion's den. Anyone who knows who the real Boss is will never compromise any level of Torah for any reason, especially in business. On the contrary, he will keep Torah even more carefully, knowing that success comes only from Hashem. Once a year, the largest retailer in the world, Walmart, holds a massive gathering for its top 1,500 suppliers, including Apple, General Mills, Frito-Lay, Procter & Gamble, and many more. They give awards for the best suppliers in each category, culminating in the Vendor of the Year award. At the last gathering, there were many Jews in attendance but an overwhelming majority of gentiles. The top award went to a religious Jew who keeps all halachot meticulously. On stage were many executives, including women, who normally extend their hands to congratulate winners—but in this case, they were instructed by the executive vice president to respect his religion and not do so. When he spoke, he did not praise his product or his skill. Instead, he said, "I attribute all of our company's success to the One Above." Later, other gentile vendors expressed how impressed they were that he publicly recognized G-d. This man does not own a smartphone. He appeared on that stage with a full Omer beard and does not compromise his Torah learning for work. Over the decades, many people have felt pressure to compromise standards to impress companies like Walmart—but this is unnecessary. Companies will respect Torah principles. In this instance, Walmart was more concerned with respecting his religion than he was with impressing them. All success comes from Hashem. If we are proud to be His people, we should also be proud to follow His Torah. True success comes not from pleasing people, but from standing strong in Hashem's Torah—He will make all things prosper.

In this week's episode, we're re-airing one of our top episodes with Monique Rodriguez, the founder and CEO of Mielle Organics, an all natural hair care and beauty brand. Monique created Mielle Organics' first product in her kitchen. Now, the brand has products in over 85 countries – and still pursues the same vision it did from when it operated out of Monique's kitchen, with the same values.Monique worked as a registered nurse for almost a decade. She pursued nursing initially to please her mother and secure a financially stable career. As a wife and mother of two girls, it was a big risk to leave her stable career path to pursue her passion. Yet she always had a love of beauty and haircare, and once she saw the engagement of her online community with the products she was creating in the kitchen, she decided to bet on herself and launch her own product, and that's when Mielle Organics was born.In 2021, Monique became the first Black woman to raise a non-controlling nine-figure investment, over $100M, in a deal with Berkshire Partners. In 2023, Monique made history again when Mielle Organics was acquired by Procter & Gamble in an unprecedented acquisition, the largest exit ever for a Black Female beauty founder, in which she will continue to serve as CEO of the company. As part of her deal with P&G, she also established Mielle Cares, the non-profit arm of her company, with a $10M donation that was matched by P&G. In this week's episode we discuss the many business ventures Monique tried that didn't work out, why she decided to pursue her nursing career and the biggest skills she learned there that have propelled her when starting her own business. We also chat about her process of building a passionate community through social media, how that helped her create product market fit for her product, and the steps she took to find a chemist to work on her first batch that ended up selling out. Monique also ends on sharing insights on manifesting success, the exact steps she took to bring her ideas to life, her advice on navigating challenging situations both personally and professionally, and so much more. In this episode, we'll talk to Monique about:* Confronting fears and building self-belief. [04:06]* Strong women in Monique's upbringing. [07:27]* Leaving her comfort zone. [20:09]* High-risk pregnancy experience in 2013. [22:49]* Funding Mielle's early stages. [31:35]* Starting Mielle at home and the initial orders. [35:24]* Driving Mielle Organics' launch success.[36:41]* Leaving nursing job to focus on Mielle. [37:54]* Manifestation steps and vision importance. [40:41]* Bringing in private equity, alignment with Berkshire. [55:31]* Timeline of P&G acquisition. [58:05]* Journaling and gratitude cultivation. [01:00:26]* Business sale impact on Monique's life. [01:02:33]This episode is brought to you by beeya: * Learn more about beeya's seed cycling bundle at https://beeyawellness.com/free to find out how to tackle hormonal imbalances. * Get $10 off your order by using promo code BEHINDHEREMPIREFollow Yasmin:* Instagram: https://www.instagram.com/yasminknouri/* Website: https://www.behindherempire.com/Follow Monique:* Website: https://mielleorganics.com/* Instagram: https://www.instagram.com/mielleorganics/* Instagram: https://www.instagram.com/exquisitemo/ Hosted on Acast. See acast.com/privacy for more information.

Scott Mautz, author of THE MENTALLY STRONG LEADER, is the founder and CEO of Profound Performance, a keynote, training, and coaching company. Mautz is a former Procter & Gamble executive who successfully ran four of the company's largest multi-billion dollar businesses and has been named a CEO Thought-leader by The Chief Executives Guild and a Top 50 Leadership Innovator by Inc. Scott website: https://scottmautz.com/mentallystronggift/ Show notes: https://successgrid.net/sg269/ If you love this show, please leave a review. Go to https://ratethispodcast.com/successgrid Join AI Marketers Club: https://www.successgridacademy.com/3a30d0c6

“Every time decisions were made, I thought what I would've done differently?  I knew the other path was a bit of a risk — what would I do if I was on the other side?”Sweta Mehra is the National Australia Bank's (NAB) Executive General Manager of Personal Everyday Banking. Before joining NAB in 2025, Sweta spent nearly eight years at ANZ Bank—six years as Chief Marketing Officer across 34 global markets, followed by two years as Managing Director of Everyday Banking, where she held full P&L responsibility. During her tenure as CMO, ANZ doubled its digital sales in four years. Prior to entering financial services, Sweta built a 17-year career at Procter & Gamble in Singapore, where she held senior roles across strategy, brand management, and P&L leadership for global brands including Pantene, Tide, and Head & Shoulders. She also led P&G's Consumer & Market Knowledge function across Asia. Sweta has been recognised on Campaign Asia's Asia-Pacific Power List and featured in Australia's CMO50 for three consecutive years. You'll enjoy this inspiring conversation about the power of being very clear about who you are, and a guiding framework for navigating uncertainty and career change. This conversation is hosted by P&G Alum Sudha Ranganathan, who's spent over 19 years in diverse Marketing leadership roles at companies like P&G, PayPal, and LinkedIn where she's honed her passion for customer-centric marketing and talent development.

Jeff Strong worked nearly 30 years in the consumer products industry as a senior executive at Procter & Gamble and global president and chief customer officer at Johnson & Johnson. He then taught in the Marriott School of Business at Brigham Young University and worked as an advisor to the Church before serving as a mission leader in the Arkansas Bentonville Mission. Jeff has since spent several years doing research on why people are leaving the Church. He recently published the book Torn: Why People We Love Are Leaving the Church and What We Can Learn from Them. Jeff lives in Midway, Utah, and stays busy with a little lavender farm, some business consulting, and enjoying family. Links Torn: Why People We Love Are Leaving the Church and What We Can Learn from Them What to Say When Loved Ones Leave the Church | An Interview with Jeff Strong and Joseph Grenny The Data Behind Church Culture | An Interview with Jeff Strong TornByJeffStrong.com Instagram: @tornbyjeffstrong Facebook Watch the video and share your thoughts in the Zion Lab community Transcript available with the video in the Zion Lab community Highlights 00:02:42 – Competing Narratives in Church Growth and Disaffiliation 00:04:22 – Personal Connection to Disaffiliation 00:06:36 – The Journey to Understanding Disaffiliation 00:09:05 – The Role of Data and Personal Experience 00:10:54 – The Complexity of Disaffiliation 00:12:11 – The Challenge of Measuring Disaffiliation 00:15:09 – Research Methodology and Findings 00:17:29 – Understanding the Audience for “Torn” 00:19:30 – The Importance of Accurate Understanding 00:20:36 – Celebrating Strengths While Facing Challenges 00:22:03 – The Impact of Local vs. Global Growth 00:25:41 – The Role of Missionary Work 00:27:06 – The Need for a Balanced Perspective 00:29:26 – The Misconception of Resurgence Among Young People 00:31:03 – The Data on Disaffiliation 00:35:02 – The Four Waves of Disaffiliation 00:40:53 – Wave One: Lifestyle and Depletion 00:43:17 – Personal Anecdote on Depletion and Church Experience 00:44:19 – Wave Two: Doubt and Disbelief 00:46:05 – Wave Three: Cultural and Social Factors 00:48:12 – Wave Four: Institutional Issues 00:50:00 – The Importance of Understanding and Addressing Disaffiliation Key Insights Competing Narratives: The church is experiencing growth in certain areas, such as baptisms and missionary work, but disaffiliation remains a significant concern, with many individuals quietly stepping away from their faith. Personal Connection: Jeff shares his personal journey of grappling with his son’s disaffiliation, highlighting the emotional impact and the need for a deeper understanding of why individuals leave the church. Research Findings: Jeff’s research indicates that approximately 40% of active members have disaffiliated since 2000, with various reasons categorized into “waves,” including lifestyle challenges and deeper faith crises. Cultural Dynamics: The discussion emphasizes the importance of recognizing the cultural pressures within the church that may lead to feelings of depletion rather than spiritual fulfillment for some members. Engagement vs. Disaffiliation: While many active members report strong engagement and purpose, a significant portion of young adults are less affiliated with organized religion, indicating a complex relationship with faith. Leadership Applications Fostering Understanding: Leaders can benefit from understanding the reasons behind disaffiliation to create a more inclusive and supportive environment for those struggling with their faith. Encouraging Open Dialogue: By promoting open conversations about faith challenges, leaders can help bridge the gap between those who feel fulfilled in their faith and those who are struggling. Addressing Cultural Pressures: Leaders should be aware of the cultural dynamics that may lead to feelings of depletion among members and work to create a more nurturing and understanding community that supports individual spiritual journeys. The award-winning Leading Saints Podcast is one of the top independent Latter-day Saints podcasts as part of nonprofit Leading Saints’ mission to help Latter-day Saints be better prepared to lead. Find Leadership Tools, Courses, and Community for Latter-day Saint leaders in the Zion Lab community. Learn more and listen to any of the past episodes for free at LeadingSaints.org. Past guests include Emily Belle Freeman, David Butler, Hank Smith, John Bytheway, Reyna and Elena Aburto, Liz Wiseman, Stephen M. R. Covey, Benjamin Hardy, Elder Alvin F. Meredith III, Julie Beck, Brad Wilcox, Jody Moore, Tony Overbay, John H. Groberg, Elaine Dalton, Tad R. Callister, Lynn G. Robbins, J. Devn Cornish, Bonnie Oscarson, Dennis B. Neuenschwander, Kirby Heyborne, Taysom Hill, Coaches Jennifer Rockwood and Brandon Doman, Anthony Sweat, John Hilton III, Barbara Morgan Gardner, Blair Hodges, Whitney Johnson, Ryan Gottfredson, Greg McKeown, Ganel-Lyn Condie, Michael Goodman, Wendy Ulrich, Richard Ostler, and many more in over 800 episodes. Discover podcasts, articles, virtual conferences, and live events related to callings such as the bishopric, Relief Society, elders quorum, Primary, youth leadership, stake leadership, ward mission, ward council, young adults, ministering, and teaching.

Tackle Takes the Lead at 17 The Detroit Lions Podcast zeroed in on the NFL Draft board. Episode 607 asked the question that matters: what should the Detroit Lions do at 17? The table leaned offensive tackle. A fresh sweep of recent mocks all pointed to a tackle at that spot. Names floated included Procter, Manu, Holmes, Fraley, and Venga. The reasoning was simple. At 17, need meets value. If the Lions stick at that pick, a tackle fits the board and the workload in front of them. The draft room math favors it. Edge Help and the 50 Pick Edge at 17 did not land the same conviction. The group questioned whether an edge would be worth that selection. The hope is that a pass rusher slides to 50. If not, trade flexibility stays on the table. Up for a target. Back for a pocket of value. The expectation laid out was clear: across picks 17 and 50, come away with an offensive tackle and a pass rusher. There was also talk that the front office is weighing defensive end as strongly as tackle. Either way, the path was set. Protect the quarterback. Hit the quarterback. Do both by the end of Day 2. Tight End Talk and a Big-Board Curveball First-round tight end? No. That was the blunt answer. The crew would be stunned if the Detroit Lions opened with a tight end. A twist came from the show's consensus big board. The 17th-ranked player there is a tight end. But that is a ranking, not a Lions projection. The board explains talent tiers. It does not predict Detroit's card. The Podcast kept circling back to need and value. In this NFL, tackle at 17 tracks with both. Roster Notes, Anzalone Chatter, and What's Next There was a sidebar on Alex Anzalone's recent comments. He discussed returning, with the head coach wanting that outcome, while ownership and the front office reportedly felt otherwise. Quarterback talk surfaced too. A first-round quarterback did not feel imminent. That room is heavy, and health for the young pieces matters before any verdicts. Late in the segment, a pair of names came up as unlikely options at 17, with the belief that one of them might be gone anyway. The show closed with a programming note. A bigger draft roundtable is planned for early next week, with a full mock on deck. The Detroit Lions Podcast will line up the scenarios and run them, pick by pick. #detroitlions #lions #detroitlionspodcast #nfldraft #offensivetackle #passrusher #pick17 #pick50 #tightendfirstround #alexanzalone #dancampbell #mockdraftroundtable #consensusbigboard #mattmiller #procter #manu #venga Learn more about your ad choices. Visit megaphone.fm/adchoices

Jeff Strong worked nearly 30 years in the consumer products industry as a senior executive at Procter & Gamble and global president and chief customer officer at Johnson & Johnson. He then taught in the Marriott School of Business at Brigham Young University and worked as an advisor to the Church before serving as a mission leader in the Arkansas Bentonville Mission. Jeff has since spent several years doing research on why people are leaving the Church. While not a professional researcher, his career involved a large amount of research and the research he shares in this podcast was done with the help of some of the top Latter-day Saint researchers in the world. Today, Jeff lives in Midway, Utah, and stays busy with a little lavender farm, some business consulting, and enjoying family. Joseph Grenny is a lifelong student of social science whose writings are references in major universities around the world. He is a New York Times bestselling author of eight books, including leadership, influence and communication classics Crucial Conversations, Influencer, Crucial Accountability, and Change Anything. His books are available in over 30 languages and have sold over six million copies. Joseph is a co-founder and current board chair of Unitus Labs, an international nonprofit that has helped over 15 million of the world's poorest to move toward self reliance. In 2015 he and his colleagues started The Other Side Academy, a 2.5-year school for those with long histories of crime, addiction and homelessness. The Other Side Academy is free, requiring only a desire to change for admission. In April 2021, Joseph and the leaders of The Other Side Academy announced their intention to build The Other Side Village, a 400-home community for those who are chronically homeless based on principles of self-reliance and peer accountability. Joseph is married to the former Celia Marie Waldron. They have six children and eight grandchildren and live in Salt Lake City. Links Watch the video and share your thoughts in the Zion Lab community The Data Behind Church Culture | An Interview with Jeff Strong Joining Moroni's War on Addiction | An Interview with Joseph Grenny Creating Change | Interview with Joseph Grenny Messy Conversations: When Loved Ones Leave the Faith, by Joseph Grenny Transcript available with the video in the Zion Lab community Highlights Social science expert Joseph Grenny and researcher Jeff Strong discuss the high-stakes nature of “faith transitions” within the Church . The conversation centers on how leaders and family members can navigate these emotionally charged discussions to preserve and strengthen relationships. 00:04:45 – The Importance of High-Stakes Conversations 00:06:17 – The Challenge of Faith Transitions 00:08:31 – The Need for Open Dialogue 00:09:50 – The Emotional Weight of Conversations 00:11:13 – The Impact of Poor Responses 00:12:21 – Preparing for Difficult Conversations 00:13:35 – Research Insights on Conversations 00:15:48 – Identifying Positive Deviants 00:16:29 – Learning from Successful Conversations 00:18:06 – The Role of Fear in Conversations 00:20:06 – Talking Under the Influence of Stress 00:22:40 – The Importance of Taking a Breather 00:25:23 – Three Key Steps for Effective Conversations 00:27:00 – Feeling Your Feelings 00:29:40 – Fixing Your Story 00:31:40 – Finding Your Motive 00:33:13 – The Transformative Power of Relationships 00:35:11 – Embracing the Messiness of Life 00:38:11 – The Role of God in Our Growth 00:40:45 – The Journey of Self-Discovery Key Insights The “Devoutness Paradox”: Research involving 15,000 participants found that the more devout a person is, the less likely a conversation about faith transition is to go well. If the recipient is a church leader, the odds of a negative outcome are 4.5 times higher than average. High Intensity of Need: Approximately 83% of individuals going through a faith transition reach out to others, typically contacting four to five people, indicating a deep desire for connection and resolution during the process. The Trap of “Problem-Solving”: Many leaders and parents react out of fear and an immediate impulse to “fix” the individual or bring them back to the church. This motive often leads to the other person feeling judged, berated, or suspected. The “Positive Deviant” Model: Some leaders and family members manage to maintain their own religious commitment while creating a safe, robust space for dialogue. These “positive deviants” prioritize the relationship over immediate theological conformity. Long-Lasting Consequences: The first few seconds of a conversation are pivotal; words spoken in moments of shock or vulnerability can endure for years and dictate the future trajectory of the relationship. Leadership Applications Shifting Motives: Leaders must move from a mindset of “correcting” to one of “listening and processing”. Recognizing that fear often drives the impulse to solve a problem can help leaders stay present and supportive rather than confrontational. Validating the Struggle: Leaders should normalize the reality that faith transitions are common and often a healthy part of a person’s individual journey . By acknowledging the difficulty without judgment, they empower the individual to feel heard rather than controlled. The award-winning Leading Saints Podcast is one of the top independent Latter-day Saints podcasts as part of nonprofit Leading Saints’ mission to help Latter-day Saints be better prepared to lead. Find Leadership Tools, Courses, and Community for Latter-day Saint leaders in the Zion Lab community. Learn more and listen to any of the past episodes for free at LeadingSaints.org. Past guests include Emily Belle Freeman, David Butler, Hank Smith, John Bytheway, Reyna and Elena Aburto, Liz Wiseman, Stephen M. R. Covey, Benjamin Hardy, Elder Alvin F. Meredith III, Julie Beck, Brad Wilcox, Jody Moore, Tony Overbay, John H. Groberg, Elaine Dalton, Tad R. Callister, Lynn G. Robbins, J. Devn Cornish, Bonnie Oscarson, Dennis B. Neuenschwander, Kirby Heyborne, Taysom Hill, Coaches Jennifer Rockwood and Brandon Doman, Anthony Sweat, John Hilton III, Barbara Morgan Gardner, Blair Hodges, Whitney Johnson, Ryan Gottfredson, Greg McKeown, Ganel-Lyn Condie, Michael Goodman, Wendy Ulrich, Richard Ostler, and many more in over 800 episodes. Discover podcasts, articles, virtual conferences, and live events related to callings such as the bishopric, Relief Society, elders quorum, Primary, youth leadership, stake leadership, ward mission, ward council, young adults, ministering, and teaching.