Podcasts about r d

Egor Olteanu came to the US with his family as a teenager and joined the US Army after high school. He joined Google X after college and was lucky to work on some of the coolest R&D projects like Google Loon. Egor started VOLT with his co-founder in 2019. He loves spending his free time outdoors and is an avid Skydiver, SCUBA diver, and motorcycle/snowmobile rider. Egor has a BA in International Relations and MBA from American University, in Washington DC. Connect with Jon Dwoskin: Twitter: @jdwoskin Facebook: https://www.facebook.com/jonathan.dwoskin Instagram: https://www.instagram.com/thejondwoskinexperience/ Website: https://jondwoskin.com/LinkedIn: https://www.linkedin.com/in/jondwoskin/ Email: jon@jondwoskin.com Get Jon's Book: The Think Big Movement: Grow your business big. Very Big!   Connect with Egor Olteanu:Website: volt.ai Linkedin: https://www.linkedin.com/in/egoro/                                                                                      *E – explicit language may be used in this podcast.

In this in-depth interview, Tony from GenRight Off-Road opens up about the real challenges of running an American-made Jeep parts company in today's world. From high-stakes business risks and unpredictable external factors (COVID, inflation, policy changes) to his passion for keeping manufacturing in the USA, Tony shares why GenRight prioritizes quality, complete kits, and honest pricing over cutting corners. He dives into: - The struggles of domestic manufacturing vs. overseas sourcing - How government policies (tariffs, R&D credits, California regulations) directly impact small businesses - Why he refuses to compromise on American jobs and premium materials - His frustration with career politicians and misallocated funds - Building complete, no-surprise kits based on his own garage-days experience - Material choices: when to use steel vs. aluminum (and why weight matters) - Favorite Jeep platforms (JKU, TJ/LJ conversions, Tracer builds) - The future of off-roading in California and fighting to keep trails open - Behind-the-scenes stories from racing, product development, and even visiting Jeep engineers in Michigan If you're a Jeep enthusiast who values American-made quality, innovation, and straight talk from someone who lives and breathes off-roading, this one's for you.

Welcome to the CanadianSME Small Business Podcast, hosted by Maheen Bari. In this episode, we explore how Canadian businesses can fuel innovation and extend their runway through smart R&D tax strategies and non-dilutive funding.We're joined by Keith Bailey, CFO at Boast.AI, a leader in helping organizations navigate SR&ED, CDAE, and U.S. R&D programs through AI-driven automation and in-house technical expertise. Keith shares how businesses can reduce complexity, minimize audit risk, and unlock innovation capital more efficiently.Key Highlights:Non-Dilutive Capital: How SR&ED extends innovation runway and strengthens investor readiness. Real-Time Documentation: How structuring teams and capturing technical work early supports audit-proof claims. SR&ED Enhancements: What's changing and why DIY filing increases risk and missed eligibility. Economic Advantage: How SR&ED and CDAE incentives help companies stay innovative during uncertainty. Why Boast AI: What sets Boast apart and why enterprises choose them as a long-term strategic partner.Special Thanks to Our Partners:RBC: https://www.rbcroyalbank.com/dms/business/accounts/beyond-banking/index.htmlUPS: https://solutions.ups.com/ca-beunstoppable.html?WT.mc_id=BUSMEWAGoogle: https://www.google.ca/A1 Global College: https://a1globalcollege.ca/ADP Canada: https://www.adp.ca/en.aspxFor more expert insights, visit www.canadiansme.ca and subscribe to the CanadianSME Small Business Magazine. Stay innovative, stay informed, and thrive in the digital age!Disclaimer: The information shared in this podcast is for general informational purposes only and should not be considered as direct financial or business advice. Always consult with a qualified professional for advice specific to your situation.

This episode of the BioTalk with Rich Bendis Podcast brings together leaders from industry, academia, and economic development to unpack the vision behind a new life sciences Innovation District anchored in Prince William County. With introductions to NAUGEN, George Mason University's Institute for Biohealth Innovation, and the Prince William County Department of Economic Development, setting the stage for how each organization contributes to the district's foundation. The guests talk about the life science assets, research strengths, and translational capabilities that define the district and explain why it is positioned to support biotechnology and advanced R&D companies. The conversation explores how the partnership between Prince William County, George Mason University, and the City of Manassas came together, outlining the distinct roles each plays in advancing a shared strategy. The episode also introduces the NISA program, detailing how it supports companies seeking a soft-landing pathway into the district, the types of organizations best suited for the program, and the facilities, talent, and collaborative resources participants can access both immediately and over time. Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com). Jaehan Park is Founder and CEO of NAUGEN, a global innovation accelerator advancing novel technologies across life sciences and deep tech. With more than 25 years of experience in strategy and business development, he has led collaborations spanning cancer immunotherapy, vaccines, and biologics with global pharmaceutical companies and academic institutions. He leads the NISA Program in partnership with George Mason University and serves as a Mentor-in-Residence at KIC DC, supporting international startups entering U.S. markets. Amy Adams is Executive Director of George Mason University's Institute for Biohealth Innovation, where she advances biohealth research and innovation across more than 300 faculty and thousands of students. Her work focuses on partnerships, shared research infrastructure, and building hubs that connect academia with industry. She is co-leading the development of the Innovation District anchored at Mason's SciTech campus and serves on the boards of BioHealth Innovation and the Association of University Research Parks. Christina Winn leads the Prince William County Department of Economic Development, guiding investment, business growth, and redevelopment efforts across one of Virginia's largest counties. She is overseeing the development of a research-driven Innovation District in partnership with George Mason University and the City of Manassas, supported by a GO Virginia grant. Her career includes leading large-scale economic development initiatives that have driven significant capital investment, job creation, and national visibility for the region.

In this podcast we discuss the all-new 2026 Harley-Davidson Police Road Glide.  I was invited to Florida by Harley-Davidson to test ride and review the Police Road Glide.  If you're a motor officer, a fleet manager, or simply curious about what makes the Police Road Glide different from its civilian counterpart, you're in the right place. We breaks down every feature, upgrade, and engineering decision Harley made for this brand-new police model. SUPPORT US AND SHOP IN THE OFFICIAL LAW ABIDING BIKER STORE For decades, the Harley-Davidson Electra Glide dominated police fleets across the country. The batwing fairing became an iconic symbol of American law enforcement.  But the landscape began shifting with the explosive popularity of the Mission King of the Baggers race series. Harley invested heavily into R&D from that racing platform, and we've seen that tech filtering into production bikes for years. CHECK OUT OUR HUNDREDS OF FREE HELPFUL VIDEOS ON OUR YOUTUBE CHANNEL AND SUBSCRIBE! The 2026 Harley-Davidson Police Road Glide is the most advanced, well-thought-out motor unit bike Harley has ever created. It solves real-world problems, integrates modern tech, delivers massive performance improvements, and arrives fully equipped from the factory—no more waiting on dealers or installers. For motors officers: This bike will make your job easier. For fleet managers: It will reduce costs, delays, and maintenance issues. For motorcycle enthusiasts: This platform showcases where Harley-Davidson is heading with performance, tech, and engineering. NEW FREE VIDEO RELEASED: Prevent Theft! Upgrade Your Harley with This Simple Docking Hardware Locking Security Latch! (Hogworkz) Why Would You Risk Your Harley or Indian's Engine? Don't Make This Mistake! EASY MOD! Sponsor-Ciro 3D CLICK HERE! Innovative products for Harley-Davidson & Goldwing Affordable chrome, lighting, and comfort products Ciro 3D has a passion for design and innovation Sponsor-Butt Buffer CLICK HERE Want to ride longer? Tired of a sore and achy ass? Then fix it with a high-quality Butt Buffer seat cushion? New Patrons: Keith Loucks of Weed, California Mat McKay of Rosebud, Victoria Australia Nate O'Connell of Erie, Pennsylvania If you appreciate the content we put out and want to make sure it keeps on coming your way then become a Patron too! There are benefits and there is no risk. Thanks to the following bikers for supporting us via a flat donation: Tom Moore of Foristell, Missouri Robert Brenneman of Mifflintown, Pennsylvania Charles Mitman of Haines, Alaska HELP SUPPORT US! JOIN THE BIKER REVOLUTION! #BikerRevolution #LawAbidingBiker #Bikaholics #RyanUrlacher

In this timely episode of The Voice of Retail, host Michael LeBlanc is joined by Aamir Lakhani, Global Director of Threat Intelligence and Artificial Intelligence at Fortinet, for a deep and sobering conversation on the evolving cyber threat landscape facing retailers as they close out 2025 and prepare for 2026.Lakhani leads adversarial AI research within FortiGuard Labs, Fortinet's global R&D arm, where his team studies how cybercriminals—ranging from lone actors to state-sponsored groups—exploit technology, human behaviour, and increasingly, artificial intelligence. With Fortinet protecting over half of the world's firewall traffic, Lakhani brings unparalleled visibility into global cybercrime trends.A central theme of the discussion is the explosion of credential-based attacks, where hackers no longer “break in” but simply log in using stolen usernames and passwords. Lakhani explains how years of data breaches have enabled automated attacks across thousands of retail, banking, and corporate systems, often at massive scale. Two-factor authentication, passkeys, and password-less systems are no longer optional—they are table stakes.The conversation then turns to AI-driven fraud, which Lakhani describes as one of the most urgent threats retailers face today. From deepfake voice scams impersonating CEOs to hyper-personalized phishing attacks fueled by social media data, AI has dramatically lowered the cost and increased the sophistication of fraud. On a scale of concern, Lakhani rates AI fraud “off the charts.”LeBlanc and Lakhani also explore deceptive domains, poisoned AI shopping results, and the risks associated with buy-now-pay-later programs, which fraudsters increasingly exploit through urgency-based scams. Importantly, Lakhani emphasizes that cybersecurity is now a shared responsibility across platforms, retailers, and consumers—especially as many small and mid-sized retailers rely heavily on platforms like Shopify.Looking ahead to 2026, Lakhani offers clear guidance for retail leaders: invest in education, embrace AI-powered security tools, and do not shy away from automation. Cybersecurity, he argues, is no longer just an IT issue—it is a brand trust issue, a revenue protection issue, and a core leadership responsibility. Cyberthreats Targeting the 2025 Holiday Season: What CISOs Need to Know and the report Cyber Threat Landscape Overview for the 2025 Holiday Season. The Voice of Retail podcast is presented by Hale, a performance marketing partner trusted by brands like ASICS, Saje, and Orangetheory to scale with focus and impact. Michael LeBlanc is the president and founder of M.E. LeBlanc & Company Inc, a senior retail advisor, keynote speaker and now, media entrepreneur. He has been on the front lines of retail industry change for his entire career. Michael has delivered keynotes, hosted fire-side discussions and participated worldwide in thought leadership panels, most recently on the main stage in Toronto at Retail Council of Canada's Retail Marketing conference with leaders from Walmart & Google. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, CanWest Media, Pandora Jewellery, The Shopping Channel and Retail Council of Canada to his advisory, speaking and media practice.Michael produces and hosts a network of leading retail trade podcasts, including the award-winning No.1 independent retail industry podcast in America, Remarkable Retail with his partner, Dallas-based best-selling author Steve Dennis; Canada's top retail industry podcast The Voice of Retail and Canada's top food industry and one of the top Canadian-produced management independent podcasts in the country, The Food Professor with Dr. Sylvain Charlebois from Dalhousie University in Halifax.Rethink Retail has recognized Michael as one of the top global retail experts for the fifth year in a row, the National Retail Federation has designated Michael as on their Top Retail Voices for 2025, Thinkers 360 has named him on of the Top 50 global thought leaders in retail, RTIH has named him a top 100 global though leader in retail technology and Coresight Research has named Michael a Retail AI Influencer. If you are a BBQ fan, you can tune into Michael's cooking show, Last Request BBQ, on YouTube, Instagram, X and yes, TikTok.Michael is available for keynote presentations helping retailers, brands and retail industry insiders explaining the current state and future of the retail industry in North America and around the world.

My guest today is  Ravikiran Pothukuchi, the leader of Dassault Systèmes' Enterprise Portfolio business in India.In this conversation, Ravi shares his journey from his humble beginnings in a small village in India to becoming a key player in Dassault Systems' business landscape.Ravi dives deep into his upbringing, education, and multiple career transitions that shaped his professional life. Key highlights include his transition from an R&D role to a customer-facing role, the importance of building human connections, the value of curiosity, and how he integrated traditional knowledge with modern business strategies.Notable quotes and insights punctuate the narrative, offering valuable lessons on adaptability, resilience, and the power of networking. 00:00 Introduction and Welcome00:36 Early Life and Education03:26 Higher Education and Career Beginnings13:24 Transition to Business Development19:14 Leadership and Team Management26:39 Transitioning to Customer-Facing Roles27:33 The Challenges of Business Development31:30 The Importance of Networking35:21 Building Genuine Connections40:05 Navigating Career Transitions46:22 Personal Practices for Staying Grounded47:02 The Five Cs Framework for Success49:46 Conclusion and Final ThoughtsThe timestamps are approximate, and after the intro that is about 90 seconds.For more closer timestamps, add 90 seconds to the labels aboveRavikiran Pothukuchi is the leader of Dassault Systèmes' Enterprise Portfolio business in India. In this role, he is responsible for defining the business strategy to expand the company's Portfolio presence in India's rapidly growing economic sectors.Ravikiran began his career with Dassault Systèmes in 2004, initially working in various roles within the Research and Development (R&D) organization before transitioning to business development in 2011. In 2017, he assumed responsibility for increasing market share across the company's core industry vertical, achieving a year-over-year double-digit growth for five consecutive years. He is now entrusted with the responsibility of tapping the growth potential of Dassault Systèmes' Enterprise portfolio while diversifying into new industries and segments.Ravikiran holds degrees from prestigious institutions, IIT-Madras and IIM-Bangalore. He is also a DAAD scholar and a member of several industry organizations, including SAE and IFCCI.Ravi may be reached at: https://www.linkedin.com/in/ravikiran-pothukuchi-47750312/?originalSubdomain=in

In this episode, host Sandy Vance sits down with Hadas Bitran, Partner General Manager of Health AI at Microsoft Health & Life Sciences, for a deep dive into the rapidly evolving world of healthcare agents. Together, they explore how agentic technologies are being used across clinical settings, where they're creating value, and why tailoring these tools to the specific needs of users and audiences is essential for safety and effectiveness. Well-designed healthcare agents can reinforce responsible AI practices (like transparency, accountability, and patient safety) while also helping organizations evaluate emerging solutions with greater clarity and confidence. In this episode, they talk about:How agents are used in healthcare and use casesThe risks if a healthcare agent is not tailored to the needs of users and audiencesHow healthcare agents support responsible AI practices, such as safety, transparency, and accountability, in clinical settingsHealthcare organizations should look to evaluate healthcare agent solutionsBridging the gaps in access, equity, and health literacy; empowering underserved populations and democratizing expertiseThe impact of AI on medical professionals and the healthcare staff, and how they should prepare for the change?A Little About Hadas:Hadas Bitran is Partner General Manager, Health AI, at Microsoft Health & Life Sciences. Hadas and her multi-disciplinary R&D organization build AI technologies for health & life sciences, focusing on Generative AI-based services, Agentic AI, and healthcare-adapted safeguards. They shipped multiple products and cloud services for the healthcare industry, which were adopted by thousands of customers worldwide.In addition to her work at Microsoft, Hadas previously served as a Board Member at SNOMED International, a not-for-profit organization that drives clinical terminology worldwide.Before Microsoft, Hadas held senior leadership positions managing R&D and Product groups in tech corporations and in start-up companies. Hadas has a B.Sc. in Computer Science from Tel Aviv University and an MBA from the Kellogg School of Management, Northwestern University in Chicago.

In this special episode of Builders Wanted, recorded live from Twilio Transform in New York City, we're joined by Rikki Singh, Twilio's VP of R&D for Emerging Technologies. Rikki explores groundbreaking advancements in AI, security, and communications, touching on the evolution of technology and customer expectations as we approach 2026. The conversation delves into the role of AI in software engineering, the importance of trust and privacy by design, changes in customer engagement, and the future of agentic workflows.-------------------Key Takeaways:Building robust systems and prioritizing speed empowers organizations to drive innovation rapidly while maintaining high standards of quality.Reliable, well-structured data and clearly defined, measurable objectives are critical for achieving success in AI and analytics initiatives.The most impactful product enhancements stem from actively listening to customers, understanding their challenges, and reimagining features as needed.-------------------“ The fact that we want to give you contextual memory that is able to capture communication, that matters. Because that's where you're expressing your satisfaction, your happiness, your joys. So how do we take that and then use that to help you rather than microsegment you on demographics and target you? I think that's the positive pivot I hope we make as this technology allows for that.” – Rikki Singh-------------------Episode Timestamps:‍*(01:48) - What excites Rikki heading into 2026‍*(02:54) - What feels different about today compared to a year ago‍*(07:14) - Themes shaping the next 12 months for builders‍*(19:43) - What's evolving fastest: the tech stack, the buyer, or the org chart?‍*(27:50) - What builders underestimate about AI and where it's going‍*(43:36) - Quick hits-------------------Links:Connect with Rikki on LinkedInConnect with Kailey on LinkedInLearn more about Caspian Studios-------------------SponsorBuilders Wanted is brought to you by Twilio – the Customer Engagement Platform that helps builders turn real-time data into meaningful customer experiences. More than 320,000 businesses trust Twilio to transform signals into connections—and connections into revenue. Ready to build what's next? Learn more at twilio.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

One of the questions I think about constantly is what actually makes a machine shop valuable. Not just today, but five, ten, or even twenty years down the road. It's easy to point to machines, revenue, or backlog, but the real drivers of long-term value usually run much deeper. That's exactly why I wanted to sit down with Jamie Goettler, Chief Revenue Officer of BTX Precision, for this episode of Machine Shop Mastery. BTX Precision is one of the fastest-growing advanced manufacturing platforms in the country. Jamie brings a rare blend of perspectives to the conversation. With more than two decades at MSC Industrial Supply, deep experience in innovation and machining technology, and now a front-row seat to platform growth through acquisition, he understands what separates shops that simply survive from those that truly thrive. In our conversation, we dig into what BTX looks for when acquiring companies. We talk about why capability, cleanliness, people, and culture matter more than ever. We also cover the metrics that actually signal business health, including book-to-bill, customer concentration, technology adoption, and employee engagement. Jamie shares how BTX balances scale with continuity, keeping individual business units intact while supporting them with capital, leadership, and shared resources. We also explore where manufacturing is headed next. From the real inflection point happening in additive manufacturing to the growing importance of cybersecurity and CMMC compliance, this episode covers issues every shop leader needs to be thinking about right now. Whether you plan to sell your business someday or simply want to build a stronger one, this conversation offers practical insight into how sophisticated manufacturers are positioning themselves for the future. You will want to hear this episode if you are interested in... (0:00) What separates "rare air" machine shops through advanced capability, talent, and equipment (1:35) Episode introduction and overview of BTX Precision and platform growth (3:54) Jamie Goettler's background from MSC to innovation, patents, and machining dynamics (7:26) Machining dynamics, vibration control, and their impact on throughput and profitability (8:54) IMTS 2026 Exhibitor Workshop sponsor segment and exhibitor ROI planning (12:46) Introduction to BTX Precision's acquisition strategy and advanced manufacturing focus (15:28) Capability-driven acquisitions, cross-selling, and multi-brand platform strategy (17:54) Scale of BTX Precision including employees, equipment count, and geographic footprint (18:45) BTX Match platform and improving supply chain transparency for buyers and engineers (21:15) Additive manufacturing adoption, DFAM, and the current industry inflection point (24:09) Accelerating product development and R&D through additive and hybrid manufacturing (25:32) Private equity partnership model, leadership alignment, and long-term investment mindset (29:11) Key metrics used to evaluate shop health including book-to-bill and technology adoption (32:10) Phoenix Heat Treat sponsor segment on transparency and outside processing visibility (34:51) Post-acquisition playbook focused on continuity, empowerment, and shared services (37:31) Why shop cleanliness, organization, and appearance directly impact valuation (40:19) Cybersecurity, CMMC compliance, and preparing for defense and aerospace requirements (44:04) Workholding Wisdom sponsored segment with Larry Robbins on safety, sealing, and reliability (53:43) Customer concentration risk and targeting complex, high-value work (59:42) Reshoring, manufacturing's economic multiplier, and workforce impact (1:02:54) Long-term stewardship of manufacturing, people, and community outcomes (1:04:41) Hire MFG Leaders sponsor message on recruiting and retaining manufacturing talent Resources & People Mentioned Why you need to head to the IMTS Exhibitor Workshop Why we love the honesty and transparency Phoenix Heat Treating provides Paperless Parts Check out our newest service: Hire MFG Leaders Connect with Jamie Goettler BTX Precision BTX M.A.T.C.H. Connect on LinkedIn L2 Capital Partners Connect With Machine Shop Mastery The website LinkedIn YouTube Instagram Subscribe to Machine Shop Mastery on Apple, Spotify

In this episode of ScaleUp Radio, I'm joined by Virtyt Pula, the founder of TOML, a talent-first creative agency that's reimagining how creative work gets done. Instead of a traditional in-house model, TOML operates as a global creative collective, blending a tight-knit core team with a flexible international network of creative specialists. Founded in 2015, TOML was built to challenge agency norms, and when the pandemic hit, its remote-first model went from being questioned by clients to becoming its biggest asset. We cover three key areas in this conversation: The Business, how TOML operates with a hybrid model, builds bespoke teams for every brief, and maintains quality across a distributed network. Scaling Challenges, from earning client trust to navigating cash flow with global freelancers and shifting to a 50/50 service-to-R&D business model. Quickfire Insights, including Virtyt's views on mentorship, the importance of launching early, and why his biggest influences include Steve Jobs, Bob Iger, and The Beatles. The one key thing? Your agency structure doesn't have to look like everyone else's to work, but you'll need to earn trust fast. Quick heads-up — we're looking for a handful of founders to test our new AI-powered Smart90 Lite app. It's built to help you stay accountable and actually deliver on your goals — in just a few minutes a day. It's free while we're in testing, and your feedback will directly shape the final version. You can get access by emailing kevin@biz-smart.co.uk. Make sure you don't miss any future episodes by subscribing to ScaleUp Radio wherever you like to listen to your podcasts, and why not give us a follow. For now, continue listening for the full discussion with Virtyt. Scaling up your business isn't easy, and can be a little daunting. Let ScaleUp Radio make it a little easier for you. With guests who have been where you are now, and can offer their thoughts and advice on several aspects of business. ScaleUp Radio is the business podcast you've been waiting for. If you would like to be a guest on ScaleUp Radio, please click here: https://bizsmarts.co.uk/scaleupradio/kevin You can get in touch with Kevin & Granger here: kevin@biz-smart.co.uk grangerf@biz-smart.co.uk   Kevin's Latest Book Is Available! Drawing on BizSmart's own research and experiences of working with hundreds of owner-managers, Kevin Brent explores the key reasons why most organisations do not scale and how the challenges change as they reach different milestones on the ScaleUp Journey. He then details a practical step by step guide to successfully navigate between the milestones in the form of ESUS - a proven system for entrepreneurs to scale up. More on the Book HERE - https://www.esusgroup.co.uk/ Virtyt can be found here: https://www.linkedin.com/in/virtytpula/ https://www.tomlcollective.com/   Resources: Problem Solvers podcast - https://www.jasonfeifer.com/podcast/ Diary of a CEO podcast - https://stevenbartlett.com/doac/ The Future podcast - https://www.thefutur.com/podcast Slack - https://slack.com/intl/en-gb/ Notion - https://www.notion.com/ Trello - https://trello.com/ Figma - https://www.figma.com/ Vimeo - https://vimeo.com/ Sortlist - https://www.sortlist.co.uk/

In this episode of the Tacos & Tech Podcast, host Neal Bloom sits down with Jared Tangney, co-founder and CTO of Biolinq. From their early EvoNexus days to today's FDA clearance, Jared walks us through the incredible journey of Biolinq - how it pivoted from sweat-sensing tattoos to a revolutionary microneedle platform that can measure glucose, lactate, and even cortisol with no blood and no pain.Jared shares how a Mailchimp newsletter led to their first investor, Mark Cuban, and why he believes San Diego is the global epicenter for biosensing innovation. With a focus on serving the largest segment of the diabetes population and plans to expand into broader metabolic and stress biomarkers, Biolinq is changing what's possible in wearable health tech.Key Topics Covered:* How Biolinq's microneedle platform works and why it matters* From sweat-based sensors to skin-based semiconductors* Lessons from nearly a decade of R&D and pivots* Measuring glucose, lactate, and now cortisol - what's next?* How a newsletter sign-up brought Mark Cuban in as the first investor* Navigating FDA clearance and commercialization strategies* San Diego's competitive edge in biosensing, diabetes tech, and medical wearables* The growing importance of AI and multi-analyte sensing in personal health* Reflections on community, startup persistence, and tacos (Fish 101 for the win)Links & Resources:Learn more about BiolinqConnect with Jared Tangney:LinkedIn This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit risingtidepartners.substack.com/subscribe

Today's guest is Kun He, Lead Scientific Advisor at Bayer Crop Science. He joins Emerj Editorial Director Matthew DeMello to discuss how AI is transforming human talent and workforce development in agricultural manufacturing, balancing data-driven efficiency with the irreplaceable role of human gut instinct. Kun also explores practical takeaways, such as integrating genotyping and phenotyping data to accelerate crop-breeding workflows, empowering breeders to drive "step change" innovations, and treating AI as a co-pilot to check biases while prioritizing customer needs for blockbuster R&D outcomes. Want to share your AI adoption story with executive peers? Click emerj.com/expert2 for more information and to be a potential future guest on the 'AI in Business' podcast!

Welcome back, everyone, to another episode of Aigoracast. Our guest today is Todd Renn, a distinguished leader in consumer insights and sensory science with over 25 years of experience driving innovation at industry giants like PepsiCo, Pfizer, Clorox, and Land O'Lakes. Holding a PhD in food science and advanced credentials in business analytics from UT Austin and Wharton, Todd excels at bridging the gap between R&D and marketing, turning complex data into clear, actionable business stories. Now the founder of Todd Renn and Associates, he is dedicated to helping organizations sharpen their commercial impact and training sensory scientists to evolve into strategic business partners.

If you've ever checked the ingredients on a baked good, you know how ubiquitous eggs are. They bind, they lift, they emulsify, they hold moisture — they're simply the structural engineers of cookies, cakes, and muffins everywhere. But they're also volatile: prices spike, supply chains break, and for anyone with an egg allergy or who's avoiding eggs for animal welfare or environmental reasons, eggs aren't exactly a welcome ingredient to find on the ingredient deck.  Enter Hadar Ekhoiz Razmovich, CEO and co-founder of Meala FoodTech, an Israeli startup that's figured out how to make peas do what eggs and hydrocolloids do, and has consequently raised several million dollars in venture capital so far. Meala's breakthrough lies in taking simple pea protein and using advanced biotechnology to unlock its hidden abilities — creating a single-ingredient powder that they say can whip, bind, and gel just like an egg in baked goods and alternative meat. No multi-ingredient formulations, no methylcellulose, no animal inputs — just plants doing some biochemical magic.  In this episode, Hadar shares how her background in R&D led her to tackle one of food science's toughest challenges: replacing eggs and hydrocolloids without sacrificing texture, taste, or cost. We talk about how Meala's technology works, what it takes to convince industrial bakeries to swap eggs for peas, and why she believes clean-label ingredients like this are the future of food.  Hadar is not just rethinking what we eat, she and her team are rebuilding the food system from scratch, one cookie, cake, and croissant at a time.  Discussed in this episode  Meals is backed by The Kitchen Food Tech Hub, DSM's venture arm, Milk & Honey Ventures, Lasenor, and EIT.  Our past episode with Milk & Honey Ventures' Beni Nofech.  More on Meala's egg replacer, GroundBaker, is here.  You can see two pending patent applications of Meala's here and here.    Get to know Hadar Ekhoiz Razmovich  Hadar Ekhoiz Razmovich brings over 12 years of leadership experience in the global food industry, with a strong focus on driving innovation and R&D across traditional food sectors. Throughout her career, she has led complex, multidisciplinary projects from early concept development to full commercial launch, consistently bridging technological capabilities with real market needs.  In 2021, she founded Meala FoodTech with a mission to transform the food industry. Under her leadership, Meala is pioneering clean-label functional protein that deliver superior texture, bite, and mouthfeel—without compromise and without undesirable additives. Her work empowers food manufacturers to create simpler, more natural, and better-tasting products, setting a new benchmark for next-generation of food.  Hadar is widely recognized for her strategic vision, deep industry insight, and ability to translate scientific innovation into scalable commercial solutions. 

About Beth McCombs:Elizabeth “Beth” McCombs is the executive vice president and chief technology officer of BD, where she leads the company's global research and development organization. She oversees the full spectrum of innovation—from early-stage concept development to product launch—and ensures the continued advancement of BD's existing portfolio. As a member of the BD Executive Leadership Team, she plays a central role in shaping the company's long-term technology and growth strategy. Beth joined BD in 2019 as Senior Vice President of R&D for the BD Medical segment, co-leading portfolio strategy and major growth initiatives. Before joining BD, she spent over two decades at Johnson & Johnson, including serving as Vice President of R&D for Ethicon, the company's surgical devices franchise. She holds both a B.S. and an M.S. in mechanical engineering from the Massachusetts Institute of Technology and an MBA from the Wharton School of the University of Pennsylvania.Things You'll Learn:BD approaches innovation by deeply studying clinical workflows and ensuring new technologies solve meaningful, scalable problems. Real-world evidence and clinical validation are built into the process from the start.Connected medication management solutions can eliminate waste, prevent errors, and free up clinical resources. Tracking drugs from the central pharmacy to the bedside improves safety and system-level efficiency.Vascular access improvements achieved through product design and standardized training dramatically reduced cost, blood exposure, and catheter failure rates. This proves that outcomes hinge on combining the right device with the right practices.AI and machine-learning capabilities, such as predicting hypotension during cardiac surgery, aim to reduce complications, costs, and length of stay. These tools evolve by partnering with health systems to measure real-world impact.BD Incada represents a shift to cloud-based, interoperable, AI-enabled infrastructure that unifies data across entire health systems. This foundation accelerates the future of personalized care and integrated device ecosystems.Resources:Connect with and follow Beth McCombs on LinkedIn.Follow BD on LinkedIn  and visit their website.

From nuclear fission to GPS to the internet, it's common knowledge that many of the most resource intensive technologies of the last century got their start as military R&D projects in government-funded labs. But as Avery Trufelman explains in her fashion history podcast, Articles of Interest, the influence of the US military is, in many ways, even more intimate than that, shaping much of the clothing we all wear everyday. On today's show, a tale of Army surplus economics. How military designs trickled down from the soldiers on the front lines to the hippies on the war protest line to the yuppies in line at Banana Republic. And why some of your favorite outdoor brands may just be moonlighting as U.S. military suppliers, while keeping it as under the radar as they can.Pre-order the Planet Money book and get a free gift. / Subscribe to Planet Money+Listen free: Apple Podcasts, Spotify, the NPR app or anywhere you get podcasts.Facebook / Instagram / TikTok / Our weekly Newsletter.This episode of Planet Money was produced by Luis Gallo, edited by Jess Jiang, fact checked by Yasmine Alsayyad, and engineered by Robert Rodriguez. Alex Goldmark is Planet Money's executive producer.Articles of Interest is produced by Avery Trufelman, edited by Alison Beringer, fact checked by Yasmine Alsayyad, and engineered by Jocelyn Gonzalez.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

Shefali Kakar, Global Head of PK Sciences and Oncology at Novartis, returns to the AI in Business podcast to discuss how AI is reshaping the earliest and most critical phases of drug development—where strategic investment decisions are made long before a clinical trial begins. Together with Emerj Editorial Director Matthew DeMello, Shefali explores how advanced modeling, in silico design, and patient data are creating a clearer picture of risk and return across R&D portfolios. She explains how pharmaceutical organizations are leveraging multi-factorial models to simulate safety, efficacy, and market potential—down to the molecular level. Want to share your AI adoption story with executive peers? Click emerj.com/expert2 for more information and to be a potential future guest on the 'AI in Business' podcast!

In this episode, Daniel Lereya (Chief Product and Technology Officer @ Monday.com) shares how they are evolving their engineering roles from developers to builders & system designers, where the lines between product, engineering, and design are intentionally blurred, and developers manage AI Agents as team members, tackling an ever-expanding list of projects. We explore the shift from "developer" to "system designer" and why managing AI agents requires the same skills as managing people. Plus, a case study where the Monday.com team leveraged AI agents to decompose a monolith, autonomously manage the project board and assign strategic / high-risk tasks to humans. ABOUT DANIEL LEREYADaniel Lereya has served as Chief Product and Technology Officer at monday.com since 2023. In this role, he focuses on advancing monday.com's multi-product vision and operational efficiencies while driving execution to support company growth. Previously, he was Vice President of R&D and Product, leading global teams in shaping and executing the company's product strategy through innovation and technology. Before joining monday.com, Daniel held leadership and engineering roles at IBM and SAP. SHOW NOTES:The three core principles of monday.com's culture: Ownership, Transparency, and Speed of Execution (3:59)How AI acts as an accelerant to implement these cultural principles at scale (8:36)Why the “Developer” role is evolving into a “Strategic Builder” and “System Designer” (13:47)Breaking silos: How the “Builder” role blurs the lines between product, engineering, and design (17:13)Real-world example: A designer using AI to submit code and fix UI issues independently (19:09)Case Study: The “Agent Factory” & how a weekend prototype by one leader shifted the product roadmap (21:25)Operationalizing transparency: Using internal tools (“Big Brain”) to align every builder on daily business impact (25:58)The “Kickoff Meeting” framework: A strict protocol for falling in love with the problem, not the solution (32:26)The new management paradigm with AI agents as team members (37:31)Rapid fire questions (42:09) This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of Accountants Minute Podcast, Peter Towers introduces Stage One of the Innovation Journey — where every breakthrough begins with a simple idea. You'll discover how accountants and bookkeepers can guide SMEs from that first spark through R&D eligibility, record-keeping, prototype development and commercial planning. This is your roadmap to becoming the internal auditor, advisor and strategic navigator SMEs desperately need as they innovate, experiment and build new intellectual property. If your firm wants to lead clients through real innovation (and unlock new advisory revenue along the way), this episode is your starting point. You can also access our podcast on: Amazon Music Apple Podcasts Audible Spotify YouTube

"If you trust people, your life is very nice." "The bringing people together with one common objective needs to be carefully thought out and defining the processes very carefully needs to be thought out and don't imagine that the process will be figured out by the people themselves." "They are looking for a leader who is responsible, who can make the decision." "Be transparent."  Brief Bio Armel Cahierre is a French-trained engineer who built a multi-country career across R&D, turnaround management, consulting, private equity-adjacent deal work, and consumer retail. After early technical work in Japan (including R&D exposure through Thomson during Japan's 1980s electronics peak), he returned to Europe for an MBA at INSEAD and moved into industrial leadership roles, taking on high-responsibility turnaround assignments in his late 20s across France, Italy, Germany, and Switzerland. He later helped open a European office for a US firm pioneering semantic analysis for qualitative market research, working with major global brands. That experience led to entrepreneurship in eyewear (ski goggles and sunglasses), a subsequent exit to an Italian group, and executive-level work tied to licensing and Western European markets. After a period in California doing pre- and post-M&A consulting (including carve-outs linked to the Vivendi break-up), he returned to Japan, became President of Paris Miki, and later pivoted after a Cerberus transaction collapsed on the day of the Lehman shock. He then founded B4F in Japan, building a members-only, online flash-sales model that sources only through official brand channels and emphasises simplicity of operations, trust, and process discipline. Armel Cahierre's leadership story, is less a straight line than a sequence of deliberately chosen reinventions anchored by one constant: clarity of purpose and an intolerance for unnecessary complexity. As Founder and President of B4F, he operates a members-only flash sales platform focused primarily on fashion and lifestyle brands, with time-limited sales and controlled visibility designed to protect brand equity. The proposition is simple for customers and brands alike: members access discounts without prices being exposed to the wider web, and brands clear excess inventory without training the mass market to wait for markdowns. Operationally, the model leans toward discipline—no grey market sourcing, no parallel imports, and minimal exposure to foreign exchange or customs friction by buying and selling in yen. That preference for simple systems was shaped long before e-commerce. Early in his management career, Cahierre was sent into difficult turnaround situations and learned that the fastest route to recovery often begins with information-sharing and dignity. In one formative case, he arrived at a unionised boiler manufacturer with a catastrophic defect cycle and discovered frontline employees had never been told the company's true position. Once he made the economics and the problem visible, alignment followed—less because of charisma, more because people could finally see the same "game board". In Japan, he argues, the same outcomes are possible, but the route is slower and more socially coded. Ideas rarely appear instantly in open forum; trust must be earned, roles must be read correctly, and influence may sit away from formal hierarchy. Where some foreign leaders push targets and individual incentives, he sees higher leverage in process: process KPIs, well-defined routines, and a shared understanding of "how work is done"—a philosophy that maps cleanly onto kaizen, consensus-building, and the reality that nemawashi often precedes the formal ringi-sho. He also warns against confusing "culture" with "excuses": claims that "Japan can't do X" frequently hide uncertainty avoidance, fear of accountability, or simple inertia rather than any immutable national constraint. On technology, Cahierre is pragmatic and a little provocative. If AI is framed as replacing white-collar work, the CEO should not imagine immunity. The agenda, in his view, is training and judgement: equip teams to use AI well (as companies should have done with Excel and PowerPoint years ago), understand where it accelerates work, and retain human decision intelligence where context, responsibility, and ethics matter. Q&A Summary What makes leadership in Japan unique? Cahierre frames Japan's leadership challenge as less about "mystical difference" and more about how alignment is formed. Teams often respond best to clearly defined processes and shared routines, rather than blunt target pressure. Consensus is frequently built informally first—akin to nemawashi—before decisions become visible through formal approval mechanics (the ringi-sho mindset), meaning leaders must manage the unseen steps, not just the outcome. Why do global executives struggle? He sees many global leaders bringing a KPI-and-bonus playbook that freezes people rather than mobilising them. When targets are pushed without an equally clear process map, staff can become defensive, quiet, and risk-minimising—especially in environments where standing out carries social cost. He also calls out a "guru layer" of advice that over-indexes on etiquette and language theatre while ignoring business fundamentals. Is Japan truly risk-averse? His view is more nuanced: behaviour can look risk-averse, but it often reflects uncertainty avoidance and accountability anxiety. Autonomy can feel like exposure. The leader's job is to reduce ambiguity with system clarity, make responsibility safe, and remove the fear that initiative will be punished. What leadership style actually works? He advocates clarity-first leadership: leaders must know why they are in Japan, be able to "cover" for head office rather than hiding behind it, and set simple, easy-to-grasp goals. The style is firm on direction, generous on trust, and disciplined on processes. Praise is handled carefully: group praise in public is often safer, with individual recognition delivered in ways that do not isolate the person. How can technology help? Technology (including AI) is framed as a productivity multiplier when paired with training. Cahierre argues organisations underinvest in capability-building, then pay the price in wasted hours. AI can support decision intelligence, scenario work, and even "digital twins" of operations if used thoughtfully—but banning it is usually counterproductive, especially when younger workers adopt it as a learning partner rather than a shortcut. Does language proficiency matter? Language and cultural literacy help, but Cahierre's sharper point is that leaders should not let "Japan is different" become a shield for poor execution. Credibility is built more through transparency, consistency, and the ability to explain goals and trade-offs than through performative cultural fluency. What's the ultimate leadership lesson? He returns to trust as a strategic choice. Trust creates speed, openness, and a healthier workplace, even if it occasionally leads to disappointment. Distrust creates paralysis. In Japan especially, he argues that trust must be paired with a simple system: clear rules, clear processes, and a leader willing to be transparent about risks without being ruled by worry. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.  

Radio TRO is brought to you in part by:Twisted Road - Motorcycle Rental in the USAVisit Twisted.TRO.bike to get a FREE riding day!Robin makes quick announcements: podcast transcripts now sync in players like AntennaPod and Cali Superbike School dates are live. Starting in 2026, any America the Beautiful Pass covers two motorcycles per instance. His EICMA picks include the CF Moto Ibex 450, Ducati Diavel V4, Honda's wild V3R 900 e-compressor, MV Agusta Brutale Serie Oro, a track-ready Norton Manx-R and Yamaha's upgraded R7.Brian sips a gin and tonic by the Dauphin Island view. He agrees with Robin's "don't overthink engines" line but dives into the fun parts, answering questions about fuel stabilizer, brass valve extensions and mysterious Amazon specials. At EICMA, he avoids vaporware and focuses on reality, especially Honda's CB1000 GT, a solid no-pretend tall-rounder.Joanne arrives with a seam ripper and a sword, warning that Velcro usually fails first on gear. That's often cost-cutting, not necessity so always use warranties. Good Velcro feels different and smart design eliminates reliance on it ... reversed cuffs, better zips and quality hardware show true R&D. For repairs, treat technical gear like tools: use authorized centers for Gore-Tex and key seams and know your YKK zips from bargain-bin zips. Don't fall for fashion marketing that sells photoshoots but delivers hospital bills.Jordan time-warps to Daytona 1970, tracing the politics and physics of beach racing and the move to 31-degree banking. The U.S. demanded speeds that many European frames and brakes couldn't handle, prompting British consolidation: BSA/Triumph and Norton/AJS/Matchless. He explains Triumph and BSA triples with 120-degree balance, AMA rules shaped by Harley and the transition from KR750 to XR750 as two-strokes were limited, speeds topping 150 mph.Speaker Entry:Robin Dean - 00:03:46Brian Wringer - 00:06:11Joanne Donn - 00:57:44Jordan Liebman - 01:18:25Episode Page: https://tro.bike/podcast/2025e33/Music by Rabid Neon and Otis McDonald

 If you're a scientist, and you apply for federal research funding, you'll ask for a specific dollar amount. Let's say you're asking for a million-dollar grant. Your grant covers the direct costs, things like the salaries of the researchers that you're paying. If you get that grant, your university might get an extra $500,000. That money is called “indirect costs,” but think of it as overhead: that money goes to lab space, to shared equipment, and so on.This is the system we've used to fund American research infrastructure for more than 60 years. But earlier this year, the Trump administration proposed capping these payments at just 15% of direct costs, way lower than current indirect cost rates. There are legal questions about whether the admin can do that. But if it does, it would force universities to fundamentally rethink how they do science.The indirect costs system is pretty opaque from the outside. Is the admin right to try and slash these indirect costs? Where does all that money go? And if we want to change how we fund research overhead, what are the alternatives? How do you design a research system to incentivize the research you actually wanna see in the world?I'm joined today by Pierre Azoulay from MIT Sloan and Dan Gross from Duke's Fuqua School of Business. Together with Bhaven Sampat at Johns Hopkins, they conducted the first comprehensive empirical study of how indirect costs actually work. Earlier this year, I worked with them to write up that study as a more accessible policy brief for IFP. They've assembled data on over 350 research institutions, and they found some striking results. While negotiated rates often exceed 50-60%, universities actually receive much less, due to built-in caps and exclusions.Moreover, the institutions that would be hit hardest by proposed cuts are those whose research most often leads to new drugs and commercial breakthroughs.Thanks to Katerina Barton, Harry Fletcher-Wood, and Inder Lohla for their help with this episode, and to Beez for her help on the charts.Let's say I'm a researcher at a university and I apply for a federal grant. I'm looking at cancer cells in mice. It will cost me $1 million to do that research — to pay grad students, to buy mice and test tubes. I apply for a grant from the National Institutes of Health, or NIH. Where do indirect costs come in?Dan Gross: Research generally incurs two categories of costs, much as business operations do.* Direct or variable costs are typically project-specific; they include salaries and consumable supplies.* Indirect or fixed costs are not as easily assigned to any particular project. [They include] things like lab space, data and computing resources, biosecurity, keeping the lights on and the buildings cooled and heated — even complying with the regulatory requirements the federal government imposes on researchers. They are the overhead costs of doing research.Pierre Azoulay: You will use those grad students, mice, and test tubes, the direct costs. But you're also using the lab space. You may be using a shared facility where the mice are kept and fed. Pieces of large equipment are shared by many other people to conduct experiments. So those are fixed costs from the standpoint of your research project.Dan: Indirect Cost Recovery (ICR) is how the federal government has been paying for the fixed cost of research for the past 60 years. This has been done by paying universities institution-specific fixed percentages on top of the direct cost of the research. That's the indirect cost rate. That rate is negotiated by institutions, typically every two to four years, supported by several hundred pages of documentation around its incurred costs over the recent funding cycle.The idea is to compensate federally funded researchers for the investments, infrastructure, and overhead expenses related to the research they perform for the government. Without that funding, universities would have to pay those costs out of pocket and, frankly, many would not be interested or able to do the science the government is funding them to do.Imagine I'm doing my mouse cancer science at MIT, Pierre's parent institution. Some time in the last four years, MIT had this negotiation with the National Institutes of Health to figure out what the MIT reimbursable rate is. But as a researcher, I don't have to worry about what indirect costs are reimbursable. I'm all mouse research, all day.Dan: These rates are as much of a mystery to the researchers as it is to the public. When I was junior faculty, I applied for an external grant from the National Science Foundation (NSF) — you can look up awards folks have won in the award search portal. It doesn't break down indirect and direct cost shares of each grant. You see the total and say, “Wow, this person got $300,000.” Then you go to write your own grant and realize you can only budget about 60% of what you thought, because the rest goes to overhead. It comes as a bit of a shock the first time you apply for grant funding.What goes into the overhead rates? Most researchers and institutions don't have clear visibility into that. The process is so complicated that it's hard even for those who are experts to keep track of all the pieces.Pierre: As an individual researcher applying for a project, you think about the direct costs of your research projects. You're not thinking about the indirect rate. When the research administration of your institution sends the application, it's going to apply the right rates.So I've got this $1 million experiment I want to run on mouse cancer. If I get the grant, the total is $1.5 million. The university takes that .5 million for the indirect costs: the building, the massive microscope we bought last year, and a tiny bit for the janitor. Then I get my $1 million. Is that right?Dan: Duke University has a 61% indirect cost rate. If I propose a grant to the NSF for $100,000 of direct costs — it might be for data, OpenAI API credits, research staff salaries — I would need to budget an extra $61,000 on top for ICR, bringing the total grant to $161,000.My impression is that most federal support for research happens through project-specific grants. It's not these massive institutional block grants. Is that right?Pierre: By and large, there aren't infrastructure grants in the science funding system. There are other things, such as center grants that fund groups of investigators. Sometimes those can get pretty large — the NIH grant for a major cancer center like Dana-Farber could be tens of millions of dollars per year.Dan: In the past, US science funding agencies did provide more funding for infrastructure and the instrumentation that you need to perform research through block grants. In the 1960s, the NSF and the Department of Defense were kicking up major programs to establish new data collection efforts — observatories, radio astronomy, or the Deep Sea Drilling project the NSF ran, collecting core samples from the ocean floor around the world. The Defense Advanced Research Projects Agency (DARPA) — back then the Advanced Research Projects Agency (ARPA) — was investing in nuclear test detection to monitor adherence to nuclear test ban treaties. Some of these were satellite observation methods for atmospheric testing. Some were seismic measurement methods for underground testing. ARPA supported the installation of a network of seismic monitors around the world. Those monitors are responsible for validating tectonic plate theory. Over the next decade, their readings mapped the tectonic plates of the earth. That large-scale investment in research infrastructure is not as common in the US research policy enterprise today.That's fascinating. I learned last year how modern that validation of tectonic plate theory was. Until well into my grandparents' lifetime, we didn't know if tectonic plates existed.Dan: Santi, when were you born?1997.Dan: So I'm a good decade older than you — I was born in 1985. When we were learning tectonic plate theory in the 1990s, it seemed like something everybody had always known. It turns out that it had only been known for maybe 25 years.So there's this idea of federal funding for science as these massive pieces of infrastructure, like the Hubble Telescope. But although projects like that do happen, the median dollar the Feds spend on science today is for an individual grant, not installing seismic monitors all over the globe.Dan: You applied for a grant to fund a specific project, whose contours you've outlined in advance, and we provided the funding to execute that project.Pierre: You want to do some observations at the observatory in Chile, and you are going to need to buy a plane ticket — not first class, not business class, very much economy.Let's move to current events. In February of this year, the NIH announced it was capping indirect cost reimbursement at 15% on all grants.What's the administration's argument here?Pierre: The argument is there are cases where foundations only charge 15% overhead rate on grants — and universities acquiesce to such low rates — and the federal government is entitled to some sort of “most-favored nation” clause where no one pays less in overhead than they pay. That's the argument in this half-a-page notice. It's not much more elaborate than that.The idea is, the Gates Foundation says, “We will give you a grant to do health research and we're only going to pay 15% indirect costs.” Some universities say, “Thank you. We'll do that.” So clearly the universities don't need the extra indirect cost reimbursement?Pierre: I think so.Dan: Whether you can extrapolate from that to federal research funding is a different question, let alone if federal research was funding less research and including even less overhead. Would foundations make up some of the difference, or even continue funding as much research, if the resources provided by the federal government were lower? Those are open questions. Foundations complement federal funding, as opposed to substitute for it, and may be less interested in funding research if it's less productive.What are some reasons that argument might be misguided?Pierre: First, universities don't always say, “Yes” [to a researcher wishing to accept a grant]. At MIT, getting a grant means getting special authorization from the provost. That special authorization is not always forthcoming. The provost has a special fund, presumably funded out of the endowment, that under certain conditions they will dip into to make up for the missing overhead.So you've got some research that, for whatever reason, the federal government won't fund, and the Gates Foundation is only willing to fund it at this low rate, and the university has budgeted a little bit extra for those grants that it still wants.Pierre: That's my understanding. I know that if you're going to get a grant, you're going to have to sit in many meetings and cajole any number of administrators, and you don't always get your way.Second, it's not an apples-to-apples comparison [between federal and foundation grants] because there are ways to budget an item as a direct cost in a foundation grant that the government would consider an indirect cost. So you might budget some fractional access to a facility…Like the mouse microscope I have to use?Pierre: Yes, or some sort of Cryo-EM machine. You end up getting more overhead through the back door.The more fundamental way in which that approach is misguided is that the government wants its infrastructure — that it has contributed to through [past] indirect costs — to be leveraged by other funders. It's already there, it's been paid for, it's sitting idle, and we can get more bang for our buck if we get those additional funders to piggyback on that investment.Dan: That [other funders] might not be interested in funding otherwise.Why wouldn't they be interested in funding it otherwise? What shouldn't the federal government say, “We're going to pay less. If it's important research, somebody else will pay for it.”Dan: We're talking about an economies-of-scale problem. These are fixed costs. The more they're utilized, the more the costs get spread over individual research projects.For the past several decades, the federal government has funded an order of magnitude more university research than private firms or foundations. If you look at NSF survey data, 55% of university R&D is federally funded; 6% is funded by foundations. That is an order of magnitude difference. The federal government has the scale to support and extract value for whatever its goals are for American science.We haven't even started to get into the administrative costs of research. That is part of the public and political discomfort with indirect-cost recovery. The idea that this is money that's going to fund university bloat.I should lay my cards on the table here for readers. There are a ton of problems with the American scientific enterprise as it currently exists. But when you look at studies from a wide range of folks, it's obvious that R&D in American universities is hugely valuable. Federal R&D dollars more than pay for themselves. I want to leave room for all critiques of the scientific ecosystem, of the universities, of individual research ideas. But at this 30,000-foot level, federal R&D dollars are well spent.Dan: The evidence may suggest that, but that's not where the political and public dialogue around science policy is. Again, I'm going to bring in a long arc here. In the 1950s and 1960s, it was, “We're in a race with the Soviet Union. If we want to win this race, we're going to have to take some risky bets.” And the US did. It was more flexible with its investments in university and industrial science, especially related to defense aims. But over time, with the waning of these political pressures and with new budgetary pressures, the tenor shifted from, “Let's take chances” to “Let's make science and other parts of government more accountable.” The undercurrent of Indirect Cost Recovery policy debates has more of this accountability framing.This comes up in this comparison to foundation rates: “Is the government overpaying?” Clearly universities are willing to accept less from foundations. It comes up in this perception that ICR is funding administrative growth that may not be productive or socially efficient. Accountability seems to be a priority in the current day.Where are we right now [August 2025] on that 15% cap on indirect costs?Dan: Recent changes first kicked off on February 7th, when NIH posted its supplemental guidance, that introduced a policy that the direct cost rates that it paid on its grants would be 15% to institutions of higher education. That policy was then adopted by the NSF, the DOD, and the Department of Energy. All of these have gotten held up in court by litigation from universities. Things are stuck in legal limbo. Congress has presented its point of view that, “At least for now, I'd like to keep things as they are.” But this has been an object of controversy long before the current administration even took office in January. I don't think it's going away.Pierre: If I had to guess, the proposal as it first took shape is not what is going to end up being adopted. But the idea that overhead rates are an object of controversy — are too high, and need to be reformed — is going to stay relevant.Dan: Partly that's because it's a complicated issue. Partly there's not a real benchmark of what an appropriate Indirect Cost Recovery policy should be. Any way you try to fund the cost of research, you're going to run into trade-offs. Those are complicated.ICR does draw criticism. People think it's bloated or lacks transparency. We would agree some of these critiques are well-founded. Yet it's also important to remember that ICR pays for facilities and administration. It doesn't just fund administrative costs, which is what people usually associate it with. The share of ICR that goes to administrative costs is legally capped at 26% of direct costs. That cap has been in place since 1991. Many universities have been at that cap for many years — you can see this in public records. So the idea that indirect costs are going up over time, and that that's because of bloat at US universities, has to be incorrect, because the administrative rate has been capped for three decades.Many of those costs are incurred in service of complying with regulations that govern research, including the cost of administering ICR to begin with. Compiling great proposals every two to four years and a new round of negotiations — all of that takes resources. Those are among the things that indirect cost funding reimburses.Even then, universities appear to under-recover their true indirect costs of federally-sponsored research. We have examples from specific universities which have reported detailed numbers. That under-recovery means less incentive to invest in infrastructure, less capacity for innovation, fewer clinical trials. So there's a case to be made that indirect cost funding is too low.Pierre: The bottom line is we don't know if there is under- or over-recovery of indirect costs. There's an incentive for university administrators to claim there's under-recovery. So I take that with a huge grain of salt.Dan: It's ambiguous what a best policy would look like, but this is all to say that, first, public understanding of this complex issue is sometimes a bit murky. Second, a path forward has to embrace the trade-offs that any particular approach to ICR presents.From reading your paper, I got a much better sense that a ton of the administrative bloat of the modern university is responding to federal regulations on research. The average researcher reports spending almost half of their time on paperwork. Some of that is a consequence of the research or grant process; some is regulatory compliance.The other thing, which I want to hear more on, is that research tools seem to be becoming more expensive and complex. So the microscope I'm using today is an order of magnitude more expensive than the microscope I was using in 1950. And you've got to recoup those costs somehow.Pierre: Everything costs more than it used to. Research is subject to Baumol's cost disease. There are areas where there's been productivity gains — software has had an impact.The stakes are high because, if we get this wrong, we're telling researchers that they should bias the type of research they're going to pursue and training that they're going to undergo, with an eye to what is cheaper. If we reduce the overhead rate, we should expect research that has less fixed cost and more variable costs to gain in favor — and research that is more scale-intensive to lose favor. There's no reason for a benevolent social planner to find that a good development. The government should be neutral with respect to the cost structure of research activities. We don't know in advance what's going to be more productive.Wouldn't a critic respond, “We're going to fund a little bit of indirect costs, but we're not going to subsidize stuff that takes huge amounts of overhead. If universities want to build that fancy new telescope because it's valuable, they'll do it.” Why is that wrong when it comes to science funding?Pierre: There's a grain of truth to it.Dan: With what resources though? Who's incentivized to invest in this infrastructure? There's not a paid market for science. Universities can generate some licensing fees from patents that result from science. But those are meager revenue streams, realistically. There are reasons to believe that commercial firms are under-incentivized to invest in basic scientific research. Prior to 1940, the scientific enterprise was dramatically smaller because there wasn't funding the way that there is today. The exigencies of war drew the federal government into funding research in order to win. Then it was productive enough that folks decided we should keep doing it. History and economic logic tells us that you're not going to see as much science — especially in these fixed-cost heavy endeavors — when those resources aren't provided by the public.Pierre: My one possible answer to the question is, “The endowment is going to pay for it.” MIT has an endowment, but many other universities do not. What does that mean for them? The administration also wants to tax the heck out of the endowment.This is a good opportunity to look at the empirical work you guys did in this great paper. As far as I can tell, this was one of the first real looks at what indirect costs rates look like in real life. What did you guys find?Dan: Two decades ago, Pierre and Bhaven began collecting information on universities' historical indirect cost rates. This is a resource that was quietly sitting on the shelf waiting for its day. That day came this past February. Bhaven and Pierre collected information on negotiated ICR rates for the past 60 years. During this project, we also collected the most recent versions of those agreements from university websites to bring the numbers up to the current day.We pulled together data for around 350 universities and other research institutions. Together, they account for around 85% of all NIH research funding over the last 20 years.We looked at their:* Negotiated indirect cost rates, from institutional indirect cost agreements with the government, and their;* Effective rates [how much they actually get when you look at grant payments], using NIH grant funding data.Negotiated cost rates have gone up. That has led to concerns that the overhead cost of research is going up — these claims that it's funding administrative bloat. But our most important finding is that there's a large gap between the sticker rates — the negotiated ICR rates that are visible to the public, and get floated on Twitter as examples of university exorbitance — and the rates that universities are paid in practice, at least on NIH grants; we think it's likely the case for NSF and other agency grants too.An institution's effective ICR funding rates are much, much lower than their negotiated rates and they haven't changed much for 40 years. If you look at NIH's annual budget, the share of grant funding that goes to indirect costs has been roughly constant at 27-28% for a long time. That implies an effective rate of around 40% over direct costs. Even though many institutions have negotiated rates of 50-70%, they usually receive 30-50%.The difference between those negotiated rates and the effective rates seems to be due to limits and exceptions built into NIH grant rules. Those rules exclude some grants, such as training grants, from full indirect cost funding. They also exclude some direct costs from the figure used to calculate ICR rates. The implication is that institutions receive ICR payments based on a smaller portion of their incurred direct costs than typically assumed. As the negotiated direct cost falls, you see a university being paid a higher indirect cost rate off a smaller — modified — direct cost base, to recover the same amount of overhead.Is it that the federal government is saying for more parts of the grant, “We're not going to reimburse that as an indirect cost.”?Dan: This is where we shift a little bit from assessment to speculation. What's excluded from total direct costs? One thing is researcher salaries above a certain level.What is that level? Can you give me a dollar amount?Dan: It's a $225,700 annual salary. There aren't enough people being paid that on these grants for that to explain the difference, especially when you consider that research salaries are being paid to postdocs and grad students.You're looking around the scientists in your institution and thinking, “That's not where the money is”?Dan: It's not, even if you consider Principal Investigators. If you consider postdocs and grad students, it certainly isn't.Dan: My best hunch is that research projects have become more capital-intensive, and only a certain level of expenditure on equipment can be included in the modified total direct cost base. I don't have smoking gun evidence, it's my intuition.In the paper, there's this fascinating chart where you show the institutions that would get hit hardest by a 15% cap tend to be those that do the most valuable medical research. Explain that on this framework. Is it that doing high-quality medical research is capital-intensive?Pierre: We look at all the private-sector patents that build on NIH research. The more a university stands to lose under the administration policy, the more it has contributed over the past 25 years — in research the private sector found relevant in terms of pharmaceutical patents.This is counterintuitive if your whole model of funding for science is, “Let's cut subsidies for the stuff the private sector doesn't care about — all this big equipment.” When you cut those subsidies, what suffers most is the stuff that the private sector likes.Pierre: To me it makes perfect sense. This is the stuff that the private sector would not be willing to invest in on its own. But that research, having come into being, is now a very valuable input into activities that profit-minded investors find interesting and worth taking a risk on.This is the argument for the government to fund basic research?Pierre: That argument has been made at the macro-level forever, but the bibliometric revolution of the past 15 years allows you to look at this at the nano-level. Recently I've been able to look at the history of Ozempic. The main patent cites zero publicly-funded research, but it cites a bunch of patents, including patents taken up by academics. Those cite the foundational research performed by Joel Habener and his team at Massachusetts General Hospital in the early 1980s that elucidated the role of GLP-1 as a potential target. This grant was first awarded to Habener in 1979, was renewed every four or five years, and finally died in 2008, when he moved on to other things. Those chains are complex, but we can now validate the macro picture at this more granular level.Dan: I do want to add one qualification which also suggests some directions for the future. There are things we still can't see — despite Pierre's zeal. Our projections of the consequence of a 15% rate cap are still pretty coarse. We don't know what research might not take place. We don't know what indirect cost categories are exposed, or how universities would reallocate. All those things are going to be difficult to project without a proper experiment.One thing that I would've loved to have more visibility into is, “What is the structure of indirect costs at universities across the country? What share of paid indirect costs are going to administrative expenses? What direct cost categories are being excluded?” We would need a more transparency into the system to know the answers.Does that information have to be proprietary? It's part of negotiations with the federal government about how much the taxpayer will pay for overhead on these grants. Which piece is so special that it can't be shared?Pierre: You are talking to the wrong people here because we're meta-scientists, so our answer is none of it should be private.Dan: But now you have to ask the university lawyers.What would the case from the universities be? “We can't tell the public what we spend subsidy on”?Pierre: My sense is that there are institutions of academia that strike most lay people as completely bizarre.Hard to explain without context?Pierre: People haven't thought about it. They will find it so bizarre that they will typically jump from the odd aspect to, “That must be corruption.” University administrators are hugely attuned to that. So the natural defensive approach is to shroud it in secrecy. This way we don't see how the sausage is made.Dan: Transparency can be a blessing and a curse. More information supports more considered decision-making. It also opens the door to misrepresentation by critics who have their own agendas. Pierre's right: there are some practices that to the public might look unusual — or might be familiar, but one might say, “How is that useful expense?” Even a simple thing like having an administrator who manages a faculty's calendar might seem excessive. Many people manage their own calendars. At the same time, when you think about how someone's time is best used, given their expertise, and heavy investment in specialized human capital, are emails, calendaring, and note-taking the right things for scientists [to be doing]? Scientists spend a large chunk of their time now administering grants. Does it make sense to outsource that and preserve the scientist's time for more science?When you put forward data that shows some share of federal research funding is going to fund administrative costs, at first glance it might look wasteful, yet it might still be productive. But I would be able to make a more considered judgment on a path forward if I had access to more facts, including what indirect costs look like under the hood.One last question: in a world where you guys have the ear of the Senate, political leadership at the NIH, and maybe the universities, what would you be pushing for on indirect costs?Pierre: I've come to think that this indirect cost rate is a second-best institution: terrible and yet superior to many of the alternatives. My favorite alternative would be one where there would be a flat rate applied to direct costs. That would be the average effective rate currently observed — on the order of 40%.You're swapping out this complicated system to — in the end — reimburse universities the same 40%.Pierre: We know there are fixed costs. Those fixed costs need to be paid. We could have an elaborate bureaucratic apparatus to try to get it exactly right, but it's mission impossible. So why don't we give up on that and set a rate that's unlikely to lead to large errors in under- or over-recovery. I'm not particularly attached to 40%. But the 15% that was contemplated seems absurdly low.Dan: In the work we've done, we do lay out different approaches. The 15% rate wouldn't fully cut out the negotiation process: to receive that, you have to document your overhead costs and demonstrate that they reached that level. In any case, it's simplifying. It forces more cost-sharing and maybe more judicious investments by universities. But it's also so low that it's likely to make a significant amount of high-value, life-improving research economically unattractive.The current system is complicated and burdensome. It might encourage investment in less productive things, particularly because universities can get it paid back through future ICR. At the same time, it provides pretty good incentives to take on expensive, high-value research on behalf of the public.I would land on one of two alternatives. One of those is close to what Pierre said, with fixed rates, but varied by institution types: one for universities, one for medical schools, one for independent research institutions — because we do see some variation in their cost structures. We might set those rates around their historical average effective rates, since those haven't changed for quite a long time. If you set different rates for different categories of institution, the more finely you slice the pie, the closer you end up to the current system. So that's why I said maybe, at a very high level, four categories.The other I could imagine is to shift more of these costs “above the line” — to adapt the system to enable more of these indirect costs to be budgeted as direct costs in grants. This isn't always easy, but presumably some things we currently call indirect costs could be accounted for in a direct cost manner. Foundations do it a bit more than the federal government does, so that could be another path forward.There's no silver bullet. Our goal was to try to bring some understanding to this long-running policy debate over how to fund the indirect cost of research and what appropriate rates should be. It's been a recurring question for several decades and now is in the hot seat again. Hopefully through this work, we've been able to help push that dialogue along. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.statecraft.pub

Matt Maher discusses how businesses can turn emerging technologies into actionable strategies that drive growth and innovation. Matt is a futurist and founder of M7 Innovations, an independent R&D firm helping brands stay ahead of technological disruption.Vogue named him a Top 100 Innovator of 2024. Host, Kevin Craine Do you want to be a guest? https://DigitalTransformationPodast.net/guest Do you want to be a sponsor? https://DigitalTransformationPodcast.net/sponsor

What happens when one of the world's leading snowmaking innovators brings winter indoors, and transforms wellness in the process? In this episode, I sit down with Sara Brenninger, the visionary shaping the future of indoor snow experiences at TechnoAlpin. We explore how engineered snow, biophilic design, and cold-contrast experiences are reshaping wellness architecture, guest rituals, and the business models behind next-generation spa environments. What You'll Learn: How indoor snow technology evolved from slope-making to multisensory wellness environments Why soft-cold modalities are becoming the preferred alternative to cold plunges and cryotherapy How snow rooms influence guest psychology, emotional recall, and multisensory wellness design The economics behind indoor snow: differentiation, experiential value, and monetization models The science and strategy behind TechnoAlpin's newest innovation, the Snow Sky Episode Highlights: 00:00 – Why snow continues to shape guest emotion, memory, and wellness culture 04:11 – How Sara entered the snowmaking world and grew within high-tech snow engineering 07:20 – Understanding how modern snowmaking systems actually work 10:42 – The origin of the indoor snow concept and its early R&D 14:55 – What makes snow rooms different from cold plunges and cryotherapy 18:10 – Why soft-cold is more accessible for sensitive, aging, or chronic-pain guests 22:47 – Customization, biophilia, and the architectural impact of snow experiences 26:12 – Pricing, monetization models, and ROI for operators adding snow rooms 31:40 – Introducing the Snow Sky,TechnoAlpin's newest immersive snow experience 34:58 – What's next for snow-based wellness and contrast-therapy innovation Meet the Guest: Sara Brenninger, Executive Manager of the Indoor Snow Division at TechnoAlpin, leads global innovation in engineered snow experiences for wellness, hospitality, and mixed-use environments. Her work bridges technology, human physiology, and experiential design to advance the next generation of contrast-therapy solutions. Tools, Frameworks, or Strategies Mentioned: Indoor snowmaking systems and programmable snow nozzles Biophilic design for multisensory wellness spaces Cold-contrast therapy protocols and soft-cold applications The Snow Sky (immersive falling-snow installation) Turnkey engineered snow rooms for hospitality and spa settings Closing Insight "Snow makes people smile, and it makes them feel." Sara's message is clear: as wellness shifts toward experiential, next-generation thermal environments, indoor snow is becoming one of the most emotionally powerful, and commercially strategic, features a spa or hotel can offer.   Looking for expert advice in Spa Consulting, with live training and online learning? Spa Consulting: wynnebusiness.com/spa-management-consulting Live Training: wynnebusiness.com/live-education Online Learning: wynnebusiness.com/spa-management-courses Other Links: Connect with TechnoAlpin Indoor: https://indoor.technoalpin.com/en/ Follow Lisa on LinkedIn: https://www.linkedin.com/in/lisastarrwynnebusiness, Listen on Apple: https://podcasts.apple.com/at/podcast/starrcast/id1565223226 Listen on Spotify: https://open.spotify.com/show/00tW92ruuwangYoLxR9WDd Watch the StarrCast on YouTube: https://www.youtube.com/@wynnebusiness Join us on Facebook: facebook.com/wynnebusiness/?ref=bookmarks Join us on Instagram: instagram.com/wynnebusiness  

Today, I'm joined by Ana Montero and André Marques-Smith, co-founders of Atlas. A behind-the-ear brain sensing wearable, Atlas tracks clarity, stress, and cognitive performance in real time, bringing neuroscience research from academia to consumers' hands. In this episode, we discuss building the brain health wearable for everyday life. We also cover: Atlas's five-year R&D process Modernizing outdated mental health diagnostics Early detection and prevention of neurological conditions Subscribe to the podcast → insider.fitt.co/podcast   Subscribe to our newsletter → insider.fitt.co/subscribe   Follow us on LinkedIn → linkedin.com/company/fittinsider    Join the Waitlist: www.atlaswearable.com  Atlas on LinkedIn: https://www.linkedin.com/company/atlaswearable/  Atlas on X (Twitter): https://x.com/atlaswearable  - The Fitt Insider Podcast is brought to you by EGYM. Visit EGYM.com to learn more about its smart fitness ecosystem for fitness and health facilities. Fitt Talent: https://talent.fitt.co/  Consulting: https://consulting.fitt.co/  Investments: https://capital.fitt.co/   Chapters:  (00:00) Introduction  (01:30) Ana and André's backgrounds in neuroscience  (03:25) The problem with mental health diagnostics today  (04:30) Why existing wearables can't track brain activity  (05:50) Building sensors that work in motion conditions  (06:25) Five years of R&D  (08:00) Why behind-the-ear brain sensing  (10:30) What Atlas measures (13:00) Brain scores vs. peripheral body metrics  (15:30) Use cases (18:00) The personalization challenge in brain data  (20:30) Long-term vision (23:00) Building consumer traction before clinical applications  (25:30) Fundraising and investor interest in brain tech  (28:00) Beta testing program and user feedback  (30:20) Research studies: stress, nutrition, and brain activity  (32:35) Early detection and prevention  (35:05) Conclusion

Join SADA's CTO, Miles Ward, and Associate CTO of AI & ML, Simon Margolis, for this special and final episode of the Cloud and Clear podcast. They share their biggest, most impactful predictions for 2026 and beyond, focusing on the massive shift required for businesses to get value from AI. Miles and Simon discuss how the conversation around AI investment is changing. Boards will no longer tolerate putting AI in the R&D bucket. The focus is shifting from "what's possible" to "what's profitable," demanding financial returns on a quarterly basis. In this insightful discussion, you will learn: The model choice: Why optimizing your model selection matters, noting that a model like Gemini Pro 2.5 can have output tokens that are 25 times more expensive than Gemini Flash. Service as software: The need to think of your business as a new startup, building "machinery to let you run service as if it's software." Democratization: How "anybody that knows their natural language is able to go and build some type of truly agentic system." The ability to build a prototype with a prompt is replacing lengthy Product Requirement Documents (PRDs). The luxury trap: Why reducing friction will become a required, contractually obligated expectation. This includes developing "user interfaces for an audience of one" to accommodate different customer cohorts. If you are a technology leader, cloud engineer, or executive looking to set your strategy for the next wave of transformation, this episode is packed with valuable knowledge. And even though this is the last Cloud and Clear, the journey continues with InsightON! Connect with SADA & InsightON: Check out all of our experts' 2026 predictions: https://sada.com/blog/2026-technology-trends/  InsightON: insight.com/InsightOn Host: Miles Ward, Chief Technology Officer, SADA, An Insight company Guest: Simon Margolis, Associate CTO of AI & ML, SADA, An Insight company  

Tax season doesn't have to be a scramble — and today's guests show farmers exactly how to get ahead. We're joined by two ag-focused CPAs: Mackenzie Sprain from LattaHarris and Hannah Mann from Pioneer Accounting LLC. One brings deep ag tax expertise, the other specializes in helping farmers build cleaner records and better financial visibility — together, they give producers a complete roadmap for winning tax season before it starts.We open with an honest look at the 2025 tax landscape: inflation pressures, high interest rates, shifting policy environments, and the growing relevance of tools like Section 180 deductions, R&D credits, conservation program rules, CRP tax treatment, and more. Mackenzie and Hannah outline how year-round planning beats last-minute spending — and why quarterly conversations with your accountant can save thousands.From there, we dig into the power of modern recordkeeping. Tools like Ambrook allow producers to tag expenses by enterprise, monitor breakevens in real time, organize receipts, and make equipment or land decisions with clarity instead of guesswork. The CPAs share real stories of farmers who uncovered hidden savings, improved profitability, or avoided costly mistakes simply by keeping organized, digital records.We also cover common mistakes farmers make — outdated depreciation schedules, misclassified wages, partnership changes not reported, misunderstood conservation payments, or relying on handshake agreements without tax implications in mind. Mackenzie and Hannah walk through the opportunities available for 2025: Section 179 planning, bonus depreciation limits, energy tax credits, R&D credits for agronomy trials, and strategies to minimize interest-driven tax impacts.We close with actionable takeaways: start early, track continuously, communicate often, and use technology to transform tax planning from compliance into strategy. If you want to reduce stress, avoid surprises, and make tax season another profit tool for your operation, this episode is packed with practical, CPA-approved guidance you can apply immediately. Want Farm4Profit Merch? Custom order your favorite items today!https://farmfocused.com/farm-4profit/ Don't forget to like the podcast on all platforms and leave a review where ever you listen! Website: www.Farm4Profit.comShareable episode link: https://intro-to-farm4profit.simplecast.comEmail address: Farm4profitllc@gmail.comCall/Text: 515.207.9640Subscribe to YouTube: https://www.youtube.com/channel/UCSR8c1BrCjNDDI_Acku5XqwFollow us on TikTok: https://www.tiktok.com/@farm4profitllc Connect with us on Facebook: https://www.facebook.com/Farm4ProfitLLC/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Lurch and I are joined by Ken Madden from Ciro and we talk about counterfeit and knock off motorcycle products.   Ken is a Senior Product Designer at Ciro and he just happens to also be a Patreon supporter of Law Abiding Biker.  Ken, along with Ciro and other motorcycle parts innovators and creators are being ripped off.  Overseas companies that do not respect patents are recreating inferior version of the hard work others put in.  Knockoff motorcycle products may look like a bargain up front, but they come with some serious downsides that riders often don't realize until it's too late. SUPPORT US AND SHOP IN THE OFFICIAL LAW ABIDING BIKER STORE 1. Lower Quality Materials Knockoffs typically use cheaper metals, plastics, and electronics. That means parts can crack, fade, corrode, or fail much faster than name-brand components. 2. Poor Fitment & Compatibility These products often aren't engineered to OEM tolerances. Expect problems like: Misaligned holes Rattling or vibrating Parts that require modification to fit Components that interfere with other accessories 3. Reduced Safety This is the biggest risk. Knockoff: Helmets may not meet DOT/ECE standards Brake parts may not withstand heat Lighting may fail or deliver low visibility Structural parts can break under stress A small failure at 70 mph can become a major problem. 4. No Warranty, Support, or Testing Reputable motorcycle brands invest in R&D, testing, and customer support. Knockoffs typically offer: No meaningful warranty No replacement parts No safety testing No customer service Once it fails, you're on your own CHECK OUT OUR HUNDREDS OF FREE HELPFUL VIDEOS ON OUR YOUTUBE CHANNEL AND SUBSCRIBE! 5. Shorter Lifespan (Costing More Over Time) Cheap parts often wear out quickly, so riders end up replacing them multiple times. The "savings" disappear fast. 6. Potential Damage to Your Bike Poorly made accessories can: Stress mounting points Scratch paint Cause electrical issues Throw off suspension or geometry Saving $50 on a part can cause hundreds in damage. 7. Resale & Reliability Hit Buyers can spot cheap accessories. Knockoffs on a bike can: Lower resale value Make the bike look poorly maintained Raise concerns about what other shortcuts were taken 8. Ethical & Legal Issues Many knockoffs: Copy patented designs Copy brand logos Are made in unregulated factories Hurt legitimate manufacturers NEW FREE VIDEO RELEASED: Vance & Hines V02 Air Intake Install & Overview for Harley-Davidson Motorcycles S&S Cam Kit Installation on Harley-Davidson Milwaukee-Eight | Full Guide Sponsor-Ciro 3D CLICK HERE! Innovative products for Harley-Davidson & Goldwing Affordable chrome, lighting, and comfort products Ciro 3D has a passion for design and innovation Sponsor-Butt Buffer CLICK HERE Want to ride longer? Tired of a sore and achy ass? Then fix it with a high-quality Butt Buffer seat cushion? New Patron: Fred Wheeler of Mobile, Alabama Bottom Line Knockoff motorcycle parts may save money up front, but the risks—in safety, reliability, and long-term cost—usually make them a bad investment. Quality aftermarket or OEM parts nearly always pay off in durability and peace of mind. If you appreciate the content we put out and want to make sure it keeps on coming your way then become a Patron too! There are benefits and there is no risk. Thanks to the following bikers for supporting us via a flat donation: Joseph Horner of Bolivar, Missouri Kenneth Hall of Maryville, Tennessee Paul Estoppey of Wallbach Switzerland HELP SUPPORT US! JOIN THE BIKER REVOLUTION! #BikerRevolution #LawAbidingBiker #Bikaholics #RyanUrlacher

Secretary Juan Pablo Segura joins BioTalk for a conversation about Virginia's growing position in the biohealth economy and the statewide strategy behind it. He outlines the significance of the new partnership with AstraZeneca, Lilly, and Merck, including up to $120 million in private investment to create a workforce development center and expand the Commonwealth's life sciences capacity. Segura talks through how Virginia approaches company recruitment, what investors are responding to, and why the state is seeing increased interest from biomanufacturing and advanced R&D companies. He also discusses Virginia's use of public-private partnerships to accelerate industry growth, strengthen the talent pipeline, and support emerging hubs across the Commonwealth. The conversation closes with a look at Virginia's role in the BioHealth Capital Region and how the regional identity helps amplify the state's message as it continues building a competitive biohealth ecosystem.   Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com). Juan Pablo Segura is the Secretary of Commerce and Trade for the Commonwealth of Virginia. He leads 13 agencies focused on economic growth, business development, and industry expansion across the state. Before entering public service, Segura spent his career building companies in the digital health sector, most notably as a founder of Babyscripts, a widely adopted maternity care platform. His work has been recognized by Startup Health, CTIA, EY, and the White House. He is a CPA and a graduate of the University of Notre Dame, and he lives in Henrico, Virginia with his family.

What happens when AI adoption surges inside companies faster than anyone can track, and the data that fuels those systems quietly slips out of sight? That question sat at the front of my mind as I spoke with Cyberhaven CEO Nishant Doshi, fresh from publishing one of the most detailed looks at real-world AI usage I have seen. This wasn't a report built on opinions or surveys. It was built on billions of actual data flows across live enterprise environments, which made our conversation feel urgent from the very first moment. Nishant explained how AI has moved out of the experimental phase and into everyday workflows at a speed few anticipated. Employees across every department are turning to AI tools not as a novelty but as a core part of how they work. That shift has delivered huge productivity gains, yet it has also created a new breed of hidden risk. Sensitive material isn't just being uploaded through deliberate actions. It is being blended, remixed, and moved in ways that older security models cannot understand. Hearing him describe how this happens in fragments rather than files made me rethink how data exposure works in 2025. We also dug into one of the most surprising findings in Cyberhaven's research. The biggest AI power users inside companies are not executives or early career talent. It is mid-level employees. They know where the friction is, and they are under pressure to deliver quickly, so they experiment freely. That experimentation is driving progress, but it is also widening the gap between how AI is used and how data is meant to be protected. Nishant shared how that trend is now pushing sensitive code, R&D material, health information, and customer data into tools that often lack proper controls. Another moment that stood out was his explanation of how developers are reshaping their work with AI coding assistants. The growth in platforms like Cursor is extraordinary, yet the risks are just as large. Code that forms the heart of an organisation's competitive strength is frequently pasted into external systems without full awareness of where it might end up. It creates a situation where innovation and exposure rise together, and older security frameworks simply cannot keep pace. Throughout the conversation, Nishant returned to the importance of visibility. Companies cannot set fair rules or safe boundaries if they cannot see what is happening at the point where data leaves the user's screen. Traditional controls were built for a world of predictable patterns. AI has broken those patterns apart. In his view, modern safeguards need to sit closer to employees, understand how fragments are created, and guide people toward safer workflows without slowing them down. By the time we reached the end of the interview, it was clear that AI governance is no longer a strategic nice-to-have. It is becoming a daily operational requirement. Nishant believes employers must create a clear path forward that balances freedom with control, and give teams the tools to do their best work without unknowingly putting their organisations at risk. His message wasn't alarmist. It was practical, grounded, and shaped by years working at the intersection of data and security. So here is the question I would love you to reflect on. If AI is quickly becoming the engine of productivity across every department, what would your organisation need to change today to keep its data safe tomorrow? And how much visibility do you honestly have over where your most sensitive information is going right now? I would love to hear your thoughts. Useful Links  Connect with Cyberhaven CEO Nishant Doshi on LinkedIn Learn more about Cyberhaven Tech Talks Daily is Sponsored by NordLayer: Get the exclusive Black Friday offer: 28% off NordLayer yearly plans with the coupon code: techdaily-28. Valid until December 10th, 2025. Try it risk-free with a 14-day money-back guarantee.

In this episode, Jamie shares the key themes she's taking into her 2026 planning — and why now is the moment to shift from working in your business to working on it. She also walks through what to expect in this year's Q1 planning workshop and pop-up community. In this episode you'll learn: • Why "radical responsiveness" is becoming a major differentiator • How to plan for outcomes instead of tactics • What owners should keep close instead of delegating • Why carving out R&D time (especially around AI) matters • How to think realistically about projects, KPIs, and capacity Join the Q1 2026 Planning Workshop: everythingcoworking.com/quarterly Resources Mentioned in this Episode: Q1 2026 Planning Workshop: everythingcoworking.com/quarterly Everything Coworking Featured Resources: Masterclass: 3 Behind-the-Scenes Secrets to Opening a Coworking Space Coworking Startup School Community Manager University Follow Us on YouTube

"Leadership is staying ahead of change without losing authenticity". "Trust is the real currency of sales, teams, and Japan's business culture". "Zeiss's foundation model is a rare advantage: patient capital reinvested into R&D". "Japan is less "risk-averse" than "uncertainty-avoidant" when decisions lack clarity and consensus". "Language is helpful for connection, but not the primary qualification for leading in Japan". Brief Bio Vincent Mathieu is the CEO of Carl Zeiss Japan, leading a multi-division portfolio spanning semiconductors, medical devices, microscopy, industrial quality solutions, ophthalmic lenses, and imaging optics. Originally from the south of France near the Basque Country, he studied business in Toulouse, then spent several years travelling and working across Morocco, Denmark, Ireland, Chile, and South America—discovering along the way that his core strength was building trust in sales. He first came to Japan in 2001 to launch and grow a new division, learning the realities of hiring, selling, and leading without fluency in Japanese. After returning to Europe for global and country leadership roles—including navigating a corporate receivership in the UK—he was recruited to Zeiss and returned to Japan for a second stint. There, he led a turnaround in the vision care business by rebuilding the team, premium positioning, and distribution strategy, then expanded to broader regional responsibilities before taking the top role in Japan, leading a larger organisation through compliance, regulatory, structural change, and remuneration reform. Carl Zeiss is often mistaken as "just cameras", yet the company's real gravity sits elsewhere: precision optics, industrial measurement, medical equipment, and the advanced semiconductor ecosystem that powers modern computing. Vincent Mathieu, CEO of Carl Zeiss Japan, uses that breadth as both a strategic advantage and a leadership test—because leading a portfolio business demands credibility across wildly different technical domains, from microscopy used by Nobel Prize-winning researchers to X-ray inspection systems supporting EV battery quality control. He also points to a structural difference that shapes Zeiss's long-term posture: the company operates as a foundation rather than a classic shareholder-led public entity, enabling sustained reinvestment into R&D and the patience required to develop complex innovations that may run at a loss for years before they become indispensable. In semiconductors, that mindset shows up in partnerships and breakthrough optics supporting lithography and EUV pathways tied to ever-smaller chips and AI-era demand. Mathieu's personal story mirrors the adaptive leadership he advocates. He describes an early uncertainty about career direction, a formative period of travel and "odd jobs", and a gradual shift into commercial roles where trust, not extroversion, became his sales engine. His first Japan assignment was a tough entry: conservative hiring conditions, limited language ability, and the slow build of distributor confidence—where one relationship took years to convert. Returning later via Zeiss, he expected a smoother "global" environment and instead found a familiar friction point: leadership without a shared language, competing internal politics, and the need to earn followership through visible effort. His approach was practical and gemba-oriented—going into the field with salespeople, learning enough Japanese to observe and debrief well, and leading by example rather than relying on title or hierarchy. In his current role, the leadership challenge is no longer a small turnaround team but a larger organisation navigating regulatory scrutiny, compliance expectations, talent gaps, and a shift from "box-moving" to workflow and digital solutions. He frames Japan's organisational reality as deeply sensitive to trust, transparency, and consistency—especially when change touches taboo areas such as pay. Whether the topic is performance-based remuneration, AI adoption, or organisation redesign, Mathieu returns to the same idea: leadership is change management plus authenticity. The most durable influence, in his view, comes from understanding who the leader is, then showing up coherently—because Japanese organisations may not offer immediate feedback, but they do evaluate whether words and actions match. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is uniquely shaped by trust, time, and social proof. Decision-making often relies on nemawashi (pre-alignment), the ringi-sho approval flow, and a preference for consensus that reduces future friction. Feedback can be indirect, and the "real signals" may appear later, after relationships deepen. Why do global executives struggle? Global leaders often struggle when they arrive expecting predictable "rules" about Japan, or when they assume a corporate title will create followership. Without local credibility, language bridges, and contextual awareness of honne/tatemae dynamics, even good strategies can stall. Impatience can be read as shitsukoi (pushy), yet excessive patience can also lead to inertia—forcing leaders to balance consistency with restraint. Is Japan truly risk-averse? Japan is frequently labelled risk-averse, but a more useful lens is uncertainty avoidance. When ambiguity is high, organisations increase process and consensus to control outcomes. Once clarity exists—shared numbers, shared logic, shared stakeholders—Japanese teams can execute decisively and at high quality, often outperforming more improvisational cultures. What leadership style actually works? A field-based, trust-building style works: lead by example, show operational commitment, and invest in relationships. Mathieu's experience suggests credibility is built through visible contribution—being present with customers, coaching sales behaviours, and demonstrating consistency. Authenticity matters: employees may accept difficult change if the leader is transparent, coherent, and reliably delivers on commitments. How can technology help? Technology helps when framed as decision intelligence rather than novelty. AI tools, automation, and even "digital twins" for process and manufacturing can reduce reporting burden, strengthen compliance, and redirect scarce talent towards analysis and customer value. The warning is "AI for AI's sake": capability must be learned, prompts must be mastered, and use cases must be chosen with discipline. Does language proficiency matter? Language matters for connection and cultural nuance, but it should not be the primary criterion for leading in Japan. A leader can choose English for clarity at scale—especially when communicating strategy—while still building trust through effort, respect, and selective Japanese usage in day-to-day engagement. What's the ultimate leadership lesson? The ultimate lesson is that leadership is managing change while staying true to oneself. As confidence grows, leaders feel less pressure to perform to other people's expectations and more capacity to act with authenticity. That inner coherence becomes a stabiliser for teams navigating uncertainty, consensus-building, and transformation. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

German auto giant Volkswagen has announced the completion of a new R&D centre at its hub in Hebei, eastern China, saying that for the first time in the company's history, new cars can be developed from start to finish outside Germany. Volkswagen is hoping to win back its share in the world's largest auto market. Also in the segment: the UK government has backed a plan for a third runway at London's Heathrow Airport, moving the long-running project forward. 

Today's guest is Dr. Mark Kiel, Chief Science Officer and Founder at Genomenon. Genomenon is a genomics intelligence company that unlocks real-world evidence from biomedical literature to help pharmaceutical and clinical diagnostics companies inform precision medicine, accelerate patient diagnosis, and guide trial design and label expansion. Mark joins Emerj Editorial Director Matthew DeMello to explore how AI can streamline the extraction, organization, and interpretation of genomic and clinical data, enabling faster, more accurate decision-making in pharmaceutical R&D. He also shares practical approaches to integrating AI with human curation, improving workflow efficiency, and scaling insights for rare disease diagnosis, trial design, and drug development strategy. This episode is sponsored by Genomenon. Learn how brands work with Emerj and other Emerj Media options at emerj.com/ad1. Want to share your AI adoption story with executive peers? Click emerj.com/expert2 for more information and to be a potential future guest on the 'AI in Business' podcast!

This episode brings together three leaders working at the intersection of pediatric innovation, health security, and early-stage commercialization. Kolaleh Eskandanian, Program Director of SPARK, is joined by founders Dori Jones of AcQumen Medical and Jugal Suthar of Vesynta for a conversation about advancing breakthrough solutions for children. They discuss the mission behind the BARDA-funded SPARK for Innovations in Pediatrics Hub at Children's National Hospital, the challenges of developing technologies for pediatric populations, and the impact of public-private partnerships in moving lifesaving tools to market. Dori and Jugal share what their companies are building, the inflection points that shaped their journeys, and how BioHealth Innovation's Entrepreneur-in-Residence program supported their progress. The group reflects on lessons learned, the value of mentorship, and how collaborative accelerator ecosystems help drive breakthroughs in pediatric care, preparedness, and health equity.   Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com).   Dr. Kolaleh Eskandanian is a nationally recognized leader in pediatric health innovation with more than twenty years of experience across academia, government, and industry. She previously served as Vice President and Chief Innovation Officer at Children's National Hospital, where she founded Innovation Ventures and secured significant federal funding, patents, and licensed technologies. She now leads the BARDA-funded SPARK Accelerator Hub for Pediatrics and serves as Chief Strategy and Innovation Officer at Compremium AG, while also supporting early-stage innovators as an angel investor with Citrine Angels.   Dori Jones is the Co-Founder and CEO of AcQumen Medical, a medtech company developing UltraTrac, the first ultrasound-guided impedance technology designed for rapid assessment of hemodynamics in critically ill infants and children. She brings nearly two decades of experience across R&D, clinical education, and commercialization roles supporting cardiac and critical care devices at organizations ranging from early startups to Abbott and Medtronic. Her commitment to pediatric innovation is shaped in part by her experience as the mother of a NICU and PICU patient.   Dr. Jugal Suthar is the Co-Founder and CEO of Vesynta, a precision medicine company developing the DosoLogic platform, the first marketplace-enabled precision prescribing software aimed at improving accuracy and safety for every patient. His background includes clinical work as a hospital pharmacist and roles in drug development in the pharmaceutical industry. His PhD in precision medicine fuels his focus on bringing personalized dosing insights to populations often underrepresented in clinical research.

Brian Balfour, Founder & CEO of Reforge and former VP of Growth at HubSpot, joins Mostly Growth to explore why product-market fit is a moving target. He introduces the concept of the Product-Market Fit Treadmill, a state where rising customer expectations and competitive pressure make it harder than ever to stay ahead. Brian breaks down how AI has accelerated PMF collapse, explains the hidden costs of product adoption, and shares how Reforge shipped five AI-native products with a team of just 20 people. Packed with frameworks, strategic insight, and startup realism, this episode is essential listening for product leaders, operators, and founders navigating the next wave of GTM.—SPONSORS:Pulley is the cap table management platform built for CFOs and finance leaders who need reliable, audit-ready data and intuitive workflows, without the hidden fees or unreliable support. Switch in as little as 5 days and get 25% off your first year: https://pulley.com/mostlymetricsMetronome is real-time billing built for modern software companies. Metronome turns raw usage events into accurate invoices, gives customers bills they actually understand, and keeps finance, product, and engineering perfectly in sync. That's why category-defining companies like OpenAI and Anthropic trust Metronome to power usage-based pricing and enterprise contracts at scale. Focus on your product — not your billing. Learn more and get started at https://www.metronome.com—LINKS:Mostly Metrics: https://www.mostlymetrics.comCJ on LinkedIn: https://www.linkedin.com/in/cj-gustafson-13140948/Growth Unhinged: https://www.growthunhinged.com/Kyle on LinkedIn: https://www.linkedin.com/in/kyle-poyar/Brian Balfour: brianbalfour.comBrian on LinkedIn: https://www.linkedin.com/in/bbalfour/Slacker Stuff: https://www.slackerstuff.com/Ben on LinkedIn: https://www.linkedin.com/in/slackerstuff/https://brianbalfour.com/four-fits-growth-frameworkhttps://x.com/amasad/status/1981201454032703662?s=46https://getlatka.com/companies/firefliesaihttps://x.com/rowancheung/status/1988218743952916537?https://gamma.app/insights/how-we-built-a-usd100m-business-differently—RELATED EPISODES:When the marketing math doesn't math | with Emily Kramerhttps://youtu.be/sSuoV_YSrlwWhy Founders Are Posting Sad Dinnershttps://youtu.be/Zl6NSIHF2Gk—TIMESTAMPS:00:00:00 Preview and Intro00:01:51 Sponsors – Pulley, Metronome00:04:11 Introducing Brian Balfour & Reforge background00:07:22 Evergreen frameworks & Four Fits resurgence00:11:01 PMF treadmill and rising expectations00:14:26 AI shocks and PMF collapse (Chegg)00:16:43 CRM expectations & AI-native workflows00:20:44 R&D as ongoing cost to serve00:22:26 Customers buying based on future product velocity00:24:32 Communicating rapid releases & driving adoption00:25:17 Reforge's expanding AI product suite00:27:52 Product delivery vs. product adoption bottlenecks00:29:32 Platform distribution shifts introduction00:30:51 Evaluating emerging platforms00:32:04 The open → close platform cycle00:33:31 Moats, escape velocity & platform dominance00:36:32 Choosing major vs. emerging platforms00:40:22 ChatGPT dominance in AI discovery00:42:16 Hiring, resumes & filtering AI-generated applications00:43:30 AI note-taking market & “Flintstoning”00:47:03 Trying Gamma & AI-generated presentation tools00:50:08 AI onboarding innovations (WhatsApp agent)#MostlyGrowthPodcast #ProductMarketFit #BrianBalfour #StartupStrategy #Reforge This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit cjgustafson.substack.com

This episode is a live, energetic dispatch from Dubai Watch Week 2025, where Felix is immersed in the new, vastly expanded, and culturally electric atmosphere of the Middle East's premier horological event. Felix reports on the show's massive scale at the Burj Park location, the wave of incredible new novelties released (like the Chopard Grands Sonnerie and new Louis Vuitton Escale stone dials), and the unprecedented level of CEO cooperation. Discover why DWW is quickly becoming the most engaging watch event for the global enthusiast and what the new trends, like colored stone dials and a community-first approach mean for the future of the watch industry. 1. Dubai Watch Week: Bigger, Better, and More Open (01:00:24) Live Dispatch from Dubai: Felix is reporting live from the event (DWW), held every two years. The Scale: DWW has moved to a new, larger location at Burj Park next to the Burj Khalifa, boasting 90 exhibiting brands and massive, multi-level booths from brands like Audemars Piguet and Rolex. The Vibe: The event is non-commercial, free to register, and fosters a "school camp vibes" vibe and genuine community.  2. Unprecedented CEO Access & Industry Talks (01:04:52) The Rolex Keynote: A highly rare, hour-long public discussion with Rolex CEO Jean-Frédéric Dufour (moderated by Wei Koh) and Ahmed Seddiqi. This historic event focused on industry challenges, the importance of attracting young talent, and Rolex's enduring retail partnerships. (Watch the discussion on the official Dubai Watch Week YouTube channel!) The CEO Roundtable: An even more unusual event featuring four competing CEOs on the same stage: Julien Tornare (Hublot), Georges Kern (Breitling), François-Henry Bennahmias (AP), and Karl-Friedrich Scheufele (Chopard).  Chronomania Panel: A packed event featuring unexpected watch figures like investor Kevin O'Leary ("Mr Wonderful"), independent watchmaker Rexhep Rexhepi (Akrivia), and cricketer Kane Williamson. 3. Hot Novelties & Emerging Watch Trends (01:10:00) Chopard L.U.C Grand Strike: The major, high-end release everyone is talking about, which combines a Grande Sonnerie, Petite Sonnerie, and Minute Repeater using Chopard's innovative sapphire crystal gongs (a culmination of 11,000 hours of R&D). Louis Vuitton Escale Ornamental Stones: Louis Vuitton debuts new, highly artistic versions of the Escale with turquoise and malachite used not just for the dial, but for the entire monolithic caseband (limited to 30 pieces). Independent & Enthusiast Watches: The Tudor Ranger with a sandy dial is noted for its regional connection. Trilobe impresses with high-quality, non-prohibitive watches. Oris ProPilot Date: A new, refined, and more wearable take on the ProPilot line. Key Trends: The proliferation of colored stone dials (Obsidian, Lavender Jade, Quartzite) and a noticeable wave of sandy dials influenced by the desert environment. George Kern's "House of Brands": Discussion on the formation of Kern's new group, which includes Breitling and the re-launch of Universal Genève.  Show Notes: https://www.otpodcast.com.au/show-notes OT: Discord - https://discord.com/invite/X3Vvc9z7aV   How to follow us: https://www.instagram.com/ot.podcast https://www.facebook.com/otpodcastau https://instagram.com/andygreenlive https://instagram.com/fkscholz   Send us an email: otthepodcast@gmail.com If you liked our podcast - please remember to like/share and subscribe

Superpowers for Good should not be considered investment advice. Seek counsel before making investment decisions. When you purchase an item, launch a campaign or create an investment account after clicking a link here, we may earn a fee. Engage to support our work.Watch the show on television by downloading the e360tv channel app to your Roku, LG or AmazonFireTV. You can also see it on YouTube.Devin: What is your superpower?Aaron: Curiosity.Stellar: Community building.Creating a delicious beer that is 100% gluten-free and celiac-safe is no small feat. Yet, Aaron Gervais and Stellar Cassidy, the co-founders of Otherwise Brewing, have achieved just that. Their mission is clear: to create craft beer that tastes as good as traditional beer while being accessible to a growing community of people who avoid gluten for health reasons.Stellar explained, “Otherwise Brewing is a passion project that Aaron and I launched in 2021 after years of R&D. The beer is 100% gluten-free and celiac safe. We brew with grains alternative to barley, like rice and millet, which also have a smaller carbon footprint.” This dual focus on inclusivity and sustainability has been central to their journey.The need for gluten-free beer is significant. Aaron, who has family members with gluten sensitivities, highlighted the growing demand, saying, “We've gotten a lot of inbound requests from people across the country to ship gluten-free beer to them because there just aren't that many options out there.” With nearly a third of people reporting they try to avoid gluten, Otherwise Brewing is filling a critical gap in the market.What makes their beer stand out isn't just the absence of gluten—it's the taste. “We wanted to make sure that we were doing something unique,” Aaron said. “We developed a way to make gluten-free beer that tastes just like regular beer. Beer is not health food—we drink it for the enjoyment.”This innovative approach, combined with their dedication to building a loyal community in the Bay Area, has positioned Otherwise Brewing for expansion. The company is currently raising capital on SMBX, a regulated crowdfunding platform, to support statewide distribution and marketing efforts. “We want to make a big splash,” Stellar shared.As they prepare to scale, Aaron and Stellar are inviting supporters to invest in their vision of making craft beer more inclusive. Through passion, innovation, and a commitment to sustainability, they are leading the gluten-free beer revolution.If you're interested in supporting their mission, you can learn more about their campaign at SMBX.tl;dr:Today's episode highlights Otherwise Brewing's mission to create delicious, 100% gluten-free craft beer.Co-founders Aaron and Stellar share their journey to develop a sustainable, celiac-safe brewing process.The company is raising capital on SMBX to expand distribution across California and grow its community.Aaron's superpower, curiosity, drives innovation, including the creation of gluten-free beer recipes.Stellar's superpower, community building, fosters inclusivity at the taproom for gluten-free beer lovers.How to Develop Curiosity and Community Building As a SuperpowerAaron's superpower is his relentless curiosity, which drives him to explore new ideas and solve challenging problems. “I've always been a naturally curious person,” Aaron said. “When something piques that curiosity, I want to learn more and figure it out.” This mindset led him to develop Otherwise Brewing's gluten-free beer. He explained, “I wondered if I could make gluten-free beer that tastes good… it was a difficult technical challenge, but we figured it out.”Stellar's superpower is her ability to build inclusive, vibrant communities. “If I had to pick my superpower, I think it's honestly building community,” Stellar shared. She explained how creating a welcoming taproom for people with celiac disease and gluten sensitivities has been a core part of the brewery's success. “So many people with gluten issues can't hang out at breweries. We're proud to provide a space where they can enjoy a beer with their friends.”Aaron taught himself web programming to address a business challenge. He wanted better insight into Otherwise Brewing's sales data, but existing systems fell short. Driven by curiosity, he learned to write web hooks to connect inventory systems and create real-time dashboards. This innovation streamlined operations and demonstrated his ability to turn curiosity into actionable solutions.Stellar's community-building skills are best illustrated by the Otherwise Brewing taproom. She takes time to connect personally with customers, remembering names and stories while introducing people to one another. This thoughtful, inclusive approach has fostered a grassroots community of gluten-free beer lovers. “At any given time, you'll see people from all walks of life bonding over our beers,” Stellar said.Tips for Developing Aaron's Superpower:Ask “Why not?” when faced with conventional ideas or approaches.Pursue curiosity with action—learn new skills or experiment to find solutions.Embrace challenges as opportunities to innovate.Tips for Developing Stellar's Superpower:Take time to truly listen to people and remember their stories.Create inclusive spaces where everyone feels welcome.Focus on building relationships by introducing people with shared interests.By following Aaron's and Stellar's example and advice, you can make curiosity and community building a skill. With practice and effort, you could make these superpowers that enable you to do more good in the world.Remember, however, that research into success suggests that building on your own superpowers is more important than creating new ones or overcoming weaknesses. You do you!Guest ProfileAaron Gervais (he/him):CEO, Otherwise BrewingAbout Otherwise Brewing: Otherwise Brewing makes gluten-free beer using a proprietary process that allows us to match the flavors beer-lovers expect—with no limitations on style. We're making the world's most popular alcoholic beverage accessible to all, regardless of dietary restrictions.Website: otherwisebrewing.comLinkedIn Profile: linkedin.com/company/otherwise-brewingCompany Facebook Page: facebook.com/otherwisebrewingInstagram Handle: @otherwisebrewing Other URL: smbx.in/wowBiographical Information: Aaron Gervais co-founded Otherwise Brewing in 2019 with Stellar Cassidy, following several years of experimentation as a homebrewer. He oversees the company's operations, R&D efforts, and recipe design. In this role, he is responsible for developing Otherwise Brewing's production protocols, and his research into gluten-free brewing processes has led to a number of technical improvements that are unique to the company.Outside of beer, Aaron has led a diverse career, with 10 years of tech industry marketing, 5 years of arts nonprofit administration, and over 15 years as a freelance classical composer. As a composer, he has won many prestigious awards, and his music has been played around the world. He holds a Master of Arts in Composition from UC San Diego and a B.Mus from the University of Toronto.LinkedIn Profile: linkedin.com/in/aaron-gervaisStellar Cassidy (she/her):COO, Otherwise BrewingBiographical Information: Responsible for managing Otherwise's sales and customer relations, Stellar Cassidy is a veteran of the San Francisco craft beer scene. She has held positions as diverse as front-of-house manager, purchasing agent, sales representative, and event planner. Prior to founding Otherwise, Stellar led front-of-house operations at a number of well-known craft beer bars in San Francisco, including the Church Key and City Beer Store, and she has built a reputation in the local industry for attention to detail and customer satisfaction.Stellar holds a BA in Creative Writing and Performance Poetry in addition to a Cicerone® beer certification, the beer equivalent of sommelier credentialing.LinkedIn Profile: linkedin.com/in/stellar-cassidy-1a879830aSupport Our SponsorsOur generous sponsors make our work possible, serving impact investors, social entrepreneurs, community builders and diverse founders. Today's advertisers include FundingHope, and Envirosult. Learn more about advertising with us here.Max-Impact Members(We're grateful for every one of these community champions who make this work possible.)Brian Christie, Brainsy | Cameron Neil, Lend For Good | Carol Fineagan, Independent Consultant | Hiten Sonpal, RISE Robotics | John Berlet, CORE Tax Deeds, LLC. | Justin Starbird, The Aebli Group | Lory Moore, Lory Moore Law | Mark Grimes, Networked Enterprise Development | Matthew Mead, Hempitecture | Michael Pratt, Qnetic | Mike Green, Envirosult | Dr. Nicole Paulk, Siren Biotechnology | Paul Lovejoy, Stakeholder Enterprise | Pearl Wright, Global Changemaker | Scott Thorpe, Philanthropist | Sharon Samjitsingh, Health Care Originals | Add Your Name HereUpcoming SuperCrowd Event CalendarIf a location is not noted, the events below are virtual.SuperGreen Live, January 22–24, 2026, livestreaming globally. Organized by Green2Gold and The Super Crowd, Inc., this three-day event will spotlight the intersection of impact crowdfunding, sustainable innovation, and climate solutions. Featuring expert-led panels, interactive workshops, and live pitch sessions, SuperGreen Live brings together entrepreneurs, investors, policymakers, and activists to explore how capital and climate action can work hand in hand. With global livestreaming, VIP networking opportunities, and exclusive content, this event will empower participants to turn bold ideas into real impact. Don't miss your chance to join tens of thousands of changemakers at the largest virtual sustainability event of the year.Community Event CalendarSuccessful Funding with Karl Dakin, Tuesdays at 10:00 AM ET - Click on Events.If you would like to submit an event for us to share with the 10,000+ changemakers, investors and entrepreneurs who are members of the SuperCrowd, click here.We use AI to help us write compelling recaps of each episode. 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What if we told you the government owes you money…and you didn't even know it? In this episode, Matt and Luigi sit down with Julio Gonzalez, founder and CEO of Engineered Tax Services, to peel back the curtain on how the tax code can actually become a tool — not a penalty — for entrepreneurs and real‑estate investors.  We talk about the game‑changer "big beautiful bill," why R&D tax credits matter even to non‑tech firms, how cost segregation among real‑estate players is far more than "just depreciation," and why your accountant might be asleep at the wheel.  Julio brings the engineering + tax combo that's usually reserved for the Fortune 500 … but we're showing you how to use it too.

Shelby Rossi, global brand manager for goggles and helmets at Oakley, digs into what happens when brand and marketing plug into the product development process from day one. Using WTR ICON, Oakley's new surf helmet, as a case study, Shelby explains how a cross-functional "task force" of R&D, UX, product, sports marketing, and brand broke down silos, validated a real consumer problem, and reshaped how Oakley brings innovation to market.  About: This podcast is produced by Port Side, a creative production studio creating content strategy + production for active brands, rooted in emotion.  Enjoy this episode and discover other resources below: Slack Community | Tired of brainstorming with ChatGPT? Join us! Insight Deck | Want 20 of our favorite insights shared on the show?  Booklist | Here's our curated list of recommended books over the years. LinkedIn | Join the conversation and share ideas with other industry peers. Apple Podcast | Want to help us out? Leave us a review on Apple. Guest List | Have a Guest in Mind?  Share them with us here.  

Ever wondered what really happens behind the scenes at luxury business retreats and what makes them worth the investment?In this episode, Barbara takes you behind the scenes of a whirlwind season of retreats across the globe-from Greece to LA, Aspen, and beyond. After spending six weeks attending multiple high-level business and mindset retreats, she's sharing her biggest takeaways on what truly sets retreats apart from large conferences, the lessons learned from international event planning, and insider insights from top-tier entrepreneurs (including Jay Shetty himself).Barbara reveals how these intimate experiences have shaped her future retreats within The Council Mastermind, including a luxurious European experience in Greece, and why she believes curated, small-group events are the fastest path to transformation in business and life. Whether you're dreaming of attending your first retreat or hosting one yourself, this episode will inspire you to invest in experiences that expand your vision and your network.Tune in to hear:What Barbara learned from attending 5 retreats across Europe and the U.S.Why she prefers small, high-level retreats over massive conferencesBehind the scenes of Jay Shetty's viral social media strategyHow to properly plan and curate a luxury retreat experienceLessons learned from hosting (and attending) retreats that ran out of foodThe importance of R&D before choosing your retreat location or venueWhy investing in yourself through travel and community is key to long-term successSneak peek into The Council Mastermind 2026 retreats in Scottsdale, Newport Beach, and GreeceComment “COUNCIL” on Instagram to learn more about the Council MastermindHow To Get Involved:Life-Changing Money is a podcast all about money. We share stories of how money has impacted and radically changed the lives of others—and how it can do the same for you.Your host, Barbara Schreihans (pronounced ShREE-hands) is the founder and CEO of Your Tax Coach, and the creator of the Write Off Your Life Course. She is a top tax strategist, business coach, and expert in helping business owners and high-net-worth individuals save millions in taxes while increasing profits.When she's not leading her team, coaching clients, or dreaming up new goals for her company, you can find her drinking coffee, hanging out with her family, and traveling the world.Grab a cup of coffee and become inspired as we hear from those who have overcome and are overcoming their self-limiting beliefs and money mindsets!Do you have a burning question that you'd love to hear answered on a future show?Please email it to: podcast@yourtaxcoach.bizSign Up For Our NewsletterLife Changing Money PodcastGet Tax Help!

Loc Pham, the Philly Cookie Company, and the First-Annual Philly Cookie FestLoc Pham, a Vietnamese immigrant who arrived in America in 1991, shared his journey from initially studying to be an Engineer to learning Food Science, and eventually becoming a Pastry Chef and Founder of the Philly Cookie Company. He described how his career evolved through French bakeries, food processing, and corporate R&D roles before returning to his passion for baking, where he developed a unique shortbread cookie recipe inspired by Scottish shortbreads but with his own twist using molasses and brown sugar. The cookies, which are sold wholesale to over 20 retailers in Philadelphia and across 11 states, are noted for their buttery taste and subtle sweetness.Philly Cookie Festival PlanningThe discussion then switched focus to the upcoming Philly Cookie Festival happening on December 7th at Bok. The indulgently-sweet festival will feature 32 vendors, including 27 cookie vendors and 2 savory vendors, all required to offer a Philadelphia-themed item. The event will include activities such as a cookie decorating contest with Moon Flour Bakery, a cookie eating contest, and a Santa photo booth, with tickets available through Eventbrite and the event's Instagram page.Loc also mentioned there will be a children's activity corner sponsored by the Mendoza group, along with The Juvenile Law Center, another sponsor of the event, will be celebrating its 75th anniversary by hosting a cookie exchange during the festival. PLEASE NOTE: Anyone participating in the event and the cookie exchange who have dietary restrictions and/or allergies need to be cautious; some gluten-free and vegan options available, however there is no guarantee of the ingredients and food-processing procedures are.https://www.phillycookie.comEleni Chrisidis and The Brew Room:Eleni Chrysidis, co-founder of The Brew Room, discussed her and her husband Danny's journey into the food industry. Danny's background began with his family's restaurants, and had always desired to open a unique concept incorporating Greek elements. Years later, he and Eleni found the opportunity to open one in Ardmore, PA called The Brew Room. Eleni, who works in corporate consulting, supported Danny by managing the business setup and operations, highlighting the importance of organization and project management in launching a startup in the food industry. Both Danny and Eleni immigrated here from Greece, and are happy to introduce Ardmore residents to the relaxed, European-style coffee culture. When you visit, feel free to spend time enjoying one of their signature Greek pastries, sandwiches and coffee experiences. https://www.thebrewroompa.comREPLAY Chef Angie Brown and Rex At The Royal:Angie Brown is a well-known chef and restaurateur, gaining accolades and awarded top zagat ratings. In addition to being one of Philadelphia's sought-after chef's, Angie has been seen on television and is a member of the world renowned Philanthropic organization of Les Dames d'Escoffier - Philadelphia Chapter. And more recently she became the Culinary Director and Chef for Rex At The Royal, located in South Philadelphia. Rex at The Royal is known for being, "An innovative and multi-faceted hospitality establishment, creating exceptional experiences through a Food & Beverage program inspired by the culinary traditions of the American South, influenced especially by its coastal regions, and locally flavored by our home—the Royal Theatre on South Street in Philadelphia—expressed in elevated dining services, immersive special events, personalized private dining, and a thoughtfully appointed bottle shop" according to their website at https://www.rexphl.com.

Listen now: Spotify, Apple and YouTubeIf you're a product leader trying to navigate the shift from single-product focus to a broader portfolio—or wondering how AI is reshaping execution, team design, and strategic planning—this episode is for you.In this episode of Supra Insider, Marc and Ben sit down with Brian Balfour, CEO of Reforge, to explore how product orgs can expand into multi-product portfolios without losing focus, momentum, or clarity. Brian shares how his team shipped five new products in under a year, what most companies miss when trying to adopt AI, and how to avoid common traps like “Frankenstein workflows” and slow-to-die experiments.From deciding when to build vs. buy, to managing zero-to-one teams in parallel, to evaluating strategic threats in the AI era—this conversation is packed with practical frameworks and hard-earned lessons. You'll hear Brian's candid takes on M&A, cross-functional execution, PM bottlenecks, and the future of product development when language, code, and design start to collapse into one.Whether you're expanding your roadmap, building AI-native products, or simply trying to execute faster with fewer resources, this one's worth a listen.All episodes of the podcast are also available on Spotify, Apple and YouTube.New to the pod? Subscribe below to get the next episode in your inbox

Today, I'm joined by Brian Le Gette, founder & CEO of Ammortal.   A wellness technology company, Ammortal's immersive recovery chambers combine PEMF, red light, molecular hydrogen, breathwork, and meditation into a single therapeutic experience.   In this episode, we discuss building the future of regenerative wellness tech.   We also cover: Raising a Series A and scaling commercially Developing the product, pricing model, and partnerships Stacking cellular repair modalities with mind-body integration   Subscribe to the podcast → insider.fitt.co/podcast   Subscribe to our newsletter → insider.fitt.co/subscribe   Follow us on LinkedIn → linkedin.com/company/fittinsider    Website: www.ammortal.com  Locations: www.ammortal.com/locations  Commercial Inquiries: sales@ammortal.com   Partnerships: brian@ammortal.com Instagram: https://www.instagram.com/ammortal_official Facebook: https://www.facebook.com/ammortals    -   The Fitt Insider Podcast is brought to you by EGYM. Visit EGYM.com to learn more about its smart fitness ecosystem for fitness and health facilities.   Fitt Talent: https://talent.fitt.co Consulting: https://consulting.fitt.co  Investments: https://capital.fitt.co   Chapters:  (00:00) Introduction (01:20) Brian's background and entrepreneurial journey (02:40) What is Ammortal and the one-of-one category (02:55) The core modality stack and protocol design (05:10) Origin story (06:30) Positioning beyond wellness buzzwords (09:00) Why "tech doesn't heal—it aids self-healing" (11:30) Target customer: optimization-focused consumers (14:30) Distribution strategy (18:00) Pricing models and commercial partnerships (21:15) The experience design and musical cocoon concept (23:30) Education and onboarding for new users (25:30) Customer outcomes and use case versatility (27:35) Landing on "chamber" as the product descriptor (29:05) Long-term vision and R&D philosophy (31:15) The collaborative model for wellness innovation (32:45) Raising a Series A and scaling commercially (34:10) Conclusion

Fitt Insider: Read the notes at at podcastnotes.org. Don't forget to subscribe for free to our newsletter, the top 10 ideas of the week, every Monday --------- Today, I'm joined by Jared Pobre, founder & CEO of Caldera + Lab.   Launched in 2019, Caldera + Lab is revamping men's medicine cabinets with proprietary premium skincare formulas specifically engineered for guys.   In this episode, we discuss building a biotech-driven men's personal care brand.   We also cover:   Targeting the longevity-minded male consumer Prioritizing proprietary R&D over repurposed formulas Developing distribution strategies and hospitality partnerships   Subscribe to the podcast → insider.fitt.co/podcastSubscribe to our newsletter → insider.fitt.co/subscribeFollow us on LinkedIn → linkedin.com/company/fittinsider Caldera + Lab's Website: www.calderalab.com  Amazon: https://www.amazon.com/stores/CalderaLab/page/2A608586-7E58-411C-8057-FFD688968227   -   The Fitt Insider Podcast is brought to you by EGYM. Visit EGYM.com to learn more about its smart workout solutions for fitness and health facilities.   Fitt Talent: https://talent.fitt.co/  Consulting: https://consulting.fitt.co/  Investments: https://capital.fitt.co/    Chapters: (00:00) Introduction (01:08) Jared's background and Caldera + Lab overview (01:33) The evolution of men's skincare since 2016 (03:02) Formulation differences: women's vs. men's skincare (04:32) Custom formulations vs. menu-based co-manufacturing (06:24) Pioneering proprietary ingredients for men (08:00) Building the brand with bootstrapped resources (10:30) Clinical studies and efficacy testing (13:00) Customer acquisition and finding product-market fit (15:30) DTC and Amazon as core distribution channels (17:45) Storytelling and messaging strategy (21:53) Balancing scientific credibility with consumer messaging (23:12) Targeting the longevity-minded male consumer (25:11) Retail expansion strategy and Series A funding (26:15) Country clubs, luxury hotels, and hospitality partnerships (27:26) Product roadmap (28:49) Conclusion  

Today's guest, Robert Miller, brings a rare 360° GovCon perspective—15 years in government (Peace Corps → Capitol Hill → White House → CIA) followed by eight years in defense tech and AI sales. Rob led federal sales at Hawkeye 360 and CrowdAI (acquired in 2023) and now oversees $75M ARR across three divisions at a major defense contractor. In this episode, we break down how startups can truly win in federal: navigating product-market fit, cost-to-close, and working with large primes; using tools like SAM.gov, ARC, and Vulcan; and building mission-driven teams and Hill relationships. Rob also shares insights from his book Startup Statesmanship, a hands-on guide for founders entering GovCon. Key Takeaways Focus your ICP and go deep. Pick a tight segment + ideal customer profile and build depth (relationships, use-cases) before expanding. Master the economics. Rigor on cost-to-close and delivery—especially on firm-fixed-price R&D—wins or loses your margin in scoping. Protect your IP with primes. Use NDAs and teaming terms (workshare/rev-share), and share only what's necessary to win—not to be cloned. Join the Bootcamp: https://govcongiants.org/bootcamp Learn more: https://federalhelpcenter.com/ https://govcongiants.org/  Encore Funding: https://www.encore-funding.com/ 

Kirsten Maitland is the founder of Rebel Cheese, pioneering artisan plant-based cheeses and scaling a national brand by turning viral moments into lasting growth through bold innovation and relentless customer focus. Top 3 Value Bombs 1. You don't need to be an expert to disrupt an industry. Beginner's eyes create fresh opportunities. 2. Never compromise on quality, even when faced with explosive demand. You only get one chance to win skeptics. 3. Owning your vertical, obsessing over R&D, and listening relentlessly to customers fuels long-term innovation. Check out Kirsten's website. First-time customers get two free wheels with their order - Rebel Cheese Sponsors HighLevel - The ultimate all-in-one platform for entrepreneurs, marketers, coaches, and agencies. Learn more at HighLevelFire.com. The Dealmaker's Will - If you're ready to sharpen your instincts, elevate your mindset, and learn what separates deal-takers from deal-makers. Go grab your copy of The Dealmaker's Will today on Amazon. Quicksilver Scientific - Make advanced liposomal supplements so you can actually feel the difference - energy, focus, calm, recovery. Get 10 percent off plus free shipping at TryQS.com/fire!

Today, I'm joined by Jared Pobre, founder & CEO of Caldera + Lab.   Launched in 2019, Caldera + Lab is revamping men's medicine cabinets with proprietary premium skincare formulas specifically engineered for guys.   In this episode, we discuss building a biotech-driven men's personal care brand.   We also cover:   Targeting the longevity-minded male consumer Prioritizing proprietary R&D over repurposed formulas Developing distribution strategies and hospitality partnerships   Subscribe to the podcast → insider.fitt.co/podcastSubscribe to our newsletter → insider.fitt.co/subscribeFollow us on LinkedIn → linkedin.com/company/fittinsider Caldera + Lab's Website: www.calderalab.com  Amazon: https://www.amazon.com/stores/CalderaLab/page/2A608586-7E58-411C-8057-FFD688968227   -   The Fitt Insider Podcast is brought to you by EGYM. Visit EGYM.com to learn more about its smart workout solutions for fitness and health facilities.   Fitt Talent: https://talent.fitt.co/  Consulting: https://consulting.fitt.co/  Investments: https://capital.fitt.co/    Chapters: (00:00) Introduction (01:08) Jared's background and Caldera + Lab overview (01:33) The evolution of men's skincare since 2016 (03:02) Formulation differences: women's vs. men's skincare (04:32) Custom formulations vs. menu-based co-manufacturing (06:24) Pioneering proprietary ingredients for men (08:00) Building the brand with bootstrapped resources (10:30) Clinical studies and efficacy testing (13:00) Customer acquisition and finding product-market fit (15:30) DTC and Amazon as core distribution channels (17:45) Storytelling and messaging strategy (21:53) Balancing scientific credibility with consumer messaging (23:12) Targeting the longevity-minded male consumer (25:11) Retail expansion strategy and Series A funding (26:15) Country clubs, luxury hotels, and hospitality partnerships (27:26) Product roadmap (28:49) Conclusion  

BONUS: Organizations as Ecosystems — Understanding Complexity, Innovation, and the Three-Body Problem at Work In this fascinating conversation about complex adaptive systems, Simon Holzapfel helps us understand why traditional planning and control methods fail in knowledge work — and what we can do instead. Understanding Ecosystems vs. Systems "Complex adaptive systems are complex in nature and adaptive in that they evolve over time. That's different from a static system." — Simon Holzapfel   Simon introduces the crucial distinction between mechanical systems and ecosystems. While mechanical systems are predictable and static, ecosystems — like teams and organizations — are complex, adaptive, and constantly evolving. The key difference lies in the interactions among team members, which create emergent properties that cannot be predicted by analyzing individuals separately. Managers often fall into the trap of focusing on individuals rather than the interactions between them, missing where the real magic happens. This is why understanding your organization as an ecosystem, not a machine, fundamentally changes how you lead. In this segment, we refer to the Stella systems modeling application. The Journey from Planning to Emergence "I used to come into class with a lesson plan — doop, doop, doop, minute by minute agenda. And then what I realized is that I would just completely squash those questions that would often emerge from the class." — Simon Holzapfel   Simon shares his transformation from rigid classroom planning to embracing emergence. As a history and economics teacher for 10 years, he learned that over-planning kills the spontaneous insights that make learning powerful. The same principle applies to leadership: planning is essential, but over-planning wastes time and prevents novelty from emerging. The key is separating strategic planning (the "where" and "why") from tactical execution (the "how"), letting teams make local decisions while leaders focus on alignment with the bigger picture. "Innovation Arrives Stochastically" "Simply by noticing the locations where you've had your best ideas, we notice the stochasticness of arrival. Might be the shower, might be on a bike ride, might be sitting in traffic, might be at your desk — but often not." — Simon Holzapfel   Simon unpacks the concept of stochastic emergence — the idea that innovation cannot be scheduled or predicted in advance. Stochastic means something is predictable over large datasets but not in any given moment. You know you'll have ideas if you give yourself time and space, but you can't predict when or where they'll arrive. This has profound implications for managers who try to control when and how innovation happens. Knowledge work is about creating things that haven't existed before, so emergence is what we rely on. Try to squash it with too much control, and it simply won't happen. In this segment, we refer to the Systems Innovation YouTube channel. The Three-Body Problem: A Metaphor for Teams "When you have three nonlinear functions working at the same time within a system, you have almost no ability to predict its future state beyond just some of the shortest time series data." — Simon Holzapfel   Simon uses the three-body problem from physics as a powerful metaphor for organizational complexity. In physics, when you have three bodies (like planets) influencing each other, prediction becomes nearly impossible. The same is true in business — think of R&D, manufacturing, and sales as three interacting forces. The lesson: don't think you can master this complexity. Work with it. Understand it's a system. Most variability comes from the system itself, not from any individual person. This allows us to depersonalize problems — people aren't good or bad, systems can be improved. When teams understand this, they can relax and stop treating every unpredictable moment as an emergency. Coaching Leaders to Embrace Uncertainty "I'll start by trying to read their comfort level. I'll ask about their favorite teachers, their most hated teachers, and I'll really try to bring them back to moments in time that were pivotal in their own development." — Simon Holzapfel   How do you help analytical, control-oriented leaders embrace complexity and emergence? Simon's approach is to build rapport first, then gently introduce concepts based on each leader's background. For technical people who prefer math, he'll discuss narrow tail distributions and fat tails. For humanities-oriented leaders, he uses narrative and storytelling. The goal is to get leaders to open up to possibilities without feeling diminished. He might suggest small experiments: "Hold your tongue once in a meeting" or "Ask questions instead of making statements." These incremental changes help managers realize they don't have to be superhuman problem-solvers who control everything. Giving the Board a Number: The Paradox of Prediction "Managers say we want scientific management, but they don't actually want that. They want predictive management." — Simon Holzapfel   Simon addresses one of the biggest tensions in agile adoption: leaders who say "I just need to give the board a number" while also wanting innovation and adaptability. The paradox is clear — you cannot simultaneously be open to innovation and emergent possibilities while executing a predetermined plan with perfect accuracy. This is an artifact of management literature that promoted the "philosopher king" manager who knows everything. But markets are too movable, consumer tastes vary too much, and knowledge work is too complex for any single person to control. The burnout we see in leaders often comes from trying to achieve an impossible standard. In this segment, we refer to the episodes with David Marquet.  Resources for Understanding Complexity "Eric Beinhocker's book called 'The Origin of Wealth' is wonderful. It's a very approachable and well-researched piece that shows where we've been and where we're going in this area." — Simon Holzapfel   Simon recommends two key resources for anyone wanting to understand complexity and ecosystems. First, Eric Beinhocker's "The Origin of Wealth" explains how we developed flawed economic assumptions based on 19th-century Newtonian physics, and why we need to evolve our understanding. Second, the Systems Innovation YouTube channel offers brilliant short videos perfect for curious, open-minded managers. Simon suggests a practical approach: have someone on your team watch a video and share what they learned. This creates shared language around complexity and makes the concepts less personal and less threatening. The Path Forward: Systems Over Individuals "As a manager, our goal is to constantly evaluate the performance of the system, not the people. We can always put better systems in place. We can always improve existing systems. But you can't tell people what to do — it's not possible." — Simon Holzapfel   The conversation concludes with a powerful insight from Deming's work: about 95% of a system's productivity is linked to the system itself, not individual performance. This reframes the manager's role entirely. Instead of trying to control people, focus on improving systems. Instead of treating burnout as individual failure, see it as information that something in the system isn't working. Organizations are ever-changing ecosystems with dynamic properties that can only be observed, never fully predicted. This requires a completely different way of thinking about management — one that embraces uncertainty, values emergence, and trusts teams to figure things out within clear strategic boundaries. Recommended Resources As recommended resources for further reading, Simon suggests:  The Origin of Wealth, by Eric Beinhocker The Systems Innovation YouTube channel   About Simon Holzapfel   Simon Holzapfel is an educator, coach, and learning innovator who helps teams work with greater clarity, speed, and purpose. He specializes in separating strategy from tactics, enabling short-cycle decision-making and higher-value workflows. Simon has spent his career coaching individuals and teams to achieve performance with deeper meaning and joy. Simon is also the author of the Equonomist newsletter on Substack, where he explores the intersection of economics, equality, and equanimity in the workplace.   You can link with Simon Holzapfel on LinkedIn.