Podcasts about Restructuring

Anika Jackson sat down with Mark Williams, founder of NUUX Design Studios, to explore why so many businesses keep UX design and marketing completely isolated—and how bridging that gap can make or break a brand. Streaming live from Madrid, Spain, Mark shared his unexpected journey from a pre-med neuroscience and psychology major to leading a remote design agency working with enterprise clients. The conversation offered a look into how founders can use modern AI workflows to bring ideas to life without massive budgets.   In This Episode   The Pre-Med Pivot: Why Mark walked away from the MCAT, research labs, and a medical track during lockdown to jump into advertising and UX design. The UX-Marketing Disconnect: Why sending traffic to a broken website (or designing a great website with no traffic strategy) kills conversions. Moving Beyond Blind Redesigns: Why looking at data, heat maps, and user sessions matters more than guessing solutions with AI. The Remote Agency Model: Managing a global team across time zones with a startup hustle mindset. AI-Native Workflows: Using tools like Claude Cowork, Motion, and voice dictation to automate tasks and build foundational design systems faster. The Imposter Syndrome Reality: Relying on the grounded support of friends and family when making massive life leaps.   Timestamps   00:00 Introduction: Building in parallel with modern AI tools 01:09 Meet Mark Williams from Madrid, Spain: Celebrating the World Cup energy 03:13 From Pre-Med Psychology and Neuroscience to UX Design 07:05 Why UX and Marketing need to talk to each other 08:35 Where enterprise teams and marketers get design wrong 10:48 Case study: Restructuring and improving conversion rates for auto insurance brands Amax and Alpha 13:16 Balancing the need for speed with foundational quality in an AI era 16:58 Taking the leap from agency employee to starting NUUX Design Studios in LA 18:44 Building a global, remote team based on capability over location 21:54 What small businesses and SMBs can learn from enterprise workflows 23:11 Mark's favorite AI tools: Claude Cowork, Motion, and voice dictation workflows 26:52 Design trends: Are we making a mistake skipping mid-fidelity wireframes? 29:11 Dealing with imposter syndrome and the support of family 32:37 Expanding NUUX Design Studios to compete with the industry giants 34:48 Maya Angelou, belonging, and finding your footing anywhere in the world   Key Insights & Takeaways   Insight 1: UX and Marketing Cannot Live in Isolation Mark points out a critical flaw in many companies: marketing teams send traffic to web experiences without checking if they work, while design teams focus purely on aesthetics without looking at the business goals. True conversion happens when both sectors communicate constantly. If your landing page experience is broken, all the ad spend in the world won't save it.   Insight 2: Data Tells You What Is Happening, Not Why Many teams see a drop in a metric and immediately prescribe a complex redesign or blindly prompt an AI tool for a new layout. Mark emphasizes that real optimization requires looking deeper at heat maps, user session recordings, and heuristics to understand user behavior before making targeted changes.   Insight 3: Leverage AI to Move Faster, But Keep the Foundation Founders today don't need massive budgets to bring ideas to life. By utilizing AI agents and workflows (like Claude Cowork or automated task planners), lean teams can move at lightning speed. However, for enterprise stability, building a strong, consistent brand design system once prevents fragmented, chaotic user experiences down the line.   Insight 4: Hiring for the Startup Hustle Mindset When running a remote, global agency, location doesn't matter nearly as much as execution. Mark looks for team members who share an entrepreneurial drive—people who take ownership, get the work done under any circumstance, and keep the client experience human, approachable, and deeply collaborative.   Insight 5: You Are More Capable Than You Think The barrier to entry for building a business or bringing a creative vision to life has never been lower. Armed with modern digital tools and the courage to take risks—whether moving across the country to LA or relocating abroad to Madrid—founders can parallel-track multiple projects and accomplish far more than previous generations could.   Resources & Links Mentioned NUUX Design Studios: Mark's UX and marketing agency (nuuxdesignstudios.com) Upwork: The platform where Mark initially sourced early global clients Claude & Claude Cowork: AI assistants used for workflow automation and content structuring Motion: AI-powered time-blocking tool for daily scheduling ClickUp: Project management tool used in Mark's daily automation stack ContentSquare & Hotjar: Tools for analyzing user sessions and heat maps Braving the Wilderness by Brené Brown (featuring the Maya Angelou quote on belonging)   About Mark Williams Mark Williams is the founder of NUUX Design Studios, a remote design agency based out of Madrid, Spain. With a background in psychology and neuroscience from his pre-med days, Mark brings a deeply human-centric, analytical approach to user experience design, bridging the crucial gap between digital marketing and high-converting web interfaces. He manages a global team helping businesses optimize their digital ecosystems while living the digital nomad dream abroad.   Connect with Mark LinkedIn: https://www.linkedin.com/in/msijuadewilliams/ Company Website: nuuxstudios.com Like the show? Leave us a rating or review: https://lovethepodcast.com/67940257010b317cdaa9d857Follow the Show: https://followthepodcast.com/67940257010b317cdaa9d857Send a Message: https://podcastfeedback.com/67940257010b317cdaa9d857Check out our Website: https://www.yourbrandamplified.comSpeak to my Delphi Clone: https://www.delphi.ai/amplifywithanika Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Welcome to this week's episode of the Food & Beverage Magazine Podcast! Join the Editors of Food & Beverage Magazine as we break down the major restaurant expansions, corporate acquisitions, and menu innovations reshaping the hospitality industry.Here is what we are covering on today's program:Massive Mergers & Corporate Moves: First up, the Editors of Food & Beverage Magazine analyze Ferrero's strategic acquisition of better-for-you breakfast brand Purely Elizabeth to deepen its U.S. breakfast footprint. We also dive into Chicken Salad Chick appointing GoTo Foods veteran Drew Travis as CFO during its aggressive expansion push, Chipotle's international milestone with its first restaurant opening in Riyadh, Saudi Arabia, and Red Robin's major $96 million refranchising strategy involving 116 of its locations.Menu & Retail Innovations: Discover how brands are winning back budget-conscious consumers. We discuss Red Lobster reviving its legendary Endless Shrimp deal with five fall flavors, Saladworks rolling out promotional "$6.99 Tuesdays", and Cracker Barrel launching its value-driven $9.99 fall chicken deals. On grocery shelves, we look at Sun-Maid wrapping its classic raisin six-packs in a Pokémon Pikachu design and the retail reunion of Club Crackers and Butter Wines for an exclusive co-promotion.Sustainability & Hospitality Tech: We round out the episode with a look at back-of-house advancements, including Power Knot relaunching its BCG Shredder line to streamline kitchen food waste processing. Plus, we explore how Galaxy Macau has partnered with Ant Bank to launch an innovative resort fintech services station, setting a new bar for digital guest convenience.As the Editors of Food & Beverage Magazine, we are committed to bringing you the actionable insights and trends driving the global B2B culinary market. Catch the full coverage of all these stories by visiting us at fbmagazine.com. For more daily news updates and operator resources, make sure your team is bookmarked at fbmagazine.com. To subscribe to our newsletter and keep up with what's next, head over to fbmagazine.com.

Bradley Taylor who serves as the CEO and Co-Founder of Clarecast, a predictive workforce intelligence platform joins Enterprise Radio. Listen to interview with host … Read more The post The Quiet Restructuring, key findings in this predictive intelligence report appeared first on Top Entrepreneurs Podcast | Enterprise Podcast Network.

Discover compliant methods for removing negative marks from your credit report and learn how to use balance transfers and 0% interest business credit to eliminate high-interest debt efficiently.

Leagues Cup in Chaos: Mexico, CONMEBOL, and the Restructuring of North American FutbolLeagues Cup is imploding—but the real story goes much bigger. Jaime, Joel, and the panel dig into the politics reshaping CONCACAF, FIFA's power plays, and the rumors that could move Mexico out of North America entirely.At the center: speculation that Mexico could join CONMEBOL. We unpack how Gianni Infantino's leverage, Mexico's unusual loyalty to FIFA, and potential confederation realignment could rewrite the region's football map. Then we connect the dots—TV rights, federation power dynamics, World Cup qualifying implications—and ask the uncomfortable question: Is Mexico trapped in a confederation that needs it more than it wants to keep it?We also break down:* The Mexico U-20 title run and what it signals for the national team* Why Rafa Márquez's youth-watching role matters for Mexico's pipeline* The Leagues Cup disaster: Chivas' exit, travel chaos, officiating complaints, and why both Liga MX and MLS fans agree—nobody loves this tournament* Chivas' attacking problems and pressure on Gabriel Milito* Cruz Azul's cultural shift and what winning means for Liga MX's identityFor anyone following Mexican football beyond the score, this is the episode that connects the chaos, the politics, and the future moves nobody's talking about yet.

Why do some companies become more valuable after laying off thousands of employees?In this episode of Corporate Finance Explained, we explore the financial logic behind corporate restructuring and why the market often rewards companies that make difficult decisions before a crisis forces them to. Using real-world examples from Meta, Intel, Sears, and JCPenney, we explain how operational restructuring can strengthen a business, improve capital allocation, and create long-term shareholder value.You'll learn why successful restructurings go far beyond layoffs. We break down the three pillars of operational restructuring: cost resets, operating model redesign, and portfolio pruning, and show how companies use these strategies to improve efficiency while protecting future growth. We also explain why timing matters and how proactive restructuring differs from reactive cost-cutting.

Another Success from Distress - a CCAA that ended with the lender paid in full and a successful relaunch of a business; why banks only discount debt after a real process; the merchant cash advance death spiral; and beating the investor's brokerage account.This Week•  “Another Success From Distress” — Sirona Pharma exits its CCAA: licence problems resolved, business sold as a going concern•  Sapphire Global's DIP — a lender with no prior connection to the file — repaid in full•  Services and capital are merging — how we manage acting on both sidesLesson Learned: Discounts Are Earned, Not Asked For•  Tariff-hit automotive/aerospace client — revenue down 80%, loan called, a forbearance agreement bought time•  A SISP with a credible third party proved market value — then our financing arm bought the bank's debt at a discount•  Banks don't discount because you ask — you have to give them the ammunition for credit approvalStruggles: The Merchant Cash Advance Death Spiral•  A $25K payroll problem → an online portal → a $15,000 advance that costs $5,850 in four months — over 100% annualized•  Stack a few and your cost of capital passes 100% — no business survives that•  Sometimes the only way out is a stop payment on the debits — and taking the fightWhat I'm Thinking About: Beating the Brokerage Account•  The S&P 500 paid about 23% a year for the last three years — liquid, diversified, and it never calls with a problem•  Your deal has to survive that comparison — after tax on the withdrawal, fees, risk, and illiquidity•  What wins: real security over real assets, with comparable returns

Is AI really causing widespread job losses, or are a small number of announcements creating a much larger narrative? In this episode of Tech Talks Daily, I speak with Marvin Pohl, chief data scientist and cofounder of Clarecast, about AI layoffs, quiet restructuring, predictive workforce intelligence, and the responsibility that comes with forecasting company growth. Marvin's career began in physics and physical chemistry. After completing his PhD in Germany, he worked at Berkeley Lab and UC Berkeley before moving into data science at BASF. He describes how his role changed as generative AI entered the workplace. Initially, he encouraged skeptical colleagues to understand what language models could do. Today, he often finds himself warning people against accepting confident AI answers without checking the evidence. Clarecast was founded by Marvin, Jonathan, and CEO Bradley Taylor. The company combines employment profiles, job postings, technology adoption, stock information, industry data, and other signals to forecast how businesses may develop. Marvin says Clarecast covers over four million US companies and produces company-level forecasts extending 18 months. We discuss Clarecast's report on "quiet restructuring." The report considers whether AI-related workforce contraction may appear through slower hiring, unfilled positions, internal reorganization, automation, and the creation of new AI-related roles rather than widespread mass layoffs. Marvin says fewer than 100 companies in Clarecast's database had publicly attributed layoff announcements to AI. He describes this as a small proportion of the companies being analyzed and says projected US workforce growth appeared broadly flat rather than approaching a sudden collapse. However, Marvin is careful about what those findings can prove. The report presents a hypothesis, its model outputs are estimates, and correlation does not establish causation. Companies can change their hiring for many reasons, while employment data often takes time to reflect what has happened. Many of the AI-related announcements included in Clarecast's early analysis were also less than six months old. Marvin says a reliable assessment of whether companies followed through will require additional time because job postings, employment profiles, and reported headcount do not update immediately. We also discuss how Clarecast plans to apply its company intelligence to sales prospecting. Marvin argues that poorly personalized AI outreach is reducing response rates. Clarecast wants to help businesses identify a smaller number of companies that are showing signals of genuine need, allowing sales teams to spend additional time on relevant and personalized communication. How should business leaders use predictive intelligence without turning a probability into a predetermined outcome? Listen to the episode and share your thoughts with me.

Considering how much of our body is made up of water, we really should be making extremely clean water a much bigger priority than we do. Even the best purifiers don't change the molecular bonds of the water molecules. And good luck with microplastics. Tim James from Chemical Free Body brought a Water H3RO to Anarchapulco to demonstrate how it works and what it does the restructure the water. Every morning, there was a large container of Green 85 using water from the H3RO at the Chemical Free Body booth, and it was a topic of great discussion.Tim JamesChemical Free Body | Promo Code: MACRO---Macroaggressionswww.Macroaggressions.ioMerch StoreLink Tree Video ChannelsRumble | YouTube | BrighteonActivist PostNewsletter Sign UpAudiobooksHypocrazyThe Octopus of Global ControlSupport Our SponsorsReplace Your Mortgage: www.WipeOutYourMortgageNow.comGround Luxe Grounding MatsC60 Power | Promo Code: MACROChemical Free Body | Promo Code: MACROWise Wolf Gold & SilverLegalShield: www.DontGetPushedAround.comChristian Yordanov's Health ProgramThe Dollar VigilanteNesa's Hemp | Promo Code: MACROAugason Farms

Editor Jon Fine joins GG Hawkins to discuss shaping The Revisionist, a dialogue-driven drama directed by Alex Vlack and starring Alison Brie, André Holland, and Dustin Hoffman. Fine explains how the cast's performances transformed the tone of the script, how music and abrupt sonic interruptions helped place viewers inside a writer's creative process, and how restructuring the film made its shifting layers of fiction and reality clearer. He also shares his Premiere Pro workflow, his approach to testing editorial ideas, and why emerging filmmakers should learn by making their own projects. In this episode, No Film School's GG Hawkins and guest Jon Fine discuss... How Fine's longtime creative partnership with director Alex Vlack led to The Revisionist Discovering unexpected humor and tragedy in the actors' interpretations of the script Finding a consistent tone across four distinct central performances The creative advantages of having an editor and director work together in the same room Using Philip Klein's score to evoke the interior world of Alison Brie's writer character Interrupting music with hard cuts to create surprise, humor, and playfulness Organizing scenes, takes, transcripts, and searchable dialogue in Adobe Premiere Pro Building a fast first assembly that closely followed the original screenplay Restructuring the film to make the writer's influence over the unfolding story more apparent Using producer, audience, and actor feedback throughout the iterative editing process Balancing the ensemble while keeping Alison Brie's character as the story's emotional anchor Finding usable moments within Dustin Hoffman's improvisations Why limited locations, a small cast, and dialogue-heavy scenes can benefit independent filmmakers Auditioning editorial ideas quickly instead of becoming overly attached to one version Creating an editing environment with natural light, plants, instruments, and opportunities to step outside What traditional editors can learn from filmmakers cutting polished videos on their phones Why the most effective way to learn editing is to make films with friends Memorable Quotes: “I still think the best way to make a film is to be in the room with someone.” “We wanted it to feel like you were inside of the head of a writer. You're in her mind.” “I'm really in favor of just auditioning ideas and trying things.” “I think the best way to learn is in practice.” Guests: Jon Fine Resources: The Revisionist on IMDb Find No Film School everywhere: On the Web: No Film School Facebook: No Film School on Facebook Twitter: No Film School on Twitter YouTube: No Film School on YouTube Instagram: No Film School on Instagram

Managing Editor Craig Bannister (CNS News) joins guest host Heidi Harris and Kim St. Onge to discuss a recent Rasmussen Reports survey examining public support for proposals associated with the Democratic Socialists of America (DSA). Bannister outlines survey data indicating 50% of Democratic respondents favor structural overhauls to the presidency and Supreme Court to place them under House jurisdiction. The discussion addresses demographic trends in progressive policy support, the political impacts of proposals such as prison abolition and Second Amendment restrictions, and the underlying motivations driving national policy debates. Hashtags: #CraigBannister #CNSNews #RasmussenPoll #DemocraticSocialists #SupremeCourt Restructuring #ProgressivePolicy #PoliticalDebate

When the Title Changes but the Authority Doesn't: Family Business Succession with Paul Edelman Most family business succession plans fail not because the legal structure is wrong, but because authority never actually moves. In this episode of Wealth Actually, Frazer Rice talks with Paul Edelman, PhD of Edelman & Associates about how to tell the difference between a real handoff and a cosmetic one. Edelman unbundles succession into six separate questions, explains the three behavioral tells that reveal who is really in charge, draws a hard line between a legitimate safeguard and an open-ended veto, and makes the case that agreement from a family is not the same thing as ownership of a decision. https://youtu.be/p2KCsftvM74 Key Takeaways Succession is not one decision — it is at least six. Who gets the economic benefit of ownership, who votes the shares, who appoints and removes directors, who runs operations, who receives what information, and who retains informal influence after formal authority ends. Watch behavior, not titles. Compensation changes and org charts are easy to read and easy to fake. How decisions actually get made — and whether they get reversed — is the real signal. Three tells that authority hasn't moved: the next management layer still routes real decisions to the founder; the successor has never had a disputed call stand; and in a genuine crisis, the founder is the one who walks into the room. Speed is not the test. A five-year transition can be disciplined development; a six-month transition can be denial with a deadline. The test is whether milestones and readiness criteria are observable and stable, or whether the goalposts keep moving. “Not ready” is not a concern — it is a placeholder. If a founder cannot restate it in specific, testable terms, the obstacle is emotional rather than substantive, and it needs a different path. Advisor impatience often masquerades as clarity. When you catch yourself thinking “why can't they just do this,” ask whose timeline is actually being served — the family's, or your need to close the file. A safeguard is bounded; a veto is not. Reserve specific extraordinary decisions with defined scope, thresholds, triggers, evidence, and duration. “The successor is in charge unless the founder feels uncomfortable” is an undefined operational veto. Agreement is not ownership. A family can be outvoted and formally agree while owning nothing. Ownership comes from having weighed the trade-offs and the implications of each option in the room. Timestamps [00:00] Cold open — why “he's just not ready” is untestable [01:05] Welcome: founders at the sell-or-transfer crossroads [01:48] Unbundling succession into six separate questions [02:23] Running a diagnostic on where the founder actually is [03:00] Watch behavior, not titles — and what the CFO tells you [04:00] Decision reversals and the second-guessing test [05:00] The crisis test: who owns the emergency [05:36] Fast handoff vs. staged succession and prolonged ambiguity [06:10] Milestones that show it's working — and goalposts that keep moving [08:00] Inside vs. outside successors and family dynamics [08:54] Competing heirs and the outside CEO as bridge or avoidance [09:47] Reading resistance: making “not ready” addressable [11:10] The advisory ecosystem's frustration with stalled progress [12:16] Whose timeline is being served? [13:31] Push, pause, or reframe — the art and science of advising [15:00] When to change the forum, the decision rights, or bring in a facilitator [15:36] Safeguards vs. vetoes and the trap doors founders build [17:37] Board composition: independence vs. familiarity [20:00] Restructuring boards to create seats for new expertise [20:54] Income-dependent family members vs. growth-minded owners [21:34] Agreement is not ownership: dividends vs. reinvestment [23:31] Matching complexity to the outcomes you need [25:00] Communicating decisions to people who weren't in the room [25:26] How to reach Paul Edelman [25:46] The Edelman–Shenkman trilogy for estate planning attorneys [29:19] Close Pull Quotes “If the CFO briefs the new successor CEO and then confirms things with Dad, then the org chart is not telling the real story.” — Paul Edelman “To have authority when things are going well is fine. But the person who owns the crisis is the one who's really owning the leadership.” — Paul Edelman “A safeguard should be limited, explicit, and connected to some extraordinary risk. A veto is an ongoing ability to stop or reverse any old ordinary decision.” — Paul Edelman “Just because there's an agreement in name doesn't mean there's ownership of the decision.” — Paul Edelman About the Guest Paul Edelman, PhD is a coach, facilitator, and mentor at Edelman & Associates, where he works with family enterprise and family office leaders on decisions that cannot be delegated. He holds a PhD in developmental psychology from Harvard University and a BS in physics from MIT, and serves as faculty at The UHNW Institute and the Bertarelli Institute for Family Entrepreneurship at Babson College. Contact Paul Edelman Email: paul@edelmancoaching.com Website: edelmancoaching.com (contact form on site) LinkedIn: linkedin.com/in/pauledelman The Edelman & Shenkman Trilogy Paul and Martin M. “Marty” Shenkman, CPA, MBA, JD, PFS, AEP (Distinguished), of Shenkman Tietz, have written a three-part series aimed at estate planning attorneys: Simplicity and its trade-offs — When Clients Ask for a Simple Estate Plan, WealthManagement.com / Trusts & Estates, July 8, 2026. The language of estate planning conversations — published in Steve Leimberg's LISI Estate Planning Newsletter (subscriber archive). Beneficiary education — forthcoming October 2026, expected in Estate Planning. Paul's running author archive: wealthmanagement.com/author/paul-edelman More from Paul Edelman Approval Is Not Ownership: Helping Family Office Investment Decisions Hold Under Pressure — Family Wealth Report, July 1, 2026 How Families Can Override Emotions to Make Better Judgments — Family Business Magazine, April 9, 2026 Lessons For Families And Their Advisors From A Hit TV Series — Family Wealth Report, February 24, 2026 Stronger Family Bonds and Better Strategic Decisions — FFI Practitioner, January 20, 2026 Frequently Asked Questions What are the six questions a family business succession decision should be broken into?Who receives the economic benefit of ownership; who votes the shares; who appoints and removes directors; who runs the company operationally; who receives what information; and who continues to hold influence after formal authority ends. Bundling these into a single “handoff” decision is what creates ambiguity. How can you tell whether authority has really transferred to a successor?Watch three behaviors. First, where the next management layer goes for real decisions — employees are excellent at reading where power actually lives. Second, whether the successor has ever made a call the founder disagreed with and had it stand. Third, the crisis test: when a covenant breaks or a key employee leaves, who walks into the room and who gets briefed afterward. Is a fast succession better than a gradual one?Speed itself is not the test. A five-year transition can represent disciplined development, and a six-month transition can be avoidance followed by an arbitrary deadline. What matters is whether responsibility moves against observable milestones, whether the successor learns from outcomes instead of being rescued, and whether readiness criteria stay fixed rather than shifting each time the successor advances. What is the difference between a safeguard and a veto?A safeguard is limited, explicit, and tied to extraordinary risk — selling the company, debt above a threshold, issuing new equity, changing core strategy, or related-party transactions — with defined scope, thresholds, process, duration, trigger, evidence, and who decides. A veto is an ongoing ability to stop or reverse ordinary decisions. If the founder can intervene whenever they feel uncomfortable, that is an undefined operational veto. How should advisors handle their own frustration with a stalled family?Notice that impatience often feels like clarity. When you think “I see exactly what they need to do, why can't they just do it,” that is often the moment to slow down and ask whose timeline is being served — whether the ambiguity is genuinely damaging the company, or whether the recommendation mainly closes the case and relieves the advisor's discomfort with uncertainty. What makes an independent director genuinely independent in a family company?The ability to exercise business judgment and fiduciary duty free from undue family influence or loyalty to a particular branch. A director who is the founder's golfing buddy or tied to one family faction will struggle to deliver the value independence is supposed to provide. Why isn't agreement good enough?Because agreement in name is not ownership. A family branch can be outvoted, formally accept the outcome, and still feel no responsibility for it. Ownership comes from working through the trade-offs — what each option makes better and worse — so participants can say they helped weigh the considerations even if the result was not their first choice. Full Transcript [00:00] Paul Edelman: The resistance often takes the form of some sort of concern that is stated like, for example, the most general concern that people will say is, well, he or she, the likely successor, is just not ready. But that phrase “not ready” is at a very high level of generality. It's not specific enough to be testable or to be capable of being satisfied. So the challenge is to work with the founder to help them express their concern in terms that are actually addressable. [00:36] Announcer: Welcome back to the Wealth Actually podcast, the show that features experts, entrepreneurs, and commentators that will give you the right knowledge, planning, and guidance so you can preserve your assets and enjoy your wealth. Learn more and subscribe today at wealthactually.com. This podcast is for educational and entertainment purposes. It is neither investment, legal, nor tax advice and does not represent the opinions of the employers of the host or guests. [01:05] Frazer Rice: Welcome aboard, Paul. [01:07] Paul Edelman: Thanks, Frazer. Looking forward to our conversation. [01:09] Frazer Rice: Well, it's important because I deal with a bunch of founders and a bunch of other business owners, families, et cetera, that are trying to make sense out of the concept of passing along the business either to the next generation or deciding to sell it, and all sorts of parts of that tough crossroads that everybody has to go through at some point. And that's really the crux of your practice — to help people with those conversations. [01:34] Paul Edelman: Yes. [01:35] Frazer Rice: So when we're thinking about that and kind of unbundling the decision to pass the business along, when a family wants to talk about that, what are the separate parts of that decision that need to be contemplated? [01:48] Paul Edelman: Well, I see at least six different questions that need to be separated. One is who receives the economic benefit of ownership in the company. Another is who gets to vote the shares. And a third is who appoints and removes the directors. Then there's who runs the company from an operational standpoint, and who receives what information. And then, who continues to have influence even though they may no longer have formal authority. [02:23] Frazer Rice: So once you get into the… it always seems to me to be tough to sort of say, okay, here are six things that have to happen, and that's a lot for somebody to digest in the course of one or two meetings and get the buy-in from all the different constituencies that are interested in what the business is up to. How do you run a diagnostic to understand where a founder is — or generation one — in their own head space, and understanding what control being passed on looks like in summary form on those six different aspects that you brought up? [03:00] Paul Edelman: I think the key thing is to watch behavior more than titles. People often pay a lot of attention to when the titles have shifted or compensation shifts, things like that. But they pay less attention to how decisions are being made and whether those decisions get reversed. So when the title has moved but the authority hasn't moved, you tend to see three different things. First of all, you can see something going on at the next level down in management — not with the founder and successor per se, but with the other executives. You can ask yourself, who do they go to for the real decisions? If the CFO briefs the new successor CEO and then confirms things with Dad, then the org chart is not telling the real story. [04:00] Paul Edelman: Employees are excellent at reading where the actual power lives, because they can't afford to be wrong about that sort of thing. So that's one clue. Another is to look at decision reversals, or what is more commonly called second-guessing. You want to look for whether the successor has made a call that the founder disagreed with. And if so, did it stand, or did it get reversed? If the company is two years into succession and that's never happened, it's possible that the successor is pre-clearing everything with the former CEO and only making decisions that they know will be approved. So in that case, it's not real authority. And a third situation is what you could call a crisis test. [05:00] Paul Edelman: So when something genuinely bad happens — there's a breach of a covenant, or a key employee departs, or a lawsuit — the question is, who do people go to? Who walks into the boardroom and into the decision-making situation, and who ends up getting briefed afterwards? To have authority when things are going well is fine, but the person who owns the crisis is the one who's really owning the leadership, in a sense. [05:36] Frazer Rice: So one of the avenues that I think is interesting, that I read in your materials ahead of time, was the idea that a quick succession oftentimes — and maybe not often, but can be — a better avenue in terms of moving the succession forward, as opposed to having a staged succession where a long period of ruminating and decision-making often perpetuates ambiguity, or even confusion, amongst different constituencies both managerially and ownership-wise. [06:10] Paul Edelman: Speed itself is not the test. You could have a five-year transition that represents disciplined development of the successor, and you could also have a six-month transition that essentially is a denial of what needs to happen, followed by some kind of a deadline. But you certainly don't want to allow things to drift. If the transition is proceeding gradually, you can tell it's working if responsibility and authority are moving according to observable milestones. So the successor is making increasingly consequential decisions. They're learning from the outcomes rather than being rescued by the founder or the prior leader from their mistakes. [07:01] Paul Edelman: They're developing important relationships and they're becoming someone that others rely on. The criteria for readiness also should become clearer over time, and the founder's involvement should change in ways that are recognizable. So that's the ideal. But sometimes a gradual transition represents avoidance, and in those cases you see criteria — sometimes people refer to them as the goalposts — that keep moving. And decisions are repeatedly returned to the founder. Also, each step that the successor takes toward greater authority may be followed by a new reason why the founder feels that they're not ready. So the question that can be asked is: what are the capabilities that the successor is developing, and what specific evidence would demonstrate that? [08:00] Frazer Rice: When you're diagnosing what those capabilities are, as part of that diagnosis, if the successor is inside the family versus outside the family, how do you diagnose whether that is a positive or a negative, in addition to maybe the harder skill sets that are being dealt with? [08:29] Paul Edelman: If the successor is from inside or outside the family, I would say that many of the capabilities needed for leadership are the same. [08:40] Frazer Rice: Yeah, I was going to say — if you run into situations where a family member is capable skill-wise, but there are dynamics issues that have prevented their succession to the throne, essentially. [08:54] Paul Edelman: Sometimes there may be a situation in which you have more than one potential successor and they're in competition with one another, and the family is reluctant to declare a winner. And so one move that can be made in that situation is to essentially bypass the decision by going to the outside to bring in someone. It could be a kind of conflict avoidance mechanism. On the other hand, if no successor is really ready, then sometimes going to the outside can be an interim move. So some companies will hire an external candidate for CEO with the expectation that part of the responsibility will be to develop one of the family members who ultimately may take over. [09:47] Frazer Rice: And so part of your methodology is to read resistance in the room and understand where those pain points are. How does a founder, or generation one, or the successive generations understand what the resistance is? And how do you help them overcome that? [10:02] Paul Edelman: The resistance often takes the form of some sort of concern that is stated like — for example, the most general concern that people say is, well, he or she, the likely successor, is just not ready. But that phrase “not ready” is at a very high level of generality. It's not specific enough to be testable or to be capable of being satisfied. So the challenge is to work with the founder to help them express their concern in terms that are actually addressable. If you try to do that and you're unable to, that's an indication that the concern is less about something specific and addressable, and more about some unpleasant feelings that the founder is experiencing — and that implies a different path for how to address those, or what needs to be done. [11:10] Frazer Rice: For those of us in, let's call it the advisory ecosystem — that can be the wealth manager, or the lawyer, or the accountant, the people who help guide the technical succession issues, whether it's tax planning or trusts and estates or even just the corporate handoff — oftentimes we're presented with situations that just get muddled, and we look at lack of progress with frustration. How does an advisor deal with that, when the instinct and in a sense the business model is to try to push, to get resolution and to get progress on these types of issues? [12:16] Paul Edelman: The signal that I watch for is what that impatience feels like to the advisor. Sometimes it feels like clarity. The advisor says to himself, oh, I see exactly what they need to do — why can't they just do this? And in my experience, that's often the moment when it's helpful for the advisor to slow down. Not because the family should be allowed to delay indefinitely, but because the advisor's own need for resolution may begin to shape what they say and do, and the advice that they give. [13:00] Paul Edelman: One useful check that advisors can use for themselves is to ask whose timeline is being served. There may be a genuine business reason to act — it may be, for example, that the continued ambiguity is hurting the company, or weakening the successor, or leaving employees unsure about who's in charge. But I would also ask myself, and other advisors can ask themselves, whether their recommendation is mainly to help them close the case, or to demonstrate progress, or to relieve their own discomfort with uncertainty. [13:31] Frazer Rice: The concept of — this is really, I guess, the mix of art and science of advising — between push versus pause versus a total restructure or a reframing of the conversation. There's an intersection of, you have to have the technicals down, but then experience in dealing with personalities, experience with dealing with the specific family and situation, and guiding that. [14:15] Frazer Rice: I imagine occasionally you run into situations where, at the intersection between the advisors and the family, they feel stuck. And so then the concept of getting them unstuck — yet there is resistance to maybe bringing in a facilitator to help grease the skids and get the conversation moving again. How do you help that reframing discussion? [14:40] Paul Edelman: I guess the question I would ask is, where do things stand? Has a decision actually been made, or is the obstacle substantive, or is it the process? So when a decision has been reached through a legitimate process and what you see is some sort of executional drag or discomfort, those are the situations where I think it's helpful to hold the boundary. You can acknowledge whatever feelings may be slowing things down, but there's not a need to reopen the decision. [14:55] Paul Edelman: On the other hand, if the discomfort that people are feeling suggests that there's some sort of important concern that hasn't yet been understood, then that's where I would pause. And that pause can involve useful work. You can ask people, what is it you're trying to protect? What are the consequences that you fear? What would need to be true for proceeding to feel responsible rather than reckless? And then there are times when it makes sense to restructure or to add structure. So for example, the choices are pretty clear, but the same conversation keeps recurring and producing the same result. In that case, you want to think in terms of either changing the forum, or clarifying the decision rights, or maybe dividing the issue into smaller decisions, or even bringing someone in to help structure the conversation, like a third-party facilitator. [15:36] Frazer Rice: The handoff ultimately — when the founder, or generation one, has gotten to the point where they're ready to move things along to the next set of operators, the next set of owners — and at the same time, in order to feel safe, they've created some safeguards, or let's call it some trap doors or back doors, to be able to help influence decisions if they feel like things are going in a different direction. How do you think about it so that they don't turn into pain points — maybe regret that turns into a veto power that stymies the succession, even if it's already been decided and put in motion? [16:21] Paul Edelman: Well, I think you put your finger on it. There's a key distinction to be made here between a safeguard and a veto. A safeguard should be limited, explicit, and connected to some extraordinary risk, whereas a veto is kind of an ongoing ability to stop or reverse any old ordinary decision. So when it comes to safeguards, a family might reserve certain kinds of decisions — like selling the company, or taking on debt above a certain level, or issuing new equity, or changing the basic business strategy, or entering into a transaction with a family member. [16:59] Paul Edelman: Those kinds of things can be specified, and the scope, the threshold, the decision process and the duration of the safeguard should be clear — as well as who can invoke that protection, what evidence is required, and who decides whether the trigger has occurred, and so on. So the problems arise when the arrangement is essentially one in which the successor is in charge unless the founder feels uncomfortable. If the founder is allowed to intervene anytime they feel uncomfortable, as opposed to for these specific kinds of reasons, then you're dealing with more of an undefined operational veto. [17:37] Frazer Rice: To that end — boards of directors related to these companies, whether they're private or public, but we're really talking about private in most cases. The constitution of those boards: how involved do you get in that? And what is the importance of independence versus familiarity versus family member input, to act as a go-between in many ways between founder, the operational executives, and then ultimately the owners? [18:07] Paul Edelman: Well, in order to really add value — the kind of value that independent directors can potentially offer to a company — they need to be adequately independent. That is to say, they need to be able to exercise their sound business judgment and carry out their fiduciary responsibilities in a way that is free from undue influence by other kinds of family considerations, and potentially loyalty to particular family members. So I think in those cases where a so-called independent board member is actually a golfing buddy of the CEO or the founder, or has a tie to one particular family member or branch of the family, it may be harder for them to bring the full value that an independent director can bring. [18:55] Paul Edelman: Then of course, another reason why companies bring in independent directors is because they have some additional expertise that the current board members or family members lack. So for example, a colleague and I are working with a company right now where the core business has been subject to commoditization, and they've made a strategic decision to diversify. But in order to diversify, they need to bring in people with new expertise, particularly in the line of business that they want to move into. In order to do that, they need to create some space in their board or boards of directors — they have several different kinds of boards. And as part of this, we were brought in to take a look at those existing boards and help them think about how to restructure in a way that could create some open seats while minimizing the displacement of people who are currently board members, including family members who are board members, who may not feel too positively about losing their board seat. [20:54] Frazer Rice: Related to board seats, but more specifically to family ownership — the concept of family members who rely on the family business for income, versus maybe other parts of the family that are looking at the business and thinking of growing the valuation or innovating with the business, that type of thing. With the tension between those two different components, how do you solve for that and have that conversation stay productive, when I imagine it can get emotional very quickly? [21:34] Paul Edelman: This is where a third-party facilitator can be helpful to slow things down. When things begin to get heated, it's often helpful to have a neutral or impartial person present who can help to reduce the heat in the conversations. There are a number of things in particular that can be done under those circumstances. First of all, anytime there are these kinds of tough decisions, there's never a single right answer. There's always trade-offs involved. And some boards work their way through these things by voting. I'm dealing with a situation right now where some members of the family were outvoted. At the end of that vote, they say, okay, we now have an agreement, we're going to move forward with this. But just because there's an agreement in name doesn't mean there's ownership of the decision. [22:34] Paul Edelman: So in order to create ownership, I think it is helpful to have the difficult conversations and to consider the implications of going one way versus another. If we were to distribute all this money in the form of dividends, what would be the benefits of that, and what would be the costs associated with that? And on the other hand, if we were to plow it all back into growth of the business, what's the upside and downside of that? Only by considering different options and the implications of each can the family ultimately arrive at a decision where people feel like, well, I may not have agreed to this, but I was part of the discussion, I was part of the process of weighing the different considerations, and I'm willing to buy into this. In other words, I feel some ownership for this decision. [23:31] Frazer Rice: As we start to wind down here, an interesting concept is what should all the constituencies come away with from the decision-making process. And as a follow-up to that is simplicity versus complexity of the solution. How do you manage that so that you take care of the needs of the business and the needs for structuring, with the need for simplicity, so that everyone who comes away from the discussion and the decision-making understands what's been put in place? [24:06] Paul Edelman: As far as the solution itself goes, the level of complexity should match what's required to accomplish the desired outcomes. So complexity for its own sake is not useful. But when you're trying to accomplish more than one thing at a time, it may require a more complex approach to the solution. So that's on the solution side. Now the other side of it has to do with communication. How do you share what's been decided with other people, especially people who haven't been in the room? And I think that the best way to do that is to try to explain clearly what was the context of the situation in which the need to make this decision arose; what were the desired outcomes that the decision makers were trying to produce, what were they trying to accomplish; and the flip side of that is what were they trying to avoid, or what were they trying to protect. [25:00] Paul Edelman: When you share all of that, the rationale for the decision becomes more understandable, and also you have a better case for justifying any complexity that's part of the decision. As far as complexity goes, of course, you want to use the simplest, most straightforward language to describe what you've come up with. But I think the key thing to getting buy-in is to make sure that the rationale is clear, and people understand that there was a thoughtful and systematic process behind it. [25:26] Frazer Rice: Really good stuff. Paul, how do people find you to hear more about what you're up to? [25:32] Paul Edelman: My website is edelmancoaching.com. So people can go to edelmancoaching.com, read more about the work that I do, and there's a contact form there. Or people can simply email paul@edelmancoaching.com. [25:46] Frazer Rice: Just to — because you're being very humble — you have a couple of articles coming out with Marty Shenkman, where the intersection of probably the trust and estate planning and the actual, let's say, getting the business ready for the next generation, whatever form that takes, is probably front and center there. How would people find that? [26:06] Paul Edelman: So we've written three articles recently, kind of a trilogy, and they're each going to be carried in different places. Two have already come out, and one is due to come out. These are aimed primarily at estate planning attorneys. But the first one is on when the client asks for a simple estate plan. And this relates a little bit to what you were describing, in a different domain — the domain of trusts and estate plans and so on. But the point that we make is that the client's request for simplicity is understandable, and ideally the attorney will validate that. But at the same time, along with the request for simplicity goes potentially some compromises, because when you have multiple desired outcomes, it may take more of a complex structure to achieve those outcomes. So the role of the planner is not to introduce complexity for its own sake, but to make clear to the client [27:06] Paul Edelman: what trade-offs they'd be making if they went with a simpler plan, and what additional protections they can get by considering a more complicated one. Then the second piece is on the use of language in these estate planning conversations. And again, it relates to this concept we were talking about a minute ago, of the difference between agreement and ownership. Some clients are willing to agree to whatever the attorney says. If you say to them, “Well, I think this is the best plan for you,” they say, “Fine, where do I sign?” But the goal, ideally, is more than just agreement. It's ownership. Because in the absence of ownership — and by ownership, I mean that the client understands the trade-offs that are being made, they feel that they had agency in the process of making those trade-offs — [28:06] Paul Edelman: and ultimately, if something doesn't work out as well as hoped, people will not go back and point a finger at the planner and say, “You did this, how could you do this?” or something like that, but rather, “This was a collaborative effort. You made clear what the choices were, and we made them together.” So that piece talks about language, and how, for example, there's a difference between saying to a client “you should do this,” and speaking to them in terms of what they can do. [28:42] Frazer Rice: And then the third piece — when's that coming out? [28:46] Paul Edelman: The third piece is on beneficiary education, and that one will come out in October. And so the first piece came out in a publication called Wealth Management. The second piece came out in a newsletter that's published by, I think it's LISI. And the piece that's coming out in October is, I think, being published in a magazine or a journal, something like Estate Planning. [29:19] Frazer Rice: They're everywhere. So, terrific. Well, Paul, thanks for being on. I'll put all that in the show notes, and look forward to staying in touch. [29:26] Paul Edelman: Thanks very much, Frazer. [29:28] Announcer: This podcast is for educational and entertainment purposes. It is neither investment, legal, nor tax advice, and does not represent the opinions of the employers of the host or guests. Additional Links Mark Tepsich of Family Governance https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/

John Maytham speaks to Matthew Cruise, Energy Analyst at IMPOWER. He'll explain how Eskom's evolving pricing model fits into the broader restructuring process, whether greater competition could ease pressure on electricity tariffs over the long term, and what South Africans should realistically expect as the country's electricity market transitions to a new operating model. Presenter John Maytham is an actor and author-turned-talk radio veteran and seasoned journalist. His show serves a round-up of local and international news coupled with the latest in business, sport, traffic and weather. The host’s eclectic interests mean the program often surprises the audience with intriguing book reviews and inspiring interviews profiling artists. A daily highlight is Rapid Fire, just after 5:30pm. CapeTalk fans call in, to stump the presenter with their general knowledge questions. Another firm favourite is the humorous Thursday crossing with award-winning journalist Rebecca Davis, called “Plan B”. Thank you for listening to a podcast from Afternoon Drive with John Maytham Listen live on Primedia+ weekdays from 15:00 and 18:00 (SA Time) to Afternoon Drive with John Maytham broadcast on CapeTalk https://buff.ly/NnFM3Nk For more from the show go to https://buff.ly/BSFy4Cn or find all the catch-up podcasts here https://buff.ly/n8nWt4x Subscribe to the CapeTalk Daily and Weekly Newsletters https://buff.ly/sbvVZD5 Follow us on social media: CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

The modern medical system isn't built to keep you healthy, it's built to treat you once you're already sick. Between skyrocketing premiums and high-volume clinics forcing physicians to speed through appointments, patients end up feeling like numbers on a spreadsheet instead of human beings. Investing early in your physical well-being is the only way to avoid paying a massive tax on your body and bank account later in life. Jordan Cash, co-founder of SALT Health, brings nearly twenty years of industry experience to explain how combining primary care, fitness, and recovery under one roof changes the entire patient dynamic.We sit down to talk about the underlying financial structures that force traditional doctors to see thirty patients a day and why that environment creates massive burnout for practitioners. We get into the actual math behind deductible spending, how lifestyle choices impact multiple generations of a family, and the shift from reactive treatments to proactive longevity. Jordan shares his unique perspective on integrating personal training, dietetics, and medical care into a single collaborative team without sending patients through a maze of external referrals.Walking away from the standard healthcare model requires an honest look at where your time and money actually go every month. True health management isn't about jumping on trendy diets or cutting out specific food groups, but rather setting up sustainable systems that prevent chronic issues long before a hospital visit is required. Restructuring your daily habits and finding a team that actually tracks your long-term progress takes effort, but waiting for a sudden health crisis is always the more expensive path.If you care about preventive wellness, fixing broken industry models, and building long-term personal longevity, you'll get a lot from this episode. Make sure to subscribe to the channel, share this with a friend, and leave a comment below. What is the single biggest frustration you have experienced with standard doctor visits?

Good morning from Pharma Daily: the podcast that brings you the most important developments in the pharmaceutical and biotech world. Today, we dive into the latest news shaping these dynamic sectors, exploring strategic corporate maneuvers, groundbreaking scientific advances, and pivotal regulatory changes. GlaxoSmithKline (GSK) is embarking on a comprehensive restructuring initiative aimed at achieving $2.5 billion in annual cost savings by 2029. This ambitious initiative underscores the company's commitment to strengthening its late-stage research and development capabilities. The strategy involves optimizing mature product lines, procurement processes, and supply chain efficiencies, reflecting broader industry trends where financial prudence is balanced with innovation. As part of this transformation, GSK plans to relocate its research headquarters near AstraZeneca's facilities, though specifics on employment impacts remain under wraps. This restructuring highlights the competitive nature of the pharmaceutical landscape and GSK's intent to maintain its edge through enhanced R&D initiatives. Meanwhile, Johnson & Johnson is nearing a resolution in its extensive talc litigation by proposing a $5.5 billion settlement to resolve approximately 76,000 lawsuits. These lawsuits allege that J&J's talc-based baby powder caused ovarian cancer. This potential settlement represents a significant step toward closing a protracted chapter of legal scrutiny for J&J, offering the company a chance to mitigate ongoing legal risks and refocus on core business operations. On the regulatory front, MannKind has secured FDA approval for its fast-acting edema autoinjector, reflecting an ongoing emphasis on addressing unmet medical needs with innovative delivery mechanisms. Conversely, Baxter has issued a recall for one lot of cefazolin in dextrose injection due to contamination concerns, underscoring the continuous challenges of ensuring product safety within complex manufacturing and supply chain environments. In terms of public health initiatives, Gilead Sciences is employing a novel approach to HIV prevention through its "Up to Date" campaign featuring comedians Nicole Byer and Devon Walker. This effort aims to destigmatize HIV discussions within the Black community by leveraging humor and relatability—a testament to evolving strategies in patient engagement and education. In drug development news, Atea Pharmaceuticals is making strides with its hepatitis C treatment candidate following positive Phase 3 trial results showing equivalence with Gilead's Epclusa. This positions Atea for further clinical evaluations and potential market entry with a simplified treatment regimen. Similarly, Hansoh Pharmaceutical's collaboration with GSK has yielded another Phase 3 success for their B7-H3-directed antibody-drug conjugate in China, highlighting the growing importance of targeted therapies in oncology. Emerging biotech hubs are reshaping the industry's landscape as cities beyond traditional centers like Boston and San Francisco gain prominence. This geographical diversification reflects global trends in biotech innovation and investment. In clinical advancements, Altimmune's GLP-1/glucagon receptor-targeting drug shows promise in reducing heavy drinking among individuals with alcohol use disorder (AUD). This finding opens new therapeutic avenues for AUD by leveraging mechanisms traditionally associated with weight loss medications. Concurrently, regulatory scrutiny remains high as Replimune faces setbacks with its melanoma data package deemed "not interpretable" by the FDA—an indication of the rigorous standards required for gaining regulatory approval. The geopolitical landscape also influences industry dynamics, particularly in China where intellectual property risks are heightened under new legislative acts. Companies must navigate these complexities strategically to protect innovations while capitalizing on market opportunities. Financially, Novo Holdings-backed Claris has secured $118 million in Series B funding to advance its corneal disease drug candidate—a substantial investment underscoring growing interest in ophthalmology therapeutics. Additionally, RA Capital has launched Oak Hill Bio onto Nasdaq via a special purpose acquisition company (SPAC), focusing on rare genetic diseases—a strategy showcasing continued momentum within biotech to leverage financial tools for niche therapeutic advancements. Overall, these developments reflect an industry characterized by rapid scientific progress and evolving regulatory landscapes. Companies are under pressure to optimize operations while ensuring robust clinical data to meet regulatory standards. As these sectors strive for innovation and patient care advancements amidst competitive global markets, balancing innovation with safety and efficacy remains paramount. As always, we'll continue to track these stories closely and bring you the latest insights right here on Pharma Daily.Support the show

In this episode, I'm joined by my wonderful client, Kelly Chakerian, owner of Abide—a boutique home goods store with an integrated interior design division in California. Today is a super special day because Kelly is officially graduating from the Inventory Genius program! We look back at where Kelly's business was just one year ago—feeling discouraged, constantly stressed by financial chaos, and checking bank accounts daily—and contrast it with where she is today. From structuring proper design fees to setting up clean bookkeeping systems and organizing her operational calendar, Kelly shares how gaining control of her numbers gave her back precious time, mental peace, and the ability to run her business with total confidence. Key Takeaways Financial Clarity Eliminates Operational Stress: Chaos in your bank account almost always spills over into operational burnout. Organizing your finances frees up the mental bandwidth you need to lead and grow your business. Valuing Your Time: If you offer design, styling, or consulting services alongside retail products, charging properly for your time is critical for long-term profitability. The "Monday Admin" System: Transitioning from checking bank accounts every single day to dedicating one day a week for financial check-ins completely removes day-to-day money anxiety. Setting Boundaries & Enjoying Life: Knowing your true numbers empowers you to step away. With a solid foundation, Kelly was able to plan and fund a 10-day summer closure to rest and re-energize with her family without fear or stress. You Don't Have to Be a Math Genius: You don't need a finance background to master inventory and business finances—even self-proclaimed "Type B" business owners and busy moms can do this with the right system! Episode Highlights Kelly shares where she was a year ago: seeing outward success in her store, but not seeing it reflected in her bank account. Restructuring service and design fees so you stop working for free and actually enjoy serving your clients. How clean bookkeeping and simple tracking systems take the intimidation out of finances. Stopping the cycle of daily bank account checks and adopting a structured weekly routine. Taking time off: How financial confidence allowed Kelly to safely shut down her shop for 10 days during slow season to spend time with her family. Why small adjustments can save independent brick-and-mortar shops from burnout and closure. Kelly's parting words of encouragement for business owners who feel intimidated by their numbers. Memorable Quotes "Don't worry about what the numbers say, just track them. You can't fix what you aren't tracking." — Ciara Stockeland "The ability you had to open your own business—you have that same courage to learn about the ins and outs of your finances. If I can figure it out and learn, anybody can." — Kelly Chakerian Connect & Next Steps Share the Love: Know another boutique owner or entrepreneur who needs encouragement with their numbers? Forward this episode to a business friend! Ready to Master Your Inventory & Profits? If you're ready to transform financial confusion into total confidence, visit my website to learn how we can work together. Work with Me - https://www.ciarastockeland.com/work-with-meVisit the Bookstore - https://www.ciarastockeland.com/bookstoreSign Up for Free Weekly Tips and Trainings - https://www.ciarastockeland.com/subscribe

In this episode, I'm joined by my wonderful client, Kelly Chakerian, owner of Abide—a boutique home goods store with an integrated interior design division in California. Today is a super special day because Kelly is officially graduating from the Inventory Genius program! We look back at where Kelly's business was just one year ago—feeling discouraged, constantly stressed by financial chaos, and checking bank accounts daily—and contrast it with where she is today. From structuring proper design fees to setting up clean bookkeeping systems and organizing her operational calendar, Kelly shares how gaining control of her numbers gave her back precious time, mental peace, and the ability to run her business with total confidence. Key Takeaways Financial Clarity Eliminates Operational Stress: Chaos in your bank account almost always spills over into operational burnout. Organizing your finances frees up the mental bandwidth you need to lead and grow your business. Valuing Your Time: If you offer design, styling, or consulting services alongside retail products, charging properly for your time is critical for long-term profitability. The "Monday Admin" System: Transitioning from checking bank accounts every single day to dedicating one day a week for financial check-ins completely removes day-to-day money anxiety. Setting Boundaries & Enjoying Life: Knowing your true numbers empowers you to step away. With a solid foundation, Kelly was able to plan and fund a 10-day summer closure to rest and re-energize with her family without fear or stress. You Don't Have to Be a Math Genius: You don't need a finance background to master inventory and business finances—even self-proclaimed "Type B" business owners and busy moms can do this with the right system! Episode Highlights Kelly shares where she was a year ago: seeing outward success in her store, but not seeing it reflected in her bank account. Restructuring service and design fees so you stop working for free and actually enjoy serving your clients. How clean bookkeeping and simple tracking systems take the intimidation out of finances. Stopping the cycle of daily bank account checks and adopting a structured weekly routine. Taking time off: How financial confidence allowed Kelly to safely shut down her shop for 10 days during slow season to spend time with her family. Why small adjustments can save independent brick-and-mortar shops from burnout and closure. Kelly's parting words of encouragement for business owners who feel intimidated by their numbers. Memorable Quotes "Don't worry about what the numbers say, just track them. You can't fix what you aren't tracking." — Ciara Stockeland "The ability you had to open your own business—you have that same courage to learn about the ins and outs of your finances. If I can figure it out and learn, anybody can." — Kelly Chakerian Connect & Next Steps Share the Love: Know another boutique owner or entrepreneur who needs encouragement with their numbers? Forward this episode to a business friend! Ready to Master Your Inventory & Profits? If you're ready to transform financial confusion into total confidence, visit my website to learn how we can work together. Work with Me - https://www.ciarastockeland.com/work-with-meVisit the Bookstore - https://www.ciarastockeland.com/bookstoreSign Up for Free Weekly Tips and Trainings - https://www.ciarastockeland.com/subscribe

Ömer, Vahit ve Yaşar dünya ekonomisinin geçirdiği dönüşümü konuşuyor.0:00Giriş2:16 Trump'ın Gümrük Vergileri ve Küresel Etkisi3:59 Küreselleşmenin Sonu ve Tedarik Zincirlerindeki Değişim7:00 ABD'nin Yeni Sistem Arayışı ve Nedenleri8:10 Küreselleşmenin Kazananları ve Kaybedenleri (ABD ve Çin)17:12 Küresel Ticaret Akışları ve Bölgesel Dengeler18:54 Orta Sınıf Tartışması ve Küreselleşmenin Tüketim Rolü25:05 Gümrük Vergilerinin Ekonomik Etkileri ve Dengeleme Çabaları28:51 Küresel İş Bölümü ve Üretimin Dikeyleşmesi37:12 Güvenlik Algısının Küreselleşmenin Sonu Üzerindeki Rolü42:55 Teknoloji ve İşgücü Piyasasındaki Dönüşüm47:27 Savunma Sanayii Örneği ve İşgücü Trendleri50:50 Asya Ülkelerinin Büyümesi ve ABD Politikaları1:01:13 ABD Stratejisi, İstisnalar ve Yeni İttifak Arayışları1:12:39 Güvenlik Öncelikleri ve Avrupa'nın Rolü1:34:30 Avrupa'nın Durumu, Çin ile İlişkiler ve Küresel Kamplaşmalar1:53:41 Hindistan ve Rusya'nın Küresel Denge Arayışları2:08:03 İzleyici Soruları ve Türkiye Dış PolitikasıKaynaklar:Branko Milanovic: What Comes After Globalization? https://jacobin.com/2025/03/what-come...Stephen Miran: A User's Guide to Restructuring the Global Trading System https://www.hudsonbaycapital.com/docu...

In this episode, we're taking you behind the scenes of the single biggest season of change in our business.We flew in our leadership team to evaluate every aspect of our organization, restructure our daily workflows, optimize our studio spaces, and roll out massive company policy upgrades based on direct employee feedback. If you want to know what it actually takes to scale a company while building a healthy team culture, this episode is for you.But it wasn't all corporate strategy! I'm also sharing my relaxing baby shower retreat at a beautiful estate and everything that went into creating such a meaningful day.Show Notes:Email your questions to us ⁠⁠HERE⁠⁠!hello@everythingenvy.com Stetson's shirt: https://urlgeni.us/amzn/NE6oPd Stetson's shorts: https://urlgeni.us/amzn/cSR5G Stetson's necklace: https://urlgeni.us/amzn/Fy_J9B Stetson's sandals: https://urlgeni.us/amzn/BLMT7E Margaret's 2-piece set: https://urlgeni.us/amzn/Ht3INi Margaret's bracelet: https://urlgeni.us/amzn/06xY7M Margaret's earrings: https://urlgeni.us/amzn/6U0cW_ Our Vlog on YouTube:⁠⁠https://urlgeni.us/youtube/channel/EE_Podcast_YouTube⁠Free EE Vision Board Template Link:⁠⁠https://urlgeni.us/EE_Podcast_FreeVisionBoard⁠Everything Envy Links:Amazon Store: ⁠⁠https://urlgeni.us/amzn/podcast_storefront_EE Instagram: https://urlgeni.us/instagram/podcast_IG TikTok:  ⁠⁠https://urlgeni.us/tiktok/podcast_tiktok_EE Pinterest:  ⁠⁠https://urlgeni.us/pinterest/podcast_pinterest_⁠⁠Sign up for our newsletter:  ⁠⁠https://urlgeni.us/podcast_newsletter_EE⁠⁠Our website:  ⁠⁠https://urlgeni.us/podcast_website_⁠⁠The TECH tools we use in our podcast recording studio: ⁠⁠⁠⁠⁠⁠⁠⁠https://urlgeni.us/amazon/podcast_influencertools_EE⁠⁠Click here to get our vision board template: ⁠⁠https://urlgeni.us/podcast_visionboard_EE⁠⁠Below are affiliate links to some really cool tools that we use in our business. We do earn a tiny commission if you click any of our affiliate links so THANK YOU in advance! :)Collecting all the data is probably one of the most important things you should do for your business! We use URLgenius to easily track ours!⁠⁠https://app.urlgeni.us/signup?urlg_referrer=everything_envy⁠⁠FloDesk is what we use to create our beautiful newsletters and emails:⁠⁠https://partners.flodesk.com/x7detoz05nk1⁠⁠Interested in the tool we use to collect email addresses and send them straight to FloDesk? Check out AppSumo using our affiliate link! ⁠⁠https://urlgeni.us/podcast_appsumo_EE⁠

Brian Murphy spent thirty years building Portfolio Advisors from a bare office with no furniture into a firm that raised roughly $90 billion and delivered an 18.4% compounded return to its clients. In this episode of Case Studies, Brian sits down with Casey to trace that arc, from selling bootleg fireworks as a kid to restructuring a broken $395 million portfolio at twenty-nine years old, and ultimately building one of the most creative fund structures in private equity.The conversation moves well beyond deal mechanics. Brian unpacks the mindset behind solving problems no one else would touch, the discipline of building partnerships instead of hierarchies, and why he and his wife, Louise, chose to fund college educations for the children of their employees rather than keep more for themselves.[00:00] Introducing Brian Murphy[02:15] Childhood hustles and mopeds[05:35] Born with the entrepreneurial bug[13:26] Painting crews and street credit[20:36] Landing at Columbia Business School[25:04] Restructuring, Blackstone, and Gibson Greetings[33:21] Founding Portfolio Advisors[43:09] Ninety billion and an 18.4% return[45:33] Sharing equity with employees[52:00] The scholarship gift to staff[1:13:31] The Murphy family bank[1:29:56] Lessons from every market crashThe information in this communication is provided for informational purposes only and does not constitute investment advice, a recommendation, or a solicitation to invest in any fund or security. This communication is not intended to provide, and should not be relied upon as, tax, legal, investment, accounting, or financial advice. Recipients should consult their own tax, legal, accounting, and other professional advisors regarding any potential investment in a fund or security.This communication does not constitute an offer to sell or a solicitation of an offer to buy any interest in a pooled investment vehicle sponsored by Sandlot Partners, LLC (“Sandlot”) or any of its affiliates (“Fund”). Any such offer or solicitation will be made only by means of each respective Fund's confidential Private Placement Memorandum (“PPM”), Limited Partnership Agreement, Subscription Documents, and other operative documents (collectively, the “Offering Documents”), which contain material information not included herein and which supersede this communication in its entirety.Past performance is not indicative of future results. There can be no assurance that any Fund will achieve comparable results or implement its strategy successfully. All investing involves risk, including the loss of principal. Each Fund typically invests in illiquid projects that cannot be quickly sold or converted to cash. As a result, investors may not be able to access their capital when desired. Additional risks associated with an investment in a Fund, as well as important information about Sandlot Partners and its personnel, are described in detail in the Offering Documents and in Sandlot Partners' Form ADV, which is publicly available on the SEC's Investment Adviser Public Disclosure website at https://adviserinfo.sec.gov. Both the Offering Documents and Form ADV should be read carefully and should serve as the sole basis for any decision to invest in each respective Fund.Certain statements, testimonials, or endorsements included in this communication may have been provided by clients or non-clients of Sandlot. The individuals or entities providing such statements did not receive direct cash compensation from Sandlot in connection with the statements or endorsements.In certain circumstances, Sandlot or its affiliates may have provided indirect economic benefits or other consideration to such persons or entities, including through business relationships, investments, portfolio company relationships, or other arrangements. Hosted on Acast. See acast.com/privacy for more information.

This content has been developed for healthcare professionals only. Patients who seek health information should consult with their physician or relevant patient advocacy groups.For the full presentation, downloadable Practice Aids, slides, and complete CME/NCPD/AAPA/IPCE information, and to apply for credit, please visit us at PeerView.com/JPE865. CME/NCPD/AAPA/IPCE credit will be available until July 13, 2027.Restructuring Clinical Care Models in Pancreatic Cancer: Expert Guidance on Improving Patient Outcomes With Modern Therapeutic Strategies in Community Settings In support of improving patient care, PVI, PeerView Institute for Medical Education, is jointly accredited by the Accreditation Council for Continuing Medical Education (ACCME), the Accreditation Council for Pharmacy Education (ACPE), and the American Nurses Credentialing Center (ANCC), to provide continuing education for the healthcare team.SupportThis activity is supported by an educational grant from Revolution Medicines.Disclosure information is available at the beginning of the video presentation.

This content has been developed for healthcare professionals only. Patients who seek health information should consult with their physician or relevant patient advocacy groups.For the full presentation, downloadable Practice Aids, slides, and complete CME/NCPD/AAPA/IPCE information, and to apply for credit, please visit us at PeerView.com/JPE865. CME/NCPD/AAPA/IPCE credit will be available until July 13, 2027.Restructuring Clinical Care Models in Pancreatic Cancer: Expert Guidance on Improving Patient Outcomes With Modern Therapeutic Strategies in Community Settings In support of improving patient care, PVI, PeerView Institute for Medical Education, is jointly accredited by the Accreditation Council for Continuing Medical Education (ACCME), the Accreditation Council for Pharmacy Education (ACPE), and the American Nurses Credentialing Center (ANCC), to provide continuing education for the healthcare team.SupportThis activity is supported by an educational grant from Revolution Medicines.Disclosure information is available at the beginning of the video presentation.

This content has been developed for healthcare professionals only. Patients who seek health information should consult with their physician or relevant patient advocacy groups.For the full presentation, downloadable Practice Aids, slides, and complete CME/NCPD/AAPA/IPCE information, and to apply for credit, please visit us at PeerView.com/JPE865. CME/NCPD/AAPA/IPCE credit will be available until July 13, 2027.Restructuring Clinical Care Models in Pancreatic Cancer: Expert Guidance on Improving Patient Outcomes With Modern Therapeutic Strategies in Community Settings In support of improving patient care, PVI, PeerView Institute for Medical Education, is jointly accredited by the Accreditation Council for Continuing Medical Education (ACCME), the Accreditation Council for Pharmacy Education (ACPE), and the American Nurses Credentialing Center (ANCC), to provide continuing education for the healthcare team.SupportThis activity is supported by an educational grant from Revolution Medicines.Disclosure information is available at the beginning of the video presentation.

This content has been developed for healthcare professionals only. Patients who seek health information should consult with their physician or relevant patient advocacy groups.For the full presentation, downloadable Practice Aids, slides, and complete CME/NCPD/AAPA/IPCE information, and to apply for credit, please visit us at PeerView.com/JPE865. CME/NCPD/AAPA/IPCE credit will be available until July 13, 2027.Restructuring Clinical Care Models in Pancreatic Cancer: Expert Guidance on Improving Patient Outcomes With Modern Therapeutic Strategies in Community Settings In support of improving patient care, PVI, PeerView Institute for Medical Education, is jointly accredited by the Accreditation Council for Continuing Medical Education (ACCME), the Accreditation Council for Pharmacy Education (ACPE), and the American Nurses Credentialing Center (ANCC), to provide continuing education for the healthcare team.SupportThis activity is supported by an educational grant from Revolution Medicines.Disclosure information is available at the beginning of the video presentation.

Stephen Grootes speaks to Stuart Theobald, Executive Chairman of Krutham, about African Bank's sweeping restructuring plan after the lender announced it could cut up to 1,200 jobs and close around 90 branches. Following a series of acquisitions, mounting losses, and a leadership shake-up, the bank is under pressure to restore profitability and reset its long-term strategy. The Money Show is a podcast hosted by well-known journalist and radio presenter, Stephen Grootes. He explores the latest economic trends, business developments, investment opportunities, and personal finance strategies. Each episode features engaging conversations with top newsmakers, industry experts, financial advisors, entrepreneurs, and politicians, offering you thought-provoking insights to navigate the ever-changing financial landscape.    Thank you for listening to a podcast from The Money Show Listen live Primedia+ weekdays from 18:00 and 20:00 (SA Time) to The Money Show with Stephen Grootes broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3Nk For more from the show, go to https://buff.ly/7QpH0jY or find all the catch-up podcasts here https://buff.ly/PlhvUVe Subscribe to The Money Show Daily Newsletter and the Weekly Business Wrap here https://buff.ly/v5mfetc The Money Show is brought to you by Absa     Follow us on social media   702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/CapeTalk 702 on YouTube: https://www.youtube.com/@radio702   CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/Radio702 CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Mike Steger from Promethean Action helps us cut through all the conflicting rhetoric to see the intended big picture that the Abraham Accords can produce. Pam brings her perspective on current events and bible prophecy and shares modern-day prophecies concerning Iran and Europe.Available on your favorite platform including: https://rss.com/podcasts/faithtolivebySHOW NOTES – Partial, view complete Show Notes Here. CONNECT WITH TODAY'S GUEST: Mike StegerMike is an American political activist and commentator. Mike ran a political intel and outreach company from 2011–2021, and co-founded Promethean Action in 2021. He has many videos I've appreciated, among my favorite is “The Great American Awakening” where he explains why 2026 could be a defining turning point for the United States—a moment that will shape whether the nation continues its decline or restores its industrial and cultural strength. https://www.prometheanaction.com/the-great-american-awakening/ He lives in the Detroit area with his wife. Contact: michaelsteger@prompac.com LINKS FROM SHOW CONTENT:President Trump Declares Iran Truce Over: https://israel365news.com/419496/trump-declares-u-s-iran-truce-over-after-tehrans-tanker-strikes-warns-regime-would-use-nuclear-weapon-if-they-had-it/New York Times Journalists Part of Assassination Coup against President Trump: https://x.com/ConstitustionX/status/2076321965993074700/video/1 and https://americanfaith.com/doj-subpoenas-four-nyt-reporters-who-leaked-air-force-one-security-details/Dr. Patricia Green Prophecies: https://www.youtube.com/watch?v=cHaaqpPujg4SUPPORT:Learn about Pam's books and products from her web store. Select from a variety of enlightening books, CD/DVD's, conference collectibles and more. Use the promo code TRUTH at check out and get 20% off up to two items. https://pamelachristianministries.com/store

Xbox just laid off thousands, spun off four studios, and cancelled games it had defended a day earlier. Greg Posner and games-industry analyst Colan Neese take apart Microsoft's restructuring memo and land on an uncomfortable read: this wasn't a bad week, it was the bill coming due for a decade of running gaming as a lifestyle business.They dig into the losses (64 cents gone on every dollar spent), the decision to starve Minecraft to prop up everything else, the Game Pass numbers that never made the memo, and the blame pie: how much lands on Phil Spencer, and how much on CEO Satya Nadella. Then they split hard on the future. Colan makes the case that the fix is an ad-funded, one-to-one discovery engine. Greg goes down swinging for a different read of why players won't leave the games they already know.Two live games along the way: ranking Microsoft's biggest IP by revenue (and where the AI got it wrong), and an invest-or-sell round on Xbox's dormant franchises.In this episode(0:00) Cold open, and the week that broke Xbox(9:00) The layoffs and studio spin-offs: Avowed cancelled, a new Fallout greenlit(11:54) The memo: losing 64 cents on every dollar, and starving Minecraft(18:15) Phil Spencer, the "wayward son with a credit card"(19:07) Restructuring, and the Game Pass numbers that never got named(23:49) Colan's "script for Asha Sharma," and why Xbox is a distant fifth platform(29:24) The pitch: ad rev-share, the way YouTube pays creators(32:00) Game: rank Microsoft's biggest IP by revenue(37:35) Game: invest or sell Xbox's dormant franchises(44:49) The blame pie: how much is on Satya Nadella(49:56) The debate: is discovery broken, or are players just comfortable?(1:09:00) Games for Change NYC, and what's nextQuotablesColan Neese: "You lost 64 cents on a dollar, and you took from the profitable engine that was Minecraft."Colan Neese: "Ads are just content. It's just a different kind of content."Links and mentionsPlayer Driven: https://playerdriven.ioThe Operator's Briefing, our weekly newsletter: https://playerdriven.io/level-upJoin the community on Discord: https://discord.gg/GC5PkbKFHGames for Change, NYC, July 21AboutPlayer Driven Live breaks down the business behind the games every week, for the people who build, run, and rebuild them. Hosted by Greg Posner with analyst Colan Neese. If this is your kind of conversation, subscribe, and come argue with us in the Discord.

Bankruptcy can change the balance of power in a dispute with Medicare and Medicaid in a significant way. Augie Curtis, Counsel, Offit Kurman, and Samuel Maizel, Partner, Dentons, discuss key restructuring issues related to distressed Medicare and Medicaid providers. They cover issues related to jurisdiction, Medicare and Medicaid provider agreements during bankruptcy, offset and recoupment, and suspension of Medicare and Medicaid payments. Augie and Samuel spoke about this topic at AHLA's 2026 Institute on Medicare and Medicaid Payment Issues in Baltimore, MD. Watch this episode: https://www.youtube.com/watch?v=pyuAlhcZPFQLearn more about AHLA's 2026 Institute on Medicare and Medicaid Payment Issues: https://www.americanhealthlaw.org/medicaremedicaidLearn more about AHLA's 2026 Medicare and Medicaid eProgram: https://educate.americanhealthlaw.org/local/catalog/view/product.php?productid=1759 Essential Legal Updates, Now in AudioAHLA's popular Health Law Daily email newsletter is now a daily podcast, exclusively for AHLA Comprehensive members. Get all your health law news from the major media outlets on this podcast! To subscribe and add this private podcast feed to your podcast app, go to americanhealthlaw.org/dailypodcast.Stay At the Forefront of Health Legal EducationLearn more about AHLA and the educational resources available to the health law community at https://www.americanhealthlaw.org/. 

In this episode of Debtwired!, managing editor Madalina Iacob sits down with Michael B. Chaisanguanthum, Managing Director at UBS Asset Management and Head of Restructuring for the Credit Investments Group, and Gregory Cass, Principal at PGIM, to discuss the rapidly shifting landscape for credit investors. The conversation examines how aggressive sponsor tactics and the rise of liability management exercises have changed the creditor playbook, pushing lenders toward earlier engagement, tighter coordination and more creative restructuring solutions. Greg and Michael discuss the limits of LMEs, which can extend runway and preserve optionality but often delay, rather than solve, overleveraged capital structures. They also explore the growing use of cooperation agreements and pro rata frameworks to curb creditor-on-creditor violence and counter deal-away tactics. The episode highlights how lenders are increasingly acting collectively to protect recoveries and influence outcomes. Finally, the discussion turns to innovation in restructuring, from hybrid debt-equity instruments to highly negotiated DIP financings that can effectively pre-wire bankruptcy outcomes. With maturity walls looming in sectors such as software and pressure persisting in cyclical industries, lenders are preparing for a broader wave of stress that may require more proactive involvement, including stepping into ownership and driving operational change.

Gaming pickups, Xbox employee concerns, Mario Kart Tour shutdown, Xbox layoffs, PlayStation backlash, SGDQ talk, and an A Short Hike review. Chapters: 00:00 Introduction 01:28 Game Pickups and Miniatures Discussion 03:32 Current Games: Evil West and Short Hike 06:11 Physical Game Pickups and Onimusha 08:56 Summer Games Done Quick and Speedrunning Community 11:27 Xbox's Corporate Changes and Employee Sentiment 20:20 Mario Kart Tour Shutdown and Digital Game Concerns 23:21 Xbox's Restructuring and Layoffs 26:58 The Future of Game Studios 33:25 PlayStation's Digital Shift and Consumer Backlash 39:21 Game Review: A Short Hike 50:13 Outro Video John and Ryan return with another packed week of gaming talk, starting with their recent pickups. John adds A Short Hike and new D&D miniature materials to his collection, while Ryan dives into The Adventures of Elliot. John continues sharing his experience with Evil West on PS5, and Ryan spends time watching SGDQ and talking about standout runs. In the news, the guys break down reports that Xbox employees are unhappy with leadership, feeling the company is being run like a startup and prioritizing consumer sentiment over developer needs. They also discuss the shutdown of Mario Kart Tour this September, with no offline version planned. The conversation continues with Microsoft's latest shakeup as Xbox lays off 3,200 employees, followed by reactions to PlayStation's first tweet since announcing plans to end physical discs — and how poorly it's being received. To wrap up the episode, the Inflation Deflation Game of the Week features a review of A Short Hike on PC, as John and Ryan evaluate the game's charm, pacing, and current market value.   Find us on TheGameDeflators.com   Twitter - www.twitter.com/GameDeflators Facebook - www.facebook.com/TheGameDeflators Instagram - www.instagram.com/thegamedeflators   The views and opinions expressed on this channel are solely those of the author. The content within these recordings are property of their respective Designers, Writers, Creators, Owners, Organizations, Companies and Producers. Copyright Disclaimer Under Section 107 of the Copyright Act 1976, allowance is made for "fair use" for purposes such as criticism, comment, news reporting, teaching, scholarship, and research. Fair use is a use permitted. Permission for intro and outro music provided by Matthew Huffaker http://www.youtube.com/user/teknoaxe 2_25_18

- China Car Sales Continue to Plummet - German Automakers Face Sharp China Sales Slump - VW Board Rejects CEO's Radical Restructuring Plan - Hyundai Workers Strike Over AI Job Security - DOJ Investigates UAW President Shawn Fain - Hainan Island Set to Ban Gas Cars - Chinese Automakers Share Tech to Slash Costs - Nissan Unveils New India-Built Tekton SUV

- China Car Sales Continue to Plummet - German Automakers Face Sharp China Sales Slump - VW Board Rejects CEO's Radical Restructuring Plan - Hyundai Workers Strike Over AI Job Security - DOJ Investigates UAW President Shawn Fain - Hainan Island Set to Ban Gas Cars - Chinese Automakers Share Tech to Slash Costs - Nissan Unveils New India-Built Tekton SUV

Many corporate marketing groups experience declining conversion rates because they rely on traditional outbound click paths that fail to hook modern enterprise buyers utilizing automated research engines. Sangeeta Prasad, Chief Marketing Officer at Slalom, breaks down how to construct high-performance go-to-market pipelines by aligning brand trust directly with the compressed consumer buying journey.She shares her operational playbook for securing early space on tight customer shortlists, activating internal data teams as trusted category experts, and deploying competitive regional pilot campaigns to accelerate organizational change management and tool adoption.Key tactical themes covered:Restructuring campaign messaging to support the buying committee's need for safe choices.Positioning authority assets for analyst recommendations before standard search link traffic declines.Transforming employee advocacy channels by training in-house staff to serve as deep category educators.Unifying technology systems with deep operational changes to satisfy corporate efficiency directives.Utilizing internal market rivalries to drive swift cross-functional change management.Sangeeta Prasad is the Chief Marketing Officer at Slalom, directing global positioning strategy and integrated systems integrator partner frameworks for dominant corporate clients.Connect with our guest:Follow Sangeeta Prasad on LinkedIn: https://www.linkedin.com/in/sangeetaprasad/Explore Slalom: https://www.slalom.com/Automate Performance Paid Social with Strike Social: https://strikesocial.com/guaranteed-paid-social-media-ads-outcomes/Connect with Host Dylan Conroy: https://www.linkedin.com/in/dylanconroy/

Many corporate marketing strategies face dropping conversion tracking metrics because they rely on closed ad-tech vendors that introduce platform bias into campaign attribution. Mathieu Roche, co-founder and CEO of ID5, breaks down how to construct neutral identity infrastructure to protect cross-channel addressability and secure reliable measurement.He shares his operational playbook for navigating the shift toward agentic advertising, altering data graphs to track automated consumer assistants, and using internal team hackathons to automate routine sales and CRM processes.Key tactical themes covered:Building neutral identity channels to protect unbiased attribution tracking.Modifying data graphs to track verified virtual agents across the purchase funnel.Shifting identity tech priorities from baseline audience targeting to outcome measurement.Linking automated AI transactions directly back to programmatic ad investments.Utilizing structured team sprints to automate routine operational follow-up tasks.Mathieu Roche is the co-founder and CEO of ID5, directing un-siloed identity architecture and multi-platform validation systems for leading digital publishers.Connect with our guest:Follow Mathieu Roche on LinkedIn: https://www.linkedin.com/in/mathieuroche/Explore ID5 Solutions: http://id5.ioOptimize Performance Advertising with Strike Social: https://strikesocial.com/guaranteed-paid-social-media-ads-outcomes/Connect with Host Dylan Conroy: https://www.linkedin.com/in/dylanconroy/

Many corporate marketing strategies face dropping conversion rates because they rely entirely on open-source software, generating overlapping briefs that wash out into an uninspired middle ground.Anthony Romano, CEO at Laughlin Constable, breaks down how to construct internal AI operating systems to organize team expertise into permanent, collaborative knowledge blocks.He shares his operational playbook for preparing brand datasets to handle autonomous machine-to-machine shopping, building layer-free full-service agency architectures, and using specialized data libraries to ensure briefs start at an advanced 80% baseline.Key tactical themes covered:Building internal AI operating networks to protect corporate data and campaign uniqueness.Modifying commodity product datasets to remain visible inside automated retail filters.Unifying design strategy and programmatic media planning under layer-free structures.Addressing modern team alignment drops caused by fast vertical department silos.Restructuring massive digital operations into agile mini-agency models to optimize performance.Anthony Romano is the Chief Executive Officer at Laughlin Constable, leading layer-free full-service media platforms and proprietary AI software design for dominant consumer brands.Connect & Secure Your Strategy Edge:Follow Anthony Romano on LinkedIn: https://www.linkedin.com/in/aromano/Explore Laughlin Constable Solutions: https://www.laughlin.com/Automate Omnichannel Performance Capital with Strike Social: https://strikesocial.com/guaranteed-paid-social-media-ads-outcomes/Connect with Host Dylan Conroy: https://www.linkedin.com/in/dylanconroy/

Tired of attending events that leave you inspired but unchanged? Same. That's why The Middle isn't built around speakers and note-taking. It's built around conversations, strategy, problem-solving, and real-time implementation with founders who are actively building businesses. You'll leave with more than inspiration. You'll leave with clarity, decisions, new friends, potential new clients and a plan.If your business felt messy, inconsistent, or just off this past quarter, this episode is going to normalize a lot of what you're experiencing. In this episode of The Real Truth About Business podcast, I'm walking you through my full Q2 debrief, the wins, the challenges, and the decisions that directly impacted my business strategy and revenue growth. This is for service-based entrepreneurs who are in a season where things aren't linear, where revenue might be flat, and where you're questioning what's actually working. After 9 years of experience, I can tell you this is part of business growth. Inside this episode, I break down what actually happened behind the scenes, what I learned about pricing strategy, offers, and pipeline, and how simplifying your business strategy is often the fastest way forward.What You'll Learn:Why revenue growth can feel inconsistent even when your business is workingThe difference between revenue and profit in real business strategyHow overcomplicating your offers and marketing impacts your sales processWhy simplifying your pipeline leads to more sustainable business growthThe role of intuition and decision-making in your business strategyHow to evaluate what's actually working in your businessEpisode Highlights:[00:00] Introduction: Q2 recap and what to expect[03:00] Podcast growth and audience expansion[06:00] Revenue vs. profit reality check[10:00] Event launches, cancellations, and lessons learned[15:00] The overwhelm of trying to be everywhere at once[20:00] Why simplifying marketing and content matters[23:00] Offer misalignment and creating from pressure[26:00] Losing clients and what it revealed[28:00] Restructuring offers and pricing strategy[30:00] Final reflections and moving into Q3Key Takeaways:Revenue Does Not Equal Business SuccessHere's what I see constantly. Business owners hitting higher revenue months and assuming that means everything is working.After 9 years of working with service-based entrepreneurs, I can tell you that's not always true.This quarter was a perfect example of that.I had one of my highest revenue months followed immediately by one of my lowest. And even in that high revenue month, a large portion of that money was allocated to expenses tied to events.Which means it wasn't profit.Inside the Focused Visionary Framework, this is a Pricing and Profitability conversation. If you don't understand where your money is going, your revenue growth doesn't actually translate into business growth.More Strategy Isn't Always the AnswerThis is where things really started to break down.I tried to be everywhere:InstagramTikTokThreadsEmailPodcastAnd what happened?I completely overwhelmed myself.There is a limit to how much content one person can create, even when you're “repurposing.”And when your business strategy becomes too complex, your execution slows down.This is where most service-based entrepreneurs get stuck. They think more visibility equals more revenue, but without a clear sales process and aligned strategy, it just creates noise.You Cannot Force Offers That Aren't AlignedOne of the biggest lessons from Q2 was around creating offers from pressure instead of intention.I launched something because I felt like I “needed” it, not because it made sense.And it didn't land.Not because the idea was bad, but because it wasn't aligned.This is something I see constantly. Business owners creating offers to fix perceived gaps instead of looking at what actually works.And when your offers aren't aligned, your sales process becomes harder than it needs to be.Simplifying Your Business Strategy Changes EverythingThe biggest shift in this quarter was coming back to what actually works.Not what's trending.Not what everyone else is doing.Not what feels like the “next level.”But what actually works for me.For me, that looks like:Relationship-based marketingLong-form contentDirect conversationsSimpler offer structureAnd when I simplified:My energy came backMy clarity came backMy strategy became sustainable againYour Buyers Need FlexibilityThis was one of the most important realizations.I was offering a 12-month commitment because it made sense on paper.But in reality, it was creating resistance in my sales process.So I changed it.Now there's a lower barrier to entry, more flexibility, and a structure that actually supports how people make buying decisions.This directly impacts your conversion rate. Because your pricing strategy isn't just about numbers, it's about accessibility and trust.Growth Doesn't Always Look Impressive on PaperThis is the truth most people don't talk about.On paper, this quarter wasn't the most impressive:Revenue was relatively flatThere were setbacksThere were pivotsBut behind the scenes:Clarity increasedAlignment improvedStrategy strengthenedAnd that is what sets up the next level of revenue growth.Coming Back to What Works Is the StrategyAt the end of the day, this is what this episode is really about.You don't need more complexity.You don't need more strategies.You don't need more offers.You need to:Look at what's workingLet go of what isn'tSimplify your business strategyThat's how you create consistency.That's how you stabilize your pipeline.And that's how you build a business that actually supports long-term growth.Resources MentionedSubscribe to Back Pocket Insights for FREEBook a CEO Strategy Call Learn more about The Missing Piece IntensiveLearn more about The Focused Visionary AcceleratorDownload the FREE Lead and Conversion TrackerSubscribe to the Sunday Morning Brew NewsletterAbout the Host:Michelle DeNio is a business strategist based in Sarasota, Florida, specializing in helping service-based entrepreneurs break through revenue plateaus using her Focused Visionary Framework. With over 300 podcast episodes and 9 years running her consulting business, she helps coaches, consultants, and service providers scale sustainably through strategic planning, pricing optimization, and sales process development.Connect with MichelleWebsiteThreads Instagram LinkedIn Facebook

Scott is truly contained. Comments? Join our discord at https://discord.gg/mqbYZSxZHc. Email us at vaultveritas@gmail.com.

Mike Steger from Promethean Action helps us cut through all the conflicting rhetoric to see the intended big picture that the Abraham Accords can produce. Pam brings her perspective on current events and bible prophecy and shares modern-day prophecies concerning Iran.Faith to Live By is recognized By Feedspot as among the top 15 Charismatic Christian Podcasts: https://blog.feedspot.com/charismatic_christian_podcasts/SHOW NOTES – Partial, view complete Show Notes Here.CONNECT WITH TODAY'S GUEST: Mike StegerMike is an American political activist and commentator. Mike ran a political intel and outreach company from 2011–2021, and co-founded Promethean Action in 2021. He has many videos I've appreciated, among my favorite is “The Great American Awakening” where he explains why 2026 could be a defining turning point for the United States—a moment that will shape whether the nation continues its decline or restores its industrial and cultural strength. https://www.prometheanaction.com/the-great-american-awakening/ He lives in the Detroit area with his wife. Contact: michaelsteger@prompac.comLINKS FROM SHOW CONTENT:Iran Building Nucs While Negotiating with US: https://israel365news.com/419377/iran-caught-building-underground-nuclear-facility-while-negotiating-with-usAmir Tsarfati's Disapproval of US: https://www.youtube.com/watch?v=OHRErr05IOEIDF Official Media Sites: https://www.idf.il/en/idf-media-releases/; https://x.com/IDFBONUS: Special Faith to Live By Edition Middle East Prophecies:Amanda Grace: https://www.youtube.com/watch?v=HOzjgjOwwAcHank Kunneman: https://www.youtube.com/watch?v=yKSw_DLtdLsRobin D. Bullock: https://www.youtube.com/watch?v=yP3A2zT-Q9YSUPPORT:STORE: Learn about Pam's books and products from her web store. Select from a variety of enlightening books, CD/DVD's, conference collectibles and more. Get something for yourself and something to share. Use the promo code TRUTH at check out and get 20% off up to two items. https://pamelachristianministries.com/store

Many corporate marketing groups struggle with low campaign relevance because they rely on generic ad layouts that fail to interest digital native buyers. Rogier Vijverberg, Chief Creative Officer and founder of SuperHeroes, details how to build agile content pipelines by structuring parallel creative collectives.He shares his operational playbook for choosing between automated generative AI art and camera-shot human documentaries, maximizing consumer attention in crowded public spaces, and linking physical retail spaces with dynamic out-of-home display networks.Key discussion topics include:Restructuring traditional agency models into specialized multi-tier creator networks.Managing brand safety risks by deciding when to deploy automated graphics vs. real-world film.Scaling physical visibility using interactive digital out-of-home (DOOH) canvas networks.Navigating creative shifts as big tech systems arrive at global corporate ad festivals.Transforming brick-and-mortar storefronts into interactive showrooms that guide buyers to digital channels.Guest Profile: Rogier Vijverberg is the Chief Creative Officer and founder of SuperHeroes, leading multi-hub agency teams and parallel creative networks across Europe and the United States.Connect & Scale Your Creative Pipelines:Follow Rogier Vijverberg on LinkedIn: https://www.linkedin.com/in/rogiervijverberg/Explore SuperHeroes agency: https://hellosuperheroes.com/Optimize Cross-Channel Performance ROI with Strike Social automation: https://strikesocial.com/guaranteed-paid-social-media-ads-outcomes/Connect with Host Dylan Conroy: https://www.linkedin.com/in/dylanconroy/

Many corporate marketing groups experience declining conversion rates because they view sports sponsorships as generic logo placements that audiences easily ignore. Alex Charkham, lead strategist at Ignite, breaking down how to transform multi-year sports agreements into adaptive, integrated assets that drive core business growth.He shares his operational playbook for analyzing Formula 1's massive shift to digital-first demographics, managing intellectual property protections against competitor ambush ads, and leveraging first-mover advantages across cross-border franchise expansions.Key tactical themes covered:Restructuring passive sponsorship contracts into multi-channel narrative partnerships.Enforcing strict legal guidelines to isolate competing brand lines during peak global events.Leveraging integrated assets—including content, player talent, and first-party data—to optimize marketing plans.Navigating demographic modernizations inside historic sports properties to capture younger audiences.Managing early-stage brand risk across newly launched international franchises.Guest Profile: Alex Charkham is the lead strategist at Ignite, directing integrated sports, entertainment, and media allocations for global enterprise brands within the Omnicom Group.Connect & Scale Your Performance Capital:Follow Alex Charkham on LinkedIn: https://www.linkedin.com/in/alex-charkham-511a5110/Explore Ignite: https://www.ignite-sports.co.uk/Optimize Media Allocations with Strike Social: https://strikesocial.com/guaranteed-paid-social-media-ads-outcomes/Connect with Host Dylan Conroy: https://www.linkedin.com/in/dylanconroy/

Debt restructuring accounting remains top of mind for borrowers as companies refinance debt that may have been issued in a very different interest rate environment. This episode discusses the accounting models for debt restructurings, including lender-by-lender assessments, modification versus extinguishment outcomes, troubled debt restructurings, fee allocations, and syndicated debt transactions. We break down the key considerations and share insights on navigating common challenges in applying ASC 470 guidance.For further guidance on the accounting for this topic, see chapter 3 of PwC's Financing transactions guide. For cash flow presentation, see section 6.8 and for debt presentation and disclosure, see chapter 12 of PwC's Financial statement presentation guide. This episode is part of our debt-related miniseries. Stay tuned for our final episode next week, and in case you missed them, listen to our previous episodes:Beyond debt: Accounting for other liability-classified arrangementsCurrent or noncurrent? Getting debt classification rightFollow this podcast on your favorite podcast app and subscribe to our weekly newsletter to stay in the loop.  About our guests Suzanne Stephani is a director in PwC's National Office specializing in the statement of cash flows as well as the application and interpretation of the accounting guidance related to financing, leasing, and foreign currency transactions. Christopher Gerdau is a partner in PwC's National Office specializing in accounting for financial instruments and banking-related topics. Chris also conducts technical reviews of SEC filings and provides technical support to PwC's practice offices. Chris's client service expertise includes the banking, capital markets, and insurance industries. About our guest host Diana Stoltzfus is a partner in PwC's National Office who helps to shape PwC's perspectives on regulatory matters, responses to rulemakings and policy development, and implementation related to significant new rules and regulations. Prior to rejoining PwC, Diana was the Deputy Chief Accountant in the Office of the Chief Accountant (OCA) at the SEC where she led the activities of the OCA's Professional Practices Group. Transcripts available upon request for individuals who may need a disability-related accommodation. Please send requests to us_podcast@pwc.comDid you enjoy this episode? Text us your thoughts and be sure to include the episode name.

OA1276 - Who could have predicted this? Us! The Trump administration has made their complete disdain for people with disabilities clear since day one. We've called it out before, and the natural progression of those efforts came to a head mid-June when they announced their intention to turn over governance of special education to RFK Jr in HHS (least trusted man in America when it comes to the needs of your child with a disability), continue dismantling the Department of Education overall, further reduce their investigations of educational discrimination, and, just two days later, their commitment to overturning major protections against forced institutionalization. What's happening, how did we get here, why does it matter, and what can anyone do about it? Tune in to find out. OA episode callbacks: 1238 Deep dive on Olmstead 1180 the history of forced institutionalization and “ugly laws”, and the executive order “Ending crime and disorder on America's streets” 1141 The Section 504 protests 1171 A.J.T. v Osseo area schools (rights to accommodations for students with disabilities) Part 1; attempted dismantling of Olmstead: Olmstead v. L.C. ex rel. Zimring, 527 U.S. 581 (1999) 28 C.F.R. § 35.130(d) Exec. Order No. 14321, 90 Fed. Reg. 35817 (Jul 24, 2025) Application of the Rehabilitation Act and Americans with Disabilities Act to State Institutionalization of Patients with Severe Mental Illness or Disabilities, 50 Op. O.L.C. __ (June 18, 2026) Part 2; the dismantling of the Department of Education: Exec. Order No. 14242, 90 Fed. Reg. 13679 (Mar. 20, 2025) Compl., State of New York v. McMahon, No. 1:25-cv-10601 (D. Mass. amended 01/09/2026) McMahon v. New York, 606 U.S. ___ (2025) Interagency Agreement Between the U.S. Department of Education and U.S. Department of Labor Relating to the Office of Elementary and Secondary Education (OESE) (plus addendums) Christy Wolfe (Dec. 16, 2025), Transferring K-12 Programs to Labor: Why Costs and Logistics Could Be a Problem for States and Schools, Bipartisan Policy Center Jennifer Smith Richards & Jodi S. Cohen (Mar. 2, 2026), ProPublica Sues Education Department for Withholding Records About Discrimination in Schools, ProPublica. U.S. Government Accountability Office (Feb. 2, 2026), Department of Education: Full Costs and Savings Estimate Needed for Reduction-in-Force and Restructuring of the Office for Civil Rights. U.S. Dept. of Education (June 16, 2026). U.S. Department of Education Announces Additional Partnerships to Strengthen Coordination for Individuals with Disabilities Programs, Bolster Civil Rights Enforcement. A.J.T. v. Osseo Area Schools, Independent School Dist. No. 279, 605 U.S. 335 (2025) Section 504 of the Rehabilitation Act of 1973: 29 U.S.C. § 794 Individuals with Disabilities Education Act: 20 U.S.C. § 1400-1409 Check out the OA Linktree for all the places to go and things to do!

Plus: Davos founder Klaus Schwab is plotting a return to the World Economic Forum. And Strategy logs a $8.3 billion loss after it sells off Bitcoin. Alex Ossola hosts. Sign up for WSJ's free What's News newsletter. An artificial-intelligence tool assisted in the making of this episode by creating summaries that were based on Wall Street Journal reporting and reviewed and adapted by an editor. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Week of: 6-29-2026 Xbox Gaming News, Releases, and A Fun Fact

Kenya's landmark debt restructuring deal with China, announced last year, converted $3 billion in outstanding China Exim Bank loans from U.S. dollars to Chinese yuan. The currency switch could save the East African country more than $200 million in debt servicing costs. Not surprisingly, other countries in Asia and Africa are now exploring similar arrangements to reduce their debt burdens. But a new report from the development finance research lab AidData argues that Kenya's savings came mostly from the restructuring terms — not from the yuan conversion itself. AidData's Oshin Pandey and Sailor Miao join Eric and Cobus to explain how the deal worked, why it matters, and why there is more to this arrangement than most headlines suggest.

Kenya's landmark debt restructuring deal with China, announced last year, converted $3 billion in outstanding China Exim Bank loans from U.S. dollars to Chinese yuan. The currency switch could save the East African country more than $200 million in debt servicing costs. Not surprisingly, other countries in Asia and Africa are now exploring similar arrangements to reduce their debt burdens. But a new report from the development finance research lab AidData argues that Kenya's savings came mostly from the restructuring terms — not from the yuan conversion itself. AidData's Oshin Pandey and Sailor Miao join Eric and Cobus to explain how the deal worked, why it matters, and why there is more to this arrangement than most headlines suggest.

Venezuela is set to take on the largest sovereign debt restructuring in history. Plus, chip stocks led a sell-off on Wall Street, and Nvidia's AI chips have more than doubled in price on China's black market. Mentioned in this podcast:Venezuela to reveal $240bn debt pile in world's largest restructuringUS chipmakers lead Wall Street slide on rising rate rise worriesNvidia's banned AI chips double in price on China's black marketTell us your thoughts to enter a prize draw for a chance to win a pair of Bose QuietComfort Headphones worth £229. https://www.feedback.ft.com/c/a/6f9bJBvxsxaEBSIB5esBISOver 18s only. Find full T&Cs here Prize Draw winners' surnames and regions may be made available upon request, as required by the Advertising Standards Authority. If you do not want your information to be made available, please email Privacy.Officer@ft.com upon entry. For more information on your rights and how we use your data, please read our Privacy Policy.Want to get in touch? Email us at podcasts@ft.comNote: The FT does not use generative AI to voice its podcasts The FT News Briefing is produced by Victoria Craig, Sonja Hutson, Saffeya Ahmed, Katya Kumkova, and Fiona Symon. Our editor is Marc Filippino. Our show is mixed by Kelly Garry and Alex Higgins. Additional help from Michela Tindera, Gavin Kallmann, Michael Lello, Peter Barber and David da Silva. Our intern is Cole van Miltenburg. Our executive producer is Topher Forhecz. Flo Phillips is the FT's global head of audio. The show's theme music is by Metaphor Music.Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

In this Podcast Extra, Join John as he answers a wide range of grower-submitted questions covering challenges in agriculture. The discussion focuses on managing high summer leaf temperatures, optimizing organic nitrogen budgets, and navigating severe base saturation imbalances. John emphasizes the critical connection between precise crop nutrition, active soil biology, and the natural suppression of destructive diseases and pests. Other topics discussed include: Distinguishing between air temperature and leaf temperature, highlighting how a healthy wax lipid layer lowers a plant's canopy temperature by 8 to 10 degrees. Managing the photorespiration process in C3 and C4 plants to prevent protein degradation and the buildup of high ammonium levels. Utilizing trace amounts of nickel (3 to 10 grams per acre) as an essential enzyme cofactor to rapidly lower ammonium in plant sap. Applying Rejuvenate as a foliar tool to provide stressed crops with carbohydrates, enzymes, and high-energy compounds. Addressing low magnesium and potassium in soils with extreme calcium base saturation using targeted applications. Citing historical 1960s data on fire blight indicating the disease cannot establish when sap sucrose levels remain above a 22–26% threshold. Restructuring high-chloride potato programs by pairing Rebound micronutrients with Holo-K, SeaShield, and SeaStim. Remediating the typical "burnt leaf tips" on garlic by satisfying the crop's unusually high molybdenum requirement. Evaluating the limitations of indigenous microorganisms (IMOs) and acknowledging that 90% of living soil microbes require active plant roots to propagate. Deploying PhotoMag to optimize plant sap ratios, delivering magnesium, sulfur, molybdenum, and boron to efficiently convert excess ammonium into complete proteins . Advocating for a national food policy focused on nutritional quality and farmer economic viability over cheap, abundant food. Utilizing MacroPack and MicroPack within target foliar combinations to halt disease progression. Understanding why high-salt content fertilizers solubilize trace minerals and leach them down the soil profile over a 20- to 40-year period. About John Kempf A top expert in biological and regenerative farming, John founded AEA in 2006 to help fellow farmers by providing the education, tools, and strategies that will have a global effect on the food supply and those who grow it. Through intense study and the knowledge gleaned from many industry leaders, John is building a comprehensive systems-based approach to plant nutrition – a system solidly based on the sciences of plant physiology, mineral nutrition, and soil microbiology. Support For This Show & Helping You Grow Since 2006, AEA has been on a mission to help growers become more resilient, efficient, and profitable with regenerative agriculture. AEA works directly with growers to apply its unique line of liquid mineral crop nutrition products and biological inoculants. Informed by cutting-edge plant and soil data-gathering techniques, AEA's science-based programs empower farm operations to meet the crop quality markers that matter the most. AEA has created real and lasting change on millions of acres with its products and data-driven services by working hand-in-hand with growers to produce healthier soil, stronger crops, and higher profits. Beyond working on the ground with growers, AEA leads in regenerative agriculture media and education, producing and distributing the popular and highly-regarded Regenerative Agriculture Podcast, inspiring webinars, and other educational content that serve as go-to resources for growers worldwide. Visit https://advancingecoag.com to learn more.

The CEO of Saks Global joins after the company received court approval for its bankruptcy restructuring plan. Then, the CEO of Scotiabank, one of the largest banks in Canada, joins with his outlook for the global economy. We also discuss what to expect from Apple WWDC which kicks off today. Plus, we break down new weight loss drug results from Eli Lilly and Zealand Pharma. Squawk on the Street Disclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

May 27, 2026 - Season 16, Episode 141 of The Terrible Podcast is now in the can. In this Wednesday morning show, Alex Kozora and I get right into discussing how excited we are to hear from several of the Pittsburgh Steelers' coaches on Wednesday afternoon as part of the team resuming their OTA practices this week. The Steelers re-signed DL Dean Lowry to a one-year contract on Tuesday, so Alex and I address that transaction and what it means for the defensive line depth chart moving forward into the offseason. On the heels of the Steelers restructuring the contract of TE Pat Freiermuth recently, Alex and I go over all the details related to that transaction. We also discuss the team's current salary cap situation as of Tuesday morning and why the team might need to restructure the contract of at least one more veteran player before the 2026 regular season gets underway. The finer details related to the four-year contract extension that K Chris Boswell recently signed have now surfaced, so with that, Alex and I address the known numbers and the impact of that deal on 2026 and future years. Recently, Steelers OG Mason McCormick was tabbed as the team's most underappreciated player by one media outlet, so we discuss if that is an accurate designation as he enters his third NFL season. Alex and I also address the possibility that McCormick could be in line for a very lucrative contract extension next offseason. How will new Steelers HC Mike McCarthy attack training camp this summer when it comes to him listening to the likes and dislikes of the veteran players under contract with the team? We dive into that question during this show. Alex and I end this show by discussing the current statis of college QB Brendan Sorsby and whether he'll ultimately be part of the annual supplemental draft. We talk about the plausibility and probability related to the Steelers possibly being interested in drafting Sorsby should he ultimately be eligible for that draft process. This 79-minute episode also discusses several other minor topics not noted in the recap above and we make sure to answer a few listener emails we have received to close out this show. steelersdepot.com Learn more about your ad choices. Visit megaphone.fm/adchoices