Podcasts about rfp

The government can write a solicitation around a single contractor when that contractor supplies the specific requirement language, from minimum past performance to licensing, that gets copied into the statement of work. Ryan Atencio, a federal contracting strategist, walks through how a small business gives the buyer the exact spec details to include so the posted contract fits one company, plus how SDVOSB and woman-owned set-asides and the acquisition.gov forecast open earlier paths to a win. What you'll learn in this episode: How to feed contractor-specific requirements into a statement of work so the solicitation favors your business Why the DOD 5 percent goal for veteran and service-disabled veteran businesses is set to expand, and how to position for it How to use the acquisition.gov forecast to spot a recompete up to a year before the RFP drops How to reach the COR and the actual customer while an opportunity is still pre-solicitation Why vague construction solicitations can be won on price and corrected later through a legitimate contract modification Chapters: 0:00 - Simplified acquisition threshold under $350K explained 1:05 - DD Form 2345 and using AI to fill federal forms 1:35 - DOD 5 percent goal for veteran-owned businesses 3:00 - Giving the government the spec language to buy you 4:30 - acquisition.gov forecast and finding a recompete early 5:30 - Reaching the COR and customer before the RFP 6:00 - Winning vague construction bids and using mods correctly Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

How Discount Theater and Generic Compliance Ratios Quietly Overcharge Patients and Employers. Episode 526. Mark Cuban, co-founder of Mark Cuban Cost Plus Drug Company, and Cora Opsahl, managing director of Peterson Health Analytics and former director of the 32BJ Health Fund, join Stacey Richter for an outtake from their conversation last fall (EP488) on the operational mechanics of the pharmacy supply chain. They trace how a generic compliance ratio—typically requiring pharmacies to buy at least 92% of their generics from a single primary wholesaler—pushes independent pharmacies into paying a premium that gets passed straight to patients, and how so-called pass-through PBM contracts can pay pharmacies using one pricing formula while billing employers using an entirely different one. Along the way, they walk through the classic generic imatinib example—a drug Cost Plus Drugs sells for $25 a month that a traditional PBM channel has billed at $9,000—to show why a discount off an inflated reference price is, as Cuban puts it, discount theater. WHAT YOU'LL LEARN ✅ Why pharmacies get locked into overpaying: wholesalers set a Generic Compliance Ratio requiring pharmacies to buy at least 92% of their generics from them or face chargebacks and fees that wipe out their margin ✅ The classic generic imatinib example: Cost Plus Drugs sells it for $25 a month, while the same drug billed through a traditional PBM channel has run $9,000 a month—a "discount" off a $27,000 branded Gleevec price that Mark Cuban calls discount theater ✅ How specialty tiers compound the problem: because generic imatinib gets classified on a specialty tier, patients can owe 25% coinsurance calculated off the inflated WAC price rather than the drug's real cost ✅ Why a "pass-through" PBM contract isn't simple math: Cora Opsahl explains that PBMs often reimburse pharmacies on an acquisition-cost-plus formula while billing employers a completely different AWP-minus formula for the same claim ✅ Why claims audits keep finding money owed back to the plan—and why employers are often restricted to auditing only a pre-approved sample of 250 claims ✅ Mark Cuban's advice for the next RFP: simply requiring that Cost Plus Drugs be included in the network is often enough on its own to get PBMs to offer better rebates and terms WHY THIS MATTERS As Stacey Richter puts it, where there's mystery, there's margin—and pharmacy pricing is thick with both. Generic compliance ratios, WAC-based specialty tiers, and pass-through contracts that pay pharmacies one number while billing employers another all point to the same underlying reality: so much of what gets called an expense in medicine is simply pricing failure. For plan sponsors and brokers heading into their next RFP, understanding these mechanics—rather than accepting a discount off an inflated reference price—is what it takes to move from passive price taker to informed decision maker. MENTIONED IN THIS EPISODE EP429 with Luke Slindee, PharmD: Apple Podcasts | Spotify | Other Apps EP488 with Mark Cuban and Cora Opsahl: Apple Podcasts | Spotify | Other Apps EP422 with Benjamin Jolley, PharmD: Apple Podcasts | Spotify | Other Apps EP465 with Chris Crawford: Apple Podcasts | Spotify | Other Apps EP486 with Stan Schwartz, MD: Apple Podcasts | Spotify | Other Apps === LINKS ===

Collin Norman sat through 4 interviews, a Zoom panel with more than 20 people, a request for his start date and a tour of the budget — then got rejected by email, with no call and no feedback. Today he's the Executive Director of Visit Clearfield County, Pennsylvania, and he's building a hiring process that looks nothing like it. Collin joins Adam Stoker to break down why DMO hiring is broken, why it's the same disease as the RFP process, and the three steps he'd run instead — plus what job seekers should do to clear the AI screen and still read like a human wrote it. Adam opens with a monologue on Tennessee's "Yeah, It's Real" photo certification program and where AI stops enhancing an image and starts fabricating one. Subscribe to our ⁠⁠⁠⁠newsletter⁠⁠⁠⁠! The ⁠⁠⁠⁠Destination Marketing Podcast⁠⁠⁠⁠ is a part of the ⁠⁠⁠⁠Destination Marketing Podcast Network⁠⁠⁠⁠. It is hosted by Adam Stoker and produced by Brand Revolt. If you are interested in any of Brand Revolt's services, please email ⁠⁠⁠⁠adam@thebrandrevolt.com⁠⁠⁠⁠ or visit ⁠⁠⁠⁠www.thebrandrevolt.com⁠⁠⁠⁠. To learn more about the Destination Marketing Podcast network and to listen to our other shows, please visit ⁠⁠⁠⁠www.thedmpn.com⁠⁠⁠⁠. If you are interested in joining the network, please email ⁠⁠⁠⁠adam@thebrandrevolt.com⁠⁠⁠⁠.

The Government Contracting Playbook: Leveraging Military Logistics, AI Solutions, and Public Sector Procurement with Kamar PerkinsIn a recent episode of The Thoughtful Entrepreneur Podcast, host Josh Elledge sat down with Kamar Perkins, an Army National Guard veteran and the Founder and President of Protech Consulting Group, to unpack the operational strategies required for small businesses and veteran founders to scale within the federal marketplace. Kamar, a former quartermaster officer and seasoned public sector growth architect, details how military leadership principles translate directly into technical entrepreneurship and government procurement execution. This conversation provides an essential, practical guide for B2B founders, defense contractors, and technology leaders looking to leverage artificial intelligence, navigate agile procurement shifts, secure set-aside certifications, and establish high-trust relationships across government agencies.The Public Sector Growth Architecture: Harnessing Military Operations, AI Tech, and Agile ProcurementThe primary obstacle preventing emerging technology firms from breaking into federal, state, and local government contracting is navigating the dense compliance mandates of the Federal Acquisition Regulation (FAR) while building verifiable past performance. Kamar Perkins explains that military veterans possess a distinct competitive advantage in this sector because core service roles—particularly logistics, supply chain management, and tactical leadership—mirror the complex resource allocation required for high-stakes government projects. Rather than attempting to secure multi-million-dollar prime contracts immediately, small businesses must adopt a phased approach: partnering as subcontractors with established prime vendors, tapping into Service-Disabled Veteran-Owned Small Business (SDVOSB) or 8(a) set-asides, and building a proven track record of execution.Scaling a specialized tech consultancy in the public sector demands delivering high-demand, future-proof software capabilities like artificial intelligence and machine learning tailored to specific agency missions. Because federal decision-makers prioritize data security, system scalability, and ongoing serviceability, technology providers must build robust documentation and clear upgrade paths into every solution. As federal procurement trends shift toward agile acquisition frameworks—which favor iterative project delivery and faster timelines—small firms must position themselves as agile innovation partners. Coupling technical capability with staff who understand public sector culture enables boutique firms to win competitive proposals and deliver measurable operational impact for agency clients.Furthermore, driving long-term enterprise growth across both commercial and government markets requires business leaders to replace transactional cold pitches with intentional, relationship-driven networking. Actively engaging agency contacts, participating in industry trade groups, and sharing authoritative thought leadership across digital channels builds institutional trust long before an official Request for Proposal (RFP) is issued. Maximizing visibility through executive media opportunities, maintaining complete press kits, and consistently following up with strategic partners transforms simple introductions into long-term sub-contracting and prime opportunities. When military operational discipline, cutting-edge AI delivery, and proactive relationship building are synthesized into a single business architecture, small enterprises successfully eliminate procurement friction, protect profit margins, and predictably expand enterprise valuation.About Kamar PerkinsKamar Perkins is the Founder and President of Protech Consulting Group, an Army National Guard veteran, and an expert consultant in federal government contracting and technology implementation. Drawing from a rich background as an Army quartermaster officer specializing in logistics and tactical operations, Kamar guides small business owners and veteran entrepreneurs through public sector procurement. He is a recognized thought leader focused on helping technology firms deploy artificial intelligence, build strategic agency relationships, and navigate government acquisition frameworks.About Protech Consulting GroupProtech Consulting Group is an elite technology advisory firm and government contracting consultancy engineered to help public sector agencies and commercial enterprises deploy advanced software solutions. The firm specializes in delivering custom AI and machine learning platforms, data analytics optimization, agile IT project management, and small business government contracting advisory services. Through specialized procurement guidance and technical execution, Protech Consulting Group enables organizations to navigate complex regulatory environments, eliminate operational bottlenecks, and achieve sustainable growth.Links Mentioned in This EpisodeProtech Consulting Group Official Website: protechconsultinggroup.comKamar Perkins on LinkedIn: linkedin.com/in/kamardperkinsKey Episode HighlightsTranslating Military Logistics into Business Value: How quartermaster and NCO leadership experience provides a foundation for complex project management and operations.Deploying AI Solutions for Federal Agencies: Developing scalable machine learning and data analytics platforms tailored to public sector procurement mandates.Navigating Agile Government Procurement: Strategies for small businesses to start as subcontractors, leverage veteran set-asides, and build past performance.Strategic B2G Relationship Architecture: Building long-term trust with agency decision-makers and prime contractors prior to RFP releases.Executive Media Optimization: Preparing press kits and leveraging podcast appearances to amplify brand authority and attract high-value partners.ConclusionThe conversation with Kamar Perkins underscores that achieving lasting success in government contracting requires a deliberate synthesis of military-grade operational discipline, specialized technical expertise, and persistent relationship building. By standardizing internal compliance protocols, focusing on high-demand tech capabilities like AI, and leveraging strategic network connections, business leaders can transform an emerging contracting firm into a highly structured, self-sustaining enterprise.More from The Thoughtful Entrepreneur

"The US is dangerously close to the brink of being Japan 1989."That is not a hot take from a doom account. That is Patric on this week's Bricks, Bucks & Bytes, laying out why asset overvaluation in private markets and infrastructure has him worried about stagflation.On this episode:✅ Why data center contractors are sitting on 11.4 months of backlog while everyone else has 7.5✅ The AI productivity story corporate America still cannot prove with real numbers✅ Why the construction RFP process is fundamentally broken, and who is actually responsible for it✅ What Meta's new partnership with North America's Building Trades Unions means for the data center buildoutDustin DeVan put it plainly: "You can't now build a project that much cheaper."Where do you land? Are we in a two speed economy that eventually corrects, or is this just what infrastructure spending looks like now? Tell us why we're wrong.#bricksandbytes #bricksbytes #bricksbucksandbytes #aec #construction #constructiontech #ai #vcOur Sponsors:BreadCrumb- 50,000+ projects globally. All running safer, faster, with Breadcrumb. - breadcrumb.coAphex is the multiplayer planning platform where construction teams plan together, stay aligned, and deliver projects faster – check out aphex.coArchdesk - “The #1 Construction Management Software for Growing Companies - Manage your projects from Tender to Handover” check archdesk.comChapters00:00 Intro01:08 Welcome Back and Personal Updates03:43 Exploring Proto Town and Bedrock Robotics06:41 Travel Frustrations and Unexpected Adventures09:30 The Concept of Proto Town in Europe12:12 AI Price Collapse and Economic Implications14:58 Data Center Boom and Its Effects17:31 Market Dislocations and Construction Industry Insights19:51 Interest Rates and Economic Perspectives22:50 Potential Risks and Future Predictions25:39 Final Thoughts on Economic Trends30:38 Understanding Time vs. Cost Savings32:07 The Role of Technology in Construction33:36 Owners and Technology Awareness34:41 The Importance of Pricing Optionality36:14 The Shift in AI Pricing and Accessibility38:42 Navigating AI Models and Corporate Needs43:50 Leadership and Product Understanding45:54 Governance and AI Deployment Challenges53:34 Rethinking RFP Processes for Better Outcomes56:25 Meta's Role in Construction Training Initiatives 

The freight market is loosening as summer winds down, but the question is how long that relief will last. This week on the Transfix Take Podcast, Jenni Ruiz and NFI Industries market expert Justin Maze break down falling tender rejections, easing linehaul rates, and the regional shifts shaping the market ahead of Labor Day. While much of the country is seeing softer conditions, pockets of tightening in the Northeast and Pacific Northwest show why location and lane direction still matter. In this episode: * Tender rejections fall to just above 12% after reaching 18% in mid-July * National linehaul rates drop roughly 2% week over week to $2.24 per mile * Why rates could fall another 3–3.5% before Labor Day * Continued softening across the Southeast and South as produce season fades * Why the Northeast remains tighter, particularly on freight heading south * Wildfires and late-summer produce putting pressure on Pacific Northwest capacity * What declining spot freight volumes could mean for routing guides and upcoming RFP season * Why carrier capacity reductions and tighter safety standards could have a much bigger impact on rates heading into 2027 * An update on federal rulemaking around English-language proficiency requirements for commercial drivers The market may be quieter than it was a few weeks ago, but beneath the surface, capacity is still shifting. And what happens between now and the holiday season could tell us a lot about where freight rates are headed next year. -- Disclaimer: All views and opinions expressed in this podcast are those of the speakers and do not necessarily reflect the views or positions of Transfix, Inc. or any parent companies or affiliates or the companies with which the participants are affiliated, and may have been previously disseminated by them. The views and opinions expressed in this podcast are based upon information considered reliable, but neither Transfix, Inc. nor its affiliates, nor the companies with which such participants are affiliated, warrant its completeness or accuracy, and it should not be relied upon as such. All such views and opinions are subject to change.

Send us Fan MailMost ERP initiatives struggle not because of technology limitations but because of misalignment among business stakeholders, IT, and software vendors. Organizations often move too quickly into product demonstrations without establishing structured requirements, assuming the software will naturally adapt to their processes. This webinar explores how a well-designed ERP request for proposal (RFP) serves as a strategic cost-control tool rather than a procurement formality. By creating clear requirements, reducing ambiguity, and establishing a shared framework for evaluation, a disciplined RFP process helps organizations avoid costly implementation mistakes and make more informed ERP investment decisions.Video: https://www.elevatiq.com/events-and-webinars/erp-rfp-how-to-save-30-on-erp-selection-costs/Questions for Panelists?

The hotel industry is undergoing a major transformation—and hotels that continue operating the way they always have may struggle to keep up.In this episode, David Millili sits down with Kathleen Cullen, Executive Vice President of PTG Consulting, to unpack the major shifts disrupting hospitality today. From the rise of AI and changing distribution models to B2B discount stacking, revenue management, technology, and evolving sales strategies, Kathleen shares what hotel leaders need to understand to stay competitive.Kathleen explains why hotels must rethink how they approach revenue, sales, marketing, PR, distribution, and technology—and why profitability, not simply top-line revenue, should be the ultimate goal. She also discusses how AI is changing the way travelers discover hotels, why fast and accurate responses to RFPs are becoming critical, and how independent hotels can use their flexibility as a competitive advantage.In this episode, you'll learn:How B2B distribution and discount stacking are disrupting hotel ratesWhy AI is becoming a new audience hotel must be discoverable throughShould Hotel Leaders Prioritize Profitability Over RevenueThe hotels can rethink sales and RFP response strategiesWhy creating a unique hotel story and customer experience mattersWatch the FULL EPISODE on YouTube: https://youtu.be/uBEODwtL2xYLinks:Kathleen on LinkedIn: https://www.linkedin.com/in/kathleen-cullen-ptgconsulting/PTG Consulting: https://www.ptgconsulting.com/For full show notes head to: https://themodernhotelier.com/episode/317Follow on LinkedIn: https://www.linkedin.com/company/the-..Join the conversation on today's episode on The Modern Hotelier LinkedIn pageConnect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil.

Send us Fan MailEdna Martinson is the Co-founder and COO of Boddle Learning, a gamified K–6 learning platform used by millions of students to build confidence in math, literacy, and science. She is passionate about combining great game design with research-backed learning experiences that teachers and students love.

Federal contract opportunities are scattered across SAM.gov, agency forecasts, expiring contracts, and more than 70 other places, and the contact who decides an award is often findable before the solicitation ever posts. Randie Ward, a business development specialist, walks through how to identify the right program manager or small business specialist, pull contacts from industry day PDFs and free tools, and start the relationship before the RFP goes live. What you'll learn in this episode: The 70-plus places federal opportunities hide, and why SAM.gov alone leaves wins on the table Why industry day PDFs are contact gold mines and how to work through them Who to approach first inside an agency, and why the small business specialist opens the door How to find a hidden program manager's email using free ZoomInfo Light in under 15 minutes How to read an agency budget to learn what work is funded before it is advertised Chapters: 0:00 - Industry day PDFs as agency contact gold mines 0:52 - Small business specialist as your first agency contact 1:25 - Contracting officers, program managers, and who protects whom 2:51 - LinkedIn outreach that lands meetings with directors 3:42 - Free ZoomInfo Light to find a hidden decision maker 5:11 - Reading agency budgets to find funded work early 6:12 - Why program managers are harder to find than officers 7:33 - Capabilities briefings and reasons to keep reaching out Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

Josh, Chris, and Mark talk about a New Mexico state-mandated AI reading tool stirring privacy concerns, Google rolling out a student-facing Gemini tab in Classroom by default, new survey findings about post-RFP vendor behavior, and the growing trend of "vibe coding" inside districts. Oh, and how to handle teacher/classroom movements and changes. ———— Sponsored by: Meter VIZOR Fortinet Howard ManagedMethods Lightspeed NTP ———— Join the K12TechPro Community (exclusively for K12 Tech professionals) Buy some swag (tech dept gift boxes, shirts, hoodies...)!!! Email us at k12techtalk@gmail.com OR our "professional" email addy is info@k12techtalkpodcast.com X @k12techtalkpod Facebook Visit our LinkedIn Music by Colt Ball Disclaimer: The views and work done by Josh, Chris, and Mark are solely their own and do not reflect the opinions or positions of sponsors or any respective employers or organizations associated with the guys. K12 Tech Talk itself does not endorse or validate the ideas, views, or statements expressed by Josh, Chris, and Mark's individual views and opinions are not representative of K12 Tech Talk. Furthermore, any references or mention of products, services, organizations, or individuals on K12 Tech Talk should not be considered as endorsements related to any employer or organization associated with the guys.  

Send us Fan MailJoin hosts Ben Kornell and Alex Sarlin as they break down the biggest stories shaping AI, edtech investment, philanthropy, the future of work, and AI-powered learning.✨ Episode Highlights:[00:02:33] Bridges AI Summit brings district leaders together to discuss AI adoption, pilots, and edtech purchasing[00:05:19] Imagi raises $4.5M with backing from OpenAI, Lovable, Will.i.am, Kahoot!, and ElevenLabs[00:09:18] AI, cross-sector platforms, and portfolio consolidation drive edtech investment trends[00:10:40] Gates Foundation leadership shakeup signals a new chapter for education philanthropy[00:15:45] Gates Foundation and the future of philanthropy in an era of AI wealth[00:20:30] OpenAI report explores how AI is expanding workers' roles beyond traditional job boundaries[00:21:00] OpenAI launches a campus leaders program to build student communities around AI tools[00:31:00] Y Combinator calls for startups building personalized AI tutors[00:37:35] Coursera invests $100M in a new AI-native learning company founded by Andrew Ng[00:41:15] Time's top edtech companies list sparks debate over how the industry is rankedPlus, special guests:[00:44:39] Kavitta Ghai, CEO and Co-founder of Nectir, on AI in higher ed and K–12, student outcomes, and privacy[01:00:13] Aidan McDowell, Founder and CEO of UniqLearn, on personalized learning, career exploration, and student curiosity

"No is a complete sentence." It took Gina Rubel years of executive coaching — and nearly 25 years of running a top legal PR firm — to fully believe that. In this episode, she makes the case for why. Gina Rubel is the CEO and General Counsel of Furia Rubel Communications, a nationally recognized legal marketing, litigation PR, and crisis communications agency. She joins Scott Love for the Rainmaking Podcast's first-ever episode dedicated entirely to saying no — when to do it, how to do it, and why the most successful professionals in any field have mastered it. This conversation is packed with practical frameworks: red flag checklists, core values exercises, real-world stories from crisis comms and RFP negotiations, and the "yes, and" mindset that turns a firm no into a future opportunity. You'll learn: The 6 most common reasons a professional services provider should turn down business — and how to recognize each one early How to build your personal red flag checklist before you take another intake call Why your core values — not your revenue goals — should be the filter for every new client relationship The RFP negotiation story: how saying "we can't do this in time" turned into a stronger client relationship Why "no" doesn't always have to mean no — and how the "yes, and" approach keeps doors open How to actually say no to a prospect without over-explaining or burning the bridge Why culture fit doesn't mean identical culture — and what the real alignment requirement is The red flag you're probably overlooking: clients who don't value your advice When an existing client relationship warrants a no (and how to handle it with integrity) 3 action steps to start saying no to the right things starting today Visit: https://therainmakingpodcast.com/ YouTube: https://youtu.be/DHktJ3_6xMw ---------------------------------------- If you are a successful law firm partner or law firm founder and want to hear about other options, please book a time on Scott Love's calendar here: https://calendly.com/scott-736/half-hour-phone-meeting-with-scott Or email Scott to connect with him at: scott@attorneysearchgroup.com ----------------------------------------

This "boring" government website generates an average of $3.2 million in annual revenue for more than 56,000 small businesses — yet only 0.15% of the 36 million small businesses registered in the US ever win a federal prime contract. Instead of waiting for an RFP, I walk through a real, live sources sought notice step by step — an actual Air Force requirement — and show you how to write a response that can shape the solicitation in your favor. You'll see how SDVOSB set-asides, GSA MAS recommendations, NAICS size standards, and strategic requirement suggestions can legally eliminate your competition before the solicitation ever drops.0:00 This Boring Website Makes Small Businesses $3.2M a Year0:25 How Companies Use SAM Dot Gov to Generate Revenue0:57 Why Only 0.15% of Small Businesses Win Federal Contracts1:59 Registering Your Business in the SAM Database2:15 The #1 Mistake: Starting With the RFP2:30 The Sources Sought Strategy Explained2:54 Live Demo: How to Find Sources Sought Notices3:30 3,740 Open Sources Sought Right Now3:37 Real Example: Air Force Golf Cart Contract3:54 Sources Sought vs. Proposal (Why It's Easier to Write)4:21 The Language That Scares Companies5:15 Inside the GovClose Community6:22 Reading the Notice: Randolph AFB / Joint Base San Antonio6:46 The Contracting Officer on the Other Side7:19 SDVOSB Set-Asides: Your Unfair Advantage7:58 NAICS Codes & Small Business Size Standards Explained9:09 Filling Out the Questionnaire (What Most People Miss)9:58 Salient Characteristics: Meeting the Specs10:22 How to Shape Requirements & Eliminate Competitors11:37 Requesting a Set-Aside (and the Rule of Two)12:12 Recommending GSA MAS as the Contract Vehicle13:00 What to Do If You DON'T Have a GSA Schedule13:39 Highlighting Differentiators the Government Might Adopt14:42 How Requirements End Up in Solicitations15:02 Why Sources Sought Beat Waiting for the RFP15:50 Tell Us Your Industry (Comment Below)16:15 Learning to Sell to the Government––––––––––––––––––––––––––––––––––––––RESOURCES MENTIONED––––––––––––––––––––––––––––––––––––––GovClose Program Overview (free 20-minute training): https://www.govclose.com––––––––––––––––––––––––––––––––––––––ABOUT RICK HOWARD––––––––––––––––––––––––––––––––––––––Rick Howard is a retired USAF Lieutenant Colonel and former DoD acquisitions officer who managed over $82 billion in federal contracts. He is the founder of GovClose and the DoD Contract Academy, with 400+ graduates working as government contract consultants, federal account executives, and business owners winning federal contracts.Rick Howard expresses his opinions as a former government contracting officer and presents public data on government contracts that he analyzes. GovClose makes no guarantees whatsoever about federal spending data or government contracts.Get the GovClose Certification: https://www.govclose.com/sales-certificationOur students learn the government contracting skills to :1. Start their own consulting business that can earn up to $400k as a "solopreneur" advising businesses that sell to the government.2. Land high paying sales executive jobs with companies in the public sector.3. Increase government contracting revenue for companies selling to the US government.Government contracting data changes constantly, and we make no claims of perfection when presenting data. All data can be looked at from different angles, and it is up to the viewer to do their own research, their own data analysis, and decide if government contracting is for them.Disclaimer: This video reflects Rick Howard's personal opinions and independent analysis of publicly available government data. It does not represent an official position, endorsement, or statement of the U.S. Air Force or the Department of Defense.

Send us Fan MailInside Columbia's First EdTech Showcase, Alex Sarlin sits down with the founders and leaders behind the inaugural Columbia EdTech Showcase to explore the startups, ideas, and innovations shaping the future of learning from AI-powered discussion tools to health education, learning science, and content curation.

Delaware officials asked an AI company to provide more detail before authorizing on-road testing, according to Bloomberg Law. Regulators are seeking a comprehensive safety case, defined operating boundaries, and clear accountability, along with insurance and incident response plans. Other states provide benchmarks, including California's $5 million insurance requirement and reporting rules, Arizona's executive order framework, and Pennsylvania's 2022 law enabling driverless operations under oversight. NHTSA's standing crash reporting order and potential exemptions shape federal expectations for automated driving deployments. Delaware's Personal Data Privacy Act, effective January 1, 2025, adds data governance obligations for pilots. Founders should prepare RFP-grade proposals, start with controlled environments, and plan three to six months for reviews.Learn more on this news by visiting us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

Responding to a Sources Sought notice is one of the most overlooked ways small businesses win federal contracts before the RFP ever drops. In this episode, Randie Ward breaks down a concept called "ghosting" or influencing a requirement, showing contractors exactly how to shape an opportunity in their favor while it's still being defined. If you've ever wondered why some companies seem to know a solicitation is coming before it's public, this episode explains the strategy behind it. How to structure a Sources Sought response using the agency's exact framework and numbering system Why submitting only a capability statement instead of full past performance can get you disqualified How to suggest an industry standard or certification the agency didn't know to ask for Why building relationships with the program office before a solicitation drops gives you an edge How asking for a short response extension can strengthen your standing with a contracting officer   EPISODE CHAPTERS:  0:00 - Sponsor message from Mendi Media on finding contracts 0:48 - Introducing the concept of ghosting a requirement 1:08 - Tracking opportunities before the sources sought posts 1:39 - Following the agency's exact response framework 2:37 - Submitting three relevant past performance examples 3:15 - Why a capability statement alone gets you disqualified 4:21 - Answering technical capability and staffing questions 4:31 - Using the influence section to stand out 5:16 - Suggesting certifications the agency did not request 6:33 - Adding industry standards that lower agency risk 7:06 - Shrinking competition by offering what others lack 9:02 - Requesting extra time to respond to a notice Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

Send us Fan MailDrew Bent leads Education at Anthropic, where he oversees education initiatives including Claude for Teachers. A former math teacher, Khan Academy engineer, and co-founder of Schoolhouse.world, Drew focuses on applying AI to improve teaching and learning.Sandra Liu Huang is President of Learning Commons, where she leads the development of open AI datasets and learning science infrastructure for education. She previously held product leadership roles at Google, Facebook, and Quora.

In this episode, Pete and Julie welcome Karen Kaplan, CHRO at People Incorporated, for a real-world look at what it takes to lead HR transformation inside a complex, mission-driven healthcare nonprofit. Karen shares her journey from operations and administration into HR leadership, and why the mission of supporting mental health care professionals has kept her in the field for more than two decades. The conversation explores the unique workforce challenges of a highly regulated nonprofit healthcare environment, including 24/7 residential programs, community-based care, mobile workers, shift differentials, scheduling complexity, credential tracking, and the need to equip frontline managers with tools that work.   The group unpacks People Incorporated's HR and payroll systems transformation journey, from persistent friction, manual workarounds, data reliability issues, and trust gaps to a more structured assessment, RFP, and implementation process. Karen offers a candid view into the hard decisions leaders must make before replacing technology, including where to change policy, where to adapt process, where to preserve requirements, and why stakeholder engagement is essential to rebuilding trust.   The episode also highlights what happens after go-live, including phased implementation, benefits enrollment, talent acquisition, communications planning, employee paycheck previews, reduced manual checks, and the growing role of analytics and AI in supporting workforce planning and care delivery.  Connect with Karen:  LinkedIn: https://www.linkedin.com/in/karen-kaplan-sphr/  Connect with the show: LinkedIn:  http://linkedin.com/company/hr-payroll-2-0 X: @HRPayroll2_0  X: @PeteTiliakos  X: @JulieFer_HR BlueSky: @hrpayroll2o.bsky.social YouTube: https://www.youtube.com/@HRPAYROLL2_0  WRKDefined Podcast Network: https://wrkdefined.com/podcast/hr-payroll-20  Thank you to our marquee sponsors for powering the HR & Payroll 2.0 podcast forward!  G-P ‘Globalization Partners': https://www.globalization-partners.com/  OneSource Virtual: https://hubs.ly/Q03YFNR90 Zoho: https://www.zoho.com/press.html Thank you to our ‘wizard behind the curtain' and show producer Ryan Kielma: https://www.linkedin.com/in/ryan-kielma/

Send us Fan MailJulie Young is the Founding CEO of Florida Virtual School (FLVS), where she helped pioneer online public education and expand access to millions of learners. She later founded ASU Prep Digital and is the author of Say Yes: How Virtual Became Reality, continuing to shape the future of student-centered learning.

Ben and his co-founder had no product, no law enforcement background, and no pitch—just an offer to help detectives solve cases. One commander took a chance, handed them background checks, and said "let's see what you can do." They worked out of that police department every day for 18 months. Peregrine just raised $250M at a $6.8B valuation.In this episode, Ben breaks down how researching every police captain in the Bay Area landed their first design partner, why working as free crime analysts for 18 months was "the purest form of method acting," how forward-deployed engineers drove them from $1M to $3M to $10M ARR, and the 120% RFP prep that won a contract written for a billion-dollar competitor.Why You Should ListenWhy doing your customer's job is the fastest path to product market fit.How two founders with no product convinced a police department to let them in.Why over-investing in deployment became a growth engine, not a margin problem.How obsessive research wins enterprise deals when you have zero credibility.Keywords startup podcast, startup podcast for founders, product market fit, finding pmf, Peregrine, govtech, public safety technology, forward deployed engineers, selling to government, enterprise sales, data integration, design partners, Ben RudolphChapters00:00:00 Intro00:01:07 The Moment of True Product Market Fit00:11:51 Getting a Police Department to Say Yes00:16:45 Slow Growth and Word of Mouth00:19:49 Forward-Deployed Engineers Before They Were Cool00:27:34 Cracking Government Go-To-Market00:34:08 Winning an RFP Written for Someone ElseSend me a message to let me know what you think!

A network transformation roadmap can look robust on a slide, but if enterprise customers go to market before all the details. steps and sequencing are clear, the sourcing process can quickly expose gaps in the baseline, stakeholder alignment, contract timing and migration readiness. In this 8-minute episode of Staying Connected, Tony Mangino is joined by TC2's Brent Knight to discuss how enterprise customers can ensure a network transformation roadmap is truly executable before launching an RFP. Tony and Brent explore why the baseline, sourcing structure, contract planning and migration timing all need to align before suppliers start shaping the conversation. If you would like to learn more about our experience in this space, please visit our Strategic Sourcing webpage.  

Send us Fan MailJoin hosts Alex Sarlin and Ben Kornell as they discuss the latest developments in education technology, from growing AI skepticism in schools and major policy shifts to Anthropic's education strategy and conversations with founders tackling literacy and AI tutoring.✨ Episode Highlights:[00:05:49] New York City pauses AI procurement across its school system[00:11:28] New study questions AI's impact on teaching quality and student engagement[00:18:00] Norway introduces strict limits on generative AI for younger students[00:21:41] Anthropic launches Claude for Teachers with major edtech partnerships[00:23:27] Why partnerships and AI ecosystems may define the future of edtech[00:30:52] How AI infrastructure could help smaller edtech companies compete[00:33:31] Learning Commons and connected platforms point toward a more integrated edtech ecosystemPlus, special guests:[00:37:40] Louise Baigelman, Founder & CEO of Storyshares, on expanding adolescent literacy beyond the science of reading[01:01:02] Ashish Bansal, Founder & CEO of StarSpark.AI, on building AI tutors that promote learning instead of answer-giving

Finding federal decision makers before the RFP drops is the real edge in government contracting, and most contractors are looking in the wrong place entirely. In this episode, Randie Ward breaks down the exact hierarchy of people behind every solicitation, from the contracting officer down to the program manager and end user, and reveals a sloppy habit contracting officers don't even realize gives away who's really calling the shots. If you've been submitting proposals into the void with no contacts, this changes how you approach every opportunity going forward. Learn the difference between a contracting officer, contracting specialist, and program manager, and why only one of them is the true decision maker Discover a hidden trick using solicitation comment sections that exposes the program office contact before you ever apply Use USASpending.gov to match an award ID to its solicitation number when SAM.gov search comes up empty Confirm a decision maker's identity through LinkedIn and Google searches, even when they have no active profile Build a relationship with your small business specialist so they'll personally connect you to the program manager EPISODE CHAPTERS: 0:00 - Introduction to finding the real decision maker 0:48 - Understanding the contracting officer and specialist roles 1:54 - Why the program manager is the true decision maker 3:00 - Reading the RFP before it officially drops 4:01 - The sloppy comment section trick contracting officers miss 6:21 - Using USASpending.gov to find the solicitation number 7:15 - Googling and LinkedIn searching to confirm your contact 8:27 - Leveraging your small business specialist for an introduction Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

Matt Sigala, Director of Asset Management at SkySpecs, joins to discuss blade inspection data, repair vendor management, and carbon fiber repairs. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Allen Hall 2025: Matt, welcome to the program. Greatly appreciate it. So Matt Sagala has not been on the Uptime Wind Energy podcast. Although he’s been asked for the last five or six years to be on, he has had other commitments. So now that he’s available to be on the podcast, we love having him here. Uh, if you don’t know Matt Sagala, Matt Sagala is a, a real special talent in wind. Very knowledgeable about repairs. He’s a composites person, but he, you know, it’s one thing to know composites and understand what that looks like, but also to run organizations that repair blades and manage blades and take care of large quantities of blades and do it very efficiently, where the assets are actually working and operating efficiently is hard to do. So, uh, [00:01:00] Matt is now with SkySpecs in a recent change from a, a large global wind operator, and he’s come over to SkySpecs as Director of Asset Management. So Matt, congratulations first. Appreciate  Matt Sigala: it. Appreciate it.  Allen Hall 2025: So that’s a, that’s a big title there. What does that all mean, Director of Asset Management at SkySpecs?  Matt Sigala: basically, it’s just the overview of your entire asset from the start of the inspections to the reviewing of, of the inspections, to creating the RFP, going out to blade budgets and repairs, uh, and then having the actual repair teams on site and us being able to help execute those repairs in a systematic way, um, without having to overload or, or burden your, your internal, uh, systems in-house. Allen Hall 2025: Because as an operator, there’s a lot on your plate.  Matt Sigala: Yes.  Allen Hall 2025: And a lot of operators don’t necessarily have blade teams internally. You came from an organization- Yeah … that did have a really good, still does have a really good blade organization.  Matt Sigala: Oh, amazing, yeah.  Allen Hall 2025: Yeah. Uh, that was unique, but a lot of operators in the United States or globally just don’t have [00:02:00] that resource. SkySpecs has developed that resource over the last couple of years of we’re blade experts, we have all the data coming in, but we can also help you downstream when it comes to maintaining and repairing blades, which is, is sort of a new feature for- Yeah … SkySpecs. Now that you’re there and you’re seeing all the data, all the, the,  the- the, data center, so to speak, of w- and you have access to blades globally, and you can put your fingers on it. What are you seeing out there in terms of blade health and, and going forward?  Matt Sigala: There’s a lot of work. There’s definitely a lot of work upcoming and into the future. Um, and you know, I think a lot of it could be risk-based with, with inspections, annual inspections, semi-an-annual inspections. I think that’s always the first line of defense on any blade management c- campaign. Um, and then, you know, coming behind that, I think that’s where our preferred vendor lists and, uh, you know, being comfortable with working with certain suppliers on certain type of repairs. Um, we feel that, you know, we have an edge on the industry, [00:03:00] uh, with the data set that we have in hand, plus being able to build a relationship with ISPs. And not only build a relationship with them, but be able to continuously give them mindful insight to their repairs from a year now to two years now. Because we’re the only ones really seeing those inspections and the repairs after they’ve been in operation for more than a year. It’s very rare that a, an ISP, uh, even on my side of the house when I was working with EDF, of being able to see a repair from year to year. Um, I think that’s, that’s, that’s pretty massive and- Yeah … a lot of value within that, so.  Allen Hall 2025: Oh, sure. Uh, you were one of the first ones when I met you years ago now, uh, that was a big proponent of more inspection. Yeah. That there are some blades in which you must inspect more.  Matt Sigala: Yes.  Allen Hall 2025: And here’s the reason why. Matt Sigala: Yeah.  Allen Hall 2025: Because you had thought through it a little bit and you’d come up with a plan. So you always had a plan. That’s one thing about Sagales, he always has a plan. You can ask him any question, he’s got a plan in relationship to blades. And you were the, you were the one that has said, “Hey, uh, there are certain blade types out there that we have seen that, well, you need to do a [00:04:00] little more inspection, and there are some others that it’s totally fine.” Yeah. A, a yearly inspection is, is, is fine. Well enough. And that SkySpecs data, now that you have access to it, is that also f- feeding back into your- Definitely … logic of that?  Matt Sigala: Yeah, yeah. How do you, how do you think about it? No, it’s, it’s, it’s opened my mind a lot kinda getting me out of just being in, like, the trenches of certain decisions and being able to see this whole data set as a whole now. Uh, and holistically, it’s like, all right, m- there’s just certain things that I kinda need to adjust on my end. Um, definitely letting a lot of things just play out for, uh, this repair season and, and how things are running, and then kinda looking to make some changes into, into ’27. Um, but the data set, it’s, it’s amazing. It’s, it’s almost over- overwhelming. Um, so just kinda going after- the low-hanging fruit as far as, like, the 62 twos, the 145s, and really understanding what those look like, uh, how we can help our customers  Allen Hall 2025: that’s a large part of the fleet in the States, but globally too. SkySpecs has made a lot of, uh, recent advancements into, uh, certain marketplaces outside the US. Mm-hmm. I won’t go into the specifics there, [00:05:00] but e- essentially, like, SkySpecs is becoming definitely more of a global company than a US-based company. Uh, and seeing turbines from outside the US, so you see a, a GE or a Vestas turbine operating in Germany or in the UK, and you see the same turbine in the States. They’re not- No … performing the same, are they? No. It’s a completely different- Same turbine.  Matt Sigala: Yeah, different wind regimes, erosion characteristics, crack propagation rates, everything. Even we were seeing major, you know, differences from the West Coast to, to central Iowa with the same type of platform. So you can only imagine, you know, start going from a, a larger scale on, on the globe,  Allen Hall 2025: So you’re ac- because you have access to the data now, does that change the way you think about Blade management. Matt Sigala: Yes. I-  Allen Hall 2025: in terms of when to, when to inspect, when to repair, or just leave it. Are you able to have clear definition of the variables that go into that equation?  Matt Sigala: Definitely so. and I think that’s the key to it. It’s, it’s, we- we’re really stepping away from that blanket approach of inspections where you [00:06:00] do have your baseline inspection, but after that you start getting into the granulars of, okay, you know, this site has X amount of the 622Ps or whatever they are, uh, we need to inspect more on, on a biannual or semi-annual inspection. Um, and then we have, you know, certain turbines, like you said, that we, we touch once a year and it’s kind of just, just let it go. But, um, no, it’s, it’s very site specific, um, on- Allen Hall 2025: That’s what I’m wondering … on- Is it how, how site specific is it? Very, very,  Matt Sigala: very site specific.  Allen Hall 2025: Really? Yeah. It’s- So like, uh, is Central Iowa is different than Central Kansas-  Matt Sigala: Eh Allen Hall 2025: in a sense, or is it more broader spread than that? It can  Matt Sigala: get a little bit broader spread, but then we start looking into s- serial numbers for manufacturers, issues. Okay, are we seeing a certain batch that was released out and it’s in, you know, the northern part of Iowa or half the park? And so that’s what we’re really getting down to now is like serial batch issues and, and trying to track that across the region. Allen Hall 2025: SkySpecs has been trying to use more AI over the last- Yes … six months to a year. Is that helping to sort through some of that data?  Matt Sigala: Yeah, it’s accelerating it. Uh, definitely it’s not like the, uh, [00:07:00] all end answer, but it’s definitely, it’s, it’s-  Allen Hall 2025: So you’re not just thumbing through Excel spreadsheets- Yeah, no and looking at them one by one, you can actually use some, a little bit of  Matt Sigala: AI to- A little bit … to sort it. Yeah, Yeah, sort it out, get a high, high res summary, and then being able to kind of like pinpoint where we wanna go from there on it and, and dive in. But still, you know, AI hallucinates and, and does its thing. Oh, sure. And so we, we just, we wanna tread carefully with it, but making sure it’s clean,  Allen Hall 2025: a sanity check, right? Yeah, exactly. While you’re there, a sanity check, like does that make sense? Exactly. Oh, okay. Exactly. Let’s, let’s scrape it again. Okay. So that’s a huge advantage, and I, I know on the repair vendor management side- Yeah which has been a, an effort over the last year or two from SkySpecs, is to, uh, work with the ISPs and make sure that they’re doing the repairs properly and they’re vetted and they’re trained. Yes. That’s been a big effort in- internally in SkySpecs for a little while. Bringing you on really ramps that up in terms of the, the horsepower that SkySpecs can apply to that. Yeah. Where are you going on that, uh, repair vendor management and the ISPs and the data that comes from, from [00:08:00] all of that side of the business, you know, opposite of the inspection side?  Matt Sigala: Yeah, so with RVM, you know, my end goal is, is to have a preferred vendor list of contractors within SkySpecs. And I’m more thinking of them as like a toolbox of not just it being a crescent wrench, it’s more of, okay, this ISP is good for bulk LEP installation. This ISP is good for Vestas wrinkles, you know, within the max cord. And, and so I think that’s where what I’m trying to, to map out now is, is kind of put everyone within their right socket place of, uh, where they belong in the toolbox- Sh- sh- sh- … and how I can be able to utilize them. And then actually from there, um, seeing what the bandwidth is. And I think that’s like the real catch is being able to get- The right teams on site quickly, you know, when, when you run into those situations, and safely.  Allen Hall 2025: Yeah, because it’s hard. If you call up an ISP and say, “Can you come fix my leading edge problem?” No. Pretty much the answer’s always yes. Yeah, yeah. Right? But you need a little bit of a sanity check there. Can they really do it when they got twel- 12 crews out right now? They only have 13, [00:09:00] so probably can’t do it right now. Yeah,  Matt Sigala: exactly.  Allen Hall 2025: That’s where SkySpecs can help sort that out a bit.  Matt Sigala: Yeah, you know, on the QAQC side of things with, like, LEP where you- do your 10 meters or 12 meters of, uh, LEP installation, and you’re trying to take a picture of 12 meters or, or 10 meters of, of LEP installation both, on both sides. And so the reports are subpar. I think that they’re good enough, but what I’d like to start implementing is being able to have a, a post-installation inspection after the turbines have been running for three days to a week. Let’s refly, you know, the leading edges and get an idea of how the actual installation quality was. Uh, ’cause I- in my opinion, you know, anything within the LEP that there’s a defect, it’s gonna pop up within that first two weeks of operation. Yeah. I think that’s something where we can capitalize on making the ISPs get back on that blade, fix it before they get offsite, and have prevent remob and, and such.  Allen Hall 2025: Ooh, that’s a good idea. Yeah. Because a lot of times they’re demobed, they’re down at the next wind farm- Yep … or maybe in another state, and it’s, like, too late to get them back there to, to touch up. To touch  Matt Sigala: up.  Allen Hall 2025: Exactly. To do [00:10:00] minor work usually. Yeah. Uh, it’s usually m- not major stuff. It tends to be minor stuff, but to catch it- Yeah is really important. So the Horizon system that, uh, an existing SkySpecs, uh, customer uses is, there’s a lot to it, right? Yeah, yeah. So there’s, there’s many branches to this tree. One of them is repair vendor management. Uh, obviously another one’s inspection and the, and one of those growth branches is solar. Matt Sigala: Yes.  Allen Hall 2025: Uh, what is the movement on solar within SkySpecs and repair vendor management? Is that something you guys are working on? Uh, and what, what is the plan for solar? Yes.  Matt Sigala: It’s the, the same approach as RVM, um, where, you know, solar-wise, we, we still wanna be able to, you know, step in and then be that middleman of being able to inspect, be able to get your asset back up and running with, our preferred vendors, you know, and, uh, just have a more smoother, systematic approach to, to the, the maintenance side of the solar s- side of things. I think [00:11:00] we’re, the blades, we got an early start on it from 2016, 2017 timeframe, so we’re, you know, well 10 years into this. Uh, and I think we’re at the point where, like, solar starts n- need to catch up, and I think SkySpecs has a, a big headstart on that.  Allen Hall 2025: Yeah. Just even on the inspection side, although, uh, solar inspections have been happening for quite a while- Yeah the, the quality has varied quite a bit.  Matt Sigala: Yeah. The, the amount of data, uh, that I’ve, I’ve been learning is it’s, it’s- … 2, 3X compared to, to, you know, what we’re pulling off off blades. Um, and so- Oh,  Allen Hall 2025: sure …  Matt Sigala: there’s t- tons more, you know, solar data that needs to be captured and, uh, processed.  Allen Hall 2025: Thermal imaging.  Matt Sigala: Thermal imaging. A bunch of  Allen Hall 2025: that, right,  Matt Sigala: inverters. Top of the panel, bottom of the panel. Right. Yeah. Um, so that’s where I’m seeing a lot more, uh, data management is needed on that side too. And, and  Allen Hall 2025: the, the vendor management of, of that tends to be a little more of l- the Wild West, in my opinion. Yes. ‘Cause the ISPs and wind, there’s a competency to it, and there’s a lot of training- Yeah to do those things. To be a composite repair technician, you generally have to take- Some training, be out in, in the real world working for a couple of years- Yep … before you become competent at it. Solar doesn’t tend to be that way.  Matt Sigala: No, [00:12:00] no. They’re very, they’re very John Wayne, I guess, like you said, the Wild West- Yeah of, of, of, of it. But, um- Yeah, it has to  Allen Hall 2025: move fast.  Matt Sigala: It does, and I think that’s where, you know, SkySpecs can really help step in, uh, and be that technical bridge between the financials and the technical, and being able to safely execute, you know, uh, replacements, repairs, et cetera on, uh, on the, the solar side of things.  Allen Hall 2025: Let me ask you a couple questions- Okay … about carbon fiber. Okay. Because I would be remiss to, to let you go without talking- … about carbon fiber, because it comes up a lot in discussions we have at Weather Guard- Yeah, definitely … with operators, be like, “I’ve got these carbon fiber blades. I don’t really have a good track record of repairing them.” Matt Sigala: Yes.  Allen Hall 2025: Or, the repair is complex and I really can’t find an ISP that knows what to do there. What are some of those repair inspection issues with carbon blades that may differ from your standard fiberglass blades that we’re all used to?  Matt Sigala: Uh, it really depends on where the carbon’s at. So if, you know, we’re talking about a spar cap, um, you know, with unidirectional fibers being- A pultrusion Pultrusion. [00:13:00] Um, you know, the, the repairs are, are becoming more and more trickier, uh, mostly when you start in- introducing oil ingestion to a lot of these turbines that have carbon. you know, we’re, we’re having to take a lot more steps in, in the repair process, in making sure that we’re executing the repair properly. And then another thing that w- you know, with the carbon that will– seems to be an issue, uh, on the procurement side is being able to order, uh, you know, the right GSM UD directional prepreg carbon and, and being able to get that in the, into the field, um, just because it requires freezers and, and everything else. There’s, there’s a couple more steps to, to the prepregs. But, Carbon loves lightning.  Allen Hall 2025: It does.  Matt Sigala: It’s, it’s unfortunate. Yeah. But, you know, it’s, it’s, it’s, uh, a, a whole different repair process, to be honest.  Allen Hall 2025: Well, that’s what I’m hearing- Yeah … is that a lot of operators don’t want to touch it, especially if it’s in a pultrusion form. Yes. If it is a hand layup carbon fiber structure, uh, from the OEM, that’s a little different than if I had this preformed, uh, all unidirectional-[00:14:00] Plank … y- Yeah, this kind of brick- Yeah … uh, of, of carbon. That’s hard to kinda grind into and get the layers back like you want to. Is it really repairable? I- and, and it’s in a sense, like is it repairable uptower or is it a downtower thing? Matt Sigala: Um, no. The majority of the repairs… So I like to think of it if you got your… You break your blade into three sections. You got your max chord, your midspan, and your tip. Yeah. Uh, midspan tip, we, we can get away with uptower carbon fiber repairs.  Allen Hall 2025: Okay.  Matt Sigala: they do require aviation skillset as far as- Yeah … um, hot bonders being able- Okay to pull your vacuums. And, and it’s… The big thing with the carbon prepreg is that you have to get above 80 C, and you’re more into the 140 C, 160 C, and you’re letting it heat soak for, for quite some time. Yeah. And that’s where you need those aviation style hot bonders and being able to get up there because alternately, it’s, it’s you’re having to soak the carbon at 80 C for six hours or eight hours, a little bit longer to, to get that full, full cook. Um, and so that’s why right now I think there’s only a [00:15:00] very few qualified vendors out there, um, to do the carbon fiber repairs. it’s, it’s something that’s trainable. It’s not black magic. Um- No … it’s, it just takes time. It’s a different technician skillset. You go from reading layers and seeing your biaxials and UDs when you’re, when you’re grinding, to the carbon fiber, it’s all one layer. It’s all black. Uh, so you, you’re, you’re more using y- uh, micrometer, and you’re, you’re taking your GSM of what your glass you’re gonna replace it with. You’re micing it. Okay, this is four thousandths or whatever, and then you ki- okay, now I’m like at 16 thousandths, X amount of layers, and now let’s go back. And so it’s, it’s, it just takes time. It’s a process. It takes  Allen Hall 2025: a lot more time-  Matt Sigala: Yeah …  Allen Hall 2025: for sure. A lot. It- does that then lend itself to more training and qualification verification on, on the skillsets that’s out on site? Which is one of the things that repair vendor management at SkySpecs does, right? Definitely. You, you’re, you’re- clocking each technician of what their skill set is. So if you see a guy out there that only has fiberglass repair, but they’re [00:16:00] working on a pultrusion repair, that’s sort of a red flag- Red flag,  Matt Sigala: yeah …  Allen Hall 2025: in SkySpecs,  Matt Sigala: right? Definitely. Yeah, definitely. Or not try- Well, understand the process, where they’re coming from. Did it, was it an approved re- repair plan? Um, and a lot of these sites too, like I said, where, you know, they can’t get prepregded carbon, so we’re, they’re using, you know, GSM 600 UD fiberglass on- Right … some of these repairs.  Allen Hall 2025: Yeah.  Matt Sigala: Um, which is not ideal. Not perfect. Yeah. Um, but, uh, if, if you gotta get the turbine up in operation, it’s understandable.  Allen Hall 2025: Oh, sure. Yeah. So what are the other big things that you’re seeing out there today? ‘Cause there’s a lot of work going on. There’s a lot of repower work going. A  Matt Sigala: lot of repower work. the whole 80/20, uh, right now, that’s kinda what I’m trying to understand is, uh- which companies are out there actually, uh, replacing blades, or is it just a gearbox generator, uh, repower, you know, where, where is the money need to be spent. Um, and then trying to understand, too, like the, uh, LEP, um, installations, VD- VG installations, uh, being able to get those on top of, uh, the repowers I think is, is a massive win.  Allen Hall 2025: [00:17:00] Yeah. I, I, we have seen a lot more, uh, leading edge repair over the last two years, uh, mostly c- because of the, the changes in the law. Also, VG’s going on. Mm-hmm. Which you didn’t necessarily see, especially like three or four years ago. Yeah. You would occasionally see it because operators know they get some more power. Matt Sigala: Yeah.  Allen Hall 2025: Are, you’re seeing more of that just to get to that 80 percentile threshold- Threshold … on, on, on the starting the tax credits over again Are you guys involved in, on some of the advice, uh- Yes … how to go do that? Because I know a lot of operators, like VGs make sense to me, but I don’t know anything about them. I’m not an aerodynamicist. Yeah. Just, Matt, does this make sense to go do? Is, is that some of the conversations you’ve been involved with?  Matt Sigala: Yeah, we’re getting there. Like I said, I’ve only been here for a month now, but, but- Oh, come  Allen Hall 2025: on …  Matt Sigala: yeah, the con- 30  Allen Hall 2025: days is plenty.  Matt Sigala: The, uh, the conversations are definitely there. and that’s something that we’re actually looking at in- in house and how we can partner up with, you know, s- certain assets out there that, that can, you know, feed a little bit more data into us. It’s creating like a, an aero packet of being able to- Mm … [00:18:00] install leading edge protection and then apply a VG, and then get yourself out of that neutral area and get you actually making the additional 1.4% energy or, you know- It’s a lot of money. Yeah, it is. In the- end, it’s, you know, times these massive fleets, it can add up pretty quickly.  Allen Hall 2025: What’s your feeling on instrumentation of blades today? Are, are there blades that you, yes, you must be putting some sort of instrumentation on it. I’m thinking about, uh, root inserts is a big problem. Yeah. There’s some cracks on certain blades that seem to be almost ubiquitous. And then, uh, there’s, there’s some blades that, you know, just seem to keep turning. Are, are you thinking about how SkySpecs gets data into the system? Are you starting to recommend, like, “Hey, uh, we definitely need to put some sensors out there to monitor this crack and just to watch it grow instead of yearly may not be enough”? Or, or is the drone inspection enough? Or you’re, are, are you thinking about vibration sensors? How, what are you thinking about in terms of blades? Yeah, there’s  Matt Sigala: definitely, definitely a need for, for sensors on certain [00:19:00]turbines. Um, I think at some point the visual inspections aren’t, aren’t enough, even on, uh, you know, quarterly. Um, I’d still feel that a, a visual inspection, uh, you know, 30, 40% of the story. Uh, and then after that, you know, you’re kinda having to either internal inspections or getting hands-on inspection type situation. But, um, it’s more the financials of going out and having to reinspect the blade. If you’re continuously inspecting the blade, it’s, it’s almost easier to have the sensors on. Uh, but it’s- The lack of data to put those sensors on to actually have, you know, good feedback is, it’s-  Allen Hall 2025: Well, that- that’s one of the things I was thinking about SkySpecs not long ago is because you touch so many blades- Yeah … it, it may make sense that SkySpecs maybe runs a couple of test sites. Like, we’re gonna put sensors on some of these blades to see how this crack progresses, because I’ve seen it in Illinois, in Kansas, in Oklahoma. If I, me, SkySpecs, have a data set that says, “This is how it progresses,” that could make sense. Yeah. Because you, what you would hate to see is, like, every [00:20:00] operator be doing the same thing over and over and over again. Exactly. Trying to learn the same lesson, where SkySpecs can be a focal point in that. Yeah. Matt Sigala: No, I think that’s, that’s, uh, something that we, we could be working towards. Um, it’s definitely, you know, not in, in the making right now, but, um, some of this, you know, data keeps coming towards us. It’s, it’s something that we wanna, you know, stay sticky with, so.  Allen Hall 2025: Yeah. And, uh, let’s, let’s go back to the, the repair vendor management side. Mm-hmm. Uh, I know talking to you before the move to SkySpecs that you had tracked Every technician in terms of their efficiency, the quality of the work, how they… And beyond that, like- Yeah … how they work with others. Do they show up on time?  Matt Sigala: Yeah.  Allen Hall 2025: Is that part of the thought process coming into the larger scale Horizon SkySpecs system is we need to be measuring things than just did they finish the turbine and move on? Matt Sigala: Exactly.  Allen Hall 2025: Is, is, is that gonna be, you see more of that, you think-  Sigala: Yeah …  Allen Hall 2025: over the next couple of  Matt Sigala: years? I think it’s, it’s gonna be very, you know, ad hoc with each individual customer on, on what type of, you know, data they wanna track, but it’s literally [00:21:00] just a switch within Horizon to turn that on if, if, uh-  Allen Hall 2025: Wow, I, I, if I’m an operator, I’m 100% turning that on. Matt Sigala: Yeah. No, and I think it’s more of, uh, it helps the ISPs because the technicians know that their names are actually tied to it rather than them just going in there and doing a report, and we kinda get to see who they are at the end of it, so.  Allen Hall 2025: Yeah.  Matt Sigala: Um- ‘ Allen Hall 2025: Cause there’s a big boon to technicians. Oh, massive. If you’re a good technician, man, you can get a lot of street credibility because you’ve demonstrated it time and time again, and you have a- Yeah a, a whole data set that says, “Hey, I know what I’m doing.” Mm-hmm. “You should be hiring me.”  Matt Sigala: Yeah.  Allen Hall 2025: That’s extremely valuable.  Matt Sigala: That’s something I, I push to the technicians even when I was on the other side of the house where, you know, doing interviews for hiring technicians. W- we’d ask, like, “Do you have a, a, a portfolio? Like, you’re asking for X amount of money, like, you should have something to show for.” Some pictures. Pictures, previous repairs, you know. Start, s- definitely recommending to the technicians to-  Allen Hall 2025: Yeah …  Matt Sigala: you know, build a portfolio for yourself ’cause it’s, it speaks more than a resume at times. It’s a  Allen Hall 2025: profession. Matt Sigala: It is, yeah. You  Allen Hall 2025: need to treat it as a profession. Yeah. It’s a  Matt Sigala: skill- It’s not  Allen Hall 2025: just a job …  Matt Sigala: yeah, a skilled trade, so.  Allen Hall 2025: It, [00:22:00] it, it really is, especially now as- Yeah … as we get into more carbon and complex blade designs, and everything’s just getting more advanced than ever. Yeah. You’d have to have that skill set. Matt Sigala: Yeah. And I think it takes at least a minimum of three years to become a, a good blade repair technician or any type of technician in general. Like, you know, first year you’re learning. Second year is imposter syndrome, and third year you’re finally kinda getting into the groove of things and, and making some decisions. So, um, and mostly, you know, hanging on a 5/16 cable, you know, 180 feet off the ground. Um, it, it takes a lotta, lotta training and development with those technicians, and just finding the right mindset right off the bat. It’s, like, the first thing that we look for.  Allen Hall 2025: So what are the things that operators should know going into this repair season and in towards, you know, inspection season, which will start in a couple of months? What should they be thinking about going forward here based on what you know now, now you’ve been on the data side of it?  Matt Sigala: There’s a lot of work coming. There’s a lot of work to be distributed out there, uh, across all of our, our customers. Um, [00:23:00] but there’s a, a massive lack of quality, uh, within the ISPs. Um, and like, like I said, I think it’s not due to the It’s like, I think majority of it’s due to the rapid expansion of, you know, the volume needed for, for repair teams, and it’s constantly growing each year. And, um, you know, these owners are being pushed a little bit harder to, to spin up these teams to, to get out there. Um, biggest thing is just, you know, taking care of the little steps, you know, making sure all your lines are drawn out on the blade. Like, that’s the stuff that I really see- … our engineers, you know, on, on the q- uh, quality side two or three. Um, marking is just, you know, minimal stuff to where it doesn’t paint the full picture of the repair on the blade report, and so that’s why we’re raising the flags. Um, it’s not that they’re just going out generally and doing bad repairs. It’s just, like, the little steps in between. I think that’s what we’re kinda, like, focusing on. other than that, just being safe. You know, these, these guys are, are, are, uh, like I said, hanging up on the, on those ropes or cables and, um, you know, making sure that, you know, they get home safe is, is w- our [00:24:00] biggest thing at the end of the day, too. It’s not only just getting the repairs done, but having the ROI, but it’s making sure that those technicians can, can have a, a safe job to come and go to and, uh, you know, be there, so. Allen Hall 2025: Well, it’s, I’m sure SkySpecs is thrilled to have you. At least everybody I’ve talked to at SkySpecs is thrilled to have you there, and it’s like y- you’re plugging in this really knowledgeable person into this massive data set. And when you combine those two, you know, it’s, it’s squared. It’s not double, you know? Yeah. It, it’s, it’s gonna really help SkySpecs out a lot, and I’m super happy for you. I think this is the right s- position for you to be, and eventually, like, you just gain so much knowledge. You-  Matt Sigala: Definitely.  Allen Hall 2025: You’re just one of those guys that you, you just think, “Man, Matt knows so much.” And if you haven’t talked to Matt Sagala, or you haven’t talked to SkySpecs, or maybe you are in SkySpecs, you’re in the Horizon system, and you just haven’t turned on the repair vendor management, now is the time to do that. Matt Sigala: Definitely.  Allen Hall 2025: Matt is a powerhouse here. He can help you, and the, and the whole team at SkySpecs. There’s a lot of people behind the scenes- Oh, [00:25:00] tons … that are- Yeah … are making this thing go. How do they get ahold of you, Matt? Do they go to LinkedIn or-  Matt Sigala: LinkedIn, yeah. Um, or I can, you know, drop my, my email address with you, and you can put it up there. But, uh, yeah, don’t hesitate. Reach out, or if you see me around- … um, you know, give me a call. Grab  Allen Hall 2025: him.  Matt Sigala: Yeah. Grab  Allen Hall 2025: me. If you see Matt, grab him. Yes, Matt, it’s so great to have you on the podcast. We’ve been trying so long to do this, so it’s, it’s great to have you here.  Matt Sigala: Likewise. No, this was fun. Greatly appreciate it.

A CMO Confidential Interview with Brent Rivard, co-founding Partner of Geezer Creative, previously CMO of Internova Travel and President of Mass Minority. Brent shares his thoughts on the tunnel vision, reliance on "safe" playbooks, and faulty KPIs that often prevent marketers from seeing the elephant in the room. Key topics include:- Why you shouldn't confuse media with sales- The relentless focus on young consumers even in categories like alcohol where Gen X and Boomers out-consume youth 8:1- The distressing lack of employees over 50 in the agency businessTune in to hear why loyalty is in decline and the idea of agency selection based on a "Jam Session" instead of an RFP. ⏱️ Chapters00:01 - Introduction to Brent Rivard04:25 - The Overlooked $8.3 Trillion Market07:37 - The Myth of Lifetime Value and Changing Consumer Loyalty09:45 - Industries Adapting vs. Falling Behind19:23 - Reassessing KPIs and Marketing Metrics23:28 - Cultural Shifts and Modern Aging31:46 - Practical Advice for Working with AgenciesSubscribe for weekly episodes featuring world-class marketing leaders, board members, and C-Suite executives.#CMOConfidential, #MarketingLeadership, #BrandStrategy, #CorporateActivism, #MarketingStrategy, #CMO, #AIinMarketing, #ExecutiveLeadership, #BrandReputation, #ConsumerTrust, #DigitalMarketing, #MarketingInsights, #ThoughtLeadership, #BusinessStrategy, #CustomerCentricSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In just two weeks, the GBTA | Global Business Travel Association 2026 Convention kicks off in Chicago, bringing together thousands of leaders shaping the future of business travel.Ahead of the event, Jeff Borman and Matt Brown sat down with Katharine Farrell, Vice President, Americas at GBTA, to talk about what's happening in the industry. While AI is dominating the headlines, travel managers are navigating geopolitical uncertainty, evolving traveler expectations, tighter budgets, duty of care, and a rapidly changing technology landscape.In this episode:

What if 80% of the work in your industry could be done before a human ever gets involved? In this episode, Sean sits down with Ray Meiring, a founder rethinking the proposal process from the ground up, challenging decades-old workflows in an industry that has barely changed in fifty years. Ray shares how his team is using AI to reimagine RFP responses in a fully agentic world, why bouncing ideas off Claude at 3AM is now part of his product development process, and how he balances the speed of AI-driven iteration with the reality of customers who are still mailing binders. You'll come away with a sharper understanding of what it actually looks like to disrupt your own business model before someone else does it for you.──────────────────────────────────────────────────────

In modern warfare, speed is the ultimate currency—but can a defense acquisition system built for predictability keep pace with rapid battlefield evolution? In this episode, host Mike Shanley is joined in person by Jay Tamsett, Managing Director of Aerospace and Defense at EY, to explore why today's geopolitical realities demand a return to decentralized decision-making, rapid prototyping, and software-centric parallel tracks. This episode is designed for defense technology founders, aerospace executives, and growth leaders looking to transition from slow-moving RFP cycles to high-utility field deployment. Understanding this structural shift from rigid compliance to real-time execution is critical for any team hoping to bridge the gap between commercial tech and actual warfighter needs. Main Topics Covered — The Speed Imperative in Acquisition — Why time has eclipsed all other variables to become the primary driver of value and battlefield relevance in the modern era. — McNamara vs. Packard — A historical look at how centralized "management by control" created our current bureaucracy, and why we are experiencing a modern "Packard moment" of decentralized accountability. — Lessons from the Ukrainian Frontlines — How real-time adaptation and rapid feedback loops directly from combat zones are challenging traditional, slow-moving testing schedules. — A Plurality in the Defense Industrial Base — Why the legacy acquisition system isn't necessarily "broken" but needs a parallel track for software-centric systems (like drones and AI) next to traditional capital platforms. — Rethinking Systems Engineering — Why the linear planning models used since the 1960s fail to address current threats, and how "orchestration engineering" offers a more composable design alternative. — The "Sensemaker" Role in Business Development — How growth leaders must shift from chasing RFIs on SAM.gov to active market sensing and predicting geopolitical trends. — Drowning in the Knowledge Glut — How executive teams can cut through dashboard complexity to separate overwhelming data noise from actionable, qualitative insights.  — Acquisition Officials vs. Warfighters — The critical importance of building deep relationships with military end-users instead of relying solely on contracting officers bound to bureaucratic rules. Key Takeaways — Structure Dictates Culture — Simply changing leadership or introducing superficial policies won't reform defense acquisition; the underlying structural incentives and systems engineering training must change first. — Embrace Uncertainty as an Input — The most successful modern defense tech companies treat battlefield uncertainty as a design asset to iterate on, rather than an administrative risk to avoid. — Action Beats Analysis — In a world overwhelmed with data, the market increasingly rewards organizations that focus on rapid execution, continuous learning, and prototyping rather than mere compliance. — Connect with the Real End-User — Relying purely on traditional contracting offices misses the strategic mark; growth-oriented companies must learn from the frontline warfighters who actually use the technology. Connect with the Guest LinkedIn: https://www.linkedin.com/in/jay-tamsett EY Profile: https://www.ey.com/en_us/people/jay-tamsett If you found these insights valuable, don't forget to follow the GovDiscovery AI podcast, like this episode, and share it with other defense innovators in your network! Connect with the Host LinkedIn: https://www.linkedin.com/in/mikeshanley/ Website: https://www.govdiscoveryai.com/

Send us Fan MailMichael Preston, Executive Director, Medha Tare, Senior Director of Research, and Liza Gak, Postdoctoral Fellow at the Joan Ganz Cooney Center, are leading researchers focused on child-centered educational technology. Together, they are helping edtech organizations design better products by combining learning science, participatory co-design, and thoughtful approaches to AI.

Zero trust has a label problem. After more than a decade, the term has been stretched, diluted, and attached to products that don't come close to delivering what zero trust actually promises. In this episode, Matthias sits down with Alexei Balaganski, lead analyst at KuppingerCole Analysts, to share the findings from six months of research and reveal which vendors actually built a real Zero Trust Platform. Key Topics: ✅ Why zero trust is a strategy, not a product — and what that means for procurement✅ The four non-negotiable requirements for a real Zero Trust Platform✅ What separates a genuine platform from a collection of tools with a zero trust label✅ NHIs, AI agents, and data protection as the new frontiers of zero trust architecture✅ Three critical questions every RFP for a ZTP should include

Of course you need data to fuel your AI. You know what's just as helpful though?

Government contracting bids aren't all created equal, and knowing which ones to walk away from can save you hours of wasted proposal work. In this clip, Ryan Atencio a government contracting expert breaks down the two clearest warning signs that a solicitation is already wired for someone else, so you can stop chasing bids you were never going to win and focus your energy where you actually have a shot. Learn why a seven day RFP deadline usually means the government already has someone lined up, and the rare exceptions when a short suspense is still worth pursuing Understand how highly specific key personnel qualifications, like a PhD requirement or ten years on an identical contract, can signal the solicitation was written around an incumbent Discover the badge flip strategy for winning a contract built around key personnel and legally onboarding the incumbent team already in those seats Find out why the government sets such a high bar on personnel requirements and what that means for your odds as a new bidder Get a real explanation of why bad contractors rarely get terminated for cause, and why agencies often just let a bad option year run out instead Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

Send us Fan MailSue Khim is the Co-founder and CEO of Brilliant, the interactive learning platform that has helped millions of learners build deep understanding in math, science, and computer science. In this episode, she shares how Brilliant's new AI tutor, Koji, is designed to develop critical thinking rather than simply provide answers.

Send us Fan MailFederal contracting gets most of the attention, but it is not the only government market small businesses should be watching.In this episode of FedBiz'5, we look beyond SAM.gov and explore the state, local, and education market hiding in plain sight. Across counties, cities, school districts, universities, utilities, public authorities, and state agencies, there are thousands of public-sector buyers with real needs and active budgets.But here's the catch: many contractors miss these opportunities before they ever become public bids.Why? Because in SLED, timing matters. The real buying signals may show up in budget documents, board meetings, capital plans, expiring contracts, local projects, or procurement activity long before an RFP appears.This episode breaks down why SLED is not just a backup plan, how small contractors can stop reacting late, and why the companies that win are often the ones seeing the market earlier.Listen now to learn why the next growth lane for your business may be closer than you think.Visit us: FedBizAccess.comStay Connected: Follow Us on FacebookFollow Us on LinkedInNeed help in the government marketplace? Call a FedBiz Specialist today: 844-628-8914Or, schedule a complimentary consultation at your convenience. 

https://youtu.be/1Fjm6P43i8k Anastasia Golovko, President and CEO of Tino Digital Agency, is helping businesses build user experiences that work by creating intuitive digital experiences that simplify complex systems and improve the way people interact with technology. By combining strategy, design, and engineering, she helps startups, enterprises, and organizations in highly regulated industries deliver products that people actually enjoy using.  In this conversation, Anastasia introduces the Agency Growth Framework: Build Relationships, Find What’s Broken, Help Your Team Flourish, Nurture Creativity, and Offer Your Customers Relief. She explains why trust is the foundation of lasting client relationships, how identifying user friction creates immediate value, and why empowering creative teams leads to better products and stronger business outcomes. Anastasia also shares how eliminating user friction through live UX audits accelerates business growth, improves customer satisfaction and conversion rates, and demonstrates the importance of user experience in government digital services. — Build User Experiences That Work with Anastasia Golovko  Good day. Steve Preda here with the Management Blueprint Podcast, and my guest today is Anastasia Golovko, President and CEO of Tino Digital Agency, a team of experts specializing in helping companies and startups achieve their goals by providing comprehensive solutions in strategy, design, and engineering. Anastasia, welcome to the show.  Thank you so much. Thank you for having me.  Well, it’s very interesting that you combine strategy, design, and engineering. I have not seen this combination before. So where does this come from?  The foundation for all of this is user experience and the connection to the user that we’re trying to build for many companies. As soon as you start thinking about the user and their experience, they get to enjoy the product more and more, and they get to find the buttons that the clients want them to find in their product.  Okay. So basically, you have to have a strategy first, then you come up with a design, and then you engineer it. Yeah.  The design supports the strategy, and then you have a good product.  Exactly. We also work with startups, and we work with established companies. With startups, we encourage them to reach the market as fast as possible so that they get to prove their hypothesis. Because up until it reaches the customer and starts getting feedback from the customer, it’s all in numbers. It’s all in the… But it’s still a hypothesis of how it will perform. The sooner we’re there—with as few features as possible, while still being valuable—the better. Some clients call it an MVP, and some clients call it a Minimum Lovable Product. Then they can start getting feedback, and those relationships start building between the final user and the product. Yeah, that makes sense. And Lovable is actually also a vibe coding platform, isn’t it? Yeah.  Yeah. That’s right. Maybe that’s where it comes from—that you can get a lovable MVP very fast with vibe coding. So let me start by asking you, what is your personal “why,” and how are you manifesting it in Tino Digital Agency? I recalled such a wonderful story that I want to share with everyone from my childhood. I was born when it was still the USSR. I’m originally from Ukraine, and when the USSR fell apart, everyone was poor. When I was 13 years old, I remember talking to my friends and saying, “When I grow up, I’m going to drive a Jeep Grand Cherokee.” They completely mocked me. They said, “That’s impossible.” I remember that question to this day: “Do you even know how much money that costs? Have you ever seen that much money?” My brain just flipped a switch. I thought to myself, “That’s just money.  It can be made.” Money is there to be made. That mindset, I think, separated me from my childhood friends by giving myself permission to dream big without limitations. Just like somebody dreamed about sending a car to space, they gave themselves permission to think that up. So, ironically, I ended up owning a Jeep Grand Cherokee. We had it for 10 years. A while ago, there were floods in Houston, and the Jeep Grand Cherokee has very good ground clearance, so we were able to get through them.  After I got that car, I remembered this conversation from back in the day. So we started our agency with zero capital and zero connections. Without growing into connections here, that created a set of blocks. So we were attracted to subcontracting for top agencies in LA, Silicon Valley, and Switzerland. Eventually, we landed a massive contract with one of the top Swiss banks, modernizing their digital products as well as rethinking their strategy toward the younger generation. That was my wake-up call. I realized, “Wow, we’re incredibly good at this.” The Swiss bank had such high standards that we had to fit within their branding. They couldn’t rebrand just because we thought something up.  We had to fit into their tight branding and produce a good product within those guidelines. It made me look around the States and realize that—I had already lived here for more than half of my life—we have so much anxiety around finance and healthcare. After that moment, I decided to move our company in those two directions. Maybe our team can actually reduce that anxiety and make a real dent in the well-being of the nation—the well-being of the people who interact with products that are convenient, don't add to the problem, but instead resolve it and make it intuitive.Share on X  Yeah. That’s great. I never heard the combination of finance and healthcare phrased this way—that both of them are a big source of anxiety for people. And if you can fix their problems in these areas, then you can actually reduce their anxiety and increase their well-being. That makes perfect sense. I also love the example of, you know, “what the mind can conceive and believe, it can achieve” kind of thing. Visualization is very powerful. It worked in my life as well.  So this is a podcast about frameworks. It’s called Management Blueprint, and what I’m looking for is some kind of, it could be a mental model. It could be some kind of process. Something that simplifies the world and allows you to see things more clearly, make better decisions, or create a bigger impact. So what comes to mind?  I love this question. I love this question, and I love viewing the answers from your other guests to this question, and how everybody approaches it differently. For different people, it is their own world that they built. So, in our world, first, we build relationships. No cold calls. We build these relationships with our clients and with our team.Share on X The digital agency market is oversaturated with low-quality providers who sign the client, then disappear for four weeks, come back, and drop a product that doesn’t relate at all.  Then they come to us. Some of our clients come to us and say that the agency disappears. It’s really important for us to stay in contact. So our first step is building these in-person relationships. That also means visiting conferences, visiting events, showing up wherever it’s needed—before, during, and after the process as well. So I think what we do by building relationships is that we sell trust, not just the code or the design.  Of course. Yeah, that makes sense. In this AI age, when there’s so much noise. When you’re online, you don’t know what’s real and what’s not. But when you meet someone in person at a conference, then you know they’re a flesh-and-blood human being. Yes. And also, describing to a person that user experience is important, that I can do it, and that I do it really well doesn’t really give them value. Rather than just telling them, I can look through the site face to face and find certain things that are broken right there on the spot. It’s not a simple presentation. It’s already proof of my value. So that helps. So that’s first. The next one is the human element. The human element of the team. Our designers and developers are not machines. Each of those teams needs its own approach. They need their own conditions to flourish.  They need their own conditions to be successful. If we keep a creative person locked into FinTech, compliance-driven products for too long, they’ll burn out. It’s two-faced. We try to avoid that as much as possible, but we consider what they’re telling us. We listen. If a designer tells us something isn’t working out, or they’ve hit a creative block, we try to rotate them, give them different exercises, give them a break, and so on. So, listening and rotating. Rotating between different types of projects. But whenever the FinTech project comes back, we need the FinTech team to work on it.  So at this point… Sorry, I have a clarifying question. The previous point was helping your team flourish, basically. By rotating them, is it about helping them gain more experience, not burn out, or create more ideas? So what’s behind this idea of rotating?  It’s the creativity that for it to exist, it needs different challenges. Let’s imagine a FinTech dashboard. It’s tables. It’s tabular. It’s a similar task that they’re solving. They’re solving how to convert tabular formats into digestible formats. Converting tabular formats into something that the user can comprehend quickly. With a food delivery app or a calorie-tracking app, they get to add more colors, use different styles, and solve a different problem. So I think that when they get to solve different problems, they keep their full creative potential.Share on X  Yeah. You’re not allowing them to fall into a rut and just go on autopilot, basically.  Not everyone. Not everyone. We mainly listen. We listen, and whenever we hear the signs that a person is asking for something more creative, we do that. Happy humans build great products.  Yeah, that’s true.  And we’re a service company. Our team is our main advantage.  All right. So you build relationships, you find what’s broken, you help your team flourish, you stimulate or nurture their creativity. So what’s next? What’s the last piece of the puzzle? Is there another piece of the puzzle, or is that it?  Yes. The next step is to provide relief. We could be building everything for everyone, but over time—my company is 10 years old now—and over those 10 years, we became really good at turning something that is complex or heavily regulated. For some reason, clients know that it has to be intuitive. To be competitive, it has to be convenient. Sometimes it’s in industries where they have a lot of competition. Whoever is more convenient for the client will move forward. Not for the client—I mean, for the final user.  Apple philosophy. Yeah. So, to be a relief, to be their right hand, we need to be looking for companies that are undergoing some changes. Maybe it’s a digital transformation. Once, we completed a merger for companies that were providing hosting and security. They merged into one. They needed all of that infrastructure to be brought together. Their internal teams were too busy doing their internal tasks. So for that overhaul, that digital transformation, we come in as a relief squad with the skill to make it intuitive. So we can call it becoming a reliefShare on X Offering relief.  Yeah.  Yeah. It’s a mindset, really. It’s thinking about, “How can I make these people’s lives easier? can I help them do their work better, with less mental strain and less cognitive load?”  And for them, in the end, it’s for their users as well. I often say that we build experiences that work. Every business owner comes up with an idea of what they want their end users to do, but they don’t always find it. They don’t always find it because, somewhere along that chain, there was a UX designer, a UI designer, and a developer who all worked together on that user experience, and something didn’t go right. Typically, with a little bit of data, or just complaints, or just suggestions, the owners and the product owners know what’s not working.  They can see that some registrations aren’t happening, some sign-ups aren’t happening, some applications aren’t being filled out completely, and so on. Some tickets aren’t getting booked. Marketing worked fine, but somehow the carts are being abandoned. Why is my cart being abandoned at the moment when we spend so much money on marketing? We don’t do marketing. We know what marketing is trying to do, but what happened then? So you’re treating the client’s effort as a complex system, and you want to optimize that system so that everything serves the same purpose, it’s simple, and you have a team that keeps improving it.  Yeah. If they have some kind of Google Analytics or Hotjar analytics, it’s always easier to put a number to the words. We can say that this user experience is broken because the consumer is overloaded at the cart. Maybe you’ve seen those shopping carts where there’s a timer, additional upsells, and also some additional decisions they have to make, whether they want insurance or not, and so on. It becomes very overloaded. Sometimes people just close it. It’s too much. So we look at the cart and see how it can be improved to be more pleasant.  Yeah. That’s great. That’s fantastic. So, switching gears here a little bit, what drives growth in your particular business?  That’s what I actually started to talk about. I now realize that this friction audit, UX review, UX evaluation—that gives immediate value. It is the foundation of our business growth.Share on X The thing is how it’s delivered. If I present it in a room and talk about user experience, how it’s important, and how to lay things out, the perceived value is hard to communicate. It can sound abstract unless we’re talking about something specific. Our real growth driver is a live, maybe casual, friction audit.  For example, at a recent conference, a business owner asked me to look at her website. Right there on my phone, I pointed out a few specific UX blocks that were delaying the purchase. I was like, “Look here. Every second user is delayed. They’re drifting away. They have to make two extra clicks to get where they need to be. This click is not necessary. You can remove it. You can place it here instead.” Control dropped. She said, “That’s exactly what I needed.” When business owners see exactly where they’re losing money in real time, that value is undeniable. So you go to these conferences, then you talk to people, they show you their website, and you point out a couple of friction points. Immediately they see, “Wow, you guys could fix that.” That already is value. Then, probably, if you found two friction points in two minutes, if you dive deeper, then you’ll find a lot more, right?  Yeah. That is the ultimate path, which we don’t always take. We can only go to so many conferences and have so many of these conversations. But the opportunity to have that conversation is where the most growth comes from. That’s the optimal way to grow—by showing, not just telling. We definitely have a good presence on the platform for designers called Dribbble. If you search on Dribbble for finance or FinTech products, you'll find me. That already speaks to our experience.Share on X  But this kind of conversion of experience into value for our clients, for those business owners, that’s an add-on. That doesn’t come from a pretty picture. I have many pretty layouts, and those who understand user experience can see it, but that’s not always the case. To understand user experience, you have to have experience. You have to be in that area. Typically, that’s for repeat entrepreneurs. A part of our clients are serial entrepreneurs who keep opening businesses. They can’t stop opening businesses. I think when you’re in that mindset, it’s hard to stop.  Yeah. Some people are good at starting companies, and other people are good at building companies and growing them.  Yeah.  So what’s one thing, Anastasia, that you’re actively trying to figure out in your business right now? I’m actively trying to figure out how to get into the government space—government contracting. That’s a whole different animal. To get a government contract, one of the rating criteria is previous government experience. Today, it’s 2026. Every agency has a website. It means they have a vendor. It means they’ve had a vendor, or somebody has a preferred group of vendors, and so on. Large companies are taking a big part of that market. The market is oversaturated.  Somebody comes in and does a website for dirt cheap, and it’s not good. Not always, but we’ve seen it. We’ve been trying to break into our local market in the city near where I used to live. They had an RFP for a website. I thought, “Oh, I wish I could do that. I know them so well.” But another company came in with a lower offer. I think the website became worse than it was before.  You know, there’s a big gap between commercial company websites and government websites. You try to pay a bill to the government, like taxes, and there are a million clicks. It’s so complicated, and it doesn’t have to be. I can totally relate to this. I say, “Why don’t these people fix this up?”  And I think it partially comes from one of the points that I was making before. It’s that understanding user experience and understanding the value of it isn’t a given. It’s not something that existed a while ago.  That was not one part of the rubric when they evaluated the offers. Exactly. It has to match the existing system. It has to transmit data. It has to be ADA compliant. But nowhere does it say that it has to be convenient for the users.  Yeah.  And we can quantify it. We can gather a user group, gather their feedback, and so on. So right now, on Monday, I’m doing a demo for our first nearly completed government contract. That client actually prioritizes user experience, and she asked, “Could we possibly do user testing with my actual users?” I cannot tell you how much I love that question. Just the fact that she prioritizes that is exactly what we do.  Yeah. Well, you bring a lot of passion to solving problems, and I love that. So if you had a magic wand to fix one thing inside your company in the next 12 months, what would that be?  Being the person who’s always trying to fix something—and in my family, it’s great that I have my business, because otherwise I’d be going around fixing them. Yeah. Yes. My husband would be just enough. So I think the first thing would be to focus on our team and make sure they're always heard. That they get the time they need. That they get their problems resolved on time by senior leadership, by HR, or by whoever is needed.Share on X I’ve noticed several situations where that’s been postponed, or the person doesn’t speak up, or they see that I’m busy, someone else is busy, and they just think, “We didn’t want to bother you.”  Then there comes a point where they’re not happy. That’s too late. We don’t want them to become unhappy. So if I had a magic wand, I would make sure that my team is heard. That’s the most important thing. Once they’re heard, then we can see if it’s solvable, if it’s not solvable, and so on.  Yeah. That’s very important because, ultimately, you said that you want a happy team. Because a happy team does great work. If people feel heard, they’re going to be happier and deliver.  And if somebody’s selling widgets, it’s the equivalent of saying, “I want my widget to be perfect.” For my widget to be perfect… Because we test for skill before we hire, so they already have the skill. They already have good teamwork. I think the environment that we’ve built is already there. We have those foundations for them to be able to apply themselves properly. But then, what if something happens along the way?  Yeah. Love it. I love this human-centric approach that you take—not just for your team, but also how you look at the human user experience, the people, to improve the lives of your customers by designing good products.  Yeah.  So if someone would like to take advantage of your services, or they have some friction that they want to alleviate, or they’re a government agency and they figure, “Well, maybe these guys down in Houston can help us,” where can they reach you, and how can they connect with you personally? It’s very easy. Tino.design is our website. There, you can schedule a call with me. Just choose any time on my calendar and speak with me or my right-hand person. Alexander is also available. Whichever time is more convenient, we can just have a conversation and see whether we can help or not. Okay. So you heard Anastasia Golovko, President and CEO of Tino Digital Agency, down in Houston. She really cares about your company, your user experience, and making sure your people aren’t frustrated using your technology. If you liked what you heard, reach out to them. Check out Tino.design. Book a call. If you enjoyed this episode, make sure you follow us on YouTube, give us a review on Apple Podcasts, and stay tuned because every week we have an exciting entrepreneur come and share their best-kept secret framework with us. So thanks, Anastasia, for coming, and thank you for listening. Thank you, Steve. Important Links: Anastasia's  LinkedIn Anastasia's  website

Send us Fan MailJoin hosts Ben Kornell and Alex Sarlin as they cover major edtech acquisitions, the biggest AI announcements from ISTE, the future of assessment, and how AI is reshaping teaching and learning.✨ Episode Highlights:[00:04:15] ETS acquires ACT, reshaping the future of assessment and college admissions[00:08:02] Handshake acquires Uplimit to expand AI upskilling and workforce learning[00:11:55] The debate over screen-free learning and the rise of Yoto[00:17:41] ISTE rebrands and launches a new Edtech Index[00:19:07] Google unveils Gemini Notebooks and new AI tools for classrooms[00:21:10] MagicSchool and Brisk expand their AI platforms for schools[00:27:15] Microsoft survey finds AI adoption reaches 92% of students and 88% of educatorsPlus, special guests:[00:32:10] Karlo Young, CEO of Teachstone, on why human relationships remain the foundation of great teaching in the age of AI[00:53:46] Tom Sayer, Co-founder and CEO of Ello, on building AI tutors that teach like great educators

Shriram Sridharan is the Co-founder and CTO of Rox, an AI-first revenue operating system that helps enterprise sales teams research accounts, automate workflows, and act on timely customer insights. He helps lead the company's product and technical strategy, building AI agents that make sales processes more focused, efficient, and repeatable. Before Rox, Shriram held engineering leadership roles at Confluent and Amazon Web Services, where he worked on scalable data and cloud infrastructure. His work focuses on using AI to turn complex revenue operations into practical systems that help teams win. In this episode… Enterprise sales can do more than track leads and manage deals — it can surface the right signals, automate repetitive work, and give teams more time to build customer relationships. But what separates a sales team using AI as another tool from one using AI agents to actually move revenue forward? Shriram Sridharan, a technical leader who has built large-scale systems at AWS and Confluent, says the key is using revenue agents to automate or augment the entire revenue lifecycle. He highlights the importance of connecting customer data, public signals, and internal workflows so AI can handle account research, meeting preparation, outbound personalization, and RFP detection. Instead of forcing account executives to switch between tools or spend hours on manual research, Shriram explains how agents can deliver the work behind the scenes with a human in the loop. The result is a more focused sales organization where teams spend less time on grunt work and more time generating pipeline, preventing churn, and growing revenue. In this episode of the Inspired Insider Podcast, Dr. Jeremy Weisz sits down with Shriram Sridharan, Co-founder and CTO of Rox, to discuss how revenue agents are reshaping enterprise sales. Shriram breaks down AI agent orchestration, sales signals, data warehouses, outbound automation, and RFP detection. He also shares his founder journey and key influences.

https://youtu.be/_i6C7OstTEI Courtney Berry, President and Co-founder of Bandits & Friends, is driven by a desire to build an advertising agency where trust, creativity, meaningful relationships, and building energy instead of burnout replace bureaucracy and transactional client engagements. Inspired to create more opportunities for women in executive leadership and eliminate unnecessary bureaucracy, Courtney founded Bandits & Friends to prove there is a better way to build both an agency and lasting client partnerships.  In this conversation, Courtney introduces the Bandits & Friends Growth Flywheel: Choose the Right Opportunity, Create Clarity, Empower Ownership, Protect Your Point of View, and Build Energy Instead of Burnout. She explains why selecting the right clients is the foundation of sustainable growth, how clarity and ownership eliminate friction, and why agencies create the most value when they offer strategic judgment instead of simply executing requests. Courtney also explains how trust creates a self-reinforcing growth flywheel and how Bandits & Friends leverages culture, AI, and fractional talent to scale without sacrificing creativity or client relationships. — Build Energy Instead of Burnout with Courtney Berry  Good day, everyone. Steve Preda here with the Management Blueprint Podcast, and today my guest is Courtney Berry, the President and Co-founder of Bandits & Friends, a full-service creative advertising agency that specializes in stealing attention for brands. Courtney, welcome to the show.  Thank you, Steve. Thanks for having me. It’s good to see you.  Well, you have to tell us first about the choice of the brand—Bandits & Friends. I mean, bandit is not typically something that people would want to start building trust with. But obviously your brand is an award-winning one, so you must be doing something right.  That’s right. Well, we’re in the world of advertising. It’s all about branding, so we had to make sure that we had a good name to back it up. Our name, Bandits & Friends, is as much an operating ethos as it is a name. Bandits—we steal attention on behalf of brands. And Friends, that part of the equation, is how we refer to our clients.Share on X We actually try to never even use the word client in our agency because it creates a certain kind of them-versus-us mentality. And so that’s how we got to the name. We liked that it really infused the way that we operated as much as who we were at the end of the day.  Yeah, I like it. And how do clients react to being called friends? Do they take it at face value, or do you choose clients that you feel could fit—could become friends? How do you do that?  That is a great question. One, when we started, we fully thought the Bandits part of the equation was going to be the thing that potential clients really liked. We thought they would understand that that’s exactly what they’re going to an agency for. But what we have found is that it’s the Friends part of the equation that they have all sparked to so much more. Because sometimes it is a very transactional relationship between clients and agencies.  Sometimes there’s a strong difference of opinion when it comes to certain things, and that can create tension between clients and agencies. So when we talk about friendship, what we really mean is that the basis of all of it is trust. We have to trust each other in terms of the brief being right. We have to trust each other to have really honest conversations with one another to get to the real solution that we’re all trying to reach. Friends don’t waste each other’s money at the end of the day. We don’t want to waste our clients’ money, and we don’t want them to waste ours.  Also, friends are really looking for the best for each other. When we want the best for our clients, and they also want the best for us—because friendship really does go two ways—that's a really important component.Share on X And to your other point, not every client is a friend. Not every client really wants to play in that world of having a back-and-forth relationship, with give and take. If that’s not something they’re interested in, then at the end of the day, they’re probably not the right fit for us and our agency culture. It really resonates with me. I used to be kind of an agency owner. It was an investment banking firm. Whenever we had a friendly relationship with a client who really trusted our judgment, who would let us lead, and who would not be receptive to divide-and-rule tactics from acquirers, then we could get so much more out of the transaction.  Absolutely.  We could negotiate harder because we knew they had our back, and we could really push the envelope to get the best results for them. If we didn’t have that, then it was much harder.  It’s so true. When you don’t have that kind of trusting foundation, there’s an element of fear. There’s an element of fear that they’re not going to do good work for me, or they’re going to overcharge me, or they’re going to do a bait and switch. So yeah, you’re exactly right. It’s the same kind of philosophy and mentality in order to get to better work for them and better outcomes.  Yeah. Yeah, love it. Love it. So let me ask you, what is your personal “why,” and how are you manifesting it in Bandits & Friends?  Yes. I had to think about this question a lot, Steve. Unfortunately, I don’t really have a positive answer for this one. I listened to all of your other podcasts, and I thought, “Oh man, mine’s a little bit of a Debbie Downer.” But I guess it is what it is. I started Bandits & Friends because I was really frustrated by two things. First, when I looked around the industry, there just weren’t many examples of women in real power.  In my last role before starting this agency, there wasn’t a single woman in the C-suite of the holding company that I was working for. Not one. There weren’t women making the biggest decisions. There weren’t many examples of the career path that I was looking for. At some point, I realized I could either wait for someone else to carve out that path or I could be the one to help create it for myself and help create a lot of the opportunities that I wish I had seen. So that’s the first one.  The second one—and I think it really manifests itself in an independent agency culture—is that I was really fed up with the bureaucracy of everything. There was too much energy in our industry being spent on politics, approvals, or process instead of the things that make our work happen: the people, the clients, and the work itself. So I really wanted to build a company that could move faster, trust people more, and focus on the things that actually matter.  What we’re being paid for is to focus our time and energy on our clients’ businesses and on creativity. Removing all the bureaucracy really allows us to focus on that. So I guess, to sum up those two things—and really 343: Build Energy Instead of Burnout with Courtney BerryShare on X  Yeah. I mean, Steve Jobs said there are two functions in business: marketing and innovation. In some ways, those two things are the same because if you don’t keep innovating in marketing, you’re not going to steal anyone’s attention. And you have to remove the bureaucracy to create a culture where people can be creative. That’s right. I love it. That is very interesting.  So tell me about this framework. This is a podcast about frameworks. Maybe it’s a little bit misworded in the description that it’s a shortcut. It doesn’t have to be a shortcut. It’s more of a mental model. It’s a way of looking at and simplifying the world that allows you to do good work or create that Bandits impact. So what’s a framework that you could share with the listeners?  Yeah. To your point, I think it’s more of a mentality and approach versus steps that we take because we don’t work in a very linear business. Often, things are running on parallel paths. The way that I try to approach things—and really what ultimately becomes the culture that we're trying to create at this agency—is removing friction to create momentum.Share on X Because if we’re ever static, we’re wasting our money or we’re wasting our clients’ money. Or, to your earlier point, it means that someone else is going to be able to steal attention before we can on behalf of the brands that we work for.  So, removing friction to create momentum. There are kind of five different components that I’ve thought about for this. The first one, which seems so basic, is that I think a lot of times we get so excited by an opportunity that we forget to stop and ask, “Are we choosing the right opportunity for us and what we can do for the brand?” Because not every opportunity that comes across our desk deserves that momentum. When we first get an RFP or an RFI, or some kind of pitch that’s going to happen, we really ask ourselves two things.  One: Can we make money? Sometimes, in this business, you can’t. The answer is no. The other question that we ask ourselves is, “Can we make great creative?” If neither one of those things is true, we move on, and that helps prevent wasting energy and wasting time. If we can’t answer those questions, then we ask more questions of the prospective client. A lot of times, those clients can’t answer either one of those questions, and in those cases, we also move on. So the first step is really about choosing the right opportunities that we think deserve momentum and deserve the stealing of attention.Share on X  The second point is clarity. I think that, in order to be a great leader, you have to be decisive. You have to be someone who is willing to make decisions when no one else can, or no one else is really tasked with making those decisions. So we’re all about creating clarity because momentum really dies in a world of ambiguity. We’re asking ourselves, “What are we solving for? Who owns this? What does success look like? What is the budget?” Don’t ever leave a meeting without knowing the next steps. I think this is also a step that a lot of people skip, or maybe shortchange, and then you’re going to pay for it later.  Third one is all around ownership. When you’re kind of just starting out, you’re just getting going. At the lowest level, people operate with the mindset of, “I do what is assigned to me.” Right? And then managers get to that managerial level, and they’re all about managing on outcomes. “I’m going to make sure this thing that is my responsibility is going to succeed.” Ultimately, what we’re trying to build are the highest-operating types of people who say, “If I see a gap, I close it.” It might be a gap where no one has assigned the task yet, or no one has even identified that it is a gap.  No one owns the problem, but they see it, they own it, and they move it forward. So we're really trying to create that culture where we don't wait for permission to solve problems, and we don't wait for those problems to even be identified.Share on X And that’s where we can really add value to our clients. We don’t wait for that ownership. We just kind of assume that it’s ours, and we run with it.  Love it.  The fourth piece is protecting our point of view. This is probably one of the most difficult. But as a creative agency, we really don’t exist to execute instructions. We exist to bring judgment to a brief. We talk a lot about partnership, and especially at Bandits & Friends, obviously friendship. But what that really means is that we’re not adding value if we’re simply taking instructions and just executing what’s already known. The best agencies come in to provide perspective and judgment because every single time there’s an opinion in the room, if we surrender our point of view, we’re no longer providing that value.  If you think about it, the Apple “1984” commercial, right? That almost didn’t air because Apple’s board hated it. They wanted to pull it. They didn’t want it to go anywhere. So if they had listened to every stakeholder concern, then arguably one of the best ads that a gazillion people are aware of would’ve never existed. It would’ve never aired. So that is a daily struggle and a daily debate for us. But I can’t even believe I’m going to say this on the record, but in our business, the customer is not always right.  We have to make sure that we can defend why we believe that or why we think that there might be a better path forward for them to consider. And last but not least, honestly, it's about having fun. I think a big part for us is that we have to build energy among both our employees and the clients that we're serving instead of burnout.Share on X Again, it’s not always easy, and it’s not just necessarily a cultural thing. It is very behavioral in terms of the way that we do things, the way that we operate under stress, and the way that we take feedback. But the work itself is hard enough already. I’ve never seen people do their best work in a miserable state or a miserable environment.  Again, that goes for both employees and clients. When we do talk about our clients, we often talk about one of our goals being to try to be the best part of their day, and to be the ones who are actually going to have the best meeting they've had that entire week.Share on X And if we only achieve that 50% of the time, at least it’s 50% more fun than they would’ve had otherwise. So, choosing the right opportunities, bringing clarity to what those opportunities are, empowering ownership, protecting our point of view, and having some fun while we’re doing it.  Wow. You really did a good job. I hope you won’t send me a bill for coming up with that. But I resonate with it. Just to your last point, we’re in the experience economy, right? People don’t just want to buy a service. They want to buy an experience. They want to feel good about the process of why they’re doing this ad or why they believe in this creative.  You want to energize them as well because they ultimately have to sell it. If they don’t believe in it and aren’t excited about it, then it’s not going to work as well. I have the same view with my clients. I typically see them once a quarter, and I know that I have to show up. I have to recharge them so that they come out of the meeting feeling like they want to tear apart the next quarter. Yes. That’s right. Otherwise, what separates you from someone else who can tactically and executionally do the exact same thing that anyone else can?  Or AI, even. I mean…  Oh, 100%. Yeah.  I think the emotional part is our competitive advantage compared to AI. Yes. Love it. So, Courtney, tell me, what drives growth in Bandits & Friends? It’s what I’ve been referring to, I guess, kind of throughout our whole conversation, which is, again, maybe on the surface, a little oversimplified. But for us, the biggest driver of growth is trust. Again, it goes back to our philosophy of treating clients like friends, not just because it's a nice thing to say, but because trusted relationships are where the best work happens.Share on X So that becomes the most scalable asset that we have. When you really think about it, creativity—the business that we’re in—is very vulnerable.  So first, you need trust in order to create great work. Then great work creates more trust with the clients you’re working with. That trust can lead to referrals. It can lead to recommendations, which is where a lot of our new business comes from. Those create more opportunities. We’re in a people business at the end of the day. When referrals create opportunities, we’re attracting more talent.  The talent that we have here wants to stay longer, and they want to give more because they’re working on fun and exciting opportunities, briefs, and brands. Then you have talent that creates better work. So it becomes this flywheel at the end of the day. It’s something that we really feel responsible for every time we’re taking on a new friend at the agency. Do we feel like we have the right kind of chemistry to build trust with them in order to create that flywheel? Our clients don’t necessarily hire us because we’re the cheapest.  They don’t necessarily hire us because we have the biggest team. They hire us because they trust our judgment, and they trust the way that we operate. Once that exists, everything starts to open up. Everything starts to move faster. When you can move faster, get to more work, and get that work out into the world, that continues to open up more opportunities and more growth at the end of the day.Share on X  Yeah, I love that. Do you find that you have to lead with your own trust to get trust?  That is such a great question. Yes. I think that we have to prove that we are trusting that they’re coming to us with all of the information that they can give us. I have to trust that they’re being transparent and truthful about the budget they’re giving us. I have to trust, to be honest, that this is a real opportunity they’re coming to us with, that has been approved by all the necessary parties, and that it’s something that’s actually going to move forward and happen.  It’s really hard to do when you’re picking up a call from somebody you’ve never worked with before. You have to assume good intent. At least starting from that place of positivity, I think can help to then create that path towards the ongoing conversations, us proving that we have trust in everything that they’re telling us, so that then they return that same favor to us. Yeah. I mean, sometimes I get the criticism that I’m too trusting of people. Yeah. But it’s a little bit like optimism. If you don’t have optimism, then you have no positive vision to strive for. If you don’t trust people, you have no chance to earn their trust.  Right.  Maybe it’s vulnerability. It’s something to do with vulnerability. Right. But you’re totally right. You definitely have to have those guardrails around trust to make sure that your trust and your optimism aren’t clouding your judgment at the end of the day. That is one of the hardest things, I think, that we have to do with new opportunities because you’re making a lot of assumptions. Sometimes those assumptions are stated, and sometimes they’re not, and you just have to roll with it. Obviously, you win some, you lose some. But hopefully, the more we do it, the more it becomes that positive net effect.  Yeah. So, Courtney, what is something that you’re actively trying to figure out in your business?  Well, I won’t talk about AI because I feel like everyone’s talking about AI, but that is definitely an obvious answer. Operationally, are we using all of the best tools that are out there? Are we staying compliant with our agency agreements and client agreements when we introduce some of those new AI tools? And then, of course, in the world of creativity, everybody’s really questioning how much we should be using AI in final assets versus the human part of things.  From our perspective right now, we’re interested in exploring. We’re interested in understanding how things can continue to help us remove friction from a process in order to get to those fast-moving flywheels that we want everyone at the agency to be operating on. But also, how do we make sure that we’re continuing to bring craft and fidelity to all of the campaigns that we’re working on? So AI is a very obvious one. I think the other thing we’re really trying to figure out at the agency is scaling. The more we’re trying to grow, the more we’re trying to scale.  The processes and behaviors that you have as a young agency can be quite different from those of a more mature agency with several hundred people. What we’re trying to instill is making sure that the behaviors and processes we’re creating and adopting now are scalable for the future. Sometimes that’s easy to figure out, and other times it’s something we really have to evaluate and take into consideration. For example, time sheets. That’s not something we care to do at an independent agency.  One, we think they’re wildly inaccurate. As somebody who used to work at a bunch of holding companies, my Wi-Fi would be turned off if I didn’t enter my time sheets within a certain amount of time. But I think they’re wildly inaccurate. We’re not lawyers. We’re not accountants. We don’t turn our brains off by the hour. We’re constantly thinking about the briefs that we have. I’ve been challenged multiple times on whether that’s a scalable behavior and process for the future.  When you’re several hundred people, you’re going to want to know exactly how much time so-and-so spent on which project. I just don’t think it’s necessary for us. I think there’s a level of organization that we can bring to the way we operate where something like a time sheet is going to be obsolete in our future. But it really all comes down to how we scale and whether we’re making the right choices every single day to support that scale and that growth. Yeah, this is fascinating. Peter Drucker said, “Culture eats strategy for breakfast.” Some people say that the most enduring professional service businesses build a unique culture, and that becomes their competitive advantage. So they’re scaling the culture rather than the frameworks, the processes, or whatever else they have. That’s an interesting idea.  As an agency co-founder, what would your advice be to other professionals—maybe on Madison Avenue or wherever they are—working in professional services in some kind of leadership position and thinking about breaking out to do their own thing? What’s one thing you would advise them that maybe wasn’t obvious to you when you got started?  I think, first, if people are really thinking about it and weighing the pros and the cons, if you’re not willing to take a bet on yourself, then that’s a larger conceptual, philosophical conversation that you need to have with yourself. I think, at the end of the day, that’s one of the ultimate things that pushed me forward to start this agency. I wanted to take a bet on myself.  I felt like I had proven myself in a number of different opportunities and roles, and that I was ready for it. If it failed, then all right—that’s a problem for another day. Honestly, on a very tactical level, I think today’s world and the way that we operate in a remote and very fractional sense has been one of the most helpful things for us as an agency. I didn’t know about the world of fractional bookkeeping, fractional CFOs, fractional benefits and payroll providers, or fractional HR.  That creates so much back-office power for us. And it’s so important in terms of making sure that, again, we have behaviors and processes that can scale, where we don’t necessarily have to have all of those employees from an overhead standpoint. That has truly been eye-opening for me in terms of the world that exists outside of hiring full-time employees and this ecosystem that’s there that so many people can tap into in order to really have that firepower to show up in a very legitimate and credible way. Wow. Okay. That’s great. You’re running a remote business, you have fractional people, and you’re leveraging AI without hurting the creativity, hopefully. That’s a model for the 2020s—or the 2030s, potentially. Fantastic. So if someone is yearning for the kind of creative juice that your team is bringing, and they have a product or service that they want to steal some attention for, where can they learn more about Bandits & Friends, and where can they connect with you? Sure. Anyone can go to our website at banditsandfriends.com, or they can email us at hifriend@banditsandfriends.com. We’d love to have a conversation with anyone who’s ready to steal attention and operate with that mindset and philosophy of trust and friendship in order to get to the best ideas that are really going to help drive business results. All right. Well, if you want to befriend Courtney and her friends at Bandits & Friends, then reach out to her. So, Courtney Berry, President and Co-founder of Bandits & Friends, thanks for coming and sharing your unique ideas with us. And if you enjoyed listening, stay tuned to our YouTube channel, follow us, and give us a review. Thanks for coming, and thanks for listening. Important Links: Courtney's  LinkedIn Courtney's  website Courtney's email: hifriend@banditsandfriends.com

Welcome back to #WithSONAR! In this episode, we're walking through the latest enhancements to Batch Rate Intelligence—now upgraded from a simple bulk lane rate lookup tool into a full RFP pricing analysis workspace. With these new enhancements, teams can analyze bids faster, identify margin risk, monitor lane volatility, and make more informed pricing decisions before submitting to customers.

Send us Fan MailSmita Saxena is the Founder of Maestro, an AI coaching platform helping K-12 STEM teachers improve instruction and student outcomes. Alexia Lewis is an 8th Grade Algebra I teacher at KIPP Polaris and a Maestro coach whose students achieved remarkable gains using the platform.

RFP - 'The Japanese Comfort Women and Sexual Slavery during the China and Pacific Wars' (War, Culture and Society) by Caroline Norma, discussed by Caroline Norma and Sheila Jeffreys.A live webinar recorded on 5th July 2026 at 10am UK time.On Sundays (10am UK time), our webinar series Radical Feminist Perspectives offers a chance to hear leading feminists discuss radical feminist theory and politics.Attendance of our live webinars is women-only, register at https://bit.ly/registerRFP

Building relationships with contracting officers before a solicitation ever drops is one of the most overlooked strategies in federal contracting, and it's exactly what separates small businesses who win from those who just show up to bid. In this clip from the Federal Help Center podcast, Randie Ward breaks down how one small business turned years of relationship building into a $2 million job order contract win, plus a federal opportunity that got shortlisted simply because the right people already knew her name. If you are tired of submitting proposals into a black hole, this episode shows you what to do months before the RFP even exists. How researching forecasted opportunities and pre-solicitations before they post helped win a 51-page proposal against multiple competitors Why job order contracts (JOCs) function like an IDIQ and how relationship building unlocked a $2 million, two-year project The rule every contractor should know: program managers and contracting personnel can still talk to you before the RFQ or RFP drops, but not after How maintaining a multi-year relationship with an FAA contact who later became a contracting officer led to new opportunity alerts Why attending industry conferences like SAME (Society of American Military Engineers) and simply introducing yourself can connect you directly with a head of contracting EPISODE CHAPTERS: 0:00 - Introduction to building relationships before bidding 0:32 - How a JOC relationship led to a 2 million dollar win 1:09 - Why the 51 page proposal required strategic preparation 1:46 - Researching pre-solicitations and forecasted opportunities early 2:33 - The rule on contacting officials before the RFQ or RFP 3:10 - Maintaining a long-term relationship with an FAA contracting officer 3:57 - Turning a Christmas check-in into a new contract lead 4:33 - Why showing up on their radar changes your odds 5:08 - Building courage as an introvert to network in person 5:51 - Audience questions on building relationships and getting found 6:14 - Meeting a head of contracting at a SAME conference 7:11 - Closing thoughts on stepping outside your comfort zone Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

Send us Fan MailJoin hosts Alex Sarlin and special guest host Daniela Pico, Head of Platform at Forum Ventures, as they discuss the AI backlash, workforce transformation, AI literacy, social media regulation, and the evolving future of education technology.✨ Episode Highlights:[00:03:37] Anthropic launches a $150M Claude Core fellowship program for AI workforce development[00:09:09] Why organizations need AI implementation strategies and not just AI licenses[00:15:13] The rise of dedicated AI teams and AI leadership inside organizations[00:16:35] OECD and the European Commission introduce an AI literacy framework for K–12[00:26:10] Bradley County Schools wins a $27M social media lawsuit against major tech platforms[00:29:12] Why edtech should not be conflated with social media and screen time[00:37:15] The decline of EdSurge and what it means for edtech journalism[00:44:37] AI backlash grows as mainstream media shapes public perception[00:49:29] Rebuilding trust in AI through thoughtful implementation and educationPlus, special guests:[00:58:32] Dr. Ran Liu, Chief AI Scientist at Amira Learning, on the evolution of AI-powered reading tutors and the future of intelligent tutoring systems[01:18:39] Antonio Pietri, CEO of PowerSchool, on rebuilding trust, strengthening cybersecurity, and the future of AI in K–12 education

In this episode, we kick things off by examining a massive shift in how freight contract pricing is getting done as Triumph debuts a powerful new RFP management tool designed to help brokers keep pace with drastically compressed pricing cycles. In today's supply-constrained market, some shippers are now repricing contracts as frequently as every thirty days, a brutal acceleration from the traditional annual cycles. The platform draws on real transaction and carrier payment data tied to more than one hundred seventy thousand carriers, providing visibility into approximately seventy percent of North American brokered freight transactions. Next, we explore a major legal battle that could reshape broker disclosure requirements across the entire industry. The case involving Pink Cheetah and Total Quality Logistics heads to oral arguments before the U.S. Appeals Court for the District of Columbia on September eleventh. The dispute centers on documents revealing that the carrier received only fifty-six percent of payment for a load, with TQL extracting approximately forty percent commission rather than the customary fourteen to sixteen percent. Finally, we unpack the critical developments surrounding North America's signature trade pact after the U.S. rejected automatic renewal of USMCA in its current form, triggering annual reviews until issues are resolved or the agreement expires in twenty thirty-six. Despite North American trade reaching historic highs last year, this decision creates uncertainty for the trucking industry and the hundreds of billions of dollars in cross-border freight moving annually through major gateways like Laredo, Detroit-Windsor, and Otay Mesa. Follow the FreightWaves Today Podcast Other FreightWaves Shows Learn more about your ad choices. Visit megaphone.fm/adchoices

Freight procurement is still stuck in a world of portals, spreadsheets, and three-month RFP cycles, even though the freight market can flip in weeks. I'm joined by Ryan Soskin, CEO and founder of GoodShip, to unpack why that gap creates expensive surprises for shippers and impossible commitments for brokers and carriers. Ryan's career arc from Coyote Logistics to Convoy gives him a rare view of both execution on the ground and what it takes to build automation that actually works at scale. We get specific about what breaks contract freight pricing: most bids share only origin, destination, volume, and equipment type, while real truckload economics depend on lead time, seasonality, days of week, facility hours, and constraints that never make it into the RFP. That missing context fuels winner's curse, fragile routing guides, tender rejection spikes, and more spot market exposure. From there, we connect procurement to performance management and the need for a shared source of truth, so QBRs stop turning into arguments about on-time definitions and start turning into decisions. Ryan also introduces the idea of network drift: even a “perfect” annual routing guide drifts away from optimal as rates, volumes, and carrier performance change. GoodShip positions itself as a TMS-agnostic system of action that unifies transportation data and recommends corrective moves, including mini-bids and routing guide adjustments. We close with Laney, GoodShip's AI transportation analyst, and where proactive, always-on logistics analytics can take freight network optimization next. If you found this useful, subscribe, share it with a transportation leader on your team, and leave a review with the biggest freight procurement pain you want fixed next.Follow The Freight Pod and host Andrew Silver on LinkedIn.Thanks to our sponsors:Cloneops.ai: Not just AI. Industry-born AI.cloneops.aiBitfreighter: Scale Freight. Not Integration Costs. Win More. Accept More.bitfreighter.comTriumph: Accelerate quote-to-cash with AI-powered invoicing, bank-grade carrier payments, and transaction-based market intelligence.triumph.io/morecapacity

Oklahoma Farm Bureau, the state's largest generalist farm and ranch organization, with a presence in all 77 counties, runs one of the most surprising and effective rural entrepreneurship programs in the country. What started with census data showing rural population decline turned into a state-designated rural business accelerator, a $5.75M rural venture fund, and a statewide technical assistance network. In this conversation, the team shares the origin story, the program structure, the wins, and the hard-won lessons about communicating economic development work to people who've never heard the jargon and don't need to.Topics CoveredThe origin story: how census data, a legislative RFP, and a visionary board turned Farm Bureau into a rural accelerator operatorResults to date: 42 startups, 36 rural communities, 129 jobs created, $20M+ raised, a 95% post-graduate survival rateOklahoma Grassroots Rural and Ag Business Accelerators: a six-month, hybrid (25% in-person) program built for people with farms, families, and full-time jobsSSBCI technical assistance: one-on-one coaching split across western (Sadie) and eastern (Garrett) OklahomaCurriculum work with Oklahoma FFA to support student-run "legacy businesses" and build an agribusiness pathway for the next generationLaunch Rural OK: the resource hub, interactive map, statewide conferences, and the "resource round robin" format that replaced traditional trade-show boothsHow the team finds entrepreneurs: not by going direct to founders, but by building relationships with the first people they call for help (chambers, colleges, legislators, lenders)The venture fund deep dive: how OKFB partnered with Generation Food Rural Partners Fund to become the first fund in USDA history permitted to operate this way, investing only in Oklahoma while giving LPs a return across a $48M national fundA founder story: how a health-tech air filtration startup pivoted into food processing through a single introduction made during the accelerator's boot camp stageWhy "we're on your team for the long haul" and what follow-on support looks like after the six-month program endsThe real barrier in rural economic development: not lack of resources, but communication and trust, and why repeating your story, over and over, in plain language, is the jobHow other states can get started: walk into your local Farm Bureau office, or call Oklahoma Farm Bureau directlyResources: Connect with AmarieLaunch Rural OK

Shaping a government solicitation before the RFP drops is one of the most powerful competitive moves a small business can make and in this episode, Ryan Atencio walks through a live sources sought response strategy designed to nudge an active DoD training requirement toward a small business set-aside on Seaport Next Generation. This is real BD strategy in action, not theory. How to structure a sources sought response that recommends minimum requirements, acquisition strategy, and contract type all designed to eliminate low-price technically acceptable (LPTA) races to the bottom and filter out unqualified competitors Why joint venturing with the large business incumbent before the solicitation drops is the smartest teaming play a small business can make, and how to position that JV as a zero-risk transition solution for the contracting officer The staffing and recruiting mindset that drives wins in professional services contracting why putting the right people in seats is the only skill that truly matters for service contract capture How to use past performance from elite DoD customers like Naval Special Warfare (SEAL Teams) to build confidence with risk-averse contracting officers who hate change Why Eric prices every bid as if it is LPTA regardless of contract type and how that discipline keeps him competitive even when best-value trade-off evaluations are in play EPISODE CHAPTERS: 0:00 - Introducing Mindy AI and the federal research gap 0:30 - Welcome to the Federal Help Center podcast 0:52 - Seaport NxG strategy to cut out LPTA competition 1:20 - Why staffing and recruiting wins all service contracts 1:50 - Using elite past performance to build contracting officer confidence 2:48 - Why customers want the incumbent and how to neutralize that 3:17 - Joint venturing with T3i as a zero-risk transition play 4:17 - Writing industry recommendations that shape the requirement 5:14 - Pushing the set-aside, contract type, and NAICS strategy 5:39 - Pricing everything like LPTA even on best-value awards 6:36 - Adding specialized capabilities like UAS and pyro to the requirement 8:03 - Firm fixed price versus time and materials risk explained 9:55 - Final thoughts on small business set-aside advantages Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

If you've ever wondered how to verify government contract outreach is legitimate, this episode breaks down exactly what to look for before you respond to that surprise DOD or Air Force email. A small business owner shares a message he received from a self-described government partner asking to "share his account list," and Colin and the Federal Help Center community walk through how to separate a real opportunity from a setup. Key takeaways from this episode: How to cross-reference a contact's LinkedIn profile and sam.gov or FPDS listing to confirm they're a real government partner Why CEOs and agencies almost never cold-contact small businesses unless it's tied to a source sought notice, RFP response, or notice of award How to spot the "pay $8,000 to get this software and we'll send you contracts" scam and other pipeline-selling schemes Why a notice of award means you won, and why protesting a small SAP award under $250K is usually a waste of time How to build out your sam.gov profile, NAICS codes, and capability statement to position yourself for subcontracting work while you build prime relationships Why the government is risk-averse, never pays upfront, and what that means for your invoicing process EPISODE CHAPTERS: 0:00 - Welcome to the Federal Help Center podcast 0:57 - Building a capability statement and sam.gov profile 1:36 - A mysterious DOD Air Force contact reaches out 3:40 - Why legitimate agencies rarely cold contact small businesses 4:49 - Verifying outreach through LinkedIn sam.gov and FPDS 5:31 - Red flag the 250000 dollar app scam 6:02 - Source sought RFPs and notice of award explained 7:55 - Why government agencies never pay contractors upfront 9:05 - You're not new to work just to govcon Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

Friday, June 19, 2026 - Week 25   June 21 is SYNGAP1 Awareness Day, but we have made it SYNGAP1 Awareness month!  Why 6/21? Because 6p21.32  Donate!  cureSYNGAP1.org/Donate    #ThisIsOursToLose & #BurdenHopeProgress watch #S10e208 https://curesyngap1.org/podcasts/syngap10/tony-update-thisisourstolose-more-great-results-from-camp4-nightofimpact-in-9-days-s10e208/    New family email, very good, lots of questions.  It's all here.  Reach out, we are here for you and you are welcome in this community – you are part of it whether you like it or not. Raise money.  Join our host committee for 2nd SF event next year. Believe that we are doing the best we possibly can, and you would be adrift without a PAG.  If you think this is painful, imagine if we weren't here! Register for the Conference.  Book tickets to DEN now.  cureSYNGAP1.org/Denver Join us -- make this org better for all of us and all our kids for all their lives.   Complex work doesn't fit neatly in 10 minutes anymore... Health Economics and Market Access work is going well, we will put out an RFP shortly.   NATURAL HISTORY Goes On!  Make sure you are in it. https://curesyngap1.org/resources/studies/syngap1-prommis/ Orlando/McKee Grant "Validating Remote Developmental Assessments in SYNGAP1-Related Disorders" cureSYNGAP1.org/PR49