Podcasts about rfps

¿Estás perdiendo propuestas por “precio”… o por cómo las estás escribiendo?En este episodio me siento con Mariano Paredes, director de Shipley (España) —la escuela y metodología más reconocida del mundo en gestión de propuestas comerciales— para hablar de lo que casi nadie entrena y que define tu win rate: cómo construir propuestas que realmente ganen.Yo hice Shipley hace años y te digo algo: si vendes B2B y estás compitiendo en deals grandes, esto te puede cambiar el juego.Por qué en LatAm y España muchas empresas aún están “30 años atrás” en madurez de propuestas (comparado con mercados anglosajones).La métrica que casi nadie mide (y sin eso, no mejoras): tu win rate de propuestas.La verdad incómoda: muchas organizaciones ganan 1 de cada 3… y lo normal debería estar mucho más arriba cuando hay proceso.El principio clave de Mariano: “Si no hay un antes, no hay un después” (si te llega el RFP sin relación previa, vas tarde).Los errores clásicos que matan propuestas: hablar de “quiénes somos”, desorden, cero enfoque en el cliente, copy difícil de leer, títulos que no venden, y fallas de edición que destruyen confianza.Un framework brutal para ordenar el mensaje: NARIZ → Necesidades / Aspiraciones / Resultados / Implicaciones / Credenciales.El futuro: propuestas con video, WhatsApp, presentaciones y tecnología, pero sin vender humo: prometer solo lo que puedes cumplir.Este episodio es para vendedores, líderes comerciales y equipos que envían propuestas, licitaciones o RFPs y quieren dejar de “participar” y empezar a ganar con consistencia.

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Eric Dyson, Executive Director of 90 North Consulting and one of the retirement industry's more active ERISA expert witnesses, joins the 401(k) Specialist Podcast for a practical conversation on how plan sponsors and advisors can reduce fiduciary risk—and be better prepared if the Department of Labor comes calling.Drawing on his experience testifying in more than a dozen ERISA cases, Dyson shares the most common mistakes he sees in litigation and investigations, why a DOL audit may be a bigger risk than a lawsuit for most plans, and what courts actually expect from fiduciaries. He tackles pressing questions around paying advisors and TPAs with plan assets, properly documenting QDIA selections to secure safe harbor protection, conducting RFPs and benchmarking at “reasonable intervals,” and crafting committee meeting minutes that protect rather than expose.Dyson also provides clear, actionable steps sponsors can take before their next committee meeting to strengthen governance, document prudence, and stay off the litigation radar, and reduce fiduciary risk.EDITOR'S NOTE: This podcast episode is part of our new “Deep Dive” special content package for Q1 2026 titled, “How Not to Get Sued.” You can find additional coverage in the links below, and more focused content will be available in the coming days.SEE ALSO:How Not to Get Sued in 2026: Part 1How Not to Get Sued 2026: Part 2

In "The 2026 M&A Rebound: Why Logistics is Primed for a Banner Year with Logisyn's CEO Ron Lentz", Joe Lynch and Ron Lentz, CEO of Logisyn Advisors, discuss how $4 trillion in untapped capital and industry consolidation are driving a major wave of logistics exits. About Ron Lentz Ron Lentz is a founding partner and CEO of Logisyn Advisors, recognized as a logistics subject matter expert with over 40 years of industry experience. His deep knowledge of capital markets, combined with an extensive global network spanning logistics firms, private equity, family funds, and debt financing, enables him to help clients maximize returns across all M&A services. Ron's expertise covers key logistics sub-sectors, including e-commerce fulfillment, asset-light logistics, final-mile delivery, 3PLs, specialty hauling, air cargo, and freight forwarding. His career includes international executive leadership at Ryder Logistics, over a decade of C-level assignments, and a track record of transforming Fortune 500 companies, startups, and turnarounds into high-performing businesses. About Logisyn Advisors Logisyn Advisors is an M&A advisor specializing in the transportation and logistics sector. The firm's customers include global freight forwarders, customs house brokers, domestic forwarders, trucking companies, logistics software providers, and many other companies across the industry. Logisyn provides a variety of M&A services, including buy-side advisory for companies looking to grow through acquisition, sell-side advisory for entrepreneurs looking to exit and capitalize on the businesses they've built, and enterprise valuation services for managers looking to gain a better understanding of the value of their business. The company has a proven track record of advising executives navigating the M&A process and is actively engaged with leading companies across the logistics industry. Key Takeaways: The 2026 M&A Rebound: Why Logistics is Primed for a Banner Year In "The 2026 M&A Rebound: Why Logistics is Primed for a Banner Year with Logisyn's CEO Ron Lentz", Joe Lynch and Ron Lentz, CEO of Logisyn Advisors, discuss how $4 trillion in untapped capital and industry consolidation are driving a major wave of logistics exits. The Power of "Logistics-First" Specialization: Unlike "industry agnostic" investment banks, Logisyn only hires former operators who understand the intricate day-to-day realities of the supply chain. Ron emphasizes that a generalist banker can cause a "generalist penalty," where the unique operational value and specialized assets of a logistics firm are lost in translation during a deal. The $4 Trillion "Dry Powder" Catalyst: A massive driver for the 2026 rebound is the estimated $4 trillion in global private equity "dry powder." Much of this is older capital that firms must "use or lose," creating a high-pressure environment for acquisitions in fragmented markets like transportation. The "Six Ps" of Market Readiness: Ron lives by the mantra: Proper Planning Prevents Piss Poor Performance. Success requires "staging the house" by cleaning up these financials 12–24 months before an exit. Asset-Based Logistics is Primed for a Bull Run: While freight brokerage is facing a "leaner and meaner" period due to AI and fee transparency, Ron is incredibly bullish on asset-based carriers. As driver shortages persist and capital costs for equipment remain high, those who actually control the trucks will hold the most leverage in the coming year. Cultural Compatibility is the #1 Deal Killer: Citing PWC data, Ron highlights that cultural alignment is the primary reason mergers succeed or fail. For entrepreneurs, selling isn't just a financial transaction; it's "giving up their baby." A successful M&A advisor acts as much as a counselor as a banker to ensure the legacy remains intact. The "Jigsaw Puzzle" Strategy for Buyers: Strategic acquisitions in 2026 are moving away from simple "growth for growth's sake." Buyers are looking for specific "jigsaw pieces"—such as a niche cold chain specialty in the Southeast or a robust tech stack—to create a "pure play" offering that doesn't require a "fixer-upper" effort. The Death of the "Country Club" Broker: The complexity of modern logistics—from AI-driven RFPs to real-time WMS integration—means owners can no longer rely on a general business broker or a "golfing buddy" to sell their company. To maximize the 8x to 10x multiples, founders need advisors who can navigate the deep-dive diligence of tech-savvy private equity buyers. Learn More About The 2026 M&A Rebound: Why Logistics is Primed for a Banner Year Ron Lentz | Linkedin Logisyn Advisors | Linkedin Logisyn Advisors Customer Testimonials Logistics M&A Club Events The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

Live from Go West Live in Edmonton, this episode of Events: Demystified unpacks what happens when an industry event is designed with intention instead of habit.Joined by Arthur Kerekes and Evan Babins, we break down:Why this 600-person conference felt more alive than many large-scale industry shows• The RFP compensation problem and the creative labor conversation no one wants to have• How thoughtful programming eliminates attendee burnout• What makes a trade show floor feel like a retail experience instead of a fluorescent maze• Why people, not production budgets, ultimately define event successWe also explore how schedule design, entertainment integration, food experience, and speaker selection can shift an event from transactional to meaningful.If you plan events, speak at events, sponsor events, or attend them, this conversation will challenge how you think about experience design, energy management, and where the industry should go next.Recorded live at Go West Live. Real reactions. Real noise. Real insights.00:00 Live from Go West Live: Why This Conference Feels Different01:47 Meet the Guests: Arthur's AI Activations & First-Time Go West Impressions03:04 Evan's Speaker Lineup + Arthur's Interactive Game Show Reveal05:46 Industry ‘Dirty Secrets': RFPs, Creative Work & Fair Compensation08:19 What Go West Gets Right: Fresh Speakers, Short Keynotes & Smart Agenda Design09:47 No Competing Sessions (Mostly): Programming Wins + Tech to Beat Breakout FOMO12:22 Networking Across Canada: New Connections, Canadian Hospitality & Value14:34 The Vibe Factor: Food Everywhere and a Retail-Style Trade Show Floor16:21 AV Production That Actually Delivers (No Extra Gear Needed)17:31 Design + Trade Show Energy Spills Into Social Events17:55 Instagrammable Activations & Surprisingly Great Food19:15 Small-Conference Feel: Community, Care, and Real Connections20:32 Entertainment That Feels Intentional (Not Slapped On)22:10 Sustainability-Focused Venue & Navigating the Multi-Level Layout23:51 Wrap-Up Hot Takes: Trade Show Vibe, People, and Wellness-Friendly Scheduling28:39 What Could Improve: Speaker App Tools, Rotating Cities, and US Marketing32:19 Where to Connect + Final Thanks and Sign-Off

Podcast de ventas B2B y prospección moderna ¿El sector industrial va por detrás en “ventas modernas”? En este episodio de “Yo también vendo a empresas”, Ferriol Viñas (Venair) cuenta cómo venden soluciones de silicona para transporte de fluidos en unos 30 países, combinando prospección avanzada con Engini, Salesforce, I+D propio y un enfoque de venta consultiva. ​ https://www.linkedin.com/in/ferriol-viñas-francisco/ https://www.linkedin.com/in/ferriol-viñas-francisco/ Si trabajas en ventas B2B en el sector industrial, aquí encontrarás ideas prácticas sobre prospección, gestión de cartera, RFPs, entrada en nuevos verticales (biotech, hidrógeno) y venta en culturas tan distintas como Europa, Latam o Asia. ​ Puntos destacados: - Cómo ha evolucionado Venair desde el industrial clásico hacia food, pharma, biotech y energía verde. ​ - Prospección centralizada con Engini + nurturing y scoring para pasar “hot leads” al equipo comercial. ​ - El vendedor industrial como técnico que vende y la importancia del soporte de I+D y business units. ​ - Uso de Salesforce para coordinar entre 50 y 70 vendedores globales en ventas técnicas de ciclo largo. ​ - Estrategia para entrar en nuevos verticales como hidrógeno mediante desarrollo de producto específico. ​ - Habilidades clave del vendedor industrial moderno: preguntar bien, entender procesos y huir de la venta de catálogo. ............................................................................................................................. Y si quieres mejorar tu Maquinaría de Ventas Outbound o formar a tus equipos en #modernprospecting Pues lo tienes fácil: 699 45 85 82 Más en https://outbounders.es/

Most small businesses are doing government contracting completely wrong—and it's costing them months of time, thousands of dollars, and contracts they should already have. In this live recap, Eric breaks down the 5 moves that separate winners from everyone else in 2026—without the "spray and pray" approach, without waiting on RFPs, and without wasting your life refreshing SAM.gov. This episode is a condensed bootcamp breakdown of what Eric taught during an 8-hour training—compressed into a fast, actionable playbook. You'll learn how to target the right agencies, uncover real agency pain points, use AI prompts to gain an edge, find low-competition opportunities using the Hit List Method, and tap into the expiring contracts "honeypot" so you can get positioned early—either as a prime, a sub, or part of the winning team before the recompete drops. Key Takeaways: Target, don't chase. Pick 3 agencies and focus—spraying opportunities is why most contractors lose. Solve problems, not sell services. Agencies award contracts to businesses that speak to their pain points, not their features. Expiring contracts = hidden gold. Recompetes let you get in early—before the real competition shows up. If you want to learn more about the community and to join the webinars go to: https://federalhelpcenter.com/  Website: https://govcongiants.org/  Connect with Encore Funding: http://govcongiants.org/funding

Tender rejections just jumped, rates are wobbling instead of sliding, and the market is starting to look less like “winter lull” and more like a reset. On this week's episode of Transfix Take, host Jenni Ruiz sits down with Justin Maze (NFI Industries) to break down what's driving the sudden capacity squeeze, what it means for RFP season, and where pricing is likely to land as we head into late February. In this episode, we cover: • Why tender rejections climbed to ~14% and what's behind the tightening (including high-visibility enforcement and safety actions that can take capacity off the road) • The current national average linehaul sitting around $2.10/mile (lengths of haul 200+ miles), plus the added pressure of rising fuel • Fresh retail spending signals and what they could mean for inventory strategy and freight demand • A weather watch shift to the West Coast, as California storms bring flooding, mudslides, and pass closures risk • Regional rate moves and where volatility is cooling vs. lingering Plus: we “dust off the crystal ball” to talk where tender rejections may head next week as negotiations and new rates get set for the 2026 baseline. Subscribe for weekly market updates, and if you're in the thick of RFPs right now, this one's your mid-Feb pulse check. -- 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.

Can AI replace procurement when buying consulting? The narrative suggests automation is inevitable — the reality is more nuanced. In this episode of Smart Consulting Sourcing, Hélène Laffitte explains what AI actually changes in consulting procurement — and what it doesn't. AI isn't replacing buyers — it's exposing weak briefs, loose evaluation criteria, and superficial proposal analysis. It can sharpen RFPs, structure comparisons, and challenge fuzzy thinking. But it cannot assume accountability, interpret organisational context, or distinguish persuasive language from proven capability. Hélène outlines where AI genuinely strengthens the sourcing process, where its limits become clear, and why human judgment remains the critical control point. From avoiding “algorithmic overconfidence” to using AI as a disciplined challenger, this episode offers a grounded perspective on smarter sourcing in the age of automation. Tune in to learn how to make AI your procurement ally — not your substitute.

Send a textWhat if a single set of shared principles could align printers, brands, material suppliers, and recyclers on a faster path to low‑carbon, circular print? We sit with HP's Carlos Lahoz to map a practical route from belief to measurable change, grounded in a nine‑principle Sustainable Print Manifesto that is already reshaping how companies brief suppliers, plan R&D, and report progress.Carlos explains why the industry needed a common language instead of another compliance badge, and how principles create clarity without constraining innovation across publishing, large format, labels, and packaging. We break down what “sustainable print” actually means to different stakeholders—consumers seeking recyclability, brands asking for compostability, suppliers focused on certified fibre—and why carbon footprint and circularity must sit at the core. Then we move into phase two, where smaller working groups turn the manifesto into playbooks: decision guides for material choices, data fields for job‑level carbon accounting, and workflow tweaks that slash waste while protecting throughput and quality.You'll hear how collaboration between nominal competitors can lower costs for better materials, standardise measurement, and bring carbon transparency into prepress and MIS. We talk about scaling pledges to build momentum, the value of using the principles in RFPs and customer conversations, and early adopters who already frame corporate reporting around the manifesto. The aim is simple and bold: decarbonise print and improve circularity without sacrificing margins, using shared tools, shared data, and shared ambition.Ready to help set the standard for sustainable print? Read the principles at Manifesto for Sustainable Print, sign the pledge, share it with your network, and if you have deep expertise—from fibre science to recycling logistics—join a working group to shape the next wave of practical guidance. Subscribe, leave a review, and tell us which principle you want to action first.Listen on:Apple PodcastGoogle PodcastSpotifyWhat is FuturePrint? FuturePrint is a digital and in person platform and community dedicated to future print technology. Over 20,000 people per month read our articles, listen to our podcasts, view our TV features, click on our e-newsletters and attend our in-person and virtual events. We hope to see you at one of our future in-person events: FuturePrint Packaging, Labels & DTS, 29-30 September '26, Valencia, Spain FuturePrint Leaders Summit, 29 September '26, Valencia, Spain FuturePrint Industrial Print, 14-15 April '27, Munich, Germany

In this episode, Zach Golden walks through one of the most critical skills in federal contracting: making fast, confident bid/no-bid decisions before you waste weeks chasing the wrong opportunity. Using OpnGovIQ, Zach shows how contractors can decode an RFP in under five minutes, identify hidden requirements, and immediately spot what could prevent them from winning — especially in complex VA janitorial and medical-adjacent contracts. Zach also explains how this rapid breakdown process scales across industries, allowing contractors to review 6+ projects in a single session, plan months ahead during capture, and highlight red flags early (like hospital experience, medical waste handling, or compliance gaps). The goal is simple: move faster than competitors, avoid disqualification, and build a repeatable proposal engine that wins. Key Takeaways: OpnGovIQ helps contractors break down RFPs in 3–5 minutes for faster bid/no-bid decisions The biggest proposal killers are usually disqualifiers like missing hospital experience or compliance gaps Reviewing multiple opportunities weekly builds a pipeline — winning starts before the RFP drops If you want to learn more about the community and to join the webinars go to: https://federalhelpcenter.com/  Website: https://govcongiants.org/  Connect with Encore Funding: http://govcongiants.org/funding

"Now with agentic AI, RFPs are becoming and will become even leaner, and they'll cut to the chase a whole lot faster. There'll be a lot less fluff." - Barri Horn, Director of Product Marketing for AI for SAP Ariba and SAP Fieldglass' strategic procurement portfolios AI is reshaping the RFP process, but smart procurement leaders know they have to think beyond speed or efficiency drivers and, instead, reimagine the value they deliver. As teams turn to AI to break free from past challenges, the question isn't if change is coming, but how to capture its advantages while managing risk, trust, and adoption. In this episode, Philip Ideson speaks with Barri Horn, Director of Product Marketing for AI for SAP Ariba and SAP Fieldglass' strategic procurement portfolios, to dig into what's truly changing in the world of RFPs, why agentic AI is different from yesterday's tools, and how procurement can use new technology without losing stakeholder trust.  Expect practical, leader-level guidance for running better RFPs and rolling out AI that sticks. Barri discusses workflows, pitfalls, and organizational mindsets that separate successful AI adoption from failed pilots: How to streamline repetitive RFP tasks with AI so teams can focus on insight Asking smarter, market-driven questions without overwhelming suppliers Aligning AI "autonomy" with procurement's risk comfort level Building trust and credibility through transparency and foundational training Resetting and rebooting change programs to support adoption Links: Barri Horn on LinkedIn Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube  

Welcome back to WithSONAR! In this episode we're diving into Supply Chain Intelligence (SCI)—our shipper-focused network analysis tool designed to help you cut costs, reduce risk, and gain more control over your transportation network. What you'll learn in this episode: Where to find SCI in SONAR and how to get access A walkthrough of the Summary View with spend, market comparison, risk, and opportunity insights How to use the Network View to identify challenging DCs and priority markets Lane-level analysis with rate comparisons, lane scores, and market difficulty Multi-modal insights with intermodal volume trends (when available) Risk & efficiency quadrants to guide procurement and carrier strategy Exporting network and lane views for RFPs and custom analysis How SCI supports smarter decisions in fragile market conditions SCI is available as an add-on under Applications in SONAR. If you don't currently have access, reach out to your Account Manager to learn more. We also have exciting updates planned this year—if you're interested in joining our Shipper Consortium, we'd love to chat.

Tim Martinez, Value Creation, Strategic, and Exit & Succession Planning Advisor—also known as “The Inside Man”—is on a mission to empower entrepreneurs and make the world a better place with his philosophy of “No entrepreneur left behind.”  In this episode, Tim shares how he evolved from starting small businesses as a teenager to advising founders on high-stakes growth and exit decisions. We explore Tim's 3 Exits Framework, which breaks exit planning into three critical phases: Mental Exit (separating identity from the business), Role Exit (building leadership and succession so the business can run without the owner), and Technical Exit (valuation, deal structure, and the formal sale process). Tim also explains why AI is accelerating business disruption, why minimalism is a competitive advantage, and what keeps so many businesses stuck at the $3M revenue ceiling. — 3 Ways to Exit Your Business with Tim Martinez Good day, dear listeners. Steve Preda here, the Founder of the Summit OS Group. And I have as my guest today Tim Martinez, who is a Value Creation, Strategic, and Exit & Succession Planning Advisor, also known as “The Inside Man.” Tim also has a successful Substack with lots of followers, which has a similar title, Inside Man. He's also built his own ChatGPT API, so he's running with the times. Tim, welcome to the show.  Thanks, Steve. Great to be here.  Finally, we have someone who is ahead of the curve on AI and the technological evolution that's part of this new industry revolution. So let’s start with my favorite question. What is your personal ‘Why’ and how are you manifesting it in your practice and in your business?  Yeah. My personal ‘Why’ is to make the world a better place and to empower entrepreneurs. “No entrepreneur left behind” has kind of been my motto. Since I was a kid—I started businesses very young, like 15 or 16—people would ask me, “How are you doing this?” And I would help however I could. And it was just always felt really good to help my fellow entrepreneurs, whether I was helping them in a small way or a big way. And there's nothing better than seeing some of the advice you're able to give someone actually get implemented.Share on X Then you see them go, “Wow, oh my gosh, this is great.” And again, sometimes it’s small, sometimes it’s big. But I believe entrepreneurs rule the world, and I do my part every day—whether it's writing my Substack, jumping on podcasts, or writing books. I'm always here just to share what I've learned, because I think that’s what makes the world go round.  Well, you have a boundless energy, because you are writing books, you are writing your blog, you are doing these podcasts. Then you also have to gather the information, right? You have to work with clients—otherwise there's no raw material. That is very impressive. So what took you to this point? How did you evolve? I mean, you started at 15, but surely you were not coaching or consulting people at 15.  Yeah, so I probably spent about 10 years just starting small businesses. I had the lemonade stand, then a coffee business and a silk-screen business. I had a DJ business, a retail store, a marketing and advertising agency, a small one, but I was able to sell it. And I got lucky and sold a couple of these small businesses. I built websites, built apps—I mean, anything you can do to make a buck. I was just kind of hustling and figuring it out on my own. And at a certain point in time, maybe like 10 years later, someone asked me to help them write their business plan. It was the first time I thought, “Huh, someone wants to pay me to help them write a business plan. That sounds interesting.” Okay. And I had written all of my own business plans for 10 years. I used to go to SCORE—the Senior Corps of Retired Executives, a division of the SBA—and they would consult for free. They still do, by the way. And I always said my long-term goal was to be an old advisor at SCORE, because they helped me so much when I was a kid.Share on X So I charged money for my first business plan. That person was able to raise money from their uncle. Then they said, “Well, hey, we got this money. What do we do now?” So I said, “Well, I think I can charge you. I think this is called consulting. Maybe I'll just charge you to help execute your business plan.” It was a small business, and I went to Barnes & Noble and bought a book that was like this big—How to Start a Consulting Business. I just sat there and highlighted the whole thing. It had CD-ROM forms in the back. I knew nothing about consulting. And probably for the next handful of years, I just focused on writing business plans and helping people. That's kind of what got me into consulting and working with bigger businesses. It really started with business plans and small businesses.Share on X  Yeah. I mean, business plans are great because you are envisioning the future of the business, crunching the numbers—what's going to happen with your top line, bottom line, costs, overhead, margins—and essentially it helps you visualize the skeleton of the business. Then you can put the meat on the bone, kind of thing.  Yeah. And I had worked on hundreds of business plans, and  pitch decks, financial models, and market research. That documentation aspect of a business, I had spent a good, let's say, 10 years working very heavily with clients as an analyst in consulting firms. And that’s really what got me into the game and got me into bigger and bigger businesses, because I got very good at doing that with no formal training—and we didn't really have what the internet is today. I remember going to the downtown library in Los Angeles, finding articles, and taking scanned copies of them. That’s how we did our market research. And business plans used to be like a dictionary. The SBA would require business plans to meet all these requirements, so we ended up with huge business plans. Now people want a one-pager, maybe a 10-slide deck, and call it a day. Where I got my chops was from understanding every imaginable nuance of every business in all verticals. I worked around the world with businesses, and I guess I was in the right place at the right time for it.Share on X  Yeah, that’s very humble. So one of the things that you do is you help people prepare for exit, and you came up with this framework called The 3 Exits Framework. I thought it was fascinating to think about exits from different perspectives and to have different mental models for them. How did you come up with this, and can you explain to the audience what it looks like, how it works, and how it helps entrepreneurs? Yeah. And it’s important to note that I started my career starting businesses, helping people get the start. And as I got older, the businesses I worked with were also getting older. And as I got a little more gray hair and a few more wrinkles, people would take me more seriously at the later stages of the business, when they maybe wouldn’t take me so seriously when I was in my early twenties. So my business had evolved from starting to growing and then eventually to exiting, and that’s where most of my clients are now. What I’ve discovered is most people enter the exit planning conversation at the very end, asking, “What is my business worth? Who wants to buy it?” Needing a business valuation is the most common first question: “Whoa, what's it worth?” But after working with a handful of companies through this whole exit process, you start to realize that there’s far more than just the numbers. The 3 Exits Framework says there are three exits that need to occur before you're out and on your yacht, sailing into the sunset.Share on X The first exit is the mental exit, which we can talk about at length. It's your role—your identity in the business. Who am I if I'm not the CEO? What am I going to do with my time if I'm not running this business? Who am I if people can't come to me with their every burning question? It’s this piece, it’s so important. And a lot of people don’t want to give up control. They don’t even know they’re control freaks, which I'll call them for lack of a better term. But they don’t even know that they are that. You have to help them through that.  The second exit is really your role exit, because eventually someone needs to run this business in your absence. The whole tenant of selling a business is that you're not going to be in it. You might have earnouts or some transitional involvement, but eventually, you will not run this business. So you have to replicate yourself. Most people say, “I've tried, but it hasn't worked.” Well, you know what? Now’s the time for this to work. It's time to build SOPs, standards of excellence, and get someone who could be better than you ever were in that seat. So that role exit is a big part, and that would be true succession. The other part of that is it’s not just the CEO or the owner. A lot of times it’s them and they’re number one, or they’re number two, or number three, because in many cases those people also have equity and ownership in the companies in some cases. So we need to get succession in line for multiple roles.  And then the third exit is your technical exit. It’s the one piece everyone feels like they start with that is your valuation, getting your documentation together, running a formal auction process, making sure that you’re looking at multiple buyers, whether strategic or financial. And just running a very thorough, formal process that’s going to get you the highest valuation possible. And structuring a deal that there’s going to be a little bit of give and take. Most deals die because of misaligned expectations. And they’re usually misaligned expectations on that final exit. So when you put those three things together and someone says, I want to sell my business, or we're thinking about exiting in the next couple years, I just start first with the identity part.Share on X Yeah. And people underestimate the significance of that. It can sound touchy-feely and like an afterthought in most cases. And people think that just by earning a sack of money, their life will be solved and all problems will disappear. But actually, problems exist at all levels. Elon Musk probably has more problems than most listeners here.  Sure.  So, it's not going to solve your problems, and identity is huge. I talk to people—I was also an M&A advisor for over 10 years, sold many businesses, visited former clients, and went out on their boats on the lake. Often, that was the one time they actually used the boat, because they didn't really need it. They thought they did, but they didn't. Next time, the engine wouldn't start, or the boat was full of water. Or they'd go out on the golf course, meet new people, and ask, “Who are they?” It turned out they were just retired rich people—not interesting entrepreneurs or CEO. That's a huge change. And with the Great Wealth Transfer and the aging Baby Boomer population, there's a statistic that says 50% of business owners are forced into an exit—meaning there’s some life event that occurs that says you now need to sell your business and get out. And you and I both know that if you’re forced to an exit, you’re going to be taking a major discount. But those forces can happen when you have a heart attack, or someone in your family has a health issue, or your grandkids and everybody moves multiple states and you want to go with them. All these things happen. So our recommendation is just start having the conversation now.  Yeah. And so I think it's a little bit like saving for retirement. A lot of people keep putting it off, and eventually there's no time left to do it, and then they’re in trouble. So how do you even raise awareness with people about this? How do you work with them to prepare this? Can you actually raise awareness and make them feel this is a real issue? How do you raise awareness?  Well, I have my blog, and that’s probably where I do most of my conversations. I wrote about the 3 Exits Framework. Any chance I get to speak, I always use it to raise awareness around the subject. In my consulting practice, I work with a handful of consulting firms and investment banks. Anytime I get pulled into a conversation about exit planning, I usually just pause for a second and just talk about their life goals.Share on X Like, what do you really want this exit to do for you? Because there are so many things you can do and a million ways to do it. So, what do you really want this exit to mean for you? Also, remember, Uncle Sam is going to take his cut—so not everyone gets the biggest check possible. Usually, what we hear is people say, “I'm just so exhausted. I don't have anything left in me for this thing, and anything I can get for it, I'd be happy to take, as long as it means I don't have to put out every single fire.” And this usually happens because they didn't build good systems to remove themselves from the business.  Otherwise, they would've been the chairman, and just meeting with their CEO, who's running the business. That’s usually not the case with these owner-operator businesses. And that doesn't mean they're small, by the way. I mean, they could be running a $50 million business and still the choke point where everything has to run through them and they’re just exhausted and burnt out.  Do you think that this AI revolution is going to change things? Is it going to make more people exit-ready because it's easier to create systems?  Perhaps. Yeah, I think it's helping the service provider world be more efficient. In my world as a management consultant, I'm 10 times more efficient. I’m sure you’re 10 times more efficient with tools like the one we’re using here, and it just helps us speed things up. I've noticed people use it as a thought partner, as a psychiatrist, even as a best friend. I've seen people go into deep dialogue like, “Should I sell my business? Give me five factors.” The ones who are aware of this are using it fully. The people who aren't are a little behind the times. And then from an operational standpoint, yeah, I mean with the bots and all the many things you could put in your business to make you more efficient, but that doesn’t apply to everybody. I would say there’s going to be a 10 to 20% group of people that are already on it, making it work for them, and then there are the laggards who will probably never touch it.  Or is it that—okay, maybe we can be more efficient with AI, but we'll have the appetite to do more, and there will be more complexity? Some things we'll simplify, but we'll create other complexities that replace the previous ones. What do you think about it?  Yes. So businesses typically have cycles. There's usually a five- to seven-year cycle where a business hits its peak, and then it starts to trend down. And they usually have some level of innovation that has to reoccur for it to hit another up cycle, and then there will be a down cycle and so on and so forth. So it's always like an up slope after an up slope. When you've been in business for 30 or 40 years, you've gone through multiple rounds of these cycles—three or four rounds of those cycles. What I’m hearing right now is business owners that are, let’s say, at retirement age, they’re saying, “I don't know if I have what it takes to go through this AI cycle. Maybe I had what it took to make it through the eighties, nineties, and two thousands, but now we're in 2026. I’m not sure I’m equipped, or my team who’s also very senior, they don’t feel like they have what it takes to get through that next cycle without hiring young talent. But even then, they don’t really understand what they’re talking about. So there’s this gap. And again, I’m hearing it more and more of people saying, I think now’s the time to get out and let some other company that has gas in the tank, vision, and capacity to come in and do that thing.  Yeah, that's interesting. Do you think a multiple-AI–enabled company versus a post-AI company is going to be markedly different?  Maybe. Because it all comes down to revenue—it comes down to the revenue story. I'll give you a perfect example. You have a very profitable company, but they're using an old CRM. A new company comes in and says, “Hey, you're already profitable. If we buy you and put in a new CRM, maybe we could be even more profitable.” That’s cool. So we don’t really need you to put in all the tech. We’ll come in and do all that, and then we’ll get the upside on that. Just as long as you’re profitable, as long as you’re profitable, yet you don’t have major client concentration, your business has all the components. A new company with new vision could come in. That would largely be a strategic buyer. The PE buyer, the financial buyer, most likely is going to want to inject capital into your business so you can go and reinvest, and build new tech, or become a platform, whatever you’re going to be. But that would be a different arrangement. So it's basically a numbers issue. It doesn't matter your technological evolution. And maybe it’s even worse if you've already implemented AI and that only allows you to make five million dollars—there's less upside for the buyer.  Yeah. The bigger concern is: Is your industry at risk because of AI? Is your particular business at risk? And that's why I think people need to adopt it—so they can say, “No, we're not at risk. We've adopted it, we're applying it in whatever fashion we're doing it, and we're going to see the results.” We've already seen a major downswing in a handful of industries because of AI. I mean, advertising agencies are getting hit really hard. People used to be able to charge for writing press releases, to write blogs, to write social, to do video editing on social media. A lot of that's gone, so the bottom tier of those agencies is just gone—there's no need for them anymore.  Do you see people proactively working on making themselves AI-resilient? Everyone knows that they need to do it. Nobody is unaware that today, it’s like websites. There was a time when everyone knew they needed a website. They just didn’t really know how they were going to build it or who was going to build it. They knew it was going to be expensive. It’s kind of where we’re at right now. Everybody knows they need AI. They’re just not exactly sure how they need AI, what it can actually, literally do for them.I think for some people, that big dream that it was going to do everything quickly got taken off the tableShare on X and they say, okay, we could do this much, but even this much is make me very effective.  But it’s just not going to do everything. Like, I still need an accountant. I still need an account manager. I still need someone to do these things, but maybe I don’t need as many people as I once did. So we’re seeing kind of some leveling off there. But I would say largely most people don’t know what AI can do for them, and they’re not really prepared to make those investments. We have a client right now that just made a half million dollar investment into an RFP tool that’s going to help them move faster than their competitors, submit more on RFPs, build everything out in a very complicated way, but they’re making a half million dollar investment. How many companies out there are saying, let’s go, give me the invoice. I’m ready to roll. There’s still a lot of pause there.  What you're describing feels more like a defensive play—okay, we know AI is coming, so we have to implement some AI tools. But I’m thinking more about the big picture. Is my industry going to be disrupted by AI? And how do I pivot my business before I lose momentum, so I become like Netflix—going from a video rental company to a streaming company? Yep.  Do you see companies rethinking their business model?  I think from what I’ve seen, people are rethinking everything—top to bottom. Because you have to start with labor. That’s usually where people start. “AI can do all these things—do I need less talent on the deck?” And if I do, then what can AI do so I don’t have such heavy overhead? Because overhead is also liability, and it has this employment risk behind it. So if you can go from a thousand staff to 800 or 750, great, let’s do it—why wouldn't you do it? Most people are saying, “Let's figure that part out first.” The next thing is the industry disruption, which is what’s our competitors doing to service clients better, manufacture faster, or do things cheaper, so then we’re not left in the dust. So from a production standpoint, we need to figure this out quickly. What I'd say—what I do—is, as an analyst, as a consultant and advisor coming in, that's why I built my AI. I built my AI to fire myself. I basically said, “What I used to do as a management consultant is now irrelevant, because AI is better than me.” So let me just build the digital me and not worry about that side of my business anymore. So I just don’t worry about that anymore. I don’t even really take on assignments that I used to, because AI can do it better and faster. Now, if you want to hire me and allow me to use my AI tool to handle the technical work, I'm more than happy to do that. But I'll tell you firsthand—save your money.  So you're giving it away, or are you selling it?  Yeah, it's free. It's free. It's on ChatGPT. What people can’t do is sit down and have an honest, sincere conversation and ask them the hard questions and challenge them. That's where AI still lacks the human component. I can take a client and say, “Hey, let's hang out. Let's get lunch. Let's go play golf. Let's bring in your kids. Let's talk to your kids. Let's talk about the family dynamic.” Let’s just have a sincere conversation. Let me hold space and create a forum where I can hear people. And that human component is the only thing that I’m worried, like I’m working on now. I'm out of the technical side, because that part of my job is gone.  So fascinating. So does it mean you have to be more of a social animal?  I think so. If you're not going to be a social animal and you're just going to sit at your desk, you should probably be building software using tools like Replit, n8n, or any of these different software tools and just go all in.Share on X But the way we used to do it—you probably see this on LinkedIn, with all the bots on LinkedIn, it’s not what it used to be. It used to be a place where you had a handful of connections and actually met people. Now it’s just so overrun with the bots. It’s like I don’t even want to accept connections anymore. I'd much rather have a conversation like this. To me, this is the future.  Yeah. But maybe we connected originally through LinkedIn. I don’t know where, how we connected, but we may have have connected through a bot—actually.  It’s possible.  Yeah.  It’s possible. But I'll tell you, I connect with maybe one or two percent of people now. Previously, because I didn't get so many inbound inquiries, I would connect with more, because I felt like there was a sincere person on the other end. Now, I really don't know. I've become very skeptical.  Yeah, I'm with you. Let's switch gears, because our time is running out. And there are a couple of things that in our pre-interview you talked about, and one was minimalism. Yeah.  What is minimalism? How do you do it? And what’s a low-hanging way to start to become a minimalist?  It's kind of like that first-principles idea of what really matters. It’s essentialism. It’s kind of getting down to the one thing, that was my recent blog, if there was only one thing you could do this year, but it would make all the difference, what would it be? And anything that gets in the way of that one thing is just noise. For me, minimalism is really about reduction, and kind of getting rid, and being aware and cognizant of things that really shouldn't be on your desk, on your to-do list.Share on X And using AI tools and assistance to get rid of everything that’s low-level activity. If you think of a pyramid, at the very top is where the most value that you can add would be. But yet we spend all of our time, if this is a time pyramid, most of our time is spent at the bottom, the wide part that pretty much anyone can do. So we kind of got to invert the pyramid. To get there, you have to reduce and extract. To protect your time, you have to treat it as very precious and focus only on the most important thing at all times. It is a very hard thing for all professionals to do, and it’s always been a hard thing, but I just take it upon myself and say, okay, well, as a minimalist, I mean, if you were to come to my house and see how sparse my furniture is on purpose. How sparse my closet is on purpose. I’m trying to get rid of options. It's like Steve Jobs and the black turtleneck—if I have one less thing, because I can only make so many choices and decisions in a given day, let me spend my time on the things that are the most important and most impactful.Share on X And that’s not always, because it’s going to put millions of dollars in my bank account. Sometimes it’s just helps me sleep better at night. So I don’t need 50 clients. If I’m going to have 50 headaches. What if I just have five clients? And every one of those was one that I felt very good about, and that would allowed me to charge more. It allowed me to go deeper with them. It's that concept—then you're free to see where your scalable opportunities are. It's the story I told you about a monk who was carving away at this beautiful elephant. Someone walks up and asks, “How did you learn to do this, carving away this elephant in the stone? And he says, Oh, I just chip away everything that's not the elephant. So for me, I have to have a very clear picture of what the elephant is. I have to see the picture in my brain first—like what my life is, what I’m trying to build, how good of a dad I’m trying to be, how good of a husband I’m trying to be, how good of a business partner or a service provider, an advisor. This is my life’s work as a masterpiece, so let me just get rid of anything that doesn’t belong as part of that picture. So that, to me, is kind of how I would explain it. And my approach toward it is I just get rid of everything. It’s not about accumulation. I don't really need more information, because AI already has all the information. Anything I'm going to absorb, I have to be very intentional about—why am I reading it? I see all the books on your shelf. I could show you my bookshelf—tons of books, right? I feel like I've read them all. Am I going to learn anything new? I could also just go back to the books I've already read. I try to highlight them and stuff, but it's like, what more do I need at this point?  Yeah. So I’m wondering about this idea of a lifestyle business versus a growth business. Because what I see is that people who are building a lifestyle business, it’s easier for them to be a minimalist. Because you just do this most valuable thing. You don’t have to build the business. You don’t have to worry about necessarily all the other people, systems, and processes, or making sure of quality control. You just do your high-value work, and at the end of the day, you can put things down and relax. Whereas a growth business, it's different.  I would say with the clients that I have—some have thousands of employees, some have hundreds—I still encourage them to reduce and subtract. Even though they're in high-growth, highly scalable businesses, sometimes the conversation is: How many direct reports do you have, and why do you have that many direct reports? How are you delegating? How are you giving authority? How are you limiting all the inputs? Because a lot of it is noise in your given day. So how do I make your day a little more silent so you can have a little more peace to make better decisions while you run this highly scalable business? Just because you're scaling doesn't mean it needs to be pure chaos. That's what people think—they think, “Oh, if I scale, that means chaos.” I'm anti-chaos.  Okay. But let me ask you this: Two of the most successful entrepreneurs of our time are Elon Musk and Jensen Huang. Elon Musk runs six companies, so he's got a lot of direct reports and goes deep in each of them. And then Jensen Huang has, I don't know, 20, 30, or 40 direct reports—he basically has a million direct reports as well. And that actually allows them to be closer to decisions and make sure things don't go off the rails and their vision gets manifested. So that's what I'm kind of wondering—whether minimalism means you're going to, maybe the flip side is you have to accept less growth, or maybe not.  So I’ve met with a lot of entrepreneurs in my life. Not one of them has been Elon Musk. So I would say we’re looking at the median of entrepreneurs, the average entrepreneur. Those are the people I deal with. I’m not dealing with Elon Musk. I would love to, but I don’t have those types. I have the family-owned business who took it over from their dad and they’ve been running it for 50 years, and he has 250 employees, and he’s got pure chaos, and I’m getting the call to go in and try to sort him out. These are not always the highly sophisticated Steve Jobs types of the world. If you really take a look under the hood with Elon—I read his book and listened to the audiobook with my kids, so I'm very familiar with his story, because I've heard it twice now—what they don't really mention is all the heroes underneath Elon. He wouldn't be who he is without all the many heroes, all the systems, and the Six Sigma and other processes and procedures. That's not to say he doesn't take a deep analytical look at everything, but who are those heroes and what are the processes? I'm far more interested in hearing about his VP of Operations than about Elon. Because what has his VP of Operations worked out? What systems have they implemented that allow him to scale and build a Tesla? Or his COO, like, what do they have going on? Elon's a face. Elon's a madman. He creates all this momentum and chaos, and then he has teams of people behind him who make sense and order out of that chaos. That's why you have what you have with Tesla. If he were just Elon Chaos, without that, I don't believe he would be where he is. But he had people that wanted to get in line. He had a lot of people that wanted to get in line. They believed in his vision. He had huge visions, and it's very inspiring to get behind those visions. Then they say, “Okay, give me the ball. We'll create the infrastructure that allows this thing to take off.” So I'm far more interested in the infrastructure that allows for that scale.  I agree. I'm just thinking whether there is this kind of dichotomy. Because I see that many entrepreneurs—when I was an investment banker—until they sold their business, they were not able to have that simple lifestyle they perhaps desired, because they were building, they were reinvesting. And it wasn't just reinvesting their cash—they were reinvesting their time. So every time they simplified, that was the opportunity cost of not using that time to improve their business. So they plowed it back in, plowed it back in.  Well, it's kind of like the E-Myth is a bit skewed. It's almost like the E-Myth is a myth. E-Myth is a dream—a dream that you can work on your business, step out completely, and everything about it runs itself. It doesn't really work that way. If you're going to be a successful entrepreneur, you're going to have late nights, long weekends, and you're going to feel like every major problem is your own because you're taking all the legal risks. I'm not telling people not to scale. I'm not telling them not to have chaos. What I'm trying to help them do is get clear on what they consider to be important.  And not get killed in the process, and not get divorced.  Statistically, that can happen—the more successful someone gets.  Yeah, it does. Because our time becomes much more valuable, and at some point, it's really hard to say no to the million-dollar hour—to spend that hour watching Netflix with your spouse, right? Exactly. Just feels harder to do.  Exactly.  Yeah.  That was good.  Alright, well, I enjoyed this tremendously. So one more question, one more question that I have to ask you. You talk about this $3 million rule—what do you mean by that? That’s a really interesting concept.  Yeah. So most small businesses get stuck around $3 million, statistically. The question is, why? Why do they get stuck there? A large majority gets stuck and it’s because they create a lifestyle for themself around $3 million. They’re taking enough off the table that they would never be able to find a job that would be able to replace that type of income. So they've made their small business their sole business, their job, and they say, “This is good enough for me,” because let's say half a million dollars, more or less, is going into their bank. They're filling up their 401(k), sending their kids to private school, giving themselves big bonuses. If they're profitable, they don't really see the need to take more risks or double down to go past that wall. I've seen many businesses kind of stay there. They’ll go fluctuate up and down through the years, but more or less they’ll hit that wall. They could stay there for 20 years and never make any progress. It’s not until they put on new thinking and say, we’re going to grow through acquisitions, we’re going to target a different market, new products, we’re going to innovate in some way. But that takes extra gas in the tank. Sometimes, a lot of entrepreneurs, once they hit that first level of success, say, “This is good enough for me,” because it usually takes them about five to seven years to get to that first major breathing point.  They're not hungry enough anymore.  Exactly.  Does someone has to be a little crazy to still want to eat more, even though they're already full?  Yeah. Some people are just wired that way. Some people just more and more, and that's no slight against them. They're never satisfied. They always want more—another dollar, another nickel. If they saw a nickel on the floor, they would stop and pick it up. They want every piece of everything. And those people usually are the ones that go and go and go and go. They’re usually the ones that just keep going because it’s an insatiable appetite. I'm not talking about people who get—well, I don't want to call it lucky—but sometimes things do fall out of the sky. Sometimes a big client falls out of the sky, or an opportunity opens up, and people are smart enough to buy their competitor when the competitor approaches them. Or sometimes they make these little moves, and that gives them a leap. I’m not talking about those people. Those are outliers to me. I’m talking about your average entrepreneur that built a $3 million business on his own with no major clients falling, just hard work, blood, sweat in tears. The average Joe typically gets stuck around that $3 million.  Yeah, that’s interesting. Fascinating. Alright, well, if you don't want to be stuck around $3 million, or if you want to get to the next level, then reach out to Tim and check out what he’s doing. So where can our listeners find you? Where can our listeners find you if they want to learn with you, learn about you, read your Substack, read your books? Where should they go?  Just go to Google or AI and type in Tim “The Inside Man” Martinez. The Inside Man is an acronym for Tim. You'll find my LinkedIn—happy to connect with you, just tell me you heard me on Steve's podcast. You can also check out my blog: it's Tim “The Inside Man” on Substack, or go to www.theinsideman.biz, my website. I'd love to connect with anyone. Well, do check out Tim's Substack—it's awesome. You're going to get more of what you heard on this podcast. And if you enjoy listening, make sure you follow us. Subscribe on YouTube, LinkedIn, Apple Podcasts, or wherever else you get your podcasts, because every week I'm inviting—and luckily more and more people want to come on the show—to have a conversation. So thank you, Tim, for coming, and thank you for listening. Important Links: Tim's LinkedIn Tim's website

Send us a textJoin Doug Shapiro and Sid as they tackle the biggest sales and showroom challenges in the contract interiors industry — from outdated cold calling and bid-driven selling to training that fails to stick. Learn how leading teams are shifting to targeted outreach, story-led sales training, and micro-learning tools that support today's mobile, fast-moving workforce.They explore application-based showrooms that simulate real workplace environments, smarter approaches to RFPs and pricing strategy, and how to move from pushing products to delivering workplace solutions. The key takeaway: ask better discovery questions, build trust faster, and sell outcomes that improve how people work — not just furniture and finishes.References:Use coupon code FIRSTIN at checkout to get 50% off your monthly membership at sidmeadows.com/communityThe Trend Report Ep. 151 - Love What You Do with Doug Shapiro - https://www.sidmeadows.com/episode151Connect with Doug:LinkedIn - https://www.linkedin.com/in/doshapiro/JSI Furniture - https://www.jsifurniture.com/Imagine a Place Podcast - https://podcasts.apple.com/pl/podcast/imagine-a-place/id1506501256The workplace is changing faster than the conversations guiding it. We're stepping up with a sharper plan for Season Seven: weekly episodes designed to spark action, challenge assumptions, and give you practical tools to build spaces and businesses that actually work. Connect with Sid: Home Page: www.sidmeadows.comPodcast Website: https://www.sidmeadows.com/podcast Sid on LinkedInSid on InstagramSid on YouTube The Trend Report introduction music is provided by Werq by Kevin MacLeod Link: https://incompetech.filmmusic.io/song/4616-werq License: http://creativecommons.org/licenses/by/4.0/

Welcome back to WithSONAR! In this episode we're diving into Supply Chain Intelligence (SCI)—our shipper-focused network analysis tool designed to help you cut costs, reduce risk, and gain more control over your transportation network. What you'll learn in this episode: Where to find SCI in SONAR and how to get access A walkthrough of the Summary View with spend, market comparison, risk, and opportunity insights How to use the Network View to identify challenging DCs and priority markets Lane-level analysis with rate comparisons, lane scores, and market difficulty Multi-modal insights with intermodal volume trends (when available) Risk & efficiency quadrants to guide procurement and carrier strategy Exporting network and lane views for RFPs and custom analysis How SCI supports smarter decisions in fragile market conditions SCI is available as an add-on under Applications in SONAR. If you don't currently have access, reach out to your Account Manager to learn more. We also have exciting updates planned this year—if you're interested in joining our Shipper Consortium, we'd love to chat.

Unified commerce is everywhere — but Pim Vijftigschild (Chief Commercial & Partner Officer at New Black) argues the next wave is bigger: contextual commerce.In this episode, we break down what “contextual” actually means in retail: capturing the interaction that leads to the transaction, rebuilding the “black book” level of customer understanding, and why most enterprise retail architectures (and RFPs) are stuck in the past.We also get into why modern retail transformation is 15% technology and 85% courage, how retailers get trapped in Frankenstacks and “best-of-breed” RFP thinking, and why click & collect became the wake-up call for legacy systems.Plus: a look at New Black's NRF plans, including iOS Avenue (a live store experience built with an ecosystem of partners) and a world tour concept designed to help retailers bring NRF inspiration back home and translate vision into execution.What you'll learn:How to convert any interaction into a transactionWhy retail tech stacks must shift from an enterprise pyramid to a customer-first funnelThe hidden failure in best-of-breed RFPs (and what's missing)Why “open heart surgery” is the right metaphor for POS changeHow brand communities move from one-way “clienteling” to two-way belongingGuest: Pim Vijftigschild, Chief Commercial & Partner Officer, New BlackTopic: Contextual commerce, retail transformation, platform strategy, communities, NRF

AI is now a standing agenda item. It shows up in QBRs, board packets, and 2026 budget plans with a big expectation stamp on it. CMOs are being asked to operationalize it fast, prove value in workflows, and keep risk, governance, and tool sprawl under control. To get specific about what to prioritize next, Drew brings together Guy Yalif (Webflow), Andy Dé (Lightbeam Health Solutions), and Kevin Briody (DisruptedCMO). Together, they focus on how CMOs can move from scattered experiments to intentional AI adoption across people, process, and technology, and what it takes to make AI a trusted part of how marketing runs. In this episode:  Guy shares an AI fluency maturity model and explains why the shift to operational excellence is a change management challenge.  Andy breaks down agentic AI and workflow automation with examples from CI, outbound, RFPs, content, and AEO, using "why, what, how, so what."  Kevin focuses on the people and platform side, from job anxiety and culture to vendor shakeouts and MarTech-level discipline.  Plus:  Centering AI plans on people and fluency so it feels additive, not threatening.  Using councils, fast-track approvals, and guardrails to scale safely.  Balancing efficiency with human experience and customer acceptance.  Treating AI tools like core MarTech, with scrutiny around contracts, integrations, and vendor longevity. If you want your 2026 AI plan to feel like a strategic advantage instead of a collection of pilots, this conversation will help you decide what to run, what to scale, and what to skip.  Learn more about the CMO Startegy Labs ➡️ https://cmohuddles.com/strategy-labs Check out Firebrick ➡️ https://firebrickconsulting.com/ For full show notes and transcripts, visit https://renegademarketing.com/podcasts/ To learn more about CMO Huddles, visit https://cmohuddles.com/

On this episode of WHAT THE TRUCK?!?, Malcolm is joined by Rob Carpenter, Frankie Bates, and Diarmaid O Connor for a wide-ranging conversation on the forces shaping freight in 2026. Rob Carpenter dives into trucking's biggest pressure points, including the driver shortage debate, freight fraud, market accountability, and where trucking, brokers, and shippers are headed next. Then, broadcasting from across the pond, Frankie Bates and Diarmaid O Connor of Prodensus break down why so many U.S. multinationals are centralizing freight procurement in Ireland, why RFPs are still painfully inefficient, and how AI is transforming — and challenging — freight decision-making. ⁠Watch on YouTube⁠ ⁠Subscribe to the WTT newsletter⁠ ⁠Apple Podcasts⁠ ⁠Spotify⁠ ⁠More FreightWaves Podcasts⁠ #WHATTHETRUCK #FreightNews #supplychain Learn more about your ad choices. Visit megaphone.fm/adchoices

Jamie Hayes is the Senior Vice President at Wealthspire Retirement. She specializes in employer retirement plan fiduciary management and investment consulting. With over 20 years of experience in the retirement industry, Jamie works directly with corporations and governments, providing progressive, unique ideas and solutions to enhance retirement plan success while maximizing the fiduciary protection of the committee members. Jamie is a University of Michigan graduate. She and her husband, Bobby, have two teenage daughters.In this episode, Eric and Jamie Hayes discuss:Understanding fiduciary models in practiceEvaluating pricing, access, and conflicts thoughtfullyChoosing a fiduciary structure as a risk and trust decisionDesigning smarter advisor searches and RFP processesKey Takeaways:The real difference between 3(21) and 3(38) shows up less in meetings and more in authority, liability, and documentation. Under 3(38), advisors direct changes and assume more responsibility, enabling faster action while committees remain informed and oversight-focused.Not all 3(38) offerings are created equal, with some firms limiting fund choices or charging materially different fees. An open architecture approach can preserve customization, reduce conflicts, and unlock lower-cost share classes that meaningfully cut expenses.Committees often begin with 3(21) and move to 3(38) as confidence grows in the advisor's process and judgment. Even in a discretionary model, fiduciary duty remains active through monitoring, questioning, and ensuring the advisor never runs on autopilot.Well-run RFPs emphasize context, clarity, and fit rather than volume, secrecy, or recycled templates.Clear timelines, focused questions, right-sized finalist pools, and experienced search consultants lead to better decisions and cleaner outcomes.“You don't want to just pick a template off the internet and go with that… The more information that you can give to the advisor in the beginning, the quicker and easier it's going to be for them to make a decision.” - Jamie HayesConnect with Jamie Hayes:Website: https://www.wealthspire.com/ LinkedIn: https://www.linkedin.com/in/jamiehayesqpfc/ Connect with Eric Dyson: Website: https://90northllc.com/Phone: 940-248-4800Email: contact@90northllc.com LinkedIn: https://www.linkedin.com/in/401kguy/ The information and content of this podcast are general in nature and are provided solely for educational and informational purposes. It is believed to be accurate and reliable as of the posting date, but may be subject to change.It is not intended to provide a specific recommendation for any type of product or service discussed in this presentation or to provide any warranties, investment advice, financial advice, tax, plan design, or legal advice (unless otherwise specifically indicated). Please consult your own independent advisor as to any investment, tax, or legal statements made.The specific facts and circumstances of all qualified plans can vary, and the information contained in this podcast may or may not apply to your individual circumstances or to your plan or client plan-specific circumstances.The opinions expressed by guests are not necessarily agreed by, or the same opinions of 90 North Consulting or of Eric Dyson.

On this episode of WHAT THE TRUCK?!?, Malcolm is joined by Rob Carpenter, Frankie Bates, and Diarmaid O Connor for a wide-ranging conversation on the forces shaping freight in 2026. Rob Carpenter dives into trucking's biggest pressure points, including the driver shortage debate, freight fraud, market accountability, and where trucking, brokers, and shippers are headed next. Then, broadcasting from across the pond, Frankie Bates and Diarmaid O Connor of Prodensus break down why so many U.S. multinationals are centralizing freight procurement in Ireland, why RFPs are still painfully inefficient, and how AI is transforming — and challenging — freight decision-making. Watch on YouTube Subscribe to the WTT newsletter Apple Podcasts Spotify More FreightWaves Podcasts #WHATTHETRUCK #FreightNews #supplychain Learn more about your ad choices. Visit megaphone.fm/adchoices

Attend the 2026 Summit Conference: https://get.biggerpockets.com/passivepocketssummit2026/ This Episode Hotels for passive investors: what actually matters and how it's different from multifamily. Chris Lopez digs in with Jay Desai and Suraj Reddy on the underwriting stack (ADR, occupancy, RevPAR and RevPAR penetration), why brand fit and comp sets (STAR reports) drive the thesis, and how operations (daily pricing, sales/RFPs, third-party management aligned on expenses) move the needle. They walk through break-even occupancy math (often far lower than MF), margins, bonus depreciation via FF&E/capex, fixed-rate/community-bank capital stacks, and their “no capital calls” policy. Includes a Columbus case study and the macro outlook across business/leisure/extended-stay demand—and what Airbnbs really compete for. Key Takeaways Hotels 101: ADR × occupancy = RevPAR; low RevPAR penetration in a strong comp set = value-add target Break-even is different: hotels can pencil at ~35–60% occupancy vs. ~70–75% in multifamily Operations > brand alone: daily revenue management, sales/RFPs, and expense discipline drive NOI STAR reports: how pros build comp sets and gauge RevPAR share before/after capex Depreciation edge: large year-one bonus depreciation from FF&E and renovations (consult your CPA) Disclaimer The content of this podcast is for informational purposes only. All host and participant opinions are their own. Investment in any asset, real estate included, involves risk. Nothing here is investment, tax, legal, or financial advice; consult qualified professionals. Past performance is not indicative of future results. This podcast may include paid advertisements or promotional materials for sponsors, funds, or offerings and should not be interpreted as a recommendation or endorsement by PassivePockets, LLC or affiliates. Conduct your own due diligence and consider your financial situation before engaging with any advertised products or services. PassivePockets, LLC disclaims all liability for any actions taken based on the information presented.

Rajeev Goel, CEO of PubMatic, joins Ari Paparo and Eric Franchi to discuss how agentic AI and AdCP are reshaping the media buying process, collapsing the ad tech value chain, and creating new opportunities for publishers and advertisers to compete with walled gardens. Takeaways Agentic AI can automate planning, buying, and optimization beyond today's DSP workflows. PubMatic's AgenticOS lets advertisers transact through AI agents using AdCP. AI efficiency may grow digital ad spend and shift more ROI budgets to the open internet. Seller agents and marketplaces could help publishers unlock demand without big sales teams. The open web will compete better with stronger identity, measurement, and a simpler supply chain. Chapter 00:00 Travel check and AI kickoff 01:05 Moltbot and why autonomous assistants matter 01:56 Rajeev Goel on agentic AI at PubMatic 07:00 RTB automates only the impression moment 08:37 RFPs, emails, spreadsheets — the manual reality 10:05 Agents scaling campaign management 15:15 Butler Till and Clubtails case study setup 18:37 PubMatic agent recommends inventory, audiences, and data 22:34 Agents compress the value chain, weaken DSP lock-in 45:05 OpenAI ads debate, CPM economics, answer engine ads Learn more about your ad choices. Visit megaphone.fm/adchoices

B2B sales leaders lose deals not in the RFP-but long before it arrives. In this episode, we unpack why RFPs fail in B2B sales, how sales leadership must rethink RFP strategy, and what outcome-based selling looks like in complex enterprise sales environments. RFPs trigger pressure, speed, and reaction - but that instinct is exactly what kills win rates. Host Harry Kendlbacher sits down with Patrick Oestreich, a senior commercial leader preparing to assume a CEO role, to break down how elite B2B sales teams approach RFPs with discipline, clarity, and leadership judgment. This episode is a masterclass in B2B sales strategy, qualification, and modern sales leadership - especially for teams operating in procurement-driven, enterprise environments.

Hiring a capital campaign consultant can quietly shape the success of your entire campaign, long before a single dollar is raised.In this episode of All About Capital Campaigns, hosts Amy Eisenstein and Andrea Kihlstedt walk through how nonprofit leaders can involve their boards, educate their teams, and choose a capital campaign consultant with clarity and confidence. Amy and Andrea share why the consultant selection process itself creates valuable learning for board members and staff, even before any hiring decision is made. They explain how a thoughtful process builds alignment, surfaces assumptions, and helps organizations understand what experienced capital campaign support actually looks like.Listeners hear why starting with conversations matters more than paperwork, and how early calls with consultants reveal far more than a standardized proposal ever could. Amy and Andrea outline how to form an effective consultant selection committee, who should serve, how large it should be, and how to set expectations so the work stays focused and productive. They also explain how involving skeptical board members at the right moment can strengthen buy in rather than stall progress.The conversation addresses one of the most common missteps nonprofits make when hiring a consultant: relying on an RFP to drive the decision. Amy and Andrea explain how RFPs often lead organizations to define services they do not yet understand, while strong consultants respond best to real conversations about goals, readiness, leadership dynamics, and fundraising history. Listeners learn what to listen for during early calls, including curiosity, responsiveness, and the kinds of questions consultants ask when they truly understand campaigns.This episode also tackles persistent myths about local consultants and donor lists. Amy and Andrea clarify why ethical capital campaign consulting never involves bringing outside donors into an organization, and why experience across many campaigns matters more than proximity. They discuss how national firms bring broader perspective, tested approaches, and exposure to a wide range of campaign environments, while still respecting local context and relationships.As the episode continues, Amy and Andrea explain how to narrow a consultant list, gather proposals that actually reflect strategic thinking, and evaluate models of support. They compare hands on implementation approaches with advisory and coaching models, helping listeners identify which style best fits their organization, staff capacity, and campaign goals. The discussion also highlights why staff leadership matters in the final decision, since staff will work most closely with the consultant throughout the campaign.This episode offers practical guidance for nonprofit executives, development leaders, and board chairs who want to approach consultant selection with intention rather than pressure or assumptions. By the end, listeners gain a clearer understanding of how to use the hiring process as a learning opportunity, how to avoid common traps, and how to choose a consultant who truly strengthens their campaign from start to finish.For more board engagement tips, be sure to download our free Board Member's Guide to Capital Campaign Fundraising. It answers the questions board members most frequently ask, or wish they could ask.

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Most agencies don't have a marketing problem. They have a sameness problem. Their websites, their services, their "award-winning team" language. It's all the same. They even have the same promises that sound impressive but mean absolutely nothing to a prospect who's heard it 50 times this week. Today's featured guest has a pretty good idea of why agencies are blending into the background and how the ones that win are doing the opposite. He'll get into differentiation, AI, pricing confidence, RFPs, and why playing it safe is the fastest way to disappear. David Brier is the the branding expert CEOs call when their marketing hits a wall. He calls himself "rehab for brands" to help get them profitable. He is the author of Brand Intervention and Rich Brand, Poor Brand, and he's built a career around one core idea most agencies completely miss: branding isn't about looking better but about being different. After realizing there were more than 25,000 branding books and no agreed-upon definition, David distilled branding down to four words: the art of differentiation. That idea alone reframes how agencies should think about positioning, pricing, and growth, especially right now. In this episode, we'll discuss: Why Differentiation Isn't Optional in the Age of Lazy Thinking. Get Rid of the Agency Speak Saying 'No' as a Strategic Advantage Different is Better Than Better Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources This episode is brought to you by Wix Studio: If you're leveling up your team and your client experience, your site builder should keep up too. That's why successful agencies use Wix Studio — built to adapt the way your agency does: AI-powered site mapping, responsive design, flexible workflows, and scalable CMS tools so you spend less on plugins and more on growth. Ready to design faster and smarter? Go to wix.com/studio to get started. Why Branding and Differentiation Are No Longer Optional for Agencies David's definition of branding cuts through the noise because it mirrors how humans actually behave. We notice what's different. We ignore what feels familiar. If your agency sounds like a remix of every other agency, your prospects' brains will quietly check out. That's why brands like Apple feel predictable in a good way. As Seth Godin once said, you know what an Apple sneaker would be like. You don't know what a Marriott sneaker would be like—and that's the problem. One owns a point of view. The other plays it safe. For agencies, differentiation means making a choice and being willing to lose people who aren't a fit. That's uncomfortable, especially if you're used to trying to appeal to everyone. But the agencies that scale aren't trying to be a choice. They're working to become the choice for the right clients. How "Agency Speak" Is Killing Your Sales Ask most agency owners what makes them different and you'll hear the same three things: our people, our process, our portfolio. That language doesn't differentiate you, it only anesthetizes the conversation. You wouldn't advise your clients to use the language of the competition, so why would you? Additionally, David also believes that brands that take a stand and aren't afraid to be bold will automatically stand out from the many many agencies that are too timid and too afraid to offend. This doesn't mean you have to be divisive. You can be bold in a way that actually brings people together. This fear of being truly different comes from the way we're all wired to believe that an amazing portfolio will be enough to draw people in. But the portfolio isn't the most important thing in the room, is the person sitting across from you. Stop leading with your work and start leading with questions. When you ask better questions and actually listen, prospects feel seen. By the time you show your portfolio, if you even need to, they've already decided whether they trust you. That kind of confidence signals maturity—and it instantly separates you from the agencies still performing their pitch deck like a talent show. Why AI Is Fueling a Sea of Sameness in Agency Marketing AI isn't the enemy… but lazy thinking is. David sees it as everyone is now outsourcing their ingenuity to the same tools, using the same prompts, producing the same safe output. The result is, of course, a sea of indistinguishable brands with no soul and no pulse. What he calls "The Great Wall of Beige." The mistake agencies make is thinking AI replaces brilliance. It doesn't. It amplifies whatever you bring to it. If you don't have a point of view, AI will happily help you sound like everyone else faster. The agencies that win in this era will use AI as a tool, not a crutch. They'll still ask, "Why the hell not?" They'll still challenge assumptions. And they'll still bring conviction, creativity, and human judgment to the table, because that's the part clients can't automate. The Power of Saying No: Reclaiming Pricing and Positioning When a buying process is run by a committee, the goal isn't excellence, it's consensus. And consensus is where great ideas go to die. This is why David stopped participating in RFPs. The most powerful move an agency can make isn't trying harder to win bad deals. It's being willing to walk away. The ability to say no signals strength. It reframes the relationship. When you stop chasing every opportunity and start choosing your clients, pricing objections lose their power. As David put it, when prospects ask why he's so expensive, he flips the script: "Why is everyone else so cheap?" That mindset shift alone changes how clients perceive your value. What's Next for Agencies to Stay Profitable in a Changing Market The landscape is changing even from week to week with new technologies, which makes it harder to predict how the industry will change in years to come. For David, it all boils down to knowing what you're selling. Agencies that sell themselves as commodities will basically go out of business. As he points out, AI is accelerating output but not judgment, taste, or leadership. When everyone has access to the same tools and prompts, the middle ground disappears fast. Agencies that sell "deliverables" instead of thinking will find themselves racing to the bottom on price, competing with software instead of strategy. In a market flooded with instant, AI-generated work, the real differentiator becomes the ability to think on your feet, challenge assumptions, and connect dots in real time. The greatest athletes, actors, comedians, and entrepreneurs in the world were able to think for themselves and could take something unexpected and work with it and improvise. Can you give people something unexpected? That's something no tool can replicate, and it's why experience is becoming more valuable, not less. Why Different Beats Better: Escaping the Race to the Bottom David strongly believes that in these times of sameness and an abundance of content that lacks pulse and personality, different is better than better. Agencies that have completely given up trying to create something unique and have instead relegated the thinking to AI will try to stand out by repeatedly stating they're better, faster, or bigger. David, however, prefers to offer something different. This gives him the confidence to face clients that come to a meeting with rehearsed questions they got from other creators to assess him and counter with "actually, you're asking the wrong question. What you should be asking is…" No framework replaces conviction. The best leaders don't answer scripted questions—they redirect them. That's how you elevate the conversation. That's how you escape commodity pricing. And that's how you build a brand people remember. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

Send us a textGrants don't fund ideas—they fund clear stories that solve real problems. We sit down with Dr. Natasha Goldman, an art historian turned grant strategist, to map out a practical path from fuzzy concepts to fundable proposals. Natasha shares a simple five-part framework—what, why, how, who, and how much—that helps teams decode dense RFPs, align their plans, and write with confidence under pressure.The funding terrain has shifted. Foundations are swamped and more selective, which makes warm outreach and relationship building essential. On the federal side, opportunities are alive and evolving, with more space for industry participation alongside nonprofits and higher ed. Programs tied to AI, workforce, and economic development are gaining traction, while long-standing programs at NSF and NEH continue with updated priorities. Natasha shows how to focus on fit, guard your integrity, and only chase opportunities that match your mission and values.Partnerships take center stage. Rather than competing head-to-head, local players can combine efforts, add wraparound services like child care and transportation, and present a stronger, scalable model. We break down how to set roles by team strengths, avoid timeline compression, and use low-stakes practice to master iteration before tackling high-stakes grants. Natasha's $23M Good Jobs Challenge win for Boston illustrates what this looks like at scale—multi-sector coalitions, measurable outcomes, and childcare placements that exceeded targets.If you're ready to craft proposals that read clean, demonstrate broader impact, and stand up to tough review, this conversation offers the steps. Subscribe for more candid strategy, share with a colleague who's chasing funding this year, and leave a review with your biggest grant challenge—we'll tackle it in a future episode.Guest BioNatasha Goldman, PhD, is President of WISSEN, Inc. and Visiting Researcher at Boston University. She is a higher education consultant, published scholar, and federal grant winner. She founded WISSEN in 2018. Natasha loves helping clients formulate grant projects and strategize their priorities. Among others, she has won NSF, NEH, DOJ, Fulbright, Dept. of Labor, EDA, and foundation awards for her clients.Her book, Memory Passages: Holocaust Memorials in the United States and Germany, was published by Temple University Press (2020). She is a 2018 and 2020 awardee, along with co-director Page Herrlinger, of an NEH Summer Seminar for School Teachers on the topic of “Teaching the Holocaust through Visual Like what you heard? Please like and share wherever you get your podcasts! Connect with Ann: Community Evaluation Solutions How Ann can help: · Support the evaluation capacity of your coalition or community-based organization. · Help you create a strategic plan that doesn't stress you and your group out, doesn't take all year to design, and is actionable. · Engage your group in equitable discussions about difficult conversations. · Facilitate a workshop to plan for action and get your group moving. · Create a workshop that energizes and excites your group for action. · Speak at your conference or event. Have a question or want to know more? Book a call with Ann .Be sure and check out our updated resource page! Let us know what was helpful. Music by Zach Price: Zachpricet@gmail.com

The GovClose Certification Program is a one-year, implementation-driven system for people who want to win contracts, consult, or become elite federal sales professionals.https://www.govclose.comMost businesses don't lose government contracts because they lack experience.They lose because they don't build the daily habits required to win.In this video, former U.S. Air Force acquisitions officer Rick Howard breaks down the 3 habits that consistently separate companies that win federal contracts from those that stall, chase RFPs too late, or burn out.Rick managed $82B+ in government contracts and now trains business owners, consultants, and sales executives on how to build predictable federal pipelines.This video shows exactly what top performers do every single day.If you sell to the government—or want to—this is mandatory.What You'll Learn1. Why sales—not tech—determines GovCon success2. How to find government opportunities before RFPs are released3. Why Sources Sought matter more than proposals4. The CRM discipline most GovCon teams ignore (and pay for)5. The silent habit that kills otherwise successful contractors6. How to avoid costly mistakes caused by partial knowledge7. Where smart contractors look to stay ahead of funding shiftsChapters00:00 – Why most government contractors fail01:00 – Rick Howard's background in federal acquisitions01:30 – Why sales must come before delivery02:15 – Habit #1: Daily GovCon lead generation02:45 – Finding Sources Sought early03:45 – Going beyond SAM.gov04:45 – The most dangerous GovCon bad habit06:15 – Habit #2: Working your pipeline daily07:30 – Pipeline size vs. close rate08:45 – How opportunities should actually be tracked10:30 – Habit #3: Avoiding ignorance in GovCon11:30 – Using federal news to uncover opportunities14:15 – How people monetize GovCon expertise15:00 – GovClose overview & next stepsWatch These Instructional Videos on YouTube Next (Highly Recommended)▶️ From Shark Tank to SAM.gov – Interview with Greg Colemanhttps://youtu.be/oIdPtgCq4PY▶️ The Highest Paying Certification You've Never Heard Ofhttps://youtu.be/hPI72mtfmds▶️ From a Job That Pays Crazy… to Government Contractinghttps://youtu.be/1SuQ215qOY0

How Solo PR Pros Can Use RFPs To Land New Business Episode 330 Episode Summary In this new year, many independent communications professionals are often looking for ways to make some noise and grow their businesses. For some, that path may lead to the dreaded Request for Proposal (RFP). In this episode of That Solo Life, Karen Swim, APR, and Michelle Kane tackle the topic we all "love to hate." While RFPs can sometimes feel like a heavy lift for a solo practitioner, they remain a vital avenue for securing work with corporations, government entities, and nonprofits. Karen and Michelle break down how to stop fearing the process and start strategizing for success. They discuss the importance of discerning which opportunities are worth your time, how to humanize a sterile bidding process, and why relationships often trump qualifications on paper. Whether you are looking to streamline your proposal workflow with an asset library or wondering how to use AI as a thinking partner, this episode offers practical tips to help you turn the RFP process from a burden into a winning business strategy. Episode Highlights [00:01:26] The Necessary Evil: Introduction to RFPs as a topic and why they are a valid pathway to new work in the current business climate. [00:03:24] decoding the "Cattle Call": Distinguishing between different types of RFPs—from government contracts to open calls on PR sites—and determining which are worth the effort. [00:04:51] The Human Element: Why you should always try to move beyond the document to have a personal conversation or "discovery call" before submitting. [00:05:37] Red Flags and Alignment: How to spot budget mismatches early and decide if a prospect aligns with your values before you write a single word. [00:09:32] Streamlining the Workflow: Tips for building a "library of assets," including case studies and testimonials, so you never have to start a proposal from scratch. [00:10:15] AI as a Strategist: Using artificial intelligence to perform SWOT analyses on prospective clients to demonstrate big-picture thinking in your response. [00:14:47] Standing Out Visually: How to use creative elements, visuals, and even audio/video to showcase your personality and brand alignment. Related Episodes & Additional Information Solo PR Pro Blog: How to Evaluate RFP Opportunities Solo PR Pro Blog: Succeeding at Business Development in a Tough Year Episode 313: Strategies for Securing New PR Business   Join the conversation and share your own RFP success stories (or horror stories) with the community. Host & Show Info That Solo Life is a podcast created for public relations, communication, and marketing professionals who work as independent and small practitioners. Hosted by Karen Swim, APR, founder of Words For Hire and President of Solo PR, and Michelle Kane, Principal of Voice Matters, the show delivers expert insights, encouragement, and advice for solo PR pros navigating today's dynamic professional landscape.   Ready to take your solo business to the next level in 2026? Don't navigate this journey alone! Subscribe to the Solo PR Pro Youtube channel for That Solo Life episodes and actionable tips and insights. If you found value in today's discussion about RFPs, please leave us a review and share this episode with a fellow communication professional.

Send me a text message and get your questions answered on the podcast! I'd love to hear from you! Welcome to Season 5 of Black Girls Consult TOO!It's 2026 — and the consulting industry has changed.The market is saturated. Information is everywhere. Artificial intelligence is reshaping how expertise is shared. Social media is no longer optional. And the old ways of building a consulting business (i.e., relying solely on referrals, networking nonstop, or chasing RFPs) are no longer enough.But the great part is: you can still build a thriving, profitable consulting business in this new era, if you're willing to do things differently.This season, we're stepping into what I call "New Age Consulting" — a more modern, visible, and intentional way of building authority, attracting clients, and positioning yourself to win in today's global, digital marketplace.In Season 5, we're having real, honest conversations about:Standing out in a crowded consulting marketMarketing and selling your expertise in a modern wayUsing today's tools and platforms to your advantageBuilding a consulting business that is both purpose-driven and highly profitableShowing up visibly while staying true to who you areIf you're ready to up-level, expand your impact, and thrive as a consultant in 2026 and beyond, this is where you need to be.Hit subscribe, follow along, and join us as we grow together in this next chapter of Black Girls Consult TOO!Interested in learning more? Visit https://excelatconsulting.com/

In this year-end episode, the Conspectus team (David Stutzman, Elias Saltz and Steve Gantner) reflect on the signals, surprises, and steady momentum that defined 2025 while looking ahead to what 2026 may hold. Despite mixed economic indicators, Steve & Elias observed increased proposal activity, strong demand in sectors like data centers, logistics, healthcare, and multifamily housing, and a continued rise in design-build delivery.Conferences—particularly DBIA (Design Build Institute of America) —highlighted growing industry alignment around early collaboration, UNIFORMAT-based thinking, and clearer documentation of design intent. The conversation also underscored the importance of people: emerging professionals, cross-discipline partnerships, and a shared commitment to strengthening the specification community so projects better serve owners' goals and business cases.Learning PointsMarket signals don't tell the whole story: Even with a negative ABI (Architectural Billing Index), proposal requests and active projects increased across several sectors.Design-build continues to gain traction: Growth in DBIA membership and RFPs (request for proposals) reflects a broader shift toward earlier contractor involvement and cost-informed design decisions.Early communication protects design intent: Regular design updates paired with contractor feedback help maintain alignment between intent, budget, and constructability.Next-generation talent is a bright spot: Students and young professionals are entering the industry with curiosity, advocacy, and a desire to improve how buildings are delivered—not just designed.Specifications are expanding in scope and influence: Adding engineering expertise and strategic partners enables more comprehensive, coordinated, and current project documentation.Collaboration reduces downstream risk: Contractor-driven requests around BABAA (Build America, Buy America Act) compliance revealed the need to address regulatory and sourcing requirements earlier in the process.A connected community is the goal for 2026: Stronger relationships among owners, designers, contractors, specifiers, and manufacturers lead to better outcomes—and better repeat projects

Today, we are thrilled to welcome another entrepreneur from our industry. Nataly Horan is the founder and CEO of Authentic Meetings and Incentives. With experience across several ventures, she joins us to share her journey, the challenges she has faced within the industry, and her hopes and dreams for what lies ahead. Nataly's Journey Nataly entered the meetings and incentives industry quite unexpectedly. She trained as an interior designer at the University of Florida, then moved into the space after helping with graphic design, quickly connecting with the people and energy of live events. She eventually stepped away from interior design, moving entirely into conference planning and developing a unique perspective by working closely with both suppliers and buyers. Building Authentic Meetings and Incentives Authentic Meetings and Incentives focuses on sourcing and supplier visibility. Nataly supports planners with cruise and venue sourcing while helping suppliers, particularly cruise lines, reach North American planners through social media and email. Her growing online presence bridges the gap between limited in-person events and complete year-round visibility. Choosing Entrepreneurship Nataly reached a point where her growth within someone else's company felt capped. Buyers were already coming to her for sourcing support, making the transition to her own business a natural step rather than a risky leap. Early Focus and Mindset In the early months, Nataly avoided long-term pressure by setting short-term, achievable goals. Focusing on weekly progress kept the business manageable and prevented overwhelm. Vision and Personal Goals Rather than focusing on rigid industry forecasts, Nataly prioritizes her personal goals, such as living in Italy and potentially pursuing a full-time career as an artist. With AI rapidly transforming the industry, staying adaptable is more important for her than long-term predictions. LinkedIn Nataly built her LinkedIn following organically by sharing what she was learning as a newcomer. Her honest, behind-the-scenes insights resonated, turning LinkedIn into a powerful marketing tool with strong ROI. Sourcing, Relationships, and Cruises Nataly's sourcing work emphasizes fit, reliability, and simplicity, particularly through cruise programs and charters. Nataly explains that in-person relationships remain critical for large-group events, where trust and quick problem-solving can make or break the experience. AI, Delegation, and Sustainability Nataly strongly believes in delegation, using a virtual assistant and systems like Canva to scale sustainably while avoiding burnout. AI acts as an assistant, streamlining RFPs and marketing content without replacing human judgment. Creativity Beyond Business Alongside running her company and raising two children, Nataly enjoys painting. Her personal goal for the year is to exhibit her art in a gallery, something she values as much as professional success. Bio: Nataly Horan Nataly Horan leads AUTHENTIC Meetings & Incentives® as its Founder and CEO, steering cruise lines and destinations toward the audiences that shape the North American MICE market. Her background from the University of Florida and her work across sourcing and brand storytelling inform AUTHENTIC's signature point of view, seen in series such as MICE Bites® and In Good Company. She also serves as Vice President of SITE Florida & Caribbean. Away from the office, Nataly is a visual artist, creating work that echoes the themes she champions in travel: intention, culture, and human connection. Connect with Eric Rozenberg On LinkedIn Facebook Instagram Website Listen to The Business of Meetings podcast Subscribe to The Business of Meetings newsletter Connect with Nataly Horan On her website LinkedIn Email Nataly: Nataly@authenticmice.com   

Episode Summary In this "from the vault" episode originally released in March 2024, Cary dives into how to use ChatGPT for document creation, editing, and analysis. This is one of the most frequently asked topics he encounters, and even with new platform updates, the core principles remain solid and useful. Cary walks through real-world use cases—like responding to RFPs, summarizing long research documents, training employees, and using documents as templates for repeatable processes. He also shares how you can give ChatGPT context and goals to get better results, and how you can even turn ChatGPT's output into downloadable documents for teaching or sharing with your team. 3 Key Takeaways Documents can now come from Google Drive or OneDrive: You're no longer limited to uploading files from your desktop—linking your drives opens up powerful access to your personal document library. Analysis is often more powerful than creation: Use ChatGPT to compare documents, extract priorities, spot patterns, summarize insights, or even help with training docs based on your own past work. You can teach ChatGPT to teach others: Cary shows how to feed sample documents into ChatGPT and ask it to generate training guides, complete with context, goals, and instructions—essentially helping you scale your knowledge. Cary offers customized one-on-one ChatGPT training in 60 minute sessions. Find out more information on the sessions, answers to frequent questions, and how to register at www.ChatGPTExperiment.com +++++++++ CONNECT WITH CARY ChatGPT Podcast Website: www.ChatGPTExperiment.com Marketing Podcast: www.PracticalMarketingShow.com Cary's Agency Website: www.CMWeston.com LinkedIn: Cary on LinkedIn LINKEDIN NEWSLETTER The Chat GPT Experiment is also a LinkedIn Newsletter and you can find it here: The Chat GPT Experiment Newsletter MUSIC CREDITS The instrumental music used in this podcast is called "Curious" by Podington Bear".

Not every RFP on SAM.gov is worth chasing—and bidding the wrong ones can drain your time, money, and momentum. In this Federal Help Center episode, Ryan Atencio breaks down how to spot "pre-wired" solicitations, why ultra-specific requirements are often a warning sign, and how smart contractors win by understanding the end user, not just the contracting office. From badge flipping strategies to targeting the real technical decision-makers, this episode pulls back the curtain on how contracts actually get awarded—and how small businesses can position themselves to win without burning out. Key Takeaways Most RFPs are already shaped for someone—learn when to walk away instead of forcing a bid Highly specific personnel and past performance requirements are major red flags Winning often starts with the end user, not the contracting officer If you want to learn more about the community and to join the webinars go to: https://federalhelpcenter.com/ Website: https://govcongiants.org/  Connect with Encore Funding: https://www.encore-funding.com/ 

In this episode of Reboot IT, host Dave Coriale sits down with DelCorians Gretchen Steenstra and Kelly Gardner to unpack key takeaways from the AMS Fest Selection Bootcamp. They discuss how associations can streamline AMS selection by focusing on high-value areas, why integration planning is critical, and where AI fits into the process. From vendor relationships to the importance of honest conversations, this episode is packed with practical advice for association leaders preparing for technology change.Themes and Topics:Smarter AMS SelectionFocus on requirements that deliver financial value or direct member benefits rather than every possible feature.Avoid distractions from low-impact features or niche tools during initial selection.Integration PlanningIdentify all systems that need to connect with your AMS (LMS, event registration, e-commerce, FMS, etc.).Communicate integration needs early, including key data points like member ID and email.Data Management (Without the Jargon)Map your ecosystem of systems and data flows to understand dependencies.Use simple language like “data management” instead of intimidating terms like “data governance.”Stakeholder EngagementBuild a diverse core team (finance, marketing, membership, education) for balanced input.Encourage open and honest communication to avoid knowledge silos and missed requirements.Writing RequirementsUnderstand that requirements are hard to write. Start with workflows and member journeys.Clarity and specificity are critical for vendors to configure systems correctly.The Role of AIAI can help summarize RFPs and compare vendor responses—but it should support, not replace, conversations.Avoid using AI to shortcut discovery; it can perpetuate legacy processes and miss deeper improvements.

This week on the AHRMM SME Podcast, we sit down with Josh Strzelczyk, Program Director, Capital Planning and Acquisition at Northwestern Medicine. Josh breaks down what indirect procurement means and provides practical advice for organizations starting their own indirect procurement departments. He discusses how to use RFPs as strategic tools and shares insights on finding untapped opportunities for savings in indirect spend management. Josh also shares his experience receiving the prestigious Vizient Award as the first non-clinical supply chain professional to earn this recognition. Tune in today to hear Josh's expertise! #PowerSupply #AHRMM #Podcast #HealthcareSupplyChain #IndirectProcurement #CMRP #StrategicSourcing #VizientAward

Send us a textPrivacy stops being a niche feature the moment you realize it's not about secrecy—it's about control. We sit down with Shahaf Bar-Geffen, CEO and co-founder of COTI, to unpack why privacy is rapidly becoming critical infrastructure for Web3, how selective disclosure changes the trust equation, and what it takes to make privacy the default without sacrificing performance or decentralization.We trace the evolution from transparent ledgers to private transfers and into the next frontier: private apps. Shahaf explains why zero-knowledge proofs alone can't power complex, multi-party, confidential computation, and how garbled circuits enable fast, cost-effective privacy across inputs, logic, and outputs. From a private perpetuals exchange that resists front‑running to encrypted analytics that respect user consent, we explore how end‑to‑end confidentiality unlocks real-world adoption in DeFi, tokenization, healthcare, and supply chains.For marketers and founders, the message is clear: trust is no longer built on seeing everything, but on proving integrity while protecting users. We talk about MetaMask snap integration that brings private tokens natively into the biggest wallet, making onboarding simple and frictionless. We also cover practical GTM tactics—lead with outcomes, not crypto jargon; measure consent, not surveillance; and treat data as user‑owned. Looking ahead, enterprises are already signaling the shift with RFPs that mandate encrypted computation, regulators pushing for confidentiality, and tokenized assets demanding privacy by default.This episode was recorded through a Descript call on November 24, 2025. Read the blog article and show notes here: https://webdrie.net/privacy-as-a-product-advantage/If you're building in Web3 or rethinking data ethics, this conversation offers a blueprint for turning privacy into a competitive moat. Subscribe, share with a friend who cares about trust and growth, and leave a quick review to help more people find the show...........................................................................

Send us a textWe honor Phil Klingensmith and then dive into why standards make low-voltage work reliable, fast to service and future friendly. We unpack color codes, 568A vs 568B, fiber cleaning myths, splicer maintenance, MHz vs Mb, and encoding schemes with clear, practical advice.• roots of color codes in Bell system and why they still matter• 568A vs 568B framed by pins, pairs and channels• why pair splitting creates crosstalk and failures• USOC, tip and ring, and mnemonic aids• fiber cleaning methods and why canned air falls short• fusion splicer troubleshooting and electrode care• megahertz vs megabits using the highway analogy• encoding basics: RZ, NRZ and Manchester timing• RFIs, submittals, RFQs and RFPs clarified• estimator vs project manager responsibilities and skillsPlease consider donating: There's a QR code on the screen or hit me up for the link. Help fuel the podcast for next year and support the Costa Rica masterclass. Not a 501c3. Make sure you do something to make this industry a little better, like Phil didSupport the showKnowledge is power! Make sure to stop by the webpage to buy me a cup of coffee or support the show at https://linktr.ee/letstalkcabling . Also if you would like to be a guest on the show or have a topic for discussion send me an email at chuck@letstalkcabling.com Chuck Bowser RCDD TECH#CBRCDD #RCDD

I sat down with Tusar Barik, the SVP of Marketing at the New York Times, who's just past his first year in this newly created role. We explored how the Times has transformed from a traditional newspaper into a multifaceted media company spanning news, games, podcasts, cooking, sports, and more. Tusar leads a comprehensive team managing everything from measurement and data insights to product marketing, editorial advertising opportunities, and traditional communications. What struck me most was learning that the Times now reaches over 150 million registered users with 50 to 100 million weekly engagers, seeing the highest growth among Gen Z adults and audiences in the Midwest and South. The digital advertising business delivered over 20% year-over-year growth, proving that quality journalism and a direct relationship with readers creates a powerhouse advertising platform.We dove deep into how the Times is meeting consumers where they are through video-forward strategies, producing over 75 hours of professional video monthly and transforming podcasts into multimodal shows available as both audio and video. Tusar shared insights on their Brand Match generative AI product that delivers 30% improvements in both click-through rates and brand lift by intelligently matching advertiser briefs with the right content. We explored how games like Wordle have been part of the Times' DNA since the 1940s crossword, how The Daily creates deeply personal connections with millions, and why the Times sees itself as a solar system with news at the center. The conversation revealed a company that's successfully balanced subscription-first strategy with a thriving advertising business by staying true to its mission while innovating how it reaches and serves audiences._______________________________________________Key Highlights

In this episode of the Building Better Developers Podcast, we sit down with Dusty Gulleson, CEO of eResources, to explore why story-driven discovery is the foundation of every successful software project. Dusty shares how understanding a customer's journey, motivations, and real-world frustrations leads to better outcomes than any technical requirement alone. Instead of focusing on platforms and features first, he explains why great projects begin with people and the stories behind their needs. About Dusty Gulleson Dusty Gulleson is a founder who never set out to build a large company—he simply followed the work, served people well, and let loyalty drive the growth. After leaving a COO role that didn't fit, he waited tables, picked up freelance web projects, and gradually built what is now eResources, a 100+ person organization spanning strategy, branding, IT services, cybersecurity, SaaS automation, and offshore teams. Born in Indonesia and now leading four thriving divisions, Dusty has grown the company without hype or outside funding, relying instead on relationships, trust, and consistent delivery. With five acquisitions under his belt and recurring revenue across industries like housing, higher education, and public health, his leadership philosophy centers on people, clarity, and service. Whether in a boardroom or a bourbon tasting room, Dusty approaches every conversation with the same question: "Where do you want to go, and how can we help?" Why Story-Driven Discovery Matters More Than Requirements Most clients initially express their needs in bullet points, task lists, or feature requests. But as Dusty explains, those surface-level items rarely reflect the full picture. Story-driven discovery goes deeper by uncovering the context behind the request: the business pressures, the users involved, and the real outcome the client is trying to achieve. "We're customer service people first — we just happen to do technology," Dusty shared. This mindset ensures teams build solutions that support real workflows rather than assumptions. How Story-Driven Discovery Reveals Real Problems As Dusty shifted from a bullet-point mindset to a more narrative-focused approach, he began asking open-ended questions such as: What does a successful day look like for you? What is frustrating about your current system? Which tasks slow you down the most? Who depends on the work you do? Stories expose problems that requirements often hide. Rob Broadhead offered a relatable example: someone saying "the printer isn't working" may actually mean "I need this document before my meeting." Story-driven discovery uncovers the urgency, not just the symptom. Using Story-Driven Discovery Before Delivery Begins Dusty breaks every project into two essential steps: Discovery — listening, asking questions, and gathering the story Delivery — building the solution aligned to that story Skipping step one is where most projects fail. Without story-driven discovery, teams risk scope creep, mismatched expectations, unrealistic budgets, and frustration on both sides. "If a company won't invest in discovery, they're not serious about solving the problem." A proper discovery process creates alignment long before development begins. Avoiding AI RFP Pitfalls with Story-Driven Discovery Dusty highlighted a growing issue: AI-generated RFPs that look polished but lack practical context. These documents often include: Conflicting requirements Unrealistic expectations Missing business outcomes Undefined user roles No connection to real workflows They list features — but no story. Story-driven discovery corrects this by grounding requirements in real organizational challenges and goals. Prioritizing Needs with Story-Driven Discovery During discovery, Dusty uses two powerful prioritization methods: MoSCoW Method Must-Have Should-Have Could-Have Won't-Have (for now) The 80-15-5 Rule 80% → essential for launch 15% → valuable future enhancements 5% → avoid due to high cost or low ROI These frameworks help keep projects realistic and focused on value. How Story-Driven Discovery Builds Trust At its core, story-driven discovery builds stronger relationships. Clients feel heard. Developers gain clarity. Executives stay aligned. Teams avoid miscommunication. When everyone understands the story, the success criteria become obvious — and so do the right solutions. Conclusion This episode makes one message clear: technology alone doesn't create great software outcomes. Success begins with story-driven discovery — a human-centered approach that uncovers real needs and aligns teams before development ever starts. Dusty's perspective reminds us that the best projects aren't built on specs. They're built on stories. Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources Gratitude and Growth: A Thanksgiving Special on Building Better Developers Thankful Over Worry Making The Most Of Time Off and Holidays Building Better Foundations Podcast Videos – With Bonus Content

In this episode of the Rainmaker Podcast, featuring Mark Tower, Senior Institutional Sales and Marketing Professional at Asset Management One USA, delivers a comprehensive masterclass in relationship-driven sales strategy, leadership, and career longevity within the asset management industry. With 25 years of experience, Tower offers a mix of practical advice and personal anecdotes that emphasize the importance of consistency, adaptability, and authenticity in building a successful sales career.Tower shares his background growing up as the youngest of eight children in New Jersey, an experience that helped him develop strong interpersonal communication skills. After initially exploring a career in radio while studying at Boston College, he pivoted to finance after a pivotal career fair encounter led to an internship at Orbitex. This early exposure to asset management sales shaped his view of the business as deeply relational rather than purely transactional.Throughout his career, from retail wholesaling to institutional alternatives, Tower has maintained a wholesaler's mentality, centered on volume, persistence, and regular in-person meetings. He stresses that while the sales process has evolved, particularly in the post-COVID world, the fundamentals remain the same: show up, follow through, and build trust over time. Tower describes structuring his travel plans like a “milk route,” ensuring consistent visibility with clients, which builds credibility even when meetings aren't immediately productive.At Asset Management One, Tower leads a small business development team but operates within a global firm backed by Mizuho Bank and Dai-Ichi Life. He explains how even with a lean U.S. team, global coordination is key, and everyone, from operations to compliance, is considered part of the broader sales function. Internal communication is facilitated through Microsoft Teams, allowing seamless collaboration across time zones and remote work environments.Tower emphasizes the critical role of technology, particularly CRMs, in organizing and scaling a salesperson's efforts. He's a strong advocate for Salesforce, especially when integrated with tools like Dakota Marketplace, which he credits for increasing efficiency and effectiveness in prospecting and follow-ups. He believes that proper CRM usage not only supports personal productivity but also improves firm-wide communication and accountability.Leadership-wise, Tower positions himself as a “player-coach,” actively supporting his team without micromanaging. He highlights the importance of empathy, advocacy, and leading by example, whether through hands-on involvement in RFPs or making time for late-night coordination with global colleagues.For aspiring sales professionals, Tower's advice is simple but powerful: be present, be authentic, and be helpful. He encourages young professionals to prioritize face-to-face engagement, attend conferences, and resist the temptation to overly rely on digital outreach. In an era where emails and automation dominate, Tower argues that true relationship-building still requires showing up and offering genuine value.Overall, this episode delivers valuable insights into what it takes to build and maintain a successful institutional sales career in asset management. Tower's experience-driven wisdom and grounded leadership philosophy offer lessons not just for sales professionals, but for anyone navigating a relationship-intensive industry.Tired of chasing outdated leads? Book a demo to see how Dakota Marketplace simplifies your fundraising process with accurate, up-to-date investor data. 

The level of interest in Episode 84 of Astonishing Healthcare made this one an easy choice to lift it to "best of" status. We'll be back with fresh new episodes in early December, and then we'll close out the year with two more Best of '25s. For those of you who didn't check this one out, Josh Golden, SVP of Strategy, and RFP Content Manager, Nic Bolitho, joined host Justin Venneri in the studio for a discussion about trends they're seeing in the market and how to run a better request for proposal (RFP) process to select a pharmacy benefit management (PBM) partner. Long story short, the "old way" of running a PBM RFP is broken, but, as Josh describes, there are some "tectonic shifts" happening as plan sponsors demand to see more options (i.e., transparent PBMs) and benefits brokers and consultants upgrade the questions and scoring used to force accountability and drive meaningful results for plans and plan members.HighlightsUnit-cost-based spreadsheet comparisons and marketing fluff are "out;" evaluating drug mix and how the PBM manages the plan (the 'M' in PBM) or makes money off of the plan are "in."Plan sponsors and benefits consultants must demand flexibility - the PBM contract should not be a "house of cards." For example, agreements should provide the freedom to add new vendors or carve out services without collapsing your financial arrangement.Legacy tech platforms are a barrier to innovation; ask potential partners if their technology can handle customizations and integrations with agility to avoid being told, "We just can't do that."Precise questions about member experience are a must; RFPs should move beyond open-ended questions that invite marketing fluff. Use specific, binary questions to obtain an accurate measure of the member experience and the effectiveness of clinical programs (e.g., NPS, turnaround times for prior authorizations, etc.).Related ContentReplay: PBM Procurement Decoded: Insights from a Pharmacist and an Actuary Why Savings Don't Materialize: The Truth About Pharmacy Benefit Procurement eBook AH034 - Customer Care in Healthcare: Setting a Higher Bar, with Will TafoyaAH035 - Pharmacy Benefits 101: Clinical Programs, with Bonnie Hui-Callahan, PharmD5 ways to improve PBM procurement (EBN) For more information about Capital Rx and this episode, please visit Judi Health - Insights.

Most education organizations are under pressure to do more with less. Teams are lean, hiring is frozen, and yet the demand for leads, pipeline, and proof of ROI keeps growing. At the same time, the buying cycle in K12 has never felt more compressed or more high stakes. You cannot afford to waste effort on campaigns, events, or RFPs that do not convert.That is where fractional marketing leadership comes in. When you only have a limited number of hours, every decision has to count. You have to land quickly, read the politics, find the true priorities, and show impact fast while still building a sustainable system behind the scenes.In this episode, long time marketing leader and fractional strategist Allison Maudlin joins Elana to talk about what it really takes to step into an education company, stabilize the chaos, and create momentum. They dig into how to start when leadership only cares about “more leads now,” where the real low hanging fruit usually hides, and why RFPs are a strategic marketing channel, not just paperwork for sales to handle.They also get tactical about landing pages, forms, and workflows that quietly kill conversion, how to think about state specific strategy, and why the future of education marketing is people plus AI, not one or the other.Read the rest of the show notes here. Mentioned in this episode:EdTech Planner 2026Planning a full year of education marketing takes time, and you need a clear path that helps you stay relevant, consistent, and aligned with the moments that matter. Ready to make 2026 your most intentional (and effective!) year yet in education marketing? What The EdTech Marketer's 2026 Planner helps you do: Focus on what matters most to your brand and audience Plan campaigns around key education events Use proven strategies tailored to K–12 and higher ed Build a system that fuels visibility, engagement, and leads For six years, thousands of education and EdTech marketers have used this planner to guide their yearly campaigns and stay aligned with the school calendar. Download here: https://www.leoniconsultinggroup.com/edtech-marketers-planner

In this episode of Technology Reseller News, Publisher Doug Green speaks with Rob Bye, President & Founder of Zenture Partners, about why the traditional telecom procurement and management model is breaking down—and how AI-driven lifecycle management can restore clarity and control for large enterprises. Zenture Partners is a strategic consultancy and AI-powered lifecycle management provider focused on giving enterprises full visibility into, and control over, their global telecom ecosystem, from contracts and circuits to invoices and risk. Bye explains that most large enterprises now live in a state of telecom chaos: hundreds of vendors, hundreds of invoices, and little understanding of contract terms, renewal dates, dependencies, or actual business impact. The old world of a single global MPLS provider has given way to an “internet everywhere” model, with 16,000+ ISPs worldwide, SD-WAN, and cloud-first architectures. At the same time, IT priorities have shifted—cloud infrastructure, security, AI-infused SaaS and CX platforms now consume leadership attention and budget, while telecom is largely ignored “as long as nothing is on fire.” When things break, teams react, extinguish the fire, and then move straight back to higher-visibility projects. Traditional telecom brokers and “no value” agents, Bye argues, have often added complexity rather than removed it. Unlike familiar IT resellers and VARs, telecom agents rarely bring a unified, data-driven platform to the enterprise. Zenture's model is different: it acts as an extension of both IT sourcing and network teams, combining consulting plus a global AI-enabled platform. Enterprises still contract directly with service providers, while the carriers fund Zenture through residual commissions. For customers, the Zenture platform is delivered at no cost, with no contract, ingesting data from TEM systems, carrier portals, invoices, and spreadsheets into a single pane of glass and highlighting where attention is truly needed. AI is at the center of this transformation. Zenture uses AI to continuously evaluate inventory, identify high-risk sites (such as shared last-mile paths or POP exposure), benchmark pricing, and generate recommendations on whether to renew, replace, or upgrade services as contracts approach term. Agentic AI is also used to integrate with carrier marketplaces and portals, automating quoting, ordering, status checks, inventory updates, and billing validation across hundreds of providers. Instead of humans manually combing through dense, ever-changing telecom invoices, AI flags changes, ties new charges to past orders, and confirms that disconnects and adds have been billed correctly, allowing IT and sourcing teams to focus on decisions, not data entry. Looking ahead, Bye sees AI-driven procurement reshaping RFIs, RFPs, benchmarking, and contract review. Enterprise “house” agents will query external platforms like Zenture's marketplace, shrink long vendor lists to a short set of best fits, and then assist stakeholders with risk analysis and legal review. But this doesn't eliminate the human partner; it elevates them. As Bye puts it, “AI isn't going to replace anyone—it's like the moving walkway at an airport. It just helps you get where you're going faster.” Zenture's client success managers increasingly act as digital workforce managers, overseeing and training AI agents while still providing strategic guidance on vendor consolidation and cost optimization. Ultimately, Zenture Partners aims to help enterprises move from a reactive, invoice-driven view of telecom to a strategic, outcome-focused model—consolidating vendors, simplifying billing, optimizing costs, and freeing IT teams to concentrate on cloud, security, and customer-facing innovation. To learn more about Zenture Partners and its AI-powered lifecycle management platform, listeners are invited to visit https://www.zenturepartners.com/. Software Mind Telco Days 2025: On-demand online conference Engaging Customers, Harnessing Data

Save 30% on ARE 5.0 exam prep: https://www.blackspectacles.com/pricing?utm_source=youtube&utm_medium=podcast&utm_campaign=are_live_podcast Join Black Spectacles and architect Chris Hopstock to learn the best study strategies for passing the PcM exam. On this episode of ARE Live, we walk through a mock exam for the Practice Management division of the ARE 5.0. You'll learn about the PcM exam and we'll cover topics related to demonstrating firm qualifications in response to RFPs, structuring fees based on risk and services, navigating copyright and ownership of design documents, identifying appropriate additional services for scheduling issues and managing reuse and licensing of construction documents. Timestamps: 4:53 - Question No. 1 13:52 - Question No. 2 21:30 - Question No. 3 29:09 - Question No. 4 41:14 - Question No. 5 See previous episodes or register for the next ARE Live at https://www.blackspectacles.com/podcast

In this episode of FP&A Unlocked, Paul welcomes James Myers, a financial systems and planning expert known for helping organizations modernize their FP&A functions. Drawing from years of experience implementing planning, modeling, and consolidation tools, James breaks down what makes FP&A software implementations succeed or fail. From understanding when your system has reached its limits to managing change and choosing the right implementation partners, James shares the steps every finance leader should take to avoid expensive mistakes.James Myers has led multiple large-scale planning system implementations for global organizations. He specializes in modeling and financial planning solutions that help companies reduce reliance on spreadsheets, improve collaboration, and achieve scalable performance management. His consulting work spans industries including manufacturing, technology, and retail, where he focuses on aligning processes, people, and systems for long-term success.Expect to Learn:The signs your FP&A system is broken and ready for replacementHow to select the right planning or modeling tool for your company sizeThe real cost behind system implementation (and how to plan for it)Why clean data and cross-functional collaboration are essentialBest practices for RFPs, vendor selection, and proof of concept testingHere are a few quotes from the episode:“Reducing reliance on Excel isn't about killing it, it's about freeing up your team to think strategically.” - James Myers“The role of FP&A is to be a true value partner to the business—combining data, strategy, and people.” - James MyersJames Myers reminds us that FP&A transformation is less about tools and more about mindset. By focusing on vision, data quality, and collaboration, finance teams can build systems that scale with their companies instead of holding them back. If you're preparing for a software upgrade or implementation, this episode will help you do it right the first time.Campfire: AI-First ERP:Campfire is the AI-first ERP that powers next-gen finance and accounting teams. With integrated solutions for the general ledger, revenue automation, close management, and more, all in one unified platform.Explore Campfire today: https://campfire.ai/?utm_source=fpaguy_podcast&utm_medium=podcast&utm_campaign=100225_fpaguyFollow James:LinkedIn - https://www.linkedin.com/in/jamesmyersw/Follow Glenn:LinkedIn - https://www.linkedin.com/in/glenntsnyder/Earn Your CPE Credit For CPE credit, please go to earmarkcpe.com, listen to the episode, download the app, answer a few questions, and earn your CPE certification. To earn education credits for the FP&A Certificate, take the quiz on Earmark and contact Paul Barnhurst for further details.In Today's Episode[00:00] - Trailer[01:58] - What Makes Great FP&A[03:17] - Signs Your Current System is Broken[07:03] - The Hidden Cost of Excel Dependency[08:16] - How to Choose the Right FP&A Tool[13:35] - Setting a Vision Before Selecting Vendors[22:52] - RFP and Demo Best Practices[30:36] - Negotiating the Best Deal Without Cutting...

This episode of The Inquisitor Podcast features Parker Mills, Account Executive at ServiceNow and author of State and Local Government Sales: Beyond the Bid. Parker exposes the systemic dysfunction created when short-term sales culture sabotages long-term public value. With 11 years in U.S. state and local government (SLG) sales, he dissects the brutal misalignment where enterprise is the tail that wags the dog, corporate GTM strategy, incentives, and collateral all built for the wrong customer profile. For founders and C-suites, Parker calls out the dangerous internal pressure that fuels “optimism theatre” and quietly corrodes integrity and trust. His challenge: treat forecast accuracy as a measure of integrity, not compliance. Give your sellers the freedom to protect relationships from the distortions of quarterly panic. Why? Because government sales aren't built for sprints. The average deal runs 18 months, often tied to state fiscal calendars or biennial budgets. The only winning strategy is one built on patience, preparation, and principle. For sellers in the field, we unpack how to move Beyond the Bid, from chasing RFPs to driving pre-RFP collaboration 2–3 years before the funding ask. Parker reveals the practical shifts that separate average from elite: Stop prescribing and start co-developing Learn the policy backdrop, especially around AI (many states still ban GenAI) Read public strategic plans like they're account plans Map the second and third rooms to stop corridor kills before they happen And the biggest mindset shift of all: stop focusing on winning the bid.  Focus on deserving the renewal. Integrity is not a slogan, it's a skill. If you're ready to dismantle a commercial-centric GTM and align your quotas to public sector reality, this conversation will challenge your thinking. Parker shares a blueprint for turning forecast accuracy into integrity, handling ghosting with composure, and learning why slowing down is the fastest way to sustainable growth. Tune in to discover how integrity-led sellers shape the deal years before the RFP, and why that's exactly what the public sector deserves.   Contact Parker: https://www.linkedin.com/in/pamills/ Email parkermills@stateandlocalsales.com Parker's book 'State and Local Government Sales: Beyond the Bid': https://amzn.to/445uJCz  

Bill Diggons, managing partner at Qittitut Consulting (yes, named after a fast-growing, healthy Inuit bear), shares 24 years of pricing wisdom earned across 182 projects in 57 countries. A disciple of pricing legend Tom Nagle and former oil industry marketer at Schlumberger and Halliburton, Bill reveals why single-column bids are leaving 3-5 margin points on the table and how tiering transforms B2B pricing. From Wagyu beef pricing psychology to semiconductor de-specification strategies, Bill and Mark debate whether prices should be easy or hard to compare, why "Boss Hog" beats techno-nerd names, and the counterintuitive power of ending prices in odd numbers instead of zeros. Plus, why Bill charges $5,000 extra just to read client contracts.   Why you have to check out today's podcast: Discover why tiering consistently delivers 3-5 margin points minimum—and how three-column bids with strategic naming force buyers to make trade-offs instead of price comparisons. Learn the "no zeros" pricing rule that generated $8 million in three months by making prices look carefully calculated rather than negotiable. Master the art of non-compliant RFP responses with alternatives that disrupt tender processes and win on value instead of lowest price.   "Not profound, but no zeros on the quote. It's so often that we can get half a margin point just out of stuff like that. And then beyond that, try some naming and tiering because it's going to work for you." – Bill Diggons   Topics Covered: 02:09 - The Qittitut Origin Story: Why a Dancing Bear Beat "Bill & Bob's Consulting". 05:39 - What is Tiering? Moving Beyond Single-Column Bids. 10:07 - The Restaurant Menu Masterclass and Boss Hog's Emotional Appeal - How to Decide What Features Go in What Tiers. 19:02 - Responding to RFPs with Tiered Alternatives and Non-Compliant Bids. 20:02 - The Power of "Networking Best Practices Meeting" vs. "Presentation". 26:23 - Final Advice: No Zeros on the Quote (And Why It Generated $8 Million). 28:12 - Contacting Bill and Why He Charges $5,000 to Read Contracts.   Key Takeaways: "Tiering to me is having at least a three-column bid, naming the columns, and then having some names on the products or services to imply added value. Whenever we've introduced this, it always results in three to five margin points minimum." - Bill Diggons "I demand the right to segment that price to the outcome, the value the buyer gets. Even though the variable cost of the motor is identical, I want to be able to sell it at an economy price in a benign environment and at a premium price in an extreme environment because I put billions of dollars into creating this thing." - Bill Diggons   People / Resources Mentioned: Tom Nagle: Author of "Strategy and Tactics of Pricing" - pricing authority who transformed Bill's approach in oil and gas. Schlumberger: Oil company where Bill worked in marketing. Halliburton: Oil company in Bill's background. QSales: Where Bill was practice leader for 20 years. A.T. Kearney, McKinsey, Deloitte: Consulting firms mentioned in the RFP rejection story where Bill's price was "too low". Starbucks: Referenced for tall, grande, venti tiering strategy. iPhone/Apple: Used as two examples - 99-cent pricing psychology AND customers not comparing to Huawei when upgrading. Huawei: Mentioned as iPhone competitor that iPhone users ignore when upgrading.   Connect with Bill Diggons: Company: https://www.qittitut.com/  Linkedin: https://www.linkedin.com/in/billdiggons/  Email: bill@qittitut.com   Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving/ Email: mark@impactpricing.com  

Are you still spending hours writing proposals… only to get ghosted by clients?It's time to flip the script. In this solo masterclass, Isar Metis breaks down how business leaders can use AI tools like ChatGPT, Claude, and NotebookLM to craft winning proposals — faster, sharper, and way more aligned with what clients actually want.You'll discover how to go from a recorded Zoom call (or in-person meeting) to a fully polished proposal — in minutes, not hours. Plus, you'll learn how to deal with RFPs (even the messy government ones), write emotionally intelligent cover letters, and use visual tools that make complex proposals client-friendly.Whether you're pitching services, closing enterprise deals, or trying to impress a board — this episode will transform how you sell.Learn more about Advance Course (Master the Art of End-to-End AI Automation): https://multiplai.ai/advance-course/ Learn more about AI Business Transformation Course: https://multiplai.ai/ai-course/ About Leveraging AI The Ultimate AI Course for Business People: https://multiplai.ai/ai-course/ YouTube Full Episodes: https://www.youtube.com/@Multiplai_AI/ Connect with Isar Meitis: https://www.linkedin.com/in/isarmeitis/ Join our Live Sessions, AI Hangouts and newsletter: https://services.multiplai.ai/events If you've enjoyed or benefited from some of the insights of this episode, leave us a five-star review on your favorite podcast platform, and let us know what you learned, found helpful, or liked most about this show!

En este episodio discutimos tres temas que lo dicen todo sobre el momento que vive Puerto Rico: