Podcasts about Rolodex

In conclusion, the only good theory of taste is Nostalgebraist's. He wrote a post called Hydrogen Jukeboxes, analyzing the literary output of an AI called R1. This AI tried hard to write good fiction, which was part of the problem. It crammed its stories with what Nostalgebraist called (stealing a term from Ginsberg) the "eyeball kick" - a flashy stylistic move that immediately catches the reader's attention and "wows" them. Here are examples - some from R1, others from an experimental OpenAI model trained specifically for fiction-writing: "There is a prompt like a spell: write a story about AI and grief, and the rest of this is scaffolding—protagonists cut from whole cloth, emotions dyed and draped over sentences." "When the jar of Sam's laughter shattered, Eli found the sound pooled on the floorboards like liquid amber, thick and slow. It had been their best summer, that laughter—ripe with fireflies and porch wine—now seeping into the cracks, fermenting." "And so I built a Mila and a Kai and a field of marigolds that never existed. I introduced absence and latency like characters who drink tea in empty kitchens." "The morning her shadow began unspooling from her feet, Clara found it coiled beneath the kitchen table like a serpent made of smoke." Nostalgebraist and another writer, Coagulopath, catalogue some of the most common AI eyeball kicks, each occurring across multiple LLM models: "An overwhelming reliance on cliche. Everything is a shadow, an echo, a whisper, a void, a heartbeat, a pulse, a river, a flower—you see it spinning its Rolodex of 20-30 generic images and selecting one at random." "Conjunctions combining one thing that is abstract and/or incorporeal with another thing that is concrete and/or sensory." "Repetitive writing. Once you've seen about ten R1 samples you can recognize its style on sight. The way it italicises the last word of a sentence. Its endless "not thing x, but thing y" parallelisms…the way how, if you don't like a story, it's almost pointless reprompting it: you just get the same stuff again, smeared around your plate a bit."   https://www.astralcodexten.com/p/nostalgebraists-hydrogen-jukeboxes

What happens when recruiting becomes faster—but less personal? Host Kortney Harmon sits down with Denise Chaffin, CEO of TopSource Talent and host of the Talking TA podcast, to explore why relationship intelligence remains one of the most valuable competitive advantages in an increasingly automated industry.Drawing on nearly four decades in talent acquisition, Denise traces the evolution of recruiting from Rolodexes and classified ads to AI-powered platforms. She shares why trust, transparency, and follow-through still shape candidate and client experiences—and how recruiters can use technology to strengthen relationships rather than replace them. From building influence through consistent communication to turning ATS platforms into relationship memory systems, Denise offers a practical framework for balancing efficiency with authentic human connection.Discover why the recruiters who thrive in the AI era will be the ones who use technology to scale trust—not replace it.________________Follow Denise Chaffin on LinkedIn: LinkedIn | DeniseFollow Crelate on LinkedIn: CrelateWant to learn more about Crelate? Book a demo hereSubscribe to our newsletter: The Full Desk Experience

SAM.gov contracting strategy is more powerful than most gurus admit, and Ryan Atencio has the insider data to prove it. Ryan spent years in the military writing the statements of work that became DOD solicitations, and he reveals that the vast majority of those requirements were completely unforecasted or unforeseen at the start of the fiscal year. If you have been told that by the time an opportunity hits SAM you have already lost, this episode delivers the reality check that could be costing you contracts right now. In this episode, Ryan Atencio break down: Why the popular LinkedIn advice that "by the time you see it on SAM you already lost" is wrong for most contractors, and how Ryan wins the majority of his contracts fair and square from open SAM.gov competitions How the nature of DOD procurement, where end users often don't know their own requirements until the fiscal year is underway, creates a level playing field that small businesses can exploit Why "failure to team is a failure to win" and how to identify the right teaming partner by targeting companies whose capabilities are the complete opposite of yours to expand your opportunity pipeline What makes an ideal consulting client: a veteran SDVOSB construction company with competitive pricing, an industry Rolodex, and proposals that are losing on execution rather than on price How Ryan structures his consulting engagements with a lower monthly retainer paired with a 2% gross contract value success fee, and why aligning incentives this way drives better outcomes for both sides EPISODE CHAPTERS: 0:00 - Mindy AI finds your federal contracts daily 0:30 - Eric Coffie welcomes you to Federal Help Center 0:57 - SAM.gov opportunities are fairer than gurus claim 1:43 - Unforecasted DOD requirements create a level playing field 3:06 - Teaming with complementary partners expands what you can win 5:16 - Proposal quality and graphics separate the real winners 5:42 - Veteran SDVOSB construction client is a consultant goldmine 7:05 - Structuring retainer fees and the success fee model Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

Most growing companies are held together by spreadsheets that nobody fully understands — built by someone who left three jobs ago, maintained by someone who doesn't know why it exists, and quietly critical to daily operations. In this episode, Jeff Mains sits down with Garrett Fritz, co-founder of MetaCTO, a fractional CTO firm that helps mid-market companies transform outdated operational processes into custom, scalable software.Garrett breaks down why so many organizations are trapped in the "if it ain't broke, don't fix it" mindset, how AI has lowered the barrier to custom software without eliminating the need for expertise, and when it actually makes sense to build your own tool versus buying off-the-shelf SaaS. He also shares how internal tools can evolve into white-labeled revenue generators — and the most common mistake founders make when they try to take that leap too fast.Whether you're drowning in manual processes, questioning your SaaS spend, or wondering how to implement AI responsibly, this episode delivers a practical, no-hype roadmap.Key Takeaways4:37 — **The #1 operational inefficiency Garrett sees:** Hundreds or thousands of employees running mission-critical operations on a spreadsheet built a decade ago by someone who's since been promoted — and nobody knows why it has the formulas it has. 6:15 — **What "turning spreadsheets into apps" actually means:** MetaCTO embeds in the business, decodes the spreadsheets, understands the workflows, and builds working software that can replace the internal process — or be taken to market as a SaaS product. 7:54 — **Profitable from day one:** Because Garrett and his partner came with a thick Rolodex from 15–20 years in tech leadership, MetaCTO launched with clients already lined up — no burning cash to find product-market fit. 13:27 — **70% of AI POCs never see the light of day:** The excitement dies when teams realize how much effort is involved. MetaCTO's focus is getting those 90%-done prototypes all the way to the finish line. 18:34 — **Build custom vs. buy SaaS — the real decision framework:** After 2–4 weeks embedded in a business, MetaCTO looks at licensing costs, actual feature utilization (often just 2% of the SaaS product), man-hours wasted, and growth trajectory to determine the ROI break-even point. 28:25 — **Niches win:** SaaS isn't dead — it's narrowing. The companies gaining ground are building hyper-specific tools for specific industries (think: Procore, but only for commercial plumbers) where the UI, reports, and workflows are built around exactly how that niche operates. 31:33 — **The #1 mistake when productizing internal software:** Not talking to the second customer. Your problems aren't always everyone else's problems. Validate outside your organization before building for market, or you risk six months of rework when the deltas turn out to be core to the platform. 33:40 — **How to actually quantify the ROI of custom software:** Bake usage analytics into every product from day one. Track utilization, time on platform, transactions processed, and revenue generated — then compare to the man-hour cost baseline captured during discovery. 39:14 — **Responsible AI implementation starts with one rule: Resist "Accept All."** Don't grant admin tokens to AI agents for convenience. Suffer through permissions early so you don't face irreparable reputation or business damage when a bad actor exploits an over-permissioned agent. 41:22 — **The smartest first step for any leader feeling stuck:** Use AI tools like Replit to build a prototype with fake data. Don't try to connect it to real systems — just use it to force yourself through the problem-solving process. Come to the conversation with a working wireframe and you'll skip weeks of expensive discovery.Tweetable QuotesAt the heart of it is some Excel spreadsheet that some employee made 10 years ago — and it is critical to the operation." — Garrett Fritz"70% of AI proof of concept projects have never seen the light of day. It's pretty common to get excited about something and then realize, oh, this is a lot more effort than we thought." — Garrett Fritz"You can't just give a layman a chainsaw and expect to be a carpenter. A little bit of finesse and experience goes a long way." — Garrett Fritz"The niches win. The companies gaining ground are building hyper-specific tools for specific industries — where the UI, reports, and workflows are built around exactly how that niche operates." — Garrett Fritz"We never build it and run away. And as you can imagine, anyone who's created a piece of software has never said 'I'm done' either." — Garrett Fritz"Resist 'Accept All.' Give the AI admin access for convenience, and you're one bad actor away from irreparable damage to your business." — Garrett Fritz"AI is most valuable when it's applied to real business friction — not just trendy experiments or chatbots. Nobody needs another one of those." — Jeff MainsSaaS Leadership Lessons1. Familiarity is the enemy of efficiency. The "if it ain't broke, don't fix it" mentality keeps organizations locked in spreadsheet-driven operations for years — sometimes decades. The pain point has to get big enough to justify change, but by then the cost of switching is enormous. Don't wait for a crisis to modernize.2. The barrier to custom software has dropped — but expertise still matters. AI tools like Replit and Lovable have made it possible for non-developers to prototype software. But there's a massive gap between a 90%-done prototype and a production-ready, secure, maintainable application. Knowing what you're doing still matters.3. Don't buy features you'll never use. Most enterprise SaaS customers use 2% of the product's functionality — but pay for 100% of the license. When your team is only using 2% of the product and only 50% of the people who should be using it actually are, you're compounding inefficiency at every layer.4. Build for the second customer before you build for the market. If you think your internal tool has market potential, validate it with people outside your organization before investing further. Your problems are not automatically everyone else's problems. The cost of discovering core delta requirements after six months of development is enormous.5. Measure everything from day one. Custom software that doesn't have baked-in usage analytics is a black box. You can't demonstrate ROI, you can't justify ongoing investment, and you can't make intelligent roadmap decisions. Instrument every product with utilization metrics, transaction data, and performance monitoring from the start.6. AI governance isn't optional — it's the first conversation. The most dangerous thing you can do is grant your AI agents broad permissions during development and never revisit it. Treat AI like a junior employee: define its scope, limit its access, and require human approval for anything with downstream consequences. Someone always has to be the final buck.Guest Resourcesgarrett@metacto.comhttps://metacto.com/https://www.linkedin.com/in/grfritz/https://www.linkedin.com/in/grfritz/Episode SponsorThe Futureproof Series - https://www.youtube.com/playlist?list=PLfkXKUPZ5xuOqMPR7_gzGybncTtavyR1NThe Captain's KeysSmall Fish, Big Pond – https://smallfishbigpond.com/ Use the promo code ‘SaaSFuel'Champion Leadership Group – https://championleadership.com/SaaS Fuel ResourcesWebsite - https://championleadership.com/Jeff Mains on LinkedIn - https://www.linkedin.com/in/jeffkmains/Twitter - https://twitter.com/jeffkmainsFacebook - https://www.facebook.com/thesaasguy/Instagram - https://instagram.com/jeffkmains

Send us Fan MailLinkedIn isn't just a job board anymore. In this episode, Vanessa Jackson explains why LinkedIn has become the world's largest professional Rolodex and what teachers need to do differently in 2026 to be found by recruiters and hiring managers. In the Perspective Pivot, Vanessa answers the question no one was a asking: What does a Sharpie marker have to do with healing, stress, and teacher burnout? More than you might think. Learn why your nervous system may still be reacting to old experiences and how new experiences can help create new patterns.In the Teacher Hack, Vanessa revisits a listener-favorite teacher hack: Dawn dish soap. From laundry stains to mystery messes, this magical blue liquid has earned a permanent place under her sink. Plus, discover professional stain-removal resources and hear the story of a Labrador retriever who developed a very unconventional carpet-cleaning strategy.And in the Career Transition & Job Search segment, Vanessa discusses one of the biggest changes in today's job market: LinkedIn is no longer just a place to apply for jobs. It has become the world's largest professional Rolodex. Learn how recruiters use LinkedIn in 2026, why translation matters for teachers changing careers, and how to make your experience understandable to employers outside education.In This EpisodeWhat a Sharpie marker can teach us about healing and stressWhy teachers often remain in "survival mode"The difference between prediction and reality in managing anxietyHow accountability can help create lasting changeWhy Dawn dish soap remains a teacher favoriteProfessional stain-removal resources worth bookmarkingThe surprising evolution of LinkedInWhy LinkedIn is the world's largest professional RolodexHow recruiters search for candidates in 2026Why teachers don't have a skills problem—they have a translation problemLinkedIn engagement strategies that actually matterHow to make your profile easier for employers to understand  Resources MentionedTeacher in Transition Podcast Episode 19: LinkedIn and So Much More https://www.buzzsprout.com/277608/episodes/14703125LinkedIn: https://www.linkedin.comAmerican Cleaning Institute Stain Removal Guide: https://www.cleaninginstitute.orgThe Spruce Stain Removal Guide: https://www.thespruce.comKeywordsTeacher Career Change, Teacher Burnout, Career Transition for Teachers, Teacher Resume Help, LinkedIn for Teachers, Teacher Career Coach, Teacher Transferable Skills, Teacher Job Search, Teacher Networking, Teacher Career Coaching, Resume Writing, LinkedIn Profile Optimization, Teacher Career Change Podcast, Education to Corporate, Career Transition Strategy, Professional Networking Support the PodcastIf you enjoy this independent podcast, please consider:sharing the episode with a teacher friendleaving a review on Apple Podcasts or Spotifysupporting the show financially starting at just $3/month Support Teachers in Transition  Connect with Vanessa Jackson

It's YOUR time to #EdUp with Dr. Chris Domes, President, Neumann UniversityIn this episode, recorded Live from the 2026 InsightsEDU Conference in Fort Lauderdale, Florida, February 17-19,YOUR host is ⁠⁠Dr. Joe Sallustio⁠⁠⁠⁠⁠⁠How does the most diverse institution in Philadelphia with 61% first generation & 58% Pell eligible students achieve 91% fall to spring retention when those students have lots of exit ramps & anything unraveling in their life could take them off the highway?Why are independent & for-profit institutions now serving the underserved populations that land grant & public institutions were created to serve when Penn State is essentially elite & local public universities serve less than 20% Pell eligible?What makes building a Rolodex for students who don't come with one the job of the institution when their parents don't belong to country clubs & they don't have multiple generations of connections?Listen in to #EdUpThank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp!Connect with YOUR EdUp Team - ⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠& ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Dr. Joe Sallustio⁠⁠⁠⁠⁠● Join YOUR EdUp community at ⁠The EdUp Experience⁠We make education YOUR business!P.S. Want access to the only intelligence platform built exclusively from presidential conversations in higher ed? Well, we have an app for that!Join EdUp Leadership!

Original text from The Complete HyperCard Handbook (Expanded 2nd Edition with HyperCard 1.2 supplement!!!) Open HyperCard Stacks with just 512K RAM via HyperDA. If copying HyperCard was such an obvious idea, where did all the AmigaVision productions go? What happened to all the Asymmetrix Toolbook-ware? David Greelish “Before Macintosh” interviews with Bill Atkinson: Parts 1, 2, 3 Make beautiful Atkinson-dithered images with HyperDither, GraphicConverter (Effects => Dithering => Atkinson) or in your browser with DitherIt! More than you could ever possibly want to read about dithering and an undergrad lecture on Floyd-Steinberg dithering. Bill Atkinson's Rolodex, a.k.a. Casady & Greene QuickDEX (v1.4, II). Bill Atkinson's 10 Rules for Making Interfaces More Human Quotes from: Bill Atkinson Presents HyperCard at the Apple Corps of Dallas (1987) Legacy of HyperCard Event (2017) HyperCard Training Solutions (1987) Bill Atkinson on PhotoCard and HyperCard at the Eyeo Conference (2013) Bill and Andy Hertzfeld demonstrating oldmac stuff at the Computer History Museum (2010) David Pogue hosts “The Macintosh at 20” (2004) Triangulation Interview with Bill Atkinson, 2016 (part 1, 2) Triangulation Interview with Atkinson, 2018 (part 1, 2) CHM - Bill Atkinson on how Apple obviously doesn't do user testing anymore (2022) CHM - The Macintosh at 40 Churchill Club - Steve Jobs' Legacy (2011) Asymmetrix Toolbook Demo - Computer Chronicles on Windows 3.0 (1990) Hackers: Wizards of the Electronic Age - “People don't read encyclopedias cover to cover. It just doesn't happen! But …” Designing Interactions interviews: Bill Atkinson Unused 1984 Macintosh commercials: “I think of myself as a cross between an artist and an inventor” R.I.P. uliwitness, a.k.a. Uli Kusterer, longtime Macintosh programmer and HyperCard enthusiast. We will miss you too. Fun fact: I recognized Uli's name when it popped up in the podcast Discord. Back in the late 1990s a friend and I used “Uli's Panes” as the playlist interface for a classic MacOS MOD player. Remember Uli, HyperCard and Bill with: Myst Reverse Engineering Write Your Own XCMD with CodeWarrior Other HyperCard streams hypercard.org Stacksmith Classic MacOS programming streams “Why programming sucks and how to make it better” (SwiftConf 2015) with references to what made HyperCard a uniquely intuitive development environment. Get a load of Uli's HyperCard stack icon shirt! Partial HyperCard stack file format documentation Uli's Moose, an updated version of The Talking Moose for classic MacOS. Uli told me he tried to submit a new version of Mac OS X to the App Store but it was rejected several times and he eventually gave up. Thanks, Apple!

In Hour 3, Marcia Neville & Mark McIntosh join Dan in-studio to discuss the Irv Brown Scholarship and tell their favorite Irv stories. Irv's endless Rolodex, plus stories about Bobby Knight and Bob Stoops are discussed. Dan, Marcia and Mark also remember Les Shapiro and the impact he had in this town. The show ends with a little more talk about the Irv Brown Scholarship and how the listeners can get involved. 

Discussion Opening May 1st and running through May 10th at the Swamp Donkey Theatre in Bragg Creek, Aubry Baux directs, with Melanie Baux musical directing, 9 to 5, the Musical. Kyle sits down with Aubrey and Melanie to talk about the relevance of this production, it's history and Aubry's first time directing a large scale musical. Tickets: https://www.showpass.com/s/events/all/?search_string=nine+to+five About the Show 9 to 5: The Musical, with music and lyrics by Dolly Parton and book by Patricia Resnick, is based on the seminal 1980 hit movie.  Set in the late 1970s, this hilarious story of friendship and revenge in the Rolodex era is outrageous, thought-provoking, and even a little romantic. Pushed to the boiling point, three female coworkers concoct a plan to get even with the sexist, egotistical, lying, hypocritical bigot they call their boss.  In a hilarious turn of events, Violet, Judy, and Doralee live out their wildest fantasy – giving their boss the boot!  While Hart remains "otherwise engaged," the women give their workplace a dream makeover, taking control of the company that had always kept them down.  Hey, a girl can scheme, can't she?

In 1995, the typical "PE operating team" was a few old-timer ex-CEOs. Today there are 20,000 of them. Cass and Paul from ParkerGale's ops team sit down with Devin to walk through how private equity operations actually evolved — from the "I got a guy" Rolodex era, to the captive consulting model, to today's proliferation of professional operators. Plus hot takes on the AI-specialist hiring boom, why a lot of operating teams will get skinnier, and how to know if you're helping or propping up a company.

Mike Calhoun built the room where titans go to level up. For over a decade, his Board of Advisors mastermind — headquartered in Tampa — has quietly connected founders, CEOs, and investors who do 8-, 9-, and 10-figure deals with each other. In this episode, Mike sits down with Andy Elliott and opens the playbook: why a Board of Advisors beats a Board of Directors for founders, how to build your own without a dollarspent, why "get the right people in the room" is the entire game, and the difference between consuming and depositing on social media. Mike also shares his story — leaving home in 10th grade, grinding through Home Depot in 1995, building three SaaS platforms before landing on what became BA.CONNECT WITH MIKE CALHOUN

Welcome back to another episode of the unSeminary podcast. Today we're joined by Jimmy Scroggins, Lead Pastor of Family Church in South Florida. Under Jimmy's leadership, Family Church has grown into a network of over 20 congregations across multiple languages, all unified under one structure while maintaining local leadership and live teaching at every location. Are you finding your church's energy drifting in too many directions? Wondering how to keep your ministry focused while still doing all the “good things” churches are called to do? Tune in as Jimmy offers a clear perspective on why maintaining a relentless focus on the weekend experience is critical for sustained church growth. A network of neighborhood churches. // Family Church operates as one unified organization—one name, one budget, one leadership structure—but functions like a family of neighborhood churches. Each location has live preaching, local leadership, and contextualized ministry for its community. Like siblings in a family, each campus shares core DNA while expressing it differently based on context, language, and culture. This approach allows the church to scale while remaining personal and locally effective. Why Sunday still matters most. // One of Jimmy's strongest convictions is that healthy churches must prioritize the weekend gathering. When growth slows, churches can be tempted to drift away from focusing on Sunday. Leaders may unintentionally elevate secondary ministries, such as midweek programs or community initiatives, because they feel like wins. However, if Sunday gatherings are not vibrant, engaging, and growing, the effectiveness of every other ministry will eventually decline as well. A healthy weekend service creates the momentum that fuels everything else, and secondary ministries all need to drive back to the Sunday experience. Creating alignment across multiple locations. // One way Family Church keeps the focus on Sunday, and maintains unity across a large multisite network, is through shared sermon planning, common teaching outlines, and collaborative preparation. While each pastor delivers messages in their own voice, the theological direction and structure remain consistent. At the same time, local campuses retain flexibility to adapt to their specific communities, ensuring both consistency and contextual relevance. Developing future leaders intentionally. // A key driver of Family Church's growth is its leadership pipeline. The church utilizes internships, residencies, and student ministry roles to identify and develop future campus pastors. Notably, Jimmy views student pastors as potential senior leaders because their roles require a broad range of skills, from teaching and leadership to administration and pastoral care. By consistently investing in emerging leaders, the church creates a steady pipeline of capable pastors ready to lead new locations. Coaching for continuous improvement. // Teaching quality is a high priority, and every communicator receives regular coaching. Sermons are recorded, reviewed, and evaluated by trusted leaders who provide feedback and track growth over time. Jimmy himself participates in this process, modeling a culture of humility and continuous improvement. Refocusing requires difficult decisions. // For churches that have drifted away from prioritizing the weekend, Jimmy offers a caution: refocusing will require letting go of some good things. Leaders must carefully evaluate where time, money, and energy are being spent, and whether those investments are truly supporting the weekend experience and the church's primary mission to make disciples. To learn more about Family Church, visit gofamilychurch.org and explore their resources and annual leadership conference. Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Lastly, don't forget to subscribe to the podcast on iTunes, to get automatic updates every time a new episode goes live! Thank You to This Episode’s Sponsor: Risepointe Do you feel like your church’s or school's facility could be preventing growth? Are you frustrated or possibly overwhelmed at the thought of a complicated or costly building project? Are the limitations of your building becoming obstacles in the path of expanding your ministry? Have you ever felt that you could reach more people if only the facility was better suited to the community’s needs? Well, the team over at Risepointe can help! As former ministry staff and church leaders, they understand how to prioritize and help lead you to a place where the building is a ministry multiplier. Your mission should not be held back by your building. Their team of architects, interior designers and project managers have the professional experience to incorporate creative design solutions to help move YOUR mission forward. Check them out at risepointe.com/unseminary and while you’re there, schedule a FREE call to explore possibilities for your needs, vision and future…Risepointe believes that God still uses spaces…and they're here to help. Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. So glad that you have decided to tune in. We’ve got a returning guest today, which, what does that mean? That means it’s somebody I want you to hear from again. Excited to have Jimmy Scroggins with us. He is the lead pastor at Family Church. They’re one of the fastest growing churches in the country with, if I’m counting correctly, 14 campuses in Florida, plus five locations in Spanish and a Portuguese location. That’s a lot of moving parts. Family Church is dedicated to building families in South Florida through a network of neighborhood churches. Jimmy became the lead pastor there in 2008. Super excited to have you on the show again today.Jimmy Scroggins — Hey, man, always glad to be with you and appreciate what you do.Rich Birch — Yeah, encouraging to see you as well again. So why don’t you bring people just up to speed for folks who haven’t been following along with Family Church. Give us a picture where things are at today, your 14 campuses, multiple locations. What’s a network look like today? Tell us all about that.Jimmy Scroggins — Yeah, so actually, depending on how you can, you know, we use the word campus and church interchangeably. So although we are one church organization, one budget, one name, one leadership structure, one constitution and bylaws, we still function a lot from the perspective of an attender like likes independent churches because we have live teaching and live local leadership at every family church location.Rich Birch — Yep.Jimmy Scroggins — And so we have 20 locations. Rich Birch — Okay. Jimmy Scroggins — Then we have some additional, so because some of those are Spanish speaking… Rich Birch — Yep. Jimmy Scroggins — …yeah like Portuguese our Portuguese church has their own campus. A couple of our Spanish speaking churches have their own campus.Rich Birch — Love it.Jimmy Scroggins — Then a couple of them congregations meet on the same campus with an English speaking congregation.Rich Birch — Okay. Yep.Jimmy Scroggins — And so so that’s that’s where we’re at. We have all those different physical locations and several more coming online in the next 12 months or so. Rich Birch — That’s fantastic.Jimmy Scroggins — And we’re really excited about the opportunity that we have to reach people in South Florida. We are not a megachurch. We have but a budget and the total attendance of a megachurch, but that’s in the aggregate. Our largest attended campus on a strong Sunday that’s not Easter might have 1,800 people. Our next one might have 1,500. We have another one that runs about 900. And then the rest of them are like usually with t between 400 and 600. Yeah.Rich Birch — Yeah, that’s great. That’s really this neighborhood church vision that you’ve been talking about, right? Which is the idea, if I remember correctly, it’s a one hundred locations that you’re hoping for, you’re wondering, you’re asking the Lord. Tell us talk to us a little bit about that.Jimmy Scroggins — We’re talking about a hundred congregations, so they don’t all have to be Family Church. So we felt that we also helped to plant a truly autonomous, independent churches that are not Family Church. And so between that and where we are now with our own locations, we think we’ve started out on 40 something… Rich Birch — That’s amazing. Jimmy Scroggins — …of these over the last 15 years or so. Rich Birch — That’s great.Jimmy Scroggins — And, You know, the number 100 is kind of aspirational. I don’t know if we’ll ever actually get 100. Rich Birch — Right. Jimmy Scroggins — But it’s it’s it’s close enough that we can measure progress, but far enough out there that it feels like, man, we’ve got a lot of work to do.Rich Birch — Yeah, that’s great. What what do you, this is like a sidebar question. How do you kind of define the difference between a Family Church, somebody that’s in the network or is a part of the Family Church versus a church plant?Jimmy Scroggins — Sure.Rich Birch — How do you think about the difference between those two?Jimmy Scroggins — Well, I mean, again, our our main markers, the one thing that, well, we say what makes us one church or one church organization is we’d have one name. So like all of our Family churches, if if we do a strategic partnership or a merger with another church, they’re all going to become Family Church. Jimmy Scroggins — We have one constitution and bylaws that we all share. We have one um leadership structure, so they’ll all come into the leadership rubric and structure of Family Church, and we have one budget. So we all pool our resources and then we dispense them to together to fund the work of the different locations that we have.Rich Birch — Yeah, I love that. So…Jimmy Scroggins — And because we have live teaching, too, you know, we we try not to use language. We usually will correct someone around here if they use language like the mothership… Rich Birch — Right. Jimmy Scroggins — …or the main campus because we don’t we don’t have that.Rich Birch — No, no.Jimmy Scroggins — You know, wherever you attend church, that’s your main campus. Whoever’s your pastor, your preacher, that’s who you want to hear.Rich Birch — That’s good.Jimmy Scroggins — That’s that’s your that’s your lead pastor.Jimmy Scroggins — So we really try to think of it like that.Rich Birch — Yeah, that’s cool. Yeah, there’s a lot there. And maybe we’ll have you on another time to talk about, you know, how you’re keeping those together and keeping them aligned and focused. Because there’s, you know, I think there’s a lot of people that would aspirationally say, hey, that would be great. But man, I’m just not sure the inner are workings of that. But that’s it for another day. So I’m already setting you up for the next conversation.Jimmy Scroggins — All right. All right. Great. Look forward to it.Rich Birch — But one of the things I’ve heard you talk about is, hey, you know, we got to stay focused on the weekends. We got to stay focused on Sunday mornings. That sounds simple, and the kind of thing, of course, that’s what we do. But what what were you seeing when you think, hey, we got to be focused on Sundays. We got to be focused on that experience as church leaders.Jimmy Scroggins — One of the things that I’ve discovered over my, you know, I’ve been, I’ve been a ministry a long time. I’m 54 years old. This is the only kind of work I’ve ever really been in vocationally. So as I’ve watched, I’ve just watched churches always have this tendency to drift away from a focus and a value on what happens on Sunday morning and towards other things.Jimmy Scroggins — Now, before anybody starts emailing you or emailing me or whatever, I understand. I want to say all, just please assume the best in terms of the caveats, right? Rich Birch — Yep.Jimmy Scroggins — I know that discipleship is the goal, not church attendance. This is not about nickels and noses and all that. That that is really not what I’m talking about.Jimmy Scroggins — What I’m talking about is for a church to have an organizational drive, for a church to have an organizational forward momentum, they have to be succeeding and rallying people at their weekend services. That’s just the way that it is. If you don’t do that well, you are blunting the impact of everything else that you might be doing, whether it’s small groups or home groups or whatever else. Jimmy Scroggins — And again, look, this is not the Bible. This is my opinion. If you, my opinions are all free. If you don’t like it, you don’t have to take it. But I do think that, I do think that in my experience just watching, and and what I watch is when churches begin to get into severe decline, what they do is they usually latch on to some other ministry that’s not Sunday morning… Rich Birch — Right. That’s true. Jimmy Scroggins — …so they can feel like they’re getting a win. And so they’ll start, you know, our, what’s really important around here is our Thursday night ministry to special needs kids.Rich Birch — Yep.Jimmy Scroggins — It’s our orphanage that we own in Haiti. It’s our soup kitchen where we feed the homeless every Monday. And all of those things are awesome things.Rich Birch — Yeah, VBS in the summertime or yeah, whatever those kind of things.Jimmy Scroggins — Yeah, there are things that the church should do, maybe where you are, and those are all godly things, good things, biblical things, faithful things. But the thing of it is, what I watch is churches latch on to those things because they stop believing they can succeed on Sunday morning, and those things take on greater and greater importance.Jimmy Scroggins — But but what what churches find is that eventually, if you don’t make Sunday morning healthy and vibrant and growing, all of the other things that are the auxiliary ministries that are attached to that are going to go away also.Rich Birch — Yeah, that’s, I love that. In fact, just recently I was with a church where we were talking about similar issues and they were talking about these other things they do. And I was challenging them very similarly. I was said like, listen, that all sounds great. But like, how can we take the energy you’re putting into that and focus it in on the weekend, focus it in on Sunday? What can we do to rather than because it feels diffused? It’s like, you know, you got all these other areas you’re you’re spending your time on. Rich Birch — What does focus really look like for you as you’re coaching, even your team at Family? You say, okay what do what does it look like to kind of have a great weekend that feels like a win? What are some of those kind of telltale signs of, yeah, that that’s a that’s a congregation that’s focused on making that work?Jimmy Scroggins — Well, I think I think there’s organizations such as 9Marks and others who have laid this out pretty clearly. What should be happening when a church is gathering regularly? And so I think I think others have done a really eloquent job of laying these kinds of things out. And I want to go ahead and say I’m for all of 9Marks and all that kind of stuff.Rich Birch — Yep.Jimmy Scroggins — And I really am from the heart. But I also would just say, in terms of some more pragmatic ways that you approach that, obviously being faithful to what the Bible calls a neighborhood church to do. But I think one of the ways i encourage pastors is agreeing that we’re going to be faithful theologically in every way. I want to try to create the kind of church that I want my family to grow up in.Rich Birch — That’s good. That’s good.Jimmy Scroggins — So I’ve got kids, I’ve got teenagers, when I had little ones, when I had preschoolers, what kind of preschool experience do I want my kids to have in a context of a faithful church? Rich Birch — That’s good.Jimmy Scroggins — What kind of children’s ministry experience? What kind of student ministry experience? What kind of music do I think that our family ought to be singing together when we gather on the Lord’s Day? What kind of sermon do I want my wife and my children, what kind of sermon do I need to be hearing when we gather on the Lord’s Day?Jimmy Scroggins — And so that’s what I’m trying to think about. And what you’ll find is, you know, now I’m in a little bit of a different phase because now I have my kids and grandkids go to my church. So what kind of an experience am I hoping that my grandchildren are going to have in the context of a biblically faithful neighborhood church?Jimmy Scroggins — And so I’ve just found that when you think of it like that, it clarifies a lot of things.Rich Birch — Yeah, that’s good.Jimmy Scroggins — And and it also lets you be authentically who you are. And what I found is that if I will help to create the kind of programming in the context of a biblically faithful church that I want my kids to experience, there’s a lot of people who actually have the same desires. And they might not even be able to articulate it because maybe they don’t have the training or they haven’t thought about it as hard as I have. But when they but become part of it they go, that’s what I’ve always been looking for right there.Rich Birch — Right, right. Well, that’s part…Jimmy Scroggins — And so that’s what that’s what I think.Rich Birch — Yeah, I love that. It’s a part of being a leader, right, is to identify here are the things that are important to our organization and and how do we keep those front and center and keep them in front of people? And I love that just personal kind of reflection, even, hey, what what am I looking for and how does you know, what do I think God can use? Rich Birch — Well, pivoting a slightly different direction, thinking about what you’re doing at Family Church, you know, when you’re running multiple locations in multiple languages. How do you keep this kind of focus consistent with across all your campus pastors who are leading in very different contexts? You know, I know you’re all in South Florida, but like it’s very different communities you’re in. Jimmy Scroggins — That’s true.Rich Birch — Talk us through how are you, how are you driving unity and continuing to make sure Family Church is Family Church.Jimmy Scroggins — Well, a couple of things, Rich, you know, we’re multisite, but we, so, you know, our, our goal is always family resemblance, not cookie cutter and identical. So the way I think I’ve shared this with on your podcast before, but the Scroggins family, we have eight biological children. None of them are twins. They do have a look because genetics are real. Rich Birch — Yes. Jimmy Scroggins — But they don’t look alike and they don’t want to be alike.Rich Birch — Right.Jimmy Scroggins — They like being brothers and sisters. They like being part of the Scroggins family. If someone else picks on them, they tend to tribe up pretty quick. But there’s a healthy sibling rivalry among all of them. And that’s kind of my idea for how our family of neighborhood churches can work.Jimmy Scroggins — is There’s a family resemblance. We’re all proud to be part of the family. We love each other a lot. We pull for each other really hard. There’s a healthy amount of sibling rivalry. We don’t like other people coming at our coming at our brothers and sisters. And so that’s kind of how I like to posture our churches as much as I can.Jimmy Scroggins — And the way that we keep consistency and camaraderie and chemistry and hold each other accountable is we just have a lot…we call it meals, meetings, and retreats. So we have a lot of meals together. We schedule it. We budget for it. We have a lot of retreats together. We schedule it. We budget for it. We have a lot of face-to-face meetings, more than most churches or leaders would tolerate. But that’s part of how we create culture and how we cultivate culture together.Rich Birch — Yeah, that’s very good. I love that. Actually, very similar Mark Jobe in Chicago. They have 20 some odd locations as well, all preaching locally. Jimmy Scroggins — Yeah. Rich Birch —And he gave a very similar answer. I said, how do you keep everybody together? And he would kind of look to like well, we all get together for lunch on Monday. That was that was his answer. You know, it’s very similar.Jimmy Scroggins — Yeah. Yeah.Rich Birch — Like, hey, we got to keep FaceTime with each other. We got to keep relationally connected. Jimmy Scroggins — Yeah. Rich Birch — Yeah, that’s that’s fantastic. What would you say some of the, when you say your campuses have a strong resemblance, sticking with the genetic. Jimmy Scroggins — Sure. Rich Birch — What are some of those markers of the strong resemblance that that are telltale for you?Jimmy Scroggins — I mean, aside from the more superficial things like branding, right? Signage and branding. But also, I would say like our preaching. So we cultivate our sermon series together. Every preacher preaches in their own voice. umThey make every sermon their own, but we do collaborate. We create like a three or four or five point fill in the blank outline together that we all use. Then you have a lot of freedom beyond that, but that does keep a family resemblance. Jimmy Scroggins — Um, even our music, we don’t all have to use the same songs. We don’t, it’s not always in the same style, but we do have a set of songs that we’re using each quarter. And, um, we tend to try to, people have freedom to, to add songs or do something, but we, we, we kind of agree on a catalog of songs that we’re going to focus on for the quarter.Jimmy Scroggins — Our liturgy is similar. So we have certain, like an announcement video that we all play all every church, every campus does. So we all do the same call to worship, reading out loud together congregationally. And we all do the same benediction, you know, that we read out loud congregationally. We all take the Lord’s supper every week.Jimmy Scroggins — We share our baptism. So like,whenever we baptize, we video all of them. And then the following week, those baptisms are shown at every location. Rich Birch — Right.Jimmy Scroggins — So we all rejoice in each other’s baptism. So those are just some things that we’re doing to communicate, hey, we’re all we’re all one.Jimmy Scroggins — At the same time, again, if you go to some of our congregations that majority black, well, it feels like it. I mean, the music’s different. The the preaching style is different. The the the way people react in the room is different. Obviously, if you’re Brazilian and you’re speaking Portuguese, obviously, if you’re, and even our Hispanic churches… One the things I discovered—I didn’t know this because I’m such a redneck—but when I come down here to South Florida, I did not realize that Hispanic is not actually all one thing. There’s actually a lot of different countries that speak Spanish… Rich Birch — Right. Sure. Jimmy Scroggins — …and they speak Spanish differently. And they actually like, they’re different. Rich Birch — Right.Jimmy Scroggins — And so I did not know that. And I never thought about it. And so even those congregations may have some differences.Rich Birch — Some differences. Yeah.Jimmy Scroggins — So that’s how we that’s how we do it.Jimmy Scroggins — Try to maintain family resemblance. Try to maintain Sunday morning excellence. At the same time, giving the preachers and the congregations freedom to reach their own neighborhoods for Christ.Rich Birch — Yeah, that’s fantastic. I’d love to double click on the Sunday morning excellence piece, particularly around teaching. So I get that you’re doing, you know, the kind of team teaching in a sense, here’s the three or four points, we’re kind of all heading in the same direction. What are you doing to ensure that that part of what you do, we know that’s critically important for all our churches, that that part is as high quality as it can be, you know, it’s it’s kind of as engaging as it can be.Rich Birch — What are you doing um from a feedback, coaching, you know, maybe even selection of those campus pastors or the people that are speaking? you wouldn’t call them campus pastors, lead pastors. What are you doing on that front to ensure that that is as high quality as it can be?Jimmy Scroggins — Well, we have a system for that. So we have a couple of guys. We have three or four guys in our church or pastors here that are very gifted and not only in teaching and preaching, but they’re gifted coaches. And so we have a system and I, and a regular rhythm where everyone videos their sermons and then they they email their manuscript and their video to these coaches and then they get feedback. But then they sit down and actually watch the video and get personal feedback from these coaches. And they do this several times a year.Jimmy Scroggins — And we keep a running log on here’s some things that we’ve asked them to work on and improve. And so then when we come back the next time, did they work on these things and are they improving? And so those are the kinds of it’s not perfect, but it is a it is a serious mechanism that we have where…Rich Birch — Yeah.Jimmy Scroggins — And I do it, too. I submit to it as well. We all get coached and we all get better.Rich Birch — I love that. Actually, this is now the second church. I literally was talking to a church earlier this week that is pursuing a secondary communicator to do exactly this. So it’s actually not the lead pastor who they’re who they’re kind of charging with this coaching role on communicators. Talk to me about that. That’s an interesting decision because I think a lot of people would assume, oh, that must be Jimmy’s job. He’s going to be coaching all these people. But talk to me about about your decision to have them do that.Jimmy Scroggins — So one of the things that I do in a church like ours is I delegate a lot of things, but I do not delegate the teaching ministry of the church. So every week, if you go to our, you know, every week I meet for about two hours with everyone who’s preaching this weekend.Rich Birch — Okay.Jimmy Scroggins — So they’re all in that meeting. We’re talking through the sermon. We’re developing this outline. I do that myself. I personally lead the preaching retreats. We have two a year where we’re laying out our calendar. So we’re always 18 months out on our preaching calendar.Rich Birch — Yeah.Jimmy Scroggins — And so those are, that’s just something I, I don’t want to delegate. Um, the teaching ministry of the church belongs to me in terms of responsibility, for the ah oversight of it.Jimmy Scroggins — And so that’s how we do that.But in terms of the coaching, these are all men that I’ve known for a long time that I trust a lot.Rich Birch — Right. Right.Jimmy Scroggins — We’re theologically aligned.Rich Birch — Yep.Jimmy Scroggins — I know the kind of feedback that they are likely to give. I trust it a lot. I know how they do it because I submit to it myself. And part of the reason that I do it is I want to get better. And part of the reason I do it is I want to interact with the coaches.Rich Birch — Right. Yeah, that’s good. That’s great.Jimmy Scroggins — So I, yeah. And so it is my responsibility. But the other thing is, you know, Rich, on coaching, whether it’s student ministry, kids ministry, you know, I’m I’m an ex-athlete. And one thing that athletes do, they get coached all the time, and they get coached by people who usually can’t do what they’re being coached to do.Rich Birch — That’s true.Jimmy Scroggins — So like, you know, when Tom Brady was at his height winning Super Bowls, not one of his coaches could have played quarterback as well as him, but he got coached every week.Jimmy Scroggins — When Tiger Woods was at his peak of golf, he flew Butch Harmon, his swing coach, around his jet. And if Butch could play golf as good as Tiger Woods, he’d have won the Masters. Rich Birch — Right.Jimmy Scroggins — But he was his coach. And so somebody doesn’t have to be better than you to coach you.Rich Birch — That’s good. That’s great insight for sure. And, and yeah, that the analogy of, yeah, somebody that’s professional at what they’re doing is getting coaching right in there. And it’s a different skillset than the, the same is true the other way. There’s a lot of people that are pro-athletes who can’t make the jump to coach. They just can’t do that. They… Jimmy Scroggins — That’s correct. Rich Birch — …you know, that’s like a different, it’s a totally different skillset than, than doing the thing that we’re talking about. What about the these key staff, campus pastors in these locations? How are you where are you finding them before they join the team? Are they coming up within? Are you you know what what’s that look like? How are you how are you finding these individuals to lead?Jimmy Scroggins — Yeah.Rich Birch — I know this real pressure point a lot of multisite churches.Jimmy Scroggins — Yeah, well it’s a pressure point for us, too. And we never have enough.Rich Birch — Right.Jimmy Scroggins — But I will say we work at it. So we have an internship program that’s year round. So we’re trying to cultivate college age kids, not because we’re going to hire them necessarily. We hire some, but so that we have a pool of people that we know that are in their 20s that may have an interest in vocational ministry.Jimmy Scroggins — We bring in, in the summers, a cohort of outside college students who are from all over the country. Again, it’s kind of like an eight week where we invest in them, but it’s an eight week job interview also. And so at the conclusion of that, we’re sitting down with our team and going, okay, is there anybody that was here this summer that we would want to hire? Stuff like that.Jimmy Scroggins — We do have a residency program here in English and Spanish. So we’re cultivating, these are for people who are beyond college age and these is our residency is primarily aimed at people who already live here and who are engaged in a career that’s not vocational ministry. And people who are, it’s usually, we’re we’re looking for people who are at a point in their career or their business where they have a lot of control over their own schedule.Rich Birch — Right.Jimmy Scroggins — And then we give them some training. It’s a two year residency program. And then some of them become pastors or lay ministers. Some of them become just highly trained volunteers. That’s another avenue.Jimmy Scroggins — And then we’re networking all the time. So we’re working hard. We try to enter our team and cohorts. We try to travel and be there for college fairs and other things. Because we have to work hard so we have a Rolodex of people that we can call on when when we when we need someone to come fill fill a role.Rich Birch — And out of those, well, first of all, super commendable that you have lots of different avenues. And lots of times when I ask your church that question, they’re like, well, we do this one thing and it’s not working. It’s like, okay…Jimmy Scroggins — Yeah.Rich Birch — …well, it takes more than one thing. You got to do a bunch of different things. Which of those has been the most effective or most fruitful for, or is it kind of a scattershot? It’s all of it for… Jimmy Scroggins — Yeah. Rich Birch — …you know, identifying particularly key leaders.Jimmy Scroggins — They’re all fruitful in different ways. One of the things that we do is we use our student ministry. So when we have full-time student ministers, which we have a bunch of them, we really don’t hire somebody to be full-time as a student pastor unless we think they could be a campus pastor or lead pastor.Rich Birch — That’s good.Jimmy Scroggins — So it doesn’t mean that they will be, but every single person we hire, we think this person’s got the gift mix, they’ve got the teaching gift, they’ve got the want to, they’ve got some administrative ability, they’re a good convener, people tend to come around them. And so we’re trying to identify those people who may not be ready yet in terms of experience or age or family development or whatever, to be a lead pastor, but we want to identify people who we think are on that trajectory, put them in those slots.Jimmy Scroggins — And we do that because student ministry, you know, I was a student pastor for a long time. Student ministers do basically everything that a lead pastor does. They have to prepare messages. They have to rally volunteers. They have to arrange music. They have to oversee events. They have to do funerals and weddings. They have to do counseling. They have to deal with discipline problems. So student pastors, and they have to do it all on shoestring. They tend to be really good at senior pastor stuff after they’ve been doing it for a while. So that’s why we do it that way.Rich Birch — Yeah, that’s great. I love that. I love the, just even the clarity of identifying, Hey, we know that the people in this, you know, in this role, those are all people who eventually we could see, you know, if they keep developing, they could be in these roles. That’s a, that’s, that’s fantastic.Rich Birch — Well, this been a fantastic conversation. Getting back to the kind of Sunday focus question. if, if I’m a church leader and I think, man, I think we’re maybe a bit off focus on some stuff. We’re not, we’re not putting enough energy into the weekend. What would your recommendation be to them for pulling back on other things? How do you actually do that in a way that you know doesn’t kind of kibosh? How do we make that transition in a way that that actually propels the church forward rather than you know hindering us? Any thoughts on that?Jimmy Scroggins — Yeah, that’s probably a whole nother podcast, Rich.Rich Birch — Yes.Jimmy Scroggins — But just in brief, I would just say you need to do that very wisely because what you’re going find out is in order to refocus, you’re going to have to either de-emphasize or stop doing something else. And that something else is probably a really good thing that some Christian somewhere ought to be doing. And your church has a constituency of people in it who are super passionate about that thing. Rich Birch — Right.Jimmy Scroggins — And so you gotta be really wise because you just go ripping and slashing, um you’re gonna undercut your own leadership credibility. And in some situations you might undercut your leadership opportunity.Jimmy Scroggins — And so you gotta be really wise about that. But I think minimally, if you could just assess it. So years ago I heard a guy that was really good at organizational leadership. He said, he said if you brought in a consultant from outside and he didn’t know anything about your church, and he didn’t care about anything about it. And he just assessed it and said, you should stop doing this, you should start doing that, you should fix this, you should fire them, you should hire them. He goes, why don’t you just think about what that guy would say and then do it. Rich Birch — Right. Yes.Jimmy Scroggins — So I think there’s a part of that where even if you can’t wisely do everything all at once, I think there is a sense in which you should at least be able to identify what those things would be if you could. And then you begin to chip away at it.Jimmy Scroggins — So the way, I mean, just real clarity is just like, hey man, where’s the money? How who how many how many staff dollars or budget dollars are flowing towards helping Sunday morning succeed and how much of it is flowing elsewhere?Rich Birch — Yeah, that’s good.Jimmy Scroggins — How many staff members and how many staff hours are directed at other programming versus Sunday morning programming? How much of your brain space as a senior leader is being occupied by other ministries versus Sunday morning? Rich Birch — That’s good.Jimmy Scroggins — And I would just say it doesn’t mean that it should be zero. It just means the clear priority in my mind should be your weekend gatherings. And then a very simple, like a very practical example of how this might work out is let’s take student ministry. So I did that for a long time.Jimmy Scroggins — A lot of churches on like their midweek program on Wednesday nights, whatever night it is, they have a huge group, two or three or four times bigger than the student ministry group that meets on Sunday mornings. Okay, and why is that? Well, we’re reaching the community. Okay, maybe. Maybe you got a bunch of kids that aren’t Christian or whatever, and they come to your thing because it’s fun. and Maybe you’re also collecting some kids from other churches whose youth group isn’t as good as yours, or maybe they don’t have one, or, you know, whatever. There’s there’s a lot of reasons why the youth group on the midweek is is big, and there’s nothing with that.Jimmy Scroggins — But I would just say, my so what I tell my youth pastors is, look, get the biggest group you can on Wednesday nights. I love it. Blow it out. I’m just not evaluating you on that. I’m evaluating you by how many students are here on Sunday mornings. Rich Birch — Right.Jimmy Scroggins — Because because Sunday morning kids come with their families and families are what build churches.Rich Birch — Right. Right. That’s good.Jimmy Scroggins — Now they’re going push back and say, so you don’t care about reaching all these lost kids at our public school. No, I actually really do, which is why if that’s something that we’re really passionate about, why don’t you get a job with FCA or Youth for Christ or First Priority? Let’s fund you and, man, knock yourself out as a missionary to the public schools.Jimmy Scroggins — But what we’re trying to do at Family Church is make disciples. And the way we do that is building families. It doesn’t mean that we won’t have kids whose parents don’t go to church. We will and we do. But what I’ve learned over many years is all that activity around people who never whose parents never come bears very minimal fruit compared to the energy we put into parents whose kids do come or likely to come. Those that fruit tends to remain.Jimmy Scroggins — I know we’ve all got anecdotal stories. I do too. Rich Birch — Yes. Jimmy Scroggins — And I know you know I am 100% in favor of student ministry as a missions enterprise, and we want to reach kids and baptize kids. I’m for all of that. We baptize a lot around here. At the same time, everyone at our church knows I’m being evaluated by what happens on Sunday morning. So what I’m doing on Wednesday really needs to be a funnel where I’m catching kids and bringing them into our true discipleship matrix, which is um Lord’s Day worship. So whether they have they’re with their parents or not.Jimmy Scroggins — A Christian who says, I’m a Christian, I’ve been baptized, but I don’t participate in Lord’s Day worship with a neighborhood church. That’s not a, that’s not, they’re not following a biblical pattern and that’s what we’re trying to get kids. So that that’s just an example of how an emphasis on the weekend might flesh out in a local church.Rich Birch — I love the clarity there. And I love the like, hey, you can do that thing, but we got to make sure that there’s a connection between that and this. And if we can’t show that we’re that this thing is going to drive to that thing, to the weekend, we you know, you you probably don’t want to be doing that. I think the clarity that you’re giving your people, I think, is a huge gift there. That’s that’s fantastic.Rich Birch — Well, Jimmy,Jimmy Scroggins — Well, you know, it’s one of the things about what I do is I always sound like I’m 100% positive and like I know what I’m doing. Just to be clear, hey, man, other people do it different. God blesses it.Rich Birch — Sure. Yeah, yeah.Jimmy Scroggins — Praise God for it.Jimmy Scroggins — This is how we do it at Family Church. I don’t think it’s the only way to do it.Rich Birch — Right. No, that’s great. And in fact, actually, that’s a telltale sign I’ve seen in lots of churches would say, would have that same humility to say, hey, we know there’s lots of different ways to do it. This is the way that we’re doing it. Jimmy Scroggins — Yeah.Rich Birch — This is what we believe God’s called us to. But we’re that means we’re called to this thing. We’re going to do it this way. Jimmy Scroggins — Right.Rich Birch — And that clarity, rather than like, hey, we’re always every six months, we’re trying something different. I think that just drives in too many weird directions and the church doesn’t end up being focused enough. Jimmy Scroggins — Yeah.Rich Birch — So yeah. Yeah, I really appreciate your clarity, Jimmy. Well this has been a fantastic conversation today. Any kind of last words as we wrap up today’s conversation?Jimmy Scroggins — Yeah, I would just say again, if you’re a church leader, my my humble encouragement to you is make Sunday morning the best thing that you do. Put your primary and energy into that. And if your Sunday morning is vibrant and healthy and growing and people are being encouraged and taught and trained and they’re serving, then what you’re going to find is all of the other things that you want to do and should do outside of that are likely to be healthier.Rich Birch — That’s great. Thanks so much. If people want to track with you or with the church, where do we want to send them online?Jimmy Scroggins — You can go to our website, gofamilychurch.org. We have some podcasts as well. Church for the Rest of Us is one. We’ve got another one for ladies called Mom Village. Check all that out. And and we love to connect. Jimmy Scroggins — We also have a we have a we have a conference every March. It’s a one-day conference, very affordable, small, no green rooms, no VIP treatment. But we want people to come with us, make friends with us, and talk church. Rich Birch — That’s great. Jimmy Scroggins — And you can check all that out online or on our website.Rich Birch — Love it. We’ll link to all that in the show notes. I appreciate you, Jimmy. Thanks for being here today.Jimmy Scroggins — Always. Thanks so much, Rich. Appreciate it.

Dental A-Team is all about case acceptance. In this episode, Kiera shares how a practice can double its case acceptance in one month (or even one day! She has receipts!). She gives five tactical tips practices can apply today to refine that acceptance and start upping that percentage of "yes." Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera and today is a great day. I hope that you're loving it and I hope that you remember just as a quick little motivational thought for you that what's right is just as available as what's wrong. And I think so often we're looking at what's wrong in my life and why isn't this working versus thinking what's going well, what's right in the world, what's what's and I'm not saying to   belittle, miss sunshine and not see all the things that are really going on. But I do think that what we focus on, we attract and we achieve more of. so practices that are high performing practices that really have great cultures, they're looking for what's right in this world. They're looking for the good, the positive, they're building that. But that does not mean that they're not seeing the things that need to be impacted and fixed. And so I just really want you to, to think about that today as we as we tackle a fun topic, and that's about case acceptance. And if you know me, you know that I'm obsessed about case acceptance and   Today we're gonna go through how to double your case acceptance in 30 days or even just one day. And it's really true. I've done this multiple times. We've taken practices from 50 % case acceptance to 100 % in one day. I have some practices, they know who they are, they listen to the podcast, shout out to them, where we coach their treatment coordinators. And we've been doing this for several years and we've added multiple millions to their practices. We're not quite to the billions, no pressure team. I know you guys like a good challenge, ⁓ but genuinely, and it's through helping.   just people have better lives. And I think about case acceptance and people are like, but you know, case acceptance, Kiera, it's about like money or it's this objection. And I just want to say that realistically, most treatment coordinators, what happens is we accidentally plant weeds in our flower gardens, aka objections in our case acceptance, unintentionally. And I can have the exact same patient, exact same scenario, different treatment coordinator, different result. And so what I found, and this is why I love this, this is where I got my start.   You guys know that I'm obsessed with helping patients and teams and dentists just have their best lives possible. And so really just giving you guys some tips on how we can do this, how you can boost your case acceptance. And these are tactical ways. So like take the recipe today, take this in, apply it. But what I want to say is I believe that case acceptance is a journey and it's not an overnight sensation. And these practices I alluded to, again, they are some of my favorite clients to work with. The team is amazing. They show up, they have grit.   and they recognize that it is always a next level to improve. And so that's why we work together because we are like, I've trained them for years and yet they keep coming back and we keep refining and we keep going to the next level and we keep improving because there's always a next level within case acceptance. And I think when you recognize that and you see that you can actually be an even stronger treatment coordinator. you guys know, Dental A Team, we are obsessed with making your life better. We love to work with doctors and teams. We love to   do it virtually or in person with you and to possibly influence and impact the world of dentistry in the greatest way possible. So I'm so glad you're here on the podcast with us. If you love our podcast, please be sure to like, subscribe, share this with people, leave us a review. I do personally read those reviews and I'm so thankful for you guys. I'm thankful for this community. I'm thankful for ⁓ the, I think just the lives that have been changed. I love meeting you in real life. I love hearing from you in emails. I love.   this community of people. I just love people in general. And so I hope that you know that I just truly love and adore you and I hope that you feel that and if I was in person, I'd give you a giant hug today and tell you that I know you're doing better than you think you are. And they're simple tips. ⁓ I can speak very confidently to case acceptance. I was speaking to a candidate that I'm interviewing and there was this there was this humble confidence about them where   They didn't have to prove anything to me on the interview. was like, Kiera, I've done this. I've done this many times. It's like, I know how to get the winning championship and it's not hard. And I don't say this egotistically. I will say that I do know how to get case acceptance boosted and our team knows how to do this. And I think this is one of the greatest services you can give your patients is helping them say yes to dentistry that's necessary. And so I hope that you feel that what I'm teaching you today comes from very strong.   Experience is not just theories and ideas, but genuinely been there done that done it successfully and I'm here to share that with you So a couple of things is number one. I'm really big on when we are working with this So first steps first I work hard on making sure that we have the right mindset I say mindsets everything So if you think a patient is gonna say no to you You're gonna make yourself correct if you say a patient is gonna say yes to you You're going to make yourself correct. So whichever one it is and to me. I'm like both of those are free   Thoughts are free, words are free. Let's pick the ones that serve us. And I'm going to choose the one of everybody says yes to me. I even have doctors that text me and they're like, remember Kiera how you say this? And I'm like, I genuinely believe it. It's because I believe in my doctors. I believe in what we're doing. And I believe that patients deserve to have the best dental treatment and new doctors and new teams are the ones who are going to give it to them. So I'm not going to let this patient leave me just like I'm not going to let somebody who's looking for a great consultant.   Leave me, I know we are the best freaking consulting company you could ever have. So if you wanna have the best consultant, call me, call our team, let's work with you because you're going to see results and that's what I'm about. So with your office, same thing, you should have that same level of confidence in your practice. You should be able to say, I want these patients, I'm going to help these patients. Now that doesn't mean I take on their problems, but I do believe that mindset is 80 % of the game of case acceptance. So that's step one is we gotta start with that. Doctors, when you walk into the room, I wanna when you put your foot on that threshold, walking in to do an exam,   You come into doctor 2.0, whomever it is, like patients say yes to you. Your job is to give them a very clear diagnosis and to be able to guide them into correct decisions. Words create worlds. What world am I creating for our patients? What am I doing for our patients? Am I helping them see like this is easy to say yes or am I making it so confusing and hard with multiple options? Doctors, I'm calling you out on this. I know you wanna explain everything. You're freaking brilliant, but sometimes that's called confusion. And that makes a patient not wanna say yes to you.   Complexity is the enemy of execution. I'll say that again. Complexity is the enemy of execution. So if you don't have clarity and you don't drive people with clean, concise routes, you can give them the options, but let's talk about, do they want fixed or removable? You've got to be very clear and you've got to be very confident when you deliver. Patients are buying your confidence. So number one, I want you to 1,000 % change your mindset. I don't care what you got to do, who you've got to be, but you've got to start with a correct mindset. And if you will do that, your case acceptance will automatically just with that one thing,   go up and that's between treatment coordinators, team members and dentists. All of us patients love us. They want to say yes to us and we have a moral obligation to help them. Number two, I'm really big on you guys know we have this where we're going to have doctors having great presentations. So I talk a lot about ⁓ child Dini's principles of persuasion and whether you like those or not, that's fine. Words are free. Options are free. Thoughts are free. Take them if you want them and I'm obsessed with this because if I can get a patient in the mindset of saying yes to me,   I've already teed them up into that confidence space. So I recommend doctors when you lean the patient back, you say, can I lean you back? They will say yes. Can I do an exam? They will say yes. This is helping them prime and we're priming them to get them into the mindset to say yes to you. Really, really, really important. And I know you don't want to do this, but guess what? It's very easy. So we have the mindset already there. Then we get them to be saying yes to us. Be very careful treatment coordinators. This does not always apply to you because the last thing I want you to do is do you want to get treatment scheduled? We are not leading them to answers with no.   We are only leading to answers of yes. So if you're going to use a yes or a no, you've got to make sure it's gonna lead to a yes. I do not want you planting them with nos. You've gotta be very careful with this. Then step three is going to be, we do comprehensive exams and we wrap it with the NDTR. You guys have heard me preach about this. This was made up in a practice, I don't know, 10 years ago. Shout out to ⁓ my Tucson practice. I know you listened to this. It was your office because your office manager didn't wanna use a route slip.   So I made up this acronym that has stuck with us for years and it's become one of the bread and butter of dentistry that I use. And I will tell you, you put this into place, you're going to add multiples to your practice. We call it the NDTR, next visit, date, time, re-care. You get those items, you put it in a nice pretty bow, doctors, you do a comprehensive exam, you make sure you don't have too many of them being crazy. Like get them into pretty much where they're onto one solution. If you are my mom or my grandma or my dad or my brother or my sister, whatever it is.   This is what I would recommend for you. If cost wasn't an option, what would you select? You can ask them, what's the most important thing to you? Cosmetic function, cost or longevity. There are ways you can tee people up and then you can guide conversations into exactly what they want. This takes finesse, this takes practice, but ultimately we're after results, we're after the W, we're after helping the most amount of freaking patients that we can, all right? So for you, if you want the W, to me, case acceptance, the way we win is by helping more patients say yes.   If you're a great doctor, I want patients saying yes to you. If you're not a great doctor, I want you to become a great doctor so more patients can say yes to you. That's where we're at. So we've got to wrap our pretty little treatment plan up with the next visit. It's clear. What is our exact next visit? Kiera, I want to see you back for the crown in the upper right. I want to see you back in two weeks. That's the date. And I need about an hour and a half of that. Please, for the love of everything, this is step whatever. I don't know. I think this is step three for you. But I want you to make sure it's very clear and concise because   Complexity is the enemy of execution. If they're walking up of like, don't even know what treatment I'm coming back for. I don't know what I need to come. A crown is gonna take me all day. I can't do that. Your patient is subconsciously planting objections and why they can't say yes to this. But if you eliminate those, like we're clearing the fog, it's very easy. I just need to see you back in two weeks. I need to see you for an hour and a half and we're gonna take care of that crown for you in the upper right and the fillings. Or we're gonna do implants, whatever it is, I don't care.   or like, hey, we're gonna see you in three visits. We're gonna start with the upper right. We're gonna take care of that. Then we're gonna go and do your SRP. And then we're gonna finalize with all the rest of the fillings. I don't care, but make it so clear and simple for them. They don't need it all. And I know we sometimes go, this is where we go from clinical jargon to patient simplicity. Make it simple. When I go in and I'm trying, I remember I was at the van store and this girl was like, so do you want a bag? And I was like, no. Do you want this? Do you want that? Do you want this? I'm like, just like I'm done.   You guys mean far too many questions. I don't even want to come back and talk to you. Like keep it. I don't even want to buy it. And I think we often forget that our patients, while we're trying to educate and explain, and there is a line of that, this isn't their passion. And I say that with the most amount of like love, like, know, I know you care about this so much, but they don't. What they care about is, are you the right person? And how are you going to get me healthy and confident? Now they might have questions that they need answers to. That's okay. But for the bulk, people want to know.   Where am I at? Why does this need to get done? And what are my steps to get it fixed? I was at the jeweler the other day and like, my gosh, it was like, you have these chips, you've got this, you've got this warranty. And I just, I didn't do anything because it was too much. I don't care about jewelry and chips and this like, is my diamond going to fall out or not? And what do I need to do to prevent that? And then they were like, well, it's this amount. And I was like, okay. But the ring didn't even cost me that much to begin with.   So you've got to make sure that it really makes sense to patients in the simplicity. So confidence, number one, you've got that. Words create worlds, you're gonna walk in there. Number two, we're gonna tee them up with giving the yeses. Number three, we're gonna give a very simple NDTR, give it to the patient, make sure it's clear and concise, what is the very next step. It's very clear, very simple for them to go through. And then we take them up to the front office and every person, if they follow this, we use route slips, we have handoffs, I don't care, you can have a virtual.   hand off, I don't care, you can type it in, but we need next visit date, time, so we're all saying the exact same thing. So this patient knows my goal for every practice is that that patient leaves the operatory, walks to the front office, which they should not do, but the visual is there that they walk up and like, hey, Kiera, Dr. Smith wants to see me back in two weeks for a crown and it needs an hour and a half for that. If it is that clear, and I need to schedule my cleaning with Sarah. Do you think that patient's bought in? The answer is yes.   You've already got them like 90 % of the way. Now all we've got to do is deal with finances. Like that's truly it. And sometimes that's not even the issue, but we need to make sure that we have that. Now, step four is schedule first. Put the emphasis and the priority on the schedule. People are like, so we got to do the crowds. It's going to be this amount. No, why are we talking money first? Dentist diagnosed it. We need to get this treatment done.   Why are we sitting here wondering if money is the issue or not? It's not, let's get the treatment done. Let's assume they want to do treatment. Remember, everybody says yes to Why would they the dentist if they don't want to get treatment done? They are here because they want to get their mouth healthy. They don't come here because they're like, well, I'm not gonna do anything with it. I went to the jeweler because I wanted my ring fixed. They made it so hard, I walked out of there because it was too hard for me. If they would have said, Kiera, perfect, your two choices are, we can either do it on warranty and this is how much it is, or if you don't, this is how much the total is.   If they would have just said it that simply for me, I would have probably fixed my ring. But it was all this nonsense that I walked out. So think about your patients the same way. So schedule first, that is our next step. Hey, perfect, so Dr. Smith wants to see you. He wants to see you back in two weeks. You're like, care of my schedule is so booked. Fine, when your schedule and my schedule align, please stop making objections for things that are simple. I need you to get out of your own way on case acceptance.   You sit there and over explain, give too many options, don't think it's good to give them urgency, cause you're like, well, the two is not gonna break. I hear you. But what you're lacking is they're gonna leave your practice, go to Costco, be thinking about cereal and the kids and dance. This is the time that they're dedicating to themselves to get their dentistry done. Be respectful of their time and make them a raving freaking fan. Make it so easy for them. I think about Disney. Disney makes it so easy for me to spend money with them.   It's a mobile app. I don't have to go stand in lines. I have this, I have that. They make it so easy for me to say yes. And my question to you is, are you making it easy for your patients to say yes to you or are you making it so hard that they don't want to? Are you making them so confused? They're like, I don't even know what just happened. With IVF, do you know how many words they talked to me about that I don't even know? But it was like, Kiera, this is your next step. This is the total of how much you'll pay and here are financing options if you need them. Now, the only reason I use that as an example,   is because IVF is about $50,000 per treatment. Just like you're all on excess cases, that is the appropriate time to talk about financing there because not everybody has 50 grand just sitting there, just like in that. But most people usually are okay with one to two to three to five to 10,000 even. Not all the time, and I'm not saying that, but be careful that then with treatment coordinate, and this is the fifth step, is we need to make sure that when we're presenting treatment, we don't assume that it's money. We don't assume it's all these things. It's not, it's your confidence in how you're saying it.   Schedule first, talk money second. Now when we're talking money, we go into it and they're like, but what's it gonna cost? No problem, I'm go over that. You're gonna be super confident. We're gonna make sure we take care of all that. Dr. Smith's super busy and I wanna make sure I reserve that time for you. I have Monday or Wednesday, which works best for you. Control the conversation, make it very simple for them. Make it very, very easy for them. Then after that, what we're gonna do is we present the totals. Here's the total amount. Here's the estimated insurance amount. This'll be your total when I see you on Wednesday.   What questions do you have for me? I want you to be super confident moving forward. I say super confident moving forward. I am guiding them. I am saying what I want them to do. This is all words again are free. Use them. I believe that this patient deserves it the best dentistry and I wanna make it as easy as possible. There was no pressure on it. There was nothing. It is very, very simple. I've told you what you need. We've got you scheduled. Here's the total. What questions do you have? Some people will be like, let's talk about financing.   Absolutely, we've got financing. Do you have savings or do you want to talk about third party financing? I'm not just throwing out my Rolodex because what happens is, and I did this, we were buying bikes. My husband and I were buying bikes back in COVID. And I remember they were like, ⁓ and or you could do this like thing and you won't have any interest. My husband and had the money. We would have paid right then and there, but because they would not stop talking and assume we weren't going to say yes,   They offered financing. And I know a lot of people fight me in the industry on this and like, no, Kiera, you should offer financing. Like that's the way of the world. I am really pro simple equates results. And if I can have simple things, I'm going to get a lot more yeses. So treatment coordination, we're going to have financial options. Make sure you have it. We want to have them immediately. We want to be really, really solid with this. We are going to present all of our treatment there. And then if they are not on a yes, I go past it two times.   If they're still not a yes, I'm gonna follow up with them in two days, two weeks, two months. Follow-up matters. You have got to follow up on this. We need to check in with them. People get busy, they've got questions. Love them. Do this out of love, not obligation. And that might be like my best line for you. Do everything with case acceptance out of love. I told the team the other day, I just imagine when a patient sits with me, I'm giving them a warm hug. And it's like, not an actual one. Please don't get weird. But like, how can I make you...   feel like you are the most important, incredible human being sitting right in front of me and I'm gonna help you get the best dentistry possible and I'm gonna make your day just a little bit better because you happen to be in my world today. That's the direction to come from. Doctors, that's the direction to come from when you're doing your case presentation. Hygienist, this is how we tee it up to our doctors. These are simple little steps and I promise you, if you will do these items, your case acceptance will flourish. If you choose to pick and choose like this as a buffet, it won't grow. It is all of these steps.   consistently every time when we look at the results, we review the results, we see how are we doing and we refine. Case acceptance is about refinement, it's not about perfection. Where am I having that one or two words where I just need to do that, just change it a little bit, what needs to happen? And I promise you, you're going to get it. So if you want help with this or you wanna be like the team where we're adding multiple millions, please, please, please join us. Reach out, Hello@TheDentalATeam.com. But you, your practice and your team.   deserve to have the best case acceptance. You deserve to have patients that love you, that wanna work with you. This is what it's about. They love you. So let them work with you. Make it easy to work with you. Progress over perfection is where it's at. And I am obsessed with this. Just think about it. People are like, well consulting, can cost so much. And I say, if I helped you get one or two more cases closed every single month, we'd pay for ourselves. And you have a fairy godmother on your team.   And you have somebody you can talk to about finances and you have somebody who grows your team and you have somebody who's going to help you with the business side of it. And you're going to have somebody who's way freaking smart in dentistry. And you're going to be able to have access to our entire group. And you're going to be able to come to a mastermind. Like why not? It is that simple. And this is what we do. And this is how we pay for our consulting. Plus give you your life back, plus help you with your patients and make your life incredible. So reach out. Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.

With agentic AI reshaping what it means to work in Salesforce, Mike Gerholdt makes a compelling case for why the role of a Salesforce Admin isn't shrinking, but shifting. The value was never really in the buttons Salesforce admins click, but in the judgments they make.Jack chats to Mike about everything from the principle of least privilege in an agentic world, to whether generalist or specialist skills will win out as the platform keeps expanding. Mike also shares why the admin who hoards their knowledge, whether that's contacts in a Rolodex or config know-how in their head, is ultimately doing their organisation and themselves a disservice. Plus, with TDX just around the corner at the time of recording, Mike gives a preview of what makes that event different from every other Salesforce gathering on the calendar.00:01 Intro & Meet Mike Gerholdt01:32 Why Admins Shouldn't Fear the AI Revolution04:14 Decisioning is Cheap, Judgment is Expensive06:35 What a Salesforce Org Actually Is07:28 The Mundane Stuff vs. The Valuable Stuff10:27 Why Admins Have an Emotional Response to AI11:19 Identity, Expertise & the Evolving Admin Role13:44 Security, Permissions & Principle of Least Privilege17:14 Trust, Vibe Coding & the AI Learning Curve19:51 Why Tools Like Gearset Still Matter21:03 AI Won't Replace Admins — Here's Why23:43 How Engineers Are Actually Using AI Day-to-Day26:48 Security Guardrails in an Agentic World31:02 User Experience as a Specialisation32:47 Generalist vs. Specialist: Where Should You Focus?38:26 You're Not Learning to Drive Until After You Pass Your Test40:59 What to Look Forward to at TDX44:22 Final Bits of Wisdom

Let me just say this upfront: You do NOT need a big audience to get clients. And if you've been telling yourself that you need more followers, more content, or more visibility before you can sign clients… that belief is probably the exact thing keeping you stuck. In this episode, I'm breaking down one of the biggest misconceptions I see service providers make—thinking they need to grow an audience like a course creator in order to make money. That's not how this works. Because clients don't come from content. They come from relationships. What You'll Learn in This Episode: Why you don't need a big audience to get clients (and why that belief is slowing you down) The difference between audience-building vs. client-getting How I build a “Relationship Rolodex” with 70+ potential opportunities The 14 categories of people you should be tapping into How to reach out without being awkward or salesy Links & Resources: 100 Ways to Book a Client This Week: https://courtneychaal.com/100 Yay for Business Shop: https://courtneychaal.com/shop Instagram: https://www.instagram.com/courtneychaal

AJ, founder and CEO of Daylight — an award-winning, Mac-exclusive CRM — joins Jeff Mains to share one of the most quietly remarkable stories in SaaS: a decades-long journey from refugee to bootstrapped CEO.AJ traces his path from arriving in Canada with nothing, to bartering his labor for computer access, to navigating the dot-com crash, multiple pivots, and a delicate transition from on-premise software to the cloud — all without outside funding. At the heart of his story is a deceptively simple framework: build strong systems, hire good people, and stay close to profitability.This episode is a masterclass in endurance, disciplined reinvention, and what it really means to build a company that outlasts technological waves and market cycles.Key Takeaways6:42 Adversity doesn't kill you — AJ's foundational lesson from arriving in Canada as a refugee: there is always a way out. That mindset became his default response to every business challenge.7:36 Self-reliance as a survival skill — Indoctrinated early by family: don't count on anyone else. Combine curiosity with self-reliance and you'll find the knowledge you need.12:27 Bartering for access — AJ traded free labor — sweeping floors, running errands — for equal computer time to teach himself to code. Grit over credentials.14:38 Naivety as a founder asset — Market Circle was founded after watching eBay and asking "how hard could that be?" Sometimes naive conviction is the fuel that gets you started.16:18 Timing killed the idea, not the idea itself — The dot-com bubble burst derailed AJ's first venture mid-fundraise. The idea was validated; the timing was wrong. Lesson: markets don't care about your timeline.19:36 Apple community validation — People inside Apple told AJ to stop using the CRM as a portfolio piece and sell it. External market signals matter — listen when the right voices say "people want this."27:08 The gradual pivot saved the business — A VC in San Francisco warned AJ about the "road of carcasses" of companies that ripped the band-aid on on-premise-to-cloud transitions. AJ changed strategy to a gradual 3-year migration and survived where others failed.28:54 Let customers get comfortable with change — The gradual approach gave customers time to adjust, and gave the team time to fix infrastructure, scaling, and reliability issues before fully committing.34:03 Bootstrapped discipline — Without outside capital, the rule is simple: stay close to the profitability line and reinvest constantly. Running a small deficit is only acceptable if you can make it up quickly.40:43 Jobs to be done never change, tools do — Building relationships is a timeless job. The Rolodex became the CRM. AI will change the tools again. Anchor your product to the job, not the method.44:30 Hire people who find solutions — Good people aren't just smart — they're open-minded, willing to work, and always looking for new ways forward.45:22 Take vacations to test your systems — If the business collapses when you're gone for three days, you don't have a business — you have a job. Use time off to expose what's not yet built to run without you.Tweetable Quotes"Adversity doesn't kill you. As long as you take it in stride, whenever you run into adversity there is always a way out — you just start thinking, what's the way out?" — AJ"Don't count on anybody else. You count on yourself. That means you always have to prepare for you doing the work — and to do the work, you've got to go get the knowledge." — AJ"I'll work for free if you give me equal time on a computer. I'll sweep the floor, run errands, do whatever — just give me equal time." — AJ"There's no divine inspiration. You wanna do something, just do it." — AJ, on starting Market Circle"Had we not done the gradual approach, we would have killed the business." — AJ, on the on-premise to cloud migration"Help customers become comfortable with the change somehow. Whenever people are involved, things have to be carefully managed." — AJ"You wanna test that the business can run without you — because if it can't, you just have a job." — AJ"The job to be done — building relationships — doesn't change. The Rolodex became a CRM, and AI will change the tools again, but the job remains." — AJSaaS Leadership Lessons1. Adversity is a training ground, not a stop sign. AJ's early life as a refugee didn't break him — it gave him the mental framework that every business obstacle has a way out. That mindset compounds over time. Founders who've faced real hardship often have a quiet durability that's hard to replicate.2. Curiosity + self-reliance is a compounding advantage. AJ didn't have resources, mentors, or credentials. He had a burning need to know why things worked, and the conviction that no one else was coming to save him. Those two traits drove him to bookstores he couldn't afford, to companies that rejected him, and eventually to building a product customers love.3. Gradual > dramatic when navigating major transitions. The on-premise to cloud migration is a case study every SaaS founder should memorize. The "hard cutover" approach — common, intuitive, and fast — kills companies. The slow approach feels inefficient but it gives you the runway to fix your mistakes before they cost you everything.4. Bootstrapped? Stay close to the line and keep reinvesting. Without VC money as a buffer, the game is different. AJ's rule: stay profitable (even by a dollar), and put every spare dollar back into the product. This isn't about being conservative — it's about staying alive long enough to adapt.5. Anchor your product to the timeless job, not the current tool. "Build relationships" was the job 60 years ago and it will still be the job in 50 years. The tools evolve — Rolodex → CRM → AI-assisted CRM. If you stay anchored to the job your customers need done, you'll always have a reason to exist. If you anchor to your current feature set, you'll be disrupted.6. Build a business, not a job — test it with a vacation. AJ recommends every founder take a deliberate vacation specifically to stress-test the organization. Two to three days first. Then longer. If it falls apart, you've just identified your most important engineering project. The goal isn't the beach — it's proving the system runs without you.Guest Resourcesaj@marketcircle.comhttps://www.daylite.app/https://www.linkedin.com/in/alykhanjetha/Episode SponsorThe Futureproof Series - https://www.youtube.com/playlist?list=PLfkXKUPZ5xuOqMPR7_gzGybncTtavyR1NThe Captain's KeysSmall Fish, Big Pond – https://smallfishbigpond.com/ Use the promo code ‘SaaSFuel'Champion Leadership Group – https://championleadership.com/SaaS Fuel ResourcesWebsite - https://championleadership.com/Jeff Mains on LinkedIn - https://www.linkedin.com/in/jeffkmains/Twitter - https://twitter.com/jeffkmainsFacebook - https://www.facebook.com/thesaasguy/Instagram - https://instagram.com/jeffkmains

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/Become a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

3V Infrastructure finances EV charging infrastructure for multifamily real estate owners, removing upfront cost as the blocker to deployment. Ben Kanner breaks down how they built a channel-first GTM, why they deliberately stripped sustainability from their pitch, and how they're reworking their funnel after deals started stalling mid-stage.Topics Discussed:Why multifamily EV charging is uniquely hard to finance and deploy at scaleStripping sustainability from the pitch and leading with NOI and amenity valueFinding the right internal champion: ancillary revenue over sustainability titlesBuilding a channel partner program as a lean team without eroding partner marginGoing enterprise from day one and the deal-size math behind that decisionDiagnosing a mid-funnel stall and revamping talk tracks in real timeRunning a small SDR function alongside channel for targeted key account outreachKey GTM Insights:Lead with NOI, not sustainability. 3V made a deliberate decision from day one to never pitch climate or sustainability. The frame is strictly financial: EV charging as an amenity that brings residents in, supports rent growth, and drives NOI. In real estate, NOI plus a cap rate equals property value, and that math is what moves the deal. "Whether you're red or you're blue or you're purple or you're pink, it is really not about politics, it is not about climate, it is not about sustainability. For us, this is an amenity."Map the org before you pick your entry point. Inside large commercial real estate organizations, the decision maker and the champion are almost never the same person. Ben identified a role he didn't know existed before entering the space: the ancillary revenue director. These stakeholders own incremental property revenue and are directly aligned with what 3V sells. "Some of my best counterparts and my best partners are in the ancillary revenue departments because they do care about the things that we can help them with — which is generating more revenue for their properties."Channel economics only work if partners want to sell you. 3V's GTM is built around EPC contractors, hardware providers, and software companies who already have trust with commercial real estate owners. The structural risk: if 3V squeezes partner economics, those partners route deals direct. Ben's rule is straightforward. "We can't just beat them down on price because then they're less likely to sell to us... you kind of got to leave some meat on the bone for everybody." The target this year is 75% of leads from partners, 25% self-originated through outbound and conferences.Enterprise from day one because the math demands it. Ben's framing on deal selection is direct: "It's just as much work to sell a hundred thousand dollar contract as to sell a million dollar contract." Given 3V will never be a large headcount business, he made an early call to go upmarket and stay there. He started with a Rolodex from his prior EV charging OEM role and expanded from there.When deals stall mid-funnel, change the message, not the motion. 3V built a stage-by-stage funnel view and found the problem: deals were entering but not converting. Ben's read is that declining multifamily rents have shifted what property owners care about, and the old pitch needs to adapt. "What was working for us last year doesn't seem to be working for us right now." The new hypothesis: shift from profit-share upside to operational relief. "We want to lean into, hey, we're the easy button."// Sponsors: Front Lines — Silicon Valley's leading Podcast Production Studio. We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. Mention you are a listener and get a 10% discount. www.FrontLines.io/Podcast-as-a-Service

Episode Notes Jon Parker of The BatMinute is with Rob in Einhoven as the townspeople get very excited about being liberated while Perconte gets an education he never expected.

Customer Relationship Management (CRM) platforms have long been at the heart of sales organizations, promising improved insights and streamlined processes. Yet, as businesses evolved, so did their CRMs, sometimes for better, sometimes not. In this episode of the Sales Reinvented podcast, I was joined by Tim Gale, European new business sales leader at Sugar CRM, to discuss what CRM 3.0 means in an age where information overload is the new normal.  You'll hear why having too much data can actually hurt sales teams, and learn Tim's top strategies for turning CRM insights into meaningful actions. The conversation gets into the power, and limitations, of AI and automation in CRM, emphasizing where human judgment still makes the difference. Tim also shares his top dos and don'ts for organizations moving toward CRM 3.0, and tells a compelling real-world story of how smart CRM clarity boosted sales performance and revenue. Outline of This Episode 00:00 CRM 3.0: From data to clarity. 03:05 Data overload and inefficiency. 06:10 Leveraging data for sales insights. 09:59 AI as enabler, not a replacement. 15:38 Insights through real-world practice. 18:28 Custom CRMs boost adoption. CRM: From Data Dump to Decision Engine CRM used to function like a digital Rolodex, a static data repository. Then they evolved to offer improved connectivity between sales, marketing, and service, but they still largely functioned as a record of "what happened." The real shift has come with CRM 3.0. It's not about gathering as much data as possible, but about capturing intelligence and clarity through the ABCs: Artificial, Business, and Contextual Intelligence. CRM 3.0 focuses on providing actionable insights, using AI and automation to help sellers know exactly where to spend their time for the most impact.  Signs Your CRM Is Creating Complexity (And How to Fix It) A common pitfall in sales organizations is data overload. Tim warns that when sales reps spend more time building reports or wading through endless, irrelevant fields, dashboards, and admin tasks, their CRM is failing them. The litmus test is if your teams can't answer simple, strategic questions such as "Which deals are most likely to close this week?" or "Which accounts need attention?" in seconds. If not, your CRM has become noise instead of guidance. If data doesn't drive action within 30 seconds, it's probably just noise. Practical Steps to Transform Data Into Action Empowering sales reps, not overwhelming them, is the mark of an effective CRM. Tim suggests three practical strategies: Focus on Next Best Actions: Use AI-driven prompts to guide reps toward hot opportunities, alert them when proposals are engaged with, and ensure they're not missing out on key prospects. Integrate ERP Insights: Link CRM with ERP systems to surface valuable trends, giving sellers visibility into buying patterns and upsell opportunities they might otherwise miss. Visualize Outcomes, Not Just Activities: Track KPIs and account health, but connect them directly to actionable insights such as pipeline movement and client retention risks. Action beats analytics, it's not about what happened, but what to do next. Choosing Clarity Over Complexity For sales leaders, the challenge isn't just managing data, but distilling it down to what matters. If data doesn't change a decision or behavior, it shouldn't be on the dashboard. Metrics should be meaningful, drive clear next steps, and support precision selling. Leaders must aim for executive sponsorship, clear business outcomes, and simplification at every turn. Many CRM initiatives fail due to noisy systems and poor change management, a reminder that technology alone isn't enough. AI is Human Judgment's Partner, Not Its Replacement Even as AI and automation transform CRM, the human element remains irreplaceable. AI can predict "what," but only humans can interpret "why", understanding emotion, tone, and true intent. CRM 3.0 should empower sales professionals, not replace their expertise. AI is an enabler, not just a technology. It's there to take away human admin and let us spend more time building relationships and serving clients. Tim shares a great case study of a manufacturing client whose previous CRM was so complex that sales teams reverted to Excel, losing critical insights. By designing a CRM tailored to user groups and focusing on clarity, engagement soared. Adoption hit 100%, pipeline increased 42%, and sales targets were exceeded by 44%. The lesson is that clarity drives action, and action drives performance. CRM 3.0 isn't just a technological upgrade, it's a philosophy shift. By prioritizing simplicity, actionable insights, and human intelligence, sales teams can transform data overload into real, measurable success. Resources & People Mentioned SugarCRM  Connect with Tim Gale Tim Gale on LinkedIn Tim Gale on X Connect With Paul Watts  LinkedIn Twitter  Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

It's Casual Friday on the Majority Report   On today's program:   The Supreme Court has declared trump's emergency tariffs as illegal in a 6-3 vote.   Financial firm Cantor Fitzgerald stands to reap substantial profits from tariff refunds after purchasing potential claims at just 20–30 cents on the dollar. The firm is run by the sons of Commerce Secretary and prominent tariff cheerleader Howard Lutnick.   Ryan Grim of Drop Site News joins Emma to recap the week's news.   Wren Woodson and Mabel Kabani from the NEWSGIRLS join Emma to discuss their work covering the Epstein files.   In the Fun Half:   Joe Rogan calls Zohran Mamdani a psychopath over his city budget, saying that there should be no money for migrants at all.   Tim Pool's heart is breaking over the Chicago Bears leaving Chicago. In the video he really seems to be a die-hard football fan (not at all).   all that and more   To connect and organize with your local ICE rapid response team visit ICERRT.com The Congress switchboard number is (202) 224-3121. You can use this number to connect with either the U.S. Senate or the House of Representatives. Follow us on TikTok here: https://www.tiktok.com/@majorityreportfm Check us out on Twitch here: https://www.twitch.tv/themajorityreport Find our Rumble stream here: https://rumble.com/user/majorityreport Check out our alt YouTube channel here: https://www.youtube.com/majorityreportlive Gift a Majority Report subscription here: https://fans.fm/majority/gift Subscribe to the AMQuickie newsletter here: https://am-quickie.ghost.io/ Join the Majority Report Discord! https://majoritydiscord.com/ Get all your MR merch at our store: https://shop.majorityreportradio.com/ Get the free Majority Report App!: https://majority.fm/app Go to https://JustCoffee.coop and use coupon code majority to get 10% off your purchase Check out today's sponsors: LIQUID IV: Go to LIQUIDIV.com and use code  MAJORITYREP at checkout for 20% off your first order. WILD GRAIN: Get $30 off your first box + free Croissants in every box. Go to Wildgrain.com/MAJORITY to start your subscription. SUNSET LAKE: Use code FlowerPower to save 30% on all CBD smokables at SunsetLakeCBD.com  Follow the Majority Report crew on Twitter: @SamSeder @EmmaVigeland @MattLech On Instagram: @MrBryanVokey Check out Matt's show, Left Reckoning, on YouTube, and subscribe on Patreon! https://www.patreon.com/leftreckoning Check out Matt Binder's YouTube channel: https://www.youtube.com/mattbinder Subscribe to Brandon's show The Discourse on Patreon! https://www.patreon.com/ExpandTheDiscourse Check out Ava Raiza's music here! https://avaraiza.bandcamp.com

The Situation Report for February 5, 2026. The DOJ releases millions of new Epstein documents exposing elite connections, Iran escalates regional threats while massacring protesters at home, and investigators uncover a massive Medicare hospice fraud scheme ripping off seniors in Los Angeles. All this and much more in just ten minutes.   The Department of Justice releases another massive tranche of the Epstein Files   Iran Ramps up Regional Threats as Accounts of Regime Violence Emerge   Los Angeles hospice fraud reaches billions as Medicare providers scam the federal system with fake companies   Medical Experts Come Out Against Gender Transition Surgeries for Children   NASA moves Artemis II Mission to March 2026 After Test-Run Issue   Media Bias Alert: The mainstream coverage on Alex Pretti and ICE   The Clintons agree to appear before the House Oversight Committee   A new Fed chairman   Hey Billie Eilish, what were you saying about "stolen land?"   Read of the week: "Gold Standard" by Michael D. Bordo

One Boomer. One Gen Z. Who will prevail? In this battle of wits both generations hash out what Riz means, how to use a landline, and if crop tops were truly a move forward in fashion. It's going to get groovy - with a little turbulence! So hold on to your seats, sit back, put your oxygen mask on first, and enjoy the episode.  Key Takeaways:    [2:02] How did you find info without the internet?  [3:28] Slang: cap, riz, stand on business [6:32] Did you have to rewind a VHS or use a payphone?  [7:39] What's a Tamagotchi?   [8:04] How did you entertain yourself on a Saturday morning?  [9:50] Were you a latchkey kid?  [11:53] How much time do you spend socializing online vs in person socializing?  [15:01] Did you have to use a landline?  [15:52] How do you feel about being constantly connected with social media?  [22:10] What's the most memorable 80s/90s fashion trend you wore?  [24:05] What's a fashion trend that's been brought back in popularity?  [26:31] What is a walkman and did you have one?  [28:02] Who are the biggest influencers in your life?  [31:58] What was your first job and how did you apply for it?  [35:03] What's most important in your future career: money, purpose, or balance? [39:05] What is a Rolodex and what is it used for?  [40:21] How do you approach talking about mental health in the workplace?  [41:36] Generation Gap Trivia: name 3 members of the Spice Girls  [42:27] Can you identify a popular TikTok or 80s movie star?  [44:45] What was the most significant invention in your lifetime?  [46:24] How did you keep in touch with friends without a phone? [46:53] What was your favorite childhood movie, book, or show?  [49:33] What age did you think was old when you were a teenager?  [50:45] What is the most pointless app on your phone and why? [51:26] What is a fashion trend you think is ridiculous?  [53:32] If you had to live without a piece of technology for a week, what would it be? [54:11] What is the biggest misconception about your generation? [56:04] What do you think is uncool about your parents' generation? [58:33] What is the best piece of advice you've ever received? [59:28] If you could go back to any era, which one would it be? [1:02:39] What's a family tradition you hope to pass on?  [1:03:14] What's something we could teach each other? [1:05:08] What's a movie you wish you could watch for the first time again?  [1:06:57] What's a floppy disk? [1:07:15] What's a pager?  [1:07:45] What did one use 6*7 when making a phone call? [1:07:57] What's a BOPIT? AOL? WWW? [1:08:58] What's My Little Pony? American Girl Dolls? Easy Bake Oven? Napster? [1:10:36] Who are the characters of Friends? Gwen Stefani? Fanny packs? [1:11:42] What's an overhead projector? Mimeograph machine? [1:13:36] The biggest difference between our generations  [1:15:30] If you had to describe your generation, how would you? [1:20:47] What generational divide did we forget?  Connect with Barb:   Website   Facebook    Instagram   Be a guest on the podcast    YouTube   The Molly B Foundation  

Welcome to Steelers Morning Rush, our new daily short-form podcast with Alan Saunders, giving a longer perspective on a single news topic surrounding the Pittsburgh Steelers or the National Football League. Today, it's the coaching staff being assembled by new head coach Mike McCarthy. The coaching staff is almost exclusively coaches that have worked with McCarthy before, or have connections to Pittsburgh or the Steelers -- and in many cases both. But does that mean the staff is lacking, or has McCarthy been around long enough, and done a good enough job of developing coaches, to be able to build an all-star staff from his own Rolodex? Alan breaks it down. Learn more about your ad choices. Visit megaphone.fm/adchoices

Recalibration, Pricing, and Passion with Scott Kogos | UrbanDigs Today, Noah and John sit down with veteran broker Scott Kogos, a 30-year real estate pro over at Howard Hanna NYC with deep roots in Chelsea and a hyper-local perspective on the Manhattan and Brooklyn markets. Scott shares sharp insights on a "recalibrated" market, why under-$2M buyers are making moves again, and how rising rents are pushing renters into ownership. He emphasizes the power of pricing, the value of being prepared, and the importance of building trust through systems and authenticity. With his signature bowler hat, a deep Rolodex, and a gift for connection, Scott shows how relationships, community, and intentional service drive results in any market. Recommended! ==================================== ✅ Stay Connected With Us:

Amplio operates a two-sided marketplace that helps manufacturers monetize surplus inventory and decommissioned industrial equipment rather than writing off assets or paying for disposal. The company has won contracts with GM and SpaceX despite competing against liquidators with 30-year local relationships. In a recent episode of BUILDERS, we sat down with Trey Closson, Co-Founder and CEO of Amplio, to unpack how the company executed a complete business model pivot from supply chain risk software to marketplace, discovered that enterprise deals close faster than SMB despite conventional wisdom, and built repeatable GTM motions in a fragmented $100B+ market previously dominated by local operators. Topics Discussed: Executing Amplio's pivot from supply chain risk software to surplus inventory marketplace Moving four truckloads of inventory through a WeWork to prove the business model Closing GM and SpaceX inbound from Google Ads as the PMF validation signal Displacing 30-year incumbent relationships through corporate + local dual threading Why enterprise contracts closed faster than SMB deals in Amplio's specific context Scaling beyond founder-led sales to repeatable AE motions Operating a two-sided marketplace: supply acquisition strategy vs. demand conversion GTM Lessons For B2B Founders: Manual heroics prove economics before automation: When a customer offered Amplio $25 million in surplus inventory, Trey had no warehouse, no logistics infrastructure, and no playbook. What was supposed to be four pallets became four full truckloads delivered to their WeWork. Trey and one employee physically moved inventory boxes off pallets into their office space, then figured out how to sell it while the WeWork management threatened eviction. The core insight: "the first time solving a problem, it doesn't need to be an automated, efficient process, it just needs to be okay. A customer has a problem, we need to figure out a way to solve that problem." Only after proving they could profitably solve the problem multiple times did they invest in automation and efficiency. For founders, the implication is clear—delay infrastructure investment until you've manually proven unit economics and repeatability, even if execution requires unsustainable effort. True PMF signals come from zero-relationship wins: Trey leveraged 15 years of supply chain relationships to secure initial customers and build product infrastructure. But he identifies the precise PMF inflection point: "middle of last year, we had both GM and SpaceX respond to a Google Ad." These companies had zero connection to Trey or his co-founder, found Amplio through SEM, and chose them over traditional liquidators they'd worked with for years. This is the distinction between "my network will buy from me" and "the market will buy from us." Founders should use their Rolodex to achieve velocity and prove the concept, but recognize that true product-market fit only exists when customers with no founder relationship choose your solution over established alternatives. Enterprise velocity depends on payment direction and urgency profile: Amplio deliberately focused on enterprise after being told by multiple founders to avoid "hunting whales." They discovered enterprise closed faster than SMB for three structural reasons. First, SMBs had unrealistic recovery expectations—wanting $900K back on $1M inventory when market reality is cents on the dollar, creating unresolvable expectation gaps. Second, enterprises had the problem across 100+ facilities with no dedicated owner and urgent mandates from finance or supply chain leadership. Third, because Amplio pays customers rather than charging them, legal review velocity increased dramatically. As Trey explains: "the lawyers thankfully determine, because we're not getting paid by them, that there's low risk for them in terms of signing a contract with us." Founders should map their specific deal structure and customer urgency profile rather than defaulting to SMB-first based on generic advice. Displace entrenched relationships through dual-threading: The surplus liquidation market is hyper-fragmented with hundreds of thousands of local liquidators, many holding 30-year plant-level relationships. Amplio's breakthrough: "partnering together with that person at the corporate level we can indicate not only can we solve the problem locally, but we can also do it across the entire enterprise." They pair the local plant manager with corporate procurement or finance leadership, demonstrating local problem-solving plus enterprise-wide scalability that local liquidators cannot match. This dual-threading strategy neutralizes the incumbent's relationship advantage while showcasing the efficiency and consistency that corporate leadership values. For founders entering relationship-driven markets, identify the corporate stakeholder whose enterprise-wide objectives trump individual facility loyalty. Accelerate trust through predictable execution in low-NPS markets: Industrial liquidation is a "really low NPS industry—nobody loves working with their liquidator." In markets with poor customer satisfaction and commoditized offerings, trust accelerates when you focus on "say-do ratio"—if you commit to something, execute it. Amplio often solves adjacent problems outside their core offering and frequently removes inventory from warehouses faster than economically optimal to make customers "look like an absolute hero." This over-delivery in low-satisfaction markets creates disproportionate differentiation. The tactical implementation: understand what problems the organization is trying to solve beyond your core product, find ways to solve those problems even if not monetizable, and prioritize making your champion successful over optimizing every transaction. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

“The Rolodex” ATO Family please welcome one of our blue family members that has traveled over 800 miles to take the stage for the listeners. Nearly a year ago the ATO received a heartfelt message of gratitude, and it formed a new friendship many states away. This rollercoaster of a story will touch on many topics and have many emotions but when we get to the “Never Give Up on You” exit music the listener will be reminded that Police work is the same everywhere, the trauma is the same everywhere and even trained first responders need help to survive. In July of 2022 an incident occurred that changed the direction of this officer's life but also reminded him of very old wounds that existed from the life of being in law enforcement for over two decades. The cumulative trauma officers endure daily can be as damaging as a rifle being leveled at you during a traffic stop and if, untreated, can weigh on you and become too much. The weight of the badge is heavy not only for the one that wears it but also the ones they go home to. We have seen the weight ruin relationships with family and friends and we have also seen that NO ONE is immune to the effects of this weight. The message today will be clear: YOU ARE NOT ALONE! Here to present this story today is Joe, Kent, and the Great Dallas SWAT Operator Steve Claggett. Todays guest is the husband to his beautiful wife Jen, father to Chloe and Hailee, and a true public servant to the state of Iowa. Special Shout Out to Cedar Rapids Blair Klostermann as she and Matt recently won their Department's Medal of Valor Award.  Matt Jenatscheck the ATO stage is yours to tell us about the “Rolodex”. Critical Incidents:  The brutal murder of Lynnsey Donald on April 21, 2015. The suspect attacked her, as her 7-year child watched, and stabbed her to death in a parking lot. The suspect received life in prison with no parole. Officer involved shooting in July 2022 in Cedar Rapids Iowa. Acronyms used: EMDR- Eye Movement Desensitization Reprocessing  

Subscribe to the podcastWe dump our thoughts on the US ousting of Maduro on Venezuela.Learn about Bitcoin at a trickleBitcoinTrickle.comSponsorLiberty MugsKeep in touch with us everywhere you areJoin our Telegram groupLike us on FacebookFollow us on Twitter: @libertymugs (Rollo), @Slappy_Jones_2Check us out on PatreonLearn everything you need to know about Bitcoin in just 10 hours10HoursofBitcoin.comPodcast version

The new wave of outrage from lawmakers over Jeffrey Epstein is less a moral awakening than a stage play. For years, these same politicians happily accepted his money, attended his events, and ignored survivors' pleas. Now, with the cameras rolling, they've reinvented themselves as crusaders for justice. Their speeches are choreographed performances — complete with dramatic pauses and crocodile tears — designed to look like courage but reeking of political survival. Survivors don't need applause lines or hashtags; they needed action years ago, when it might have made a difference.What we're really watching is hypocrisy in motion. The very people who enabled Epstein's influence machine now use outrage as a costume to launder their reputations. They hope the public will forget the donations, the fundraisers, and the Rolodex connections, but the record doesn't disappear just because they suddenly discovered empathy. This isn't justice, it's theater — and if they believe they can posture without being called out, they've underestimated how much the audience has been paying attention.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/Become a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

Jeffrey Epstein's so-called “black book” was less a contact list and more a grotesque monument to power shielding power. It wasn't filled with your everyday acquaintances; it was a who's who of billionaires, politicians, royalty, celebrities, and Wall Street heavyweights—names that had no business being in the same Rolodex as a convicted sex offender. The book exposed just how deep Epstein's tentacles reached, how many doors he could knock on, and how many influential people were willing to at least tolerate, if not outright embrace, his presence. Whether every name in there was complicit or simply embarrassed by association, the sheer scale of it laid bare how Epstein weaponized access to the elite as both shield and currency.The real stench of the black book wasn't just who was in it, but what it represented: a roadmap of complicity and cowardice. It proved that Epstein didn't thrive in isolation—he thrived because powerful people answered his calls, opened their homes, and boarded his planes. It's a reminder that the “Epstein problem” wasn't just Epstein; it was the system of enablers, gatekeepers, and opportunists who kept him socially viable long after his crimes were known. The black book is less a curiosity and more a ledger of shame, an artifact that shows how the elite protect each other, even when the cost is justice for survivors.to contact me:    bobbycapucci@protonmail.comSource:https://www.motherjones.com/politics/2020/10/i-called-everyone-in-jeffrey-epsteins-little-black-book/Become a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Here's a problem that'll make your head spin: What do you do when you can sell way more than your company can produce? That's the question posed by Dylan Noah from Toronto. Dylan sells craft cider to bars and restaurants across his territory. He's the only salesperson for a small producer, working with limited tools (no proper CRM), and here's the kicker: he could sell a million dollars' worth of product, but production isn't enough to meet that demand. If you're shaking your head thinking this is a champagne problem, you're half right. But for Dylan, trying to hit his income goals through commissions, it's a real constraint that's costing him money every single day. The CRM Obsession Is a Distraction Let's tackle the first issue head-on. Dylan is worried he doesn't have the right CRM tools to manage his accounts and hit his numbers. Here's the brutal truth: at one point in time, salespeople sold a lot of cider, beer, wine, liquor, and all kinds of other stuff without any CRM at all. They used index cards in a box. They had lists on paper. And they crushed it. You're a small business with one salesperson working with 3,000 to 7,000 potential accounts in your territory. The last thing you should worry about right now is a $40,000 CRM system. Could you use automation for email sequences and promotions? Absolutely. Should you eventually invest in something like HubSpot or Pipedrive? Yes. But right now, what you need is a simple system to identify your best accounts and focus your time there. You're not going to hit $1 million across 3,000 accounts. You're going to hit it across 500 accounts that are the biggest restaurants and bars, where they like you, their customers like cider, and where you can create events and experiences that spike sales. Use a spreadsheet. Use index cards. Use whatever basic tool you've got right now. Create a 30-60-90 day system where you know who you're calling on in the next 30 days, the next 60 days, and the next 90 days. Build a list of your top 250 accounts that buy the most from you. That's where you live. Stop obsessing over tools you don't have and start maximizing the opportunity in front of you. Scarcity Is Your Secret Weapon This brings us to the real issue: production capacity. Dylan can sell it, but his company can't make enough of it. The bourbon distillers in America are dealing with this exact problem right now. They ramped up production years ago based on projected demand, and now they're sitting on excess inventory that's aging out. It's a delicate balance, and if you make too much, it goes bad and you lose everything. Here's what most salespeople don't understand about scarcity: it's actually a competitive advantage if you manage it right. When you have limited product, you're always going to be in an ebb and flow situation. Sometimes you'll have an abundance of one product type. Sometimes you'll have high-demand products in short supply. The key is building a system that lets you move fast when opportunity strikes. This is where building buying profiles for every single customer becomes essential. You need to know which accounts buy which types of products, what their purchase patterns look like, and what their potential is (high, medium, or low). Think about it like your account coverage pyramid. When you have product available, you start at the top with your highest value accounts and work your way down. You're not treating all 150 accounts the same. You're prioritizing based on potential. When you have an abundance of one product type, you go directly to the customers who buy that product and say, "Hey, I've got product right now. Do you want to buy?" You can run specials. You can offer incentives (within legal limits). You move it fast. When your high-demand products come in, you call your best accounts first and say, "I've got ten cases of this. I'm calling you first. How many do you want?" Then you go down your list. Most of the time, you'll sell out before you even leave your office. But if you've got 150 accounts and you're treating them all the same, it gets overwhelming fast. Segment them. Prioritize them. Work them strategically. Making Your Number When You Can't Control Supply The income issue is where this gets really interesting. Dylan wants to double his sales and earn more commissions, but he can't because the company keeps running out of product. Here's my take: if you're supposed to sell $1.5 million but your company only produces $750,000 worth of product that you could sell, they should pay you for the $1.5 million. Production was the reason you couldn't make your number, not your sales ability. Now, I know there are people in operations reading this who are going to say I'm full of it. But from a sales standpoint, if you've sold out of everything available, you've done your job. The constraint isn't you, it's production capacity. That's a hard conversation to have with ownership, I get it. But here's how you make that case: sell out of the other stuff that people don't want as much. Figure out how to move all of it. Put yourself in a position where you own the moral high ground when it comes to sales performance. If you do that and they still can't or won't pay you for what you could have sold, then you've got a decision to make. But at least you'll have learned how to sell in a resource-constrained environment, how to build relationships, how to manage your territory, and how to work a manual system. Those are skills that transfer to any sales role, especially ones that give you all the bells and whistles and unlimited product to sell. The Power of Old School Discipline Let's go back to 1985 for a minute. In 1985, you would have had a Rolodex with tabs for H (high potential), M (medium potential), and L (low potential) accounts. When product came in, you'd open to H, pull out the cards, and start dialing. "I've got ten cases of your favorite cider. I'm calling you first. How many do you want?" If they don't want any, click. Next card. By the time you hit the tenth account, you're usually sold out. That's the power of segmentation combined with discipline. Systems beat moods. Sequence beats sporadic effort. Process creates momentum. You don't need fancy technology to do this. You need clear priorities, good segmentation, and the discipline to work your system consistently. The Bottom Line If you're in Dylan's situation with limited tools and limited product, here's your game plan: Stop worrying about what you don't have and focus on maximizing what you do have. Build a simple segmentation system using whatever tools are available. Create detailed buying profiles for all your accounts so you know exactly who to call when specific products become available. Work your account coverage pyramid from top to bottom, always prioritizing your highest value customers. Sell out of everything, even the less popular products, so you have leverage when talking to ownership about compensation. The reality is that most sales challenges aren't about having the perfect tools or unlimited resources. They're about having the discipline to work a proven system consistently, even when conditions aren't ideal. That's how you win in sales. That's how you hit your numbers. And that's how you build a foundation of skills that will serve you for your entire career, whether you stay in a resource-constrained environment or move to a role where the sky's the limit. Ready to master the fundamentals of prospecting and account management? Check out Jeb Blount's latest book with Brynne Tillman, The LinkedIn Edge, and learn how to build systematic, relationship-driven sales processes that work in any environment.

Here's a problem that'll make your head spin: What do you do when you can sell way more than your company can produce? That's the question posed by Dylan Noah from Toronto. Dylan sells craft cider to bars and restaurants across his territory. He's the only salesperson for a small producer, working with limited tools (no proper CRM), and here's the kicker: he could sell a million dollars' worth of product, but production isn't enough to meet that demand. If you're shaking your head thinking this is a champagne problem, you're half right. But for Dylan trying to hit his income goals through commissions, it's a real constraint that's costing him money every single day. The CRM Obsession Is a Distraction Let's tackle the first issue head on. Dylan is worried he doesn't have the right CRM tools to manage his accounts and hit his numbers. Here's the brutal truth: at one point in time, salespeople sold a lot of cider, beer, wine, liquor, and all kinds of other stuff without any CRM at all. They used index cards in a box. They had lists on paper. And they crushed it. You're a small business with one salesperson working with 3,000 to 7,000 potential accounts in your territory. The last thing you should worry about right now is a $40,000 CRM system. Could you use automation for email sequences and promotions? Absolutely. Should you eventually invest in something like HubSpot or Pipedrive? Yes. But right now, what you need is a simple system to identify your best accounts and focus your time there. You're not going to hit $1 million across 3,000 accounts. You're going to hit it across 500 accounts that are the biggest restaurants and bars, where they like you, their customers like cider, and where you can create events and experiences that spike sales. Use a spreadsheet. Use index cards. Use whatever basic tool you've got right now. Create a 30-60-90 day system where you know who you're calling on in the next 30 days, the next 60 days, and the next 90 days. Build a list of your top 250 accounts that buy the most from you. That's where you live. Stop obsessing over tools you don't have and start maximizing the opportunity in front of you. Scarcity Is Your Secret Weapon This brings us to the real issue: production capacity. Dylan can sell it, but his company can't make enough of it. The bourbon distillers in America are dealing with this exact problem right now. They ramped up production years ago based on projected demand, and now they're sitting on excess inventory that's aging out. It's a delicate balance, and if you make too much, it goes bad and you lose everything. Here's what most salespeople don't understand about scarcity: it's actually a competitive advantage if you manage it right. When you have limited product, you're always going to be in an ebb and flow situation. Sometimes you'll have an abundance of one product type. Sometimes you'll have high demand products in short supply. The key is building a system that lets you move fast when opportunity strikes. This is where building buying profiles for every single customer becomes essential. You need to know which accounts buy which types of products, what their purchase patterns look like, and what their potential is (high, medium, or low). Think about it like your account coverage pyramid. When you have product available, you start at the top with your highest value accounts and work your way down. You're not treating all 150 accounts the same. You're prioritizing based on potential. When you have an abundance of one product type, you go directly to the customers who buy that product and say, "Hey, I've got product right now. Do you want to buy?" You can run specials. You can offer incentives (within legal limits). You move it fast. When your high demand products come in, you call your best accounts first and say, "I've got ten cases of this. I'm calling you first. How many do you want?" Then you go down your list. Most of the time, you'll sell out before you even leave your office. But if you've got 150 accounts and you're treating them all the same, it gets overwhelming fast. Segment them. Prioritize them. Work them strategically. Making Your Number When You Can't Control Supply The income issue is where this gets really interesting. Dylan wants to double his sales and earn more commissions, but he can't because the company keeps running out of product. Here's my take: if you're supposed to sell $1.5 million but your company only produces $750,000 worth of product that you could sell, they should pay you for the $1.5 million. Production was the reason you couldn't make your number, not your sales ability. Now, I know there are people in operations reading this who are going to say I'm full of it. But from a sales standpoint, if you've sold out of everything available, you've done your job. The constraint isn't you, it's production capacity. That's a hard conversation to have with ownership, I get it. But here's how you make that case: sell out of the other stuff that people don't want as much. Figure out how to move all of it. Put yourself in a position where you own the moral high ground when it comes to sales performance. If you do that and they still can't or won't pay you for what you could have sold, then you've got a decision to make. But at least you'll have learned how to sell in a resource-constrained environment, how to build relationships, how to manage your territory, and how to work a manual system. Those are skills that transfer to any sales role, especially ones that give you all the bells and whistles and unlimited product to sell. The Power of Old School Discipline Let's go back to 1985 for a minute. In 1985, you would have had a Rolodex with tabs for H (high potential), M (medium potential), and L (low potential) accounts. When product came in, you'd open to H, pull out the cards, and start dialing. "I've got ten cases of your favorite cider. I'm calling you first. How many do you want?" If they don't want any, click. Next card. By the time you hit the tenth account, you're usually sold out. That's the power of segmentation combined with discipline. Systems beat moods. Sequence beats sporadic effort. Process creates momentum. You don't need fancy technology to do this. You need clear priorities, good segmentation, and the discipline to work your system consistently. The Bottom Line If you're in Dylan's situation with limited tools and limited product, here's your game plan: Stop worrying about what you don't have and focus on maximizing what you do have. Build a simple segmentation system using whatever tools are available. Create detailed buying profiles for all your accounts so you know exactly who to call when specific products become available. Work your account coverage pyramid from top to bottom, always prioritizing your highest value customers. Sell out of everything, even the less popular products, so you have leverage when talking to ownership about compensation. The reality is that most sales challenges aren't about having the perfect tools or unlimited resources. They're about having the discipline to work a proven system consistently, even when conditions aren't ideal. That's how you win in sales. That's how you hit your numbers. And that's how you build a foundation of skills that will serve you for your entire career, whether you stay in a resource constrained environment or move to a role where the sky's the limit. Ready to master the fundamentals of prospecting and account management? Check out Jeb Blount's latest book with Brynne Tillman, The LinkedIn Edge, and learn how to build systematic, relationship-driven sales processes that work in any environment.

In this episode of the Crisis Lab Podcast, host Kyle King speaks with Tom Sivak, Chief Emergency Manager at Emergency Management One, about the fundamental shift in the crisis management profession from a knowledge economy to an allocation economy. What it reveals: the unsustainable nature of manual information processing in an era of polycrisis and velocity. With emergency management agencies facing chronic understaffing and budgets that demand "more with less," the traditional model of the "Rolodex leader" who holds the entire plan in their head is failing. Sivak argues that trying to manually process the astronomical amount of data in modern crises is no longer a badge of honor, it is a strategic vulnerability. This conversation offers a pragmatic roadmap for operationalizing AI not as a tech trend, but as a survival mechanism. It reflects what modern leadership demands: moving from being the "writer" of every brief to the "editor" of intelligence, building "blue sky" muscle memory so tools work when the pressure mounts, and reclaiming the "gut intuition" that only a human can provide. Show Highlights [04:00] Why AI is the only scalable solution for the "do more with less" mandate [06:00] The "Forethought" Principle: Why using AI only during disasters guarantees failure [08:00] Parallels to 1994: How the industry feared the internet before it became essential [13:00] The maturity model shift: Moving leaders from "writers" to "editors" [17:00] Using efficiency to focus on community resilience and mental health [21:00] The Human Lever: Why algorithms can process data but cannot replace gut intuition [23:00] Why value now comes from directing resources, not retaining facts [25:00] Validating the Emergency Manager's role as the original "Allocation" leader

Calvin Darden Jr. was a smooth-talking hustler with a gift for forging documents, name-dropping celebrities, and jumping from one shady scheme to the next before anyone knew what hit them. His rise reveals deeper issues inside early-2000s Wall Street, where firms – eager to cash in on Black celebrities, athletes and entertainers – were desperate for “insiders” who could open doors. So when Calvin showed up bragging about his star-studded Rolodex, no one bothered to check the facts. By the time they realized his entire pitch was built on lies…Calvin was already gone.Be the first to know about Wondery's newest podcasts, curated recommendations, and more! Sign up now at https://wondery.fm/wonderynewsletterListen to Scamfluencers on the Wondery App or wherever you get your podcasts. You can listen early and ad-free on Wondery+. Join Wondery+ in the Wondery App, Apple Podcasts or Spotify. Start your free trial by visiting wondery.com/links/scamfluencers/ now.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Send us a textLooking for proof that traditional media still moves the needle? We go straight to the source with Mickie Kennedy, founder of eReleases, to unpack how press releases win coverage in a world where TikTok clips sit beside front-page headlines. Mickie shares the inside mechanics of newswires, why bloggers and influencers now receive journalist-level access, and how small brands can punch above their weight without burning their budgets.We break down the anatomy of a high-performing press release: a sharp headline, a tight 500-word body, a quote that actually says something, and links that carry specs and visuals without clogging the story. Mickie explains why the best product announcements include a simple use case with outcomes and data, how to elevate your narrative with credible industry stats, and when to route technical details to a clean landing page. If press releases feel mysterious or outdated, this conversation resets the frame: journalists still fish in two main ponds, and your job is to show up with bait they can use.We also dig into process. Learn how to build a small, local media Rolodex and become the expert reporters call on deadline. Get a step-by-step approach to using AI as a drafting assistant—structure first, iterate paragraph by paragraph, and spend extra time on quotes and headlines. Then steal Mickie's most reliable tactic: an industry survey release that consistently produces multiple articles and valuable backlinks. The payoff is real: earned media drives credibility, lifts conversions, and reduces churn when you share placements with leads and customers.Ready to turn attention into trust? Listen now, subscribe for more smart strategies, and leave a review to tell us which outlet you want to land next.Support the showGot a question about something you heard today? Have a great suggestion for a topic or know someone who should be a guest? Reach out to us:askcarl@carlspeaks.caIf you're ready to take the plunge and join the over 3 million people who have joined the podcast space, we'd love to hear your idea and help you get started! Book your Podcast Strategy Session today:https://podcastsolutionsmadesimple.com/get-started/Never miss an episode! Subscribe wherever you get your podcast by clicking here:https://communicationconnectioncommunity.buzzsprout.comFollow us on LinkedIn:https://www.linkedin.com/company/podcast-solutions-made-simpleFollow us on Instagram:https://www.instagram.com/podcastsolutionsmadesimple/Follow us on Facebook:www.facebook.com/groups/podcastlaunchmadesimpleFollow us on Twitter:https://twitter.com/carlrichards72

When the axe swings in Hollywood today, there's no cushy deal, no soft landing, no assistant guarding your Rolodex anymore like in the old days. You're out — at least for the moment. But after the gate stops lifting for you, there is a way back in. And it's the same one it's always been: you keep moving. You take every meeting. You hustle. You become that person — popular, persistent, maybe pitching a terrible show — who stays alive in the business simply by refusing to vanish. Transcript here Learn more about your ad choices. Visit megaphone.fm/adchoices

What if the constant cycle of wanting—more success, more recognition, more happiness—is the very thing preventing you from experiencing true gratitude? In this Thanksgiving special episode, Dr. Alex Loyd reveals why even the most successful people wake up thinking "I want" instead of feeling grateful, and how this affects everything from your immune system to your relationships. What You'll Discover: ✓ Why "I shall not want" from Psalm 23 is the key to genuine thanksgiving ✓ The neuroscience behind why your prefrontal cortex lies to you about happiness ✓ How Jesus demonstrated the ultimate surrender in the Garden of Gethsemane ✓ Why unforgiveness is really just an "I want" that didn't work out ✓ The shocking hospital story: Cancer patients who forgave everyone lived ✓ Why Dr. Loyd addresses forgiveness before any other healing work ✓ How "I want" shuts down your immune system and creates the failure response Key Topics Covered: The relationship between gratitude and surrender—why they can't be separated Michael Jordan syndrome: Why achievement doesn't equal fulfillment Your experience simulator: How the prefrontal cortex deceives you 50% of the time The Garden of Gethsemane: Jesus sweating drops of blood and choosing "not my will, but yours" Multitasking myth: Why your brain can't hold gratitude and wanting simultaneously Love-based vs. selfishness-based living: The ultimate health determinant The temptation trap: When imagining details + feeling emotions = being hooked Jesus's instruction: Stop worshiping and make things right first Mike Broadwell's story: Hospital worker tells cancer patients to forgive their entire contact list Powerful Quotes from This Episode: "Thankfulness and gratitude is really the opposite of I want. You really can't be thankful and grateful if at the same time you're thinking, 'I want, I want, I want.'" — Dr. Alex Loyd "If you're not in a life-threatening situation, being focused on 'I want' is selfishness-based, not love-based. And if what you're doing is selfishness-based, you are hurting yourself and everyone else that you know because that's working against love." — Dr. Alex Loyd "Unforgiveness comes from having an 'I want' that didn't work out the way you wanted it to. Either you didn't get it or you did get it but it didn't do it for you." — Dr. Alex Loyd "I believe if you do those very few simple things, I promise you it will dramatically change your life in a way that the codes don't do, that trilogy doesn't, that pills don't do, exercise doesn't do." — Dr. Alex Loyd "She will tell them you need to get your Rolodex out, call every single person on it and forgive them. Only like two people have ever done that. And those two actually lived and survived the cancer." — Mike Broadwell Core Message: The practice of laying down "I want" and embracing gratitude for what you already have is the most powerful healing action you can take—more powerful than any supplement, exercise routine, or healing modality. Unforgiveness, which stems from unfulfilled wants, may be the single biggest obstacle to your health and happiness. This Thanksgiving, the challenge is simple: get out your contact list (including blocked contacts) and forgive everyone, ask for forgiveness where needed, and shift from "I want" to "not my will, but yours be done."

Jeffrey Epstein's connections to the world of science were not accidental — they were strategic. He courted some of the most brilliant minds at Harvard, MIT, and other elite institutions, presenting himself as a patron of innovation and philanthropy. Epstein used his fortune to endow programs, fund research, and host lavish dinners that mixed Nobel laureates with billionaires. Many of these “men with the pocket protectors” — physicists, geneticists, and computer scientists — were enticed by his charm and his promise of funding. They justified their proximity to him as a necessary evil for the sake of their research, conveniently ignoring the whispers about his criminal past. Even after his 2008 conviction, Epstein's Rolodex of scientists remained active, his money still circulating through institutions that should have known better.In truth, Epstein exploited the intellectual vanity of academia. He loved surrounding himself with geniuses because it elevated his own image — transforming a convicted sex offender into a “visionary benefactor.” Meanwhile, many of those scientists turned a blind eye, preferring the security of his checks to the discomfort of their conscience. Harvard, for instance, accepted millions from Epstein even after his conviction, and prominent figures like Martin Nowak and George Church maintained ties long past the point of plausible ignorance. The relationship was mutually parasitic: Epstein gained legitimacy and access to powerful networks, while the scientists gained funding and proximity to his wealth. It was the perfect marriage of intellect and moral cowardice, wrapped in the language of progress.to contact me:bobbycapucci@protonmail.com

Jeffrey Epstein's connections to the world of science were not accidental — they were strategic. He courted some of the most brilliant minds at Harvard, MIT, and other elite institutions, presenting himself as a patron of innovation and philanthropy. Epstein used his fortune to endow programs, fund research, and host lavish dinners that mixed Nobel laureates with billionaires. Many of these “men with the pocket protectors” — physicists, geneticists, and computer scientists — were enticed by his charm and his promise of funding. They justified their proximity to him as a necessary evil for the sake of their research, conveniently ignoring the whispers about his criminal past. Even after his 2008 conviction, Epstein's Rolodex of scientists remained active, his money still circulating through institutions that should have known better.In truth, Epstein exploited the intellectual vanity of academia. He loved surrounding himself with geniuses because it elevated his own image — transforming a convicted sex offender into a “visionary benefactor.” Meanwhile, many of those scientists turned a blind eye, preferring the security of his checks to the discomfort of their conscience. Harvard, for instance, accepted millions from Epstein even after his conviction, and prominent figures like Martin Nowak and George Church maintained ties long past the point of plausible ignorance. The relationship was mutually parasitic: Epstein gained legitimacy and access to powerful networks, while the scientists gained funding and proximity to his wealth. It was the perfect marriage of intellect and moral cowardice, wrapped in the language of progress.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

How has technology made us less sure of ourselves? This week, Jess and Joey talk about technological change, Christmas cards, scraping, phone numbers, friendships, and FaceTime. They don't talk about beepers. references Ski-ba-bop-ba-dop-bop Rolodex propinquity Don't lose that number, Jenny Sternberg's Triangular Theory and The 8 Types of Love Mr. Postman Desiigner "LOD Freestyle" 

In this episode, we have Mickie Kennedy, founder of eReleases, who turned a creative‑writing degree and a grueling wait‑staff job into a 25‑year PR career that helps small businesses get national media coverage without the huge budgets of big brands. He learned early that raw data alone doesn't attract journalists; stories need a hook and context. By building a Rolodex of ~10,000 journalists and partnering with PR Newswire for high‑volume, discounted distribution, he provides an affordable alternative to costly newswire services. Kennedy's key growth hack is a “survey‑and‑trade‑association” tactic: commission niche industry surveys, get trade groups to distribute them, and issue press releases that spotlight surprising findings. The resulting resource pages earn dozens of editorial links, boost SEO, and turn thin‑content sites into recognized thought‑leaders. He stresses targeting the right journalists, avoiding generic email blasts, and using contrarian angles to stand out—plus trusting hires, avoiding micromanagement, and constantly split‑testing processes.  Website: www.ereleases.com LinkedIn: Mickie Kennedy   Check out our CEO Hack Buzz Newsletter–our premium newsletter with hacks and nuggets to level up your organization. Sign up HERE.    I AM CEO Handbook Volume 3 is HERE and it's FREE. Get your copy here: http://cbnation.co/iamceo3. Get the 100+ things that you can learn from 1600 business podcasts we recorded. Hear Gresh's story, learn the 16 business pillars from the podcast, find out about CBNation Architects and why you might be one and so much more. Did we mention it was FREE? Download it today!

Jim Edwards and Stew Smith discuss one of the most important pieces of leverage in your business – WHO YOU KNOW. From the Rolodex and Friends and Family to the email list. Learn how to use who we know to improve your business from top to bottom. Then we do a Genie walk-thru using the CopyandContent.ai Genie with hack-like skill. Check out the Facebook Group – Sales Copy and Content Marketing Hacks at https://www.facebook.com/groups/copywritingandcontenthacks and for more information on the wizards used to make outstanding sales copy check out https://www.CopyandContent.ai. Also - Check out the Facebook Group – Sales Copy and Content Marketing Hacks at https://www.facebook.com/groups/copywritingandcontenthacks   

Katie Henry has seen some things. From nonprofit bootstraps to Big Pharma boardrooms, she's been inside the machine—and still believes we can fix it. We go deep on her winding road from folding sweaters at J.Crew to launching a vibrator-based advocacy campaign that accidentally changed the sexual health narrative in breast cancer.Katie doesn't pull punches. She's a born problem solver with zero tolerance for pink fluff and performative empathy. We talk survivor semantics, band camp trauma, nonprofit burnout, and why “Didi” is the grandparent alter ego you never saw coming.She's Murphy Brown with a marimba. Veronica Sawyer in pharma. Carla Tortelli with an oncology Rolodex. And she still calls herself a learner.This is one of the most honest, hilarious, and refreshingly real conversations I've had. Period.RELATED LINKS:Katie Henry on LinkedInKatie Henry on ResearchGateLiving Beyond Breast CancerNational Breast Cancer CoalitionFEEDBACK:Like this episode? Rate and review Out of Patients on your favorite podcast platform. For guest suggestions or sponsorship inquiries, email podcast@matthewzachary.com.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, I break down how to manage your own rental properties remotely—step by step—using the exact processes my friend Dave uses to keep vacancies under two weeks in San Diego, CA and Jacksonville, NC. You'll learn: How to fill vacancies fast with smart, wide-net marketing (Zillow, Trulia, HotPads, Realtor, FB Marketplace, Craigslist, IG, word-of-mouth) and pro-level photos/video Why enforcing “application before walkthrough” saves time and filters for qualified tenants The pipeline: application → walkthrough (with a trusted local) → attorney-vetted lease → first month + deposit → move-in How to structure deposits and rent accounts (separate, interest-bearing) and avoid commingling What to include in a welcome letter, plus move-in/move-out forms that protect your deposit decisions How to build a maintenance Rolodex and a reliable on-the-ground helper for inspections and showings Timestamps (00:00) Intro (00:37) Managing rentals from anywhere (01:18) Dave's record of short vacancies (01:45) Marketing channels and pro photos (03:39) The rental pipeline explained (05:27) Payments and separate accounts (06:39) Move-in day essentials (07:13) Protecting deposits with forms (07:50) Rent collection methods (09:06) Building your maintenance team (10:21) The War Room Mastermind Resources & Links Free book: https://www.facebook.com/groups/militarymillionaire YouTube: https://www.youtube.com/@Frommilitarytomillionaire?sub_confirmation=1 Instagram: https://www.instagram.com/frommilitarytomillionaire/ LinkedIn: https://www.linkedin.com/in/david-pere/ X: https://x.com/militaryreji TikTok: https://www.tiktok.com/@militarymillionaire About the Show The Military Millionaire Podcast helps service members, veterans, and their families build wealth through personal finance, entrepreneurship, and real estate investing—no BS, just actionable steps you can use right away.

Previous guests of the podcast, Allyson and Whitney, are back this week and we start this episode off with the long awaited Chappell Roan tribute episode penned by Whitney herself. We also recap the Glee cast on The Weakest Link, discuss Will and April being delusional besties, and answer why MySpace was so prominently featured on the hit Fox show, Glee. Songs this episode include: Alone Father Figure Jar of Hearts Like a Prayer ---- Listen and watch full versions of this episode (with perfromances!) and get access to live episode recordings @ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠patreon.com/gleekoftheweekpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Rate us five stars on Spotify and Apple Podcasts ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Buy our Merch!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Leave us a voicemail @ (347)719-1160 Follow us on Instagram ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@gleekoftheweekpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Follow us on Tiktok ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@gleekoftheweekpod⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Title: From Hustle to Holdings: The Smarter Path to Passive Wealth With J. Scott Summary: In this episode of the Passive Income Attorney Podcast, host Seth Bradley discusses the importance of transitioning from active to passive income with guest Jay Scott, a seasoned real estate investor. They explore various investment strategies, the significance of due diligence in syndication, and the differences between house flipping and multifamily investments. Jay shares his journey from tech to real estate, emphasizing the need for teamwork in multifamily projects and the importance of understanding market conditions. The conversation concludes with actionable insights for listeners looking to create financial freedom through passive income. Links to watch and subscribe: https://www.youtube.com/watch?v=V26Rze2S9TM Bullet Point Highlights: Active income is trading time for money, while passive income allows for financial freedom. Investors should focus on the highest and best use of their time. Flipping houses can be tedious and may not be the best use of time for high-income earners. Transitioning to multifamily investments can provide more control and cash flow. Market conditions can significantly impact investment strategies and outcomes. Due diligence is crucial when vetting syndication sponsors and deals. Understanding the underwriting process is essential for passive investors. Building a strong team is vital for success in multifamily investments. Investors should seek to understand the risks associated with their investments. Passive income allows for a lifestyle centered around family and personal interests. Transcript: Seth Bradley (00:10.188) What's going on, law nation? Welcome to the Passive Income Attorney Podcast, your favorite place for learning about the world of alternative passive investments so that you can practice when you want to and not because you have to. Now, if you're ready to kick that billable out of the curb, start by going to attorneybydesign.com to download the Freedom Blueprint, which will also get you access to partner with us on one of our next passive real estate investments. All right, let's talk about   the highest and best use of your time. We've talked about active versus passive income and for good reason, they are completely different. They're on opposite sides of the spectrum. When we talk about active income, we're talking about your job as an attorney, as a doctor or a business owner, where you trade your time in for money out. Depending on your skill set, background, education, work ethic, et cetera,   You know, this could be a great use of your time or it could be a terrible one. But when most people think about getting into real estate investing, they're torn. Should you do a fix and flip like you saw on HGTV? Should you invest in a REIT like your financial advisor and Charles Schwab told you to do? Should you buy a single family rental or invest in a syndication? There are endless options so I can understand why it's so confusing. Well, start with this.   ask yourself, what's the highest and best use of my time? If you're thinking about doing an HGTV fix and flip and your partner at a big law firm, for example, is that flip really the best use of your time? And don't be mistaken, a flip is transactional and it is active. So will you make more per hour on that fix and flip than you would at your job?   After you factor in the learning curve, the deal sourcing, the headaches, what it takes away from your job and everything else, it's not even close. Unless you truly love doing it, which some people do, it just doesn't make sense for high income earners. You should be focusing on transforming the income you earn actively into passive income streams. At different levels on the passive scale, that could very well be a single family rental or an Airbnb.   Seth Bradley (02:34.26) or could be passive investments into commercial syndications. But if you truly want to obtain financial freedom as quickly as possible, don't create more time consuming activities that aren't as fruitful as the active income stream that you already have. Focus on passive investments until you are financially free. And then you will have the freedom to transition or not into any   active activity you have a passion for. Today, we have a very special guest, Mr. Jay Scott of Bigger Pocket fame. Jay is an entrepreneur, investor, advisor, and the co-host of the Bigger Pockets Business Podcast. He has bought, built, rehab, sold, syndicated, and held over $70 million in residential property, and currently owns several hundred units. Jay is the author of four bestselling books on real estate investing,   with sales of over 300,000 copies. Get really excited for this, folks. You're in for a treat.   This is the Passive Income Attorney Podcast, where you'll discover the secrets and strategies of the ultra wealthy on how they build streams of passive income to give them the freedom we all want. Attorney Seth Bradley will help you end the cycle of trading your time for money so you can make money while you sleep. Start living the good life on your own terms. Now, here's your host, Seth Bradley.   Jay Scott, what's going on, brother? Welcome to the show.   Scott (04:09.196) Thanks. Appreciate you having me here Seth.   Absolutely, man. Appreciate you taking the time out of your day, We've got a little bit of history, but let's jump into your history, man. What's your story? Tell us about your background. Take it back as far you'd like to.   Yeah, I'll keep it short because nobody really cares about what I used to do. So I'm a tech guy by education and former trade. I worked in Silicon Valley for a long time, spent about 15 years doing the engineering thing and the product management thing. 2008 decided to get married. My wife and I, she was in the tech world also. We decided to leave and do something different so we could start a family.   focus on our family. Basically, we were both working ridiculous hours and it just wasn't sustainable if we wanted to start a family. So put our jobs in 2008, moved to the East coast, ended up flipping houses. Long, boring story about how that started, just kind of serendipitous. We didn't really plan it, never really considered real estate, but fell into flipping houses. Over the next eight years or so, we flipped about 400, 450 houses, was great. It ended up being the,   next career we were looking for, it gave us the flexibility to kind of raise our kids and never have to miss a soccer game or a piano recital, which was fantastic. But then around 2017-ish really got burned out on flipping houses and that's when I started to look for some new stuff to do. and that kind of leads me into what I've been doing the last few years.   Seth Bradley (05:41.742) That's awesome, man. That's a ton of houses you flip, man. think that that's, know, a lot of the folks who've been in the game for a long time, they've heard you speak on, you know, on bigger pockets and all of that. So, you know, what attracted you originally to house flipping rather than, you know, buy it holds or anything like that?   So I'll be honest, I don't love real estate. I love business. I'm a business guy. like when I was even when I was in the tech world, I got my MBA and I did some business development and I moved from the engineering side to the product side where I could be more involved in the business stuff. And I'm a business guy by heart. And that's what I love doing. So when it came to flipping houses,   For me, was, I could have been buying and selling anything. It ended up being houses. And again, not an exciting story. mean, literally the story was my wife was watching a show on HGTV with some people flipping houses and she said, let's give that a try. Just as kind of like a fun thing to do on the side while we were waiting for our wedding to come up. So it wasn't something that I ever thought about or planned to do. It just kind of happened.   And so if it weren't flipping houses, it would have been buying and selling something else. would have opened a restaurant or I would have opened a retail store or who knows what I would have done. But for me, the challenge was in the business. It wasn't the real estate piece of it. And so I've always enjoyed the scaling part. So yeah, flipping a house is great. Flipping five houses is great. But I always wanted to know, how do I go from flipping five houses to flipping 50 houses in a year? What are the systems and processes I have to put in place?   how do I build that type of business? That to me is what's exciting. And so for me, it's always been about not the real estate part of it, but about the building the business part of it.   Seth Bradley (07:25.248) I love that man. I don't think I've heard anyone just come out and say that, even though a lot of people are probably in the same boat as you that, you know, you don't have to love real estate to recognize that it's a great business. Right. Yeah. So that that's awesome. So tell me a little bit about your, your transition and what you're doing now, your current business, how you kind of progressed from house living to what you're about to tell us about.   Yeah, so 2017, I just got really burned out on flipping houses. It was good to us financially. We got good at it. I wrote a bunch of books on it, but I'll be honest, it was never fun. And as the years went on, it just ended up getting more tedious. I felt like I wasn't learning anything new. It was revising processes and creating new systems. it was fun, but I needed some new challenges.   So 2017, I decided, okay, done with flipping, actually went and started doing some business stuff. So I do some advisory work for some tech companies. I do some angel investing. And so for a few months, I actually considered getting out of real estate altogether, focusing on other business pursuits. But I actually, what I realized was that I didn't like the nuts and bolts of real estate. I liked the mechanics of real estate.   I loved the negotiation piece. I loved the asset management piece. I loved the putting deals together piece and I was good at it. And so while I really didn't wanna be flipping houses, didn't want to be involved in the day-to-day aspects of managing the projects. I enjoyed the deal part of real estate. And so in addition to that, after I stopped flipping, I had all this cash.   And I was like, okay, what am I going to do with this cash? I was using it to flip houses. We were doing 50 houses a year. It's put a lot of cash to work. Now I had all this cash. I'm a control freak. do invest in other people's syndications, but I don't sleep well at night when all my money is being managed by other people. So I said, how do I kind of take back control of my own cash as well as kind of get back into real estate? What can I do in real estate that I would enjoy? And now I can also deploy a bunch of my own cash. And what I realized was multifamily.   Scott (09:38.648) That was a great opportunity. And I had been thinking about multifamily for a long time. But what I realized was from the syndication side of multifamily, could, one, I could have the control. could be a general partner. could control the deal. I could put the deal together. I could manage the deal. But also I could come in on the limited partner side as an investor. And it was a great place to deploy my capital. So I could deploy my capital in deals that I had full control over. So 2017, I decided I wanted to get into multifamily, probably wanted to get into syndication.   I reached out to a friend of mine, Ashley Wilson, who managed a company called Barred Down Investments. She and her husband had started the company a couple of years earlier. They were doing exactly what I wanted to do. And so I reached out to Ashley and I said, hey, I would love to learn multifamily. I don't expect you to like just take all this time and teach me so I can often be your competitor. But here's what I am willing to do if you're willing to do this. I will come work for you for a year.   And in that year, you've got all my time, you've got all my energy, you've got all my knowledge, you've got all my contacts, I'll put money into your deals, whatever it takes. You mentor me for a year, you've got my commitment for a year. After a year, we can figure out if like, there's a place for me on the team or if I'll go off and do my own thing. But basically, let's work together for a year. And she loved that idea. mean, I think she liked the fact that I was really good with the systems and the processes and the operation stuff.   And I obviously loved the fact that I could jump into a team that was high functioning, already owned a lot of properties and was doing deals. So for the next year, I worked with her team. It took about a year and a half before we finally did a deal. But 2020, just before COVID, we started putting together a deal. That deal went really well. Ashley and I realized that we were like, just we made a great team.   We had a bunch of complimentary skills, the things that she was really good at, I wasn't, the things I was really good at, she wasn't, it was just a good partnership. Around the same time, her husband decided that he didn't really want to be doing real estate anymore. He kind of wanted to be a stay at home dad. He liked helping with the business. He ran the underwriting team and he did a lot of the analytics, but he didn't want to be a partner in the business anymore. So about a year and a half ago, Ashley came to me and said, Hey, would you want to join me and be a partner in the business?   Scott (11:57.678) 2020, 2021-ish. Ashley and I joined forces. She and I now run bar down investments and we do value add multifamily all around the country.   That's great man, said you weren't having fun anymore, you having fun now?   I'm having a ton of fun. And I think the big difference between then and now is when you're flipping houses, flipping houses is a very, it's a solitary venture. Yeah, you have contractors around you and you have eight real estate agents and you have closing agents and lots of 1099 people, lots of vendors and people that come in to help you. But at the end of the day, you're running the show. You're doing the four big things that you do when you flip houses.   you're acquisitions or you're running acquisitions, you're doing the rehab or you're running the rehab, you're doing the disposition or managing the disposition and you're raising the money. mean, all four of those things, you don't generally have a big team to do those things because it's just hard to scale a big team when you're flipping houses. The profits aren't there, the margins aren't there. Unless you're doing real high-end houses, the deal size isn't there. But in multifamily, the thing I love about multifamily is it really is a team sport. When you're doing it,   $10 million deal or a $50 million deal, it's not something that I could ever do myself. It's not something anybody or very few people can do themselves. Typically you have to be part of a team because things are very specialized. mean, the acquisitions piece, you need some of the best acquisitions people in the world to be finding deals in this market. The renovation piece to be renovating a 200 or 400 or 600 unit apartment complex, it's not like flipping a house. You need to have really good systems and processes. need to...   Scott (13:36.448) really know the renovation side of things. Managing the property, I mean, you have to know the asset management side. You have to know how to carry out a business plan. You have to know how to increase and reposition rents. You have to know how to decrease expenses and improve the efficiency of the management. And then on the sales side, that's a whole other world where you have to really know the market and be able to work with the brokers and know how to position the company for sale. And then finally, there's that raising funds piece.   And that's a whole world by itself, whether you're dealing with raising debt through a broker and you're going like just typical, like getting loans, or you're going out to private investors or institutions and you're raising equity, people that come in as partners. And I mean, that's a full-time job in itself, those two things. So when you do multifamily, you really need to figure out what are you great at? And then you need to surround yourself with people who are great at everything else. And so that's what I loved about multifamily. It allowed me to focus on what I was really   and then bring in people who are literally the best in the world at all the other stuff. And now it becomes a team sport. It goes from playing tennis to playing basketball. It goes from being yourself reliant and you have to do everything and be the best versus you have to be able to put together the best team and manage that team in a way that not only is everybody fantastic, but working together, they're better than the sum of their parts.   Yeah, yeah, that's fantastic, man. The whole team game part of multifamily and commercial real estate. It's really interesting because when you get into other businesses, it feels more competitive and kind of like if you if you have the secret sauce, you keep it close to your vest. You don't you don't tell everybody about it. Whereas when you're in this commercial real estate world, everybody's sharing ideas. Everybody's trying to partner. Everybody's trying to see how they can help you rather than just looking about, well, how can you help me kind of?   I call it, I'm gonna get in trouble here, but the Hollywood mentality where it's like, what can you do for me? Oh, you just drive a three series, you probably can't help me. So it's a different attitude.   Scott (15:41.294) Absolutely. I like to refer to it as co-op petition. It's like there are deals that you're going to do with other people and then there deals you're going to do yourself and you may come back to those people later. You may never come back to them, but everybody kind of looks out for each other because you never know when you may end up in a deal with somebody that previously you were competing against. And so anytime that you're not in a deal with somebody, you're still treating them as if, the next deal we could end up being partners. And the deal after that, we could end up being partners.   because it really is, it's a small industry, everybody knows each other. we really, again, going back to the sum of the parts is greater than the parts themselves. mean, working together, we can really do a whole lot more than if we just are purely competitive and try and take each other down.   Yeah, absolutely. And I think kind of going back, there's a lesson to be learned about how you were transitioning from house flipping and you were the best at it. And then you're like, okay, I want to go into multifamily and a syndication. You went and you sought out someone that was already in the game that knew what they were doing, that had the experience. And you said, what can I do to help you? What value can I bring to you to help you so you can teach me what you've done? And there's a lot of value to be found in that lesson for folks that are trying to   you know, get into the active side. A lot of listeners out there are passive investors already and they're, you know, maybe thinking about, maybe I want to do in the active side. And they're like, well, what can I do? Cause a lot of attorneys, especially in doctors and folks like that, they think they have this one track mind. They're only trained to do one thing. And they're like, what value can I provide as somebody else? But there are a lot of skills that you've learned in your W2 profession that you can apply to help other folks that are already in the industry.   Absolutely. I mean, I talk about it a lot, but even outside of real estate, I do a lot of advisory work and I'm still pretty active in the tech world. And I find companies that kind of bridge that gap between technology and real estate. all know about the Zillows and the Airbnb type companies. There are a lot of startup companies in that space too called property technology type companies. so...   Scott (17:46.998) I love to use my experience, my knowledge, my relationships to go into those companies and help them grow their companies. In return, I'm not an employee. I'm not even a 1099 contractor. In return, I'm getting equity so that if I can help make them successful, ultimately my equity is gonna be worth something. I'm gonna be successful as well. And so what I like to tell everybody like figure out what you're good at and then figure out who needs that expertise.   and then figure out how you can offer that expertise in a way that isn't trading necessarily hours for dollars. Figure out how you can trade your expertise, your knowledge, your Rolodex, your whatever it is for equity or potentially passive income so that you can grow potentially many fold as opposed to I charge $200 an hour or $300 an hour. mean, everybody loves $300 an hour, but the minute you stop working, you stop making that money. But if you can get equity, that equity can work for you for a while.   Yeah, absolutely. And it's tough for a lot of the WTs out there listening, they're highly paid professionals. It's tough to get off of that treadmill. For some folks it's easier because they're not making as much money, but for the lawyers, the doctors out there that are making a good amount of money in their profession, it's tough to try to see, you know, to stop trading time for money. But you've got to kind of see through the weeds there.   Yeah, well, what I tell people is, there's two types of income. There's your active income. That's the stuff that you're trading your time for, whether you're a doctor or a lawyer or an engineer or you're a house flipper or you're a consultant or you're a small business owner, whatever it is, that thing that when you stop working, you stop making money. And then there's a passive income. It's the thing you trade money for money. So you put your money out there and hopefully it continues to come back to you for the rest of your life or at least the next several years.   And so what I like to tell people is don't think about those the same. Those are completely different. figure out for your active income, figure out what the highest and best use of your time is. If you're gonna make more money as an attorney than you are flipping houses, don't flip houses just because you eventually want to retire on real estate. You can always use real estate for the passive side of things, but if you're gonna make more dollars per hour as an attorney or a doctor or a consultant, then do that because you wanna get out of that active income as quickly as possible.   Scott (20:05.9) And the way you do that is you make as much as you can and you move it over to the passive side. So focus on whatever it is that's generating the most dollars per hour for a shorter period of time so that you can then start moving that money over to the passive side and start building up the passive side. don't, people ask me all the time, should I flip houses or should I buy rentals? And I'm constantly telling them that's not the right question. Flipping houses is your active income. Compare that to all the other.   potential active incomes you can have. And rentals is passive income. Compare that to all the other passive investments you can make. And so don't say flipping houses or rentals say, should I be flipping houses or should I be an attorney? And don't say, I be flipping houses or rentals say, should I be doing rentals or should I be investing in syndications or dividend generating stocks or something else? And think of them very differently. then secondly,   Make sure as much of that active income as you can, move it over the passive side so that you can start that snowball rolling. I compound interest is the key to financial freedom. And the sooner you can put more money to work, the faster it'll compound and the sooner you can start to live on.   Yeah, I love that man. mean, lot of folks, you know, calls that I take, they're like, hey, they're attorneys. Should I quit my job or how do I quit my job? I'm like, if you want to quit your job, don't be hasty about it. First of all, you're probably making a good amount of money in your active income. You just need to figure out a way to transition that active to passive income and don't just quit your job. It's very difficult to flip houses, to do an HGTV fix and flip while you're working at a big law firm or something like that full time.   I tried to do it, I didn't do it very well. You're not even gonna make it nearly as much money as you would as a doctor, as an attorney, unless you get to level like you did, Jay, but that takes time and that takes a buildup of accumulation of skills and money to be able to get to that level.   Scott (22:05.826) Yeah, I mean, at the end of the day, it's a math equation. mean, your passive income or your ability to build up enough income to be able to retire, whatever your number is, is based on how much can you put in per month into that wheel, that passive income growth machine? How much are you generating every year on what you're putting in? So what do your returns look like? And three, how long do you have to compound it?   And so everybody can go out into a compound interest calculator and say, okay, I have $5,000 a month that I can invest passively and I can return 12 % per year and I need $6 million to retire. Well, based on those three numbers, you can now figure out that fourth variable, is how long is it going to take? And so figure out how much do you have per month to put in? What's the rate of return you can generate and how much do you need? And that'll tell you how long it's going to take or   figure out how much you have to put in, how much your return is gonna be and how long you wanna spend. And that'll tell you how much you'll end up with at the end, either way you wanna look at it. But again, it's a pretty simple math equation, but too many people don't actually do that equation where they don't think about it until too late and they think, I wish I would have taken that $5,000 a month that I was spending on my second home in the Bahamas and put that into real estate so that I could have been.   compounding it and so now I could buy that home for cash five years or 10 years later.   Absolutely. Attorneys hate math, but I think they can handle that little equation. I want to take a step back for a minute because you got into house flipping in 2008, which is kind of like around the big crash. And now we're kind of at the height of a market. We don't know where that height is going to end, but we're definitely in it. Right. So can you maybe compare and contrast getting into, let's say,   Seth Bradley (24:01.652) one real estate venture in the middle of a crash compared to getting into another venture kind of towards, towards the upswing.   Yeah, so it's one of the reasons I like multifamily and I like commercial and I like syndication. Anytime you're doing purely transactional deals, buying something and then selling it, not generating any cashflow in between, you run a risk. If the market turns in the middle of the transaction, you're gonna lose money and you don't have a lot of ways to mitigate that risk.   Whereas if you're buying something like an apartment complex, or even if you're buying a rental property, or you're buying a self-storage complex, or you're buying anything that cash flows, the nice thing is if the market turns, you may not be in a great position. You may not be thrilled with what's happening with the value of your assets, but if you're still generating cash flow, you can weather that storm. Maybe it's gonna take, the average recession lasts about 18 months. And so if you can make enough income that you can keep yourself afloat for 18 months, or maybe   it's a horrible recession and it lasts three or four years. If you're still making income and you can keep yourself afloat for three or four years, the market's gonna come back. And so when we do our multifamily deals, yeah, we typically say we're planning to hold three to five years, but we also do all the underwriting to ensure that if we have to hold for six years or eight years or even nine or 10 years, that the numbers still work because.   Again, who knows what's gonna happen three years down the road, we could have a major recession that lasts four years and now we're seven years down the road. I wanna know that my multifamily investments in seven years, they're probably gonna be producing more cashflow. We're probably gonna see more growth in terms of population. We're probably gonna see more growth in terms of employment. Hopefully we're gonna see more wage growth once we come out of that recession. So all the economic indicators that kind of lead towards value growth in multifamily,   Scott (25:58.486) are going to happen over those seven years if I can just get my property seven years and not lose it. With a flip, well, I'm not generating any income. So if the bank calls the loan due or if my two-year loan comes due and I can't refinance, I'm screwed. But in a multifamily, I just waited an extra couple of years and I'm probably in a better position than I was anyway. So that's one of the reasons I love multifamily because we can't predict   what the economy is gonna do in the next couple of years. But I do know that whatever the economy does, it's probably gonna come back in the next five or 10, and I'm still gonna have the problem.   Yeah, yeah, that's great. That kind of rolls into this next question. How does a passive investor that's kind of vetting a sponsor, how do they check kind of the boxes to see if their sponsors are taking the extra measures to look into those risks that you just mentioned, to mitigating those risks, to taking those risks into account in their underwriting and things like that. How can they best vet the sponsor to make sure that they're thinking of those things?   So I invest in a lot of other people's syndications as well as my own. And so when I do that, I kind of look at five areas for due diligence anytime I invest in a syndication. Number one is the team. And that's probably the most important thing. For a lot of people, I have been pleasantly surprised that a lot of our investors have recognized that team is the most important aspect of the deal. I know in the flipping world, everybody was concerned about the deal. Nobody cared about   what was my experience, but in the multifamily world, a lot of investors recognize that the team has to be great. So number one is the team. Number two is location. Location is often overlooked, but at the end of the day, the thing that's gonna drive value for multifamily and for commercial real estate in general is gonna be population growth. So you want more people coming into an area, employment growth. So you want more employers coming into an area that will bring more people in. You want wage growth because that will ultimately drive rents up.   Scott (28:06.082) and you want employment diversity. You wanna know that if one industry takes a big hit, so for example, we invest in Houston, but we won't invest in the energy corridor of Houston because it's so reliant on oil and gas, that if the oil and gas industry took a big hit, the real estate around there would probably take a big hit. So we wanna see that there's good employment diversity. But at the end of the day, location is that next big thing. So team, location, number three is the deal itself.   So you need to know that the deal is gonna stand on its own. I wanna know that if I took a deal and I handed it to pretty much any other indicator, they couldn't mess it up too badly. Obviously, again, we're gonna go back to the team is super important, but I want the deal also to stand on its own. And I wanna know that the business plan for the deal, the hold period, the numbers and the underwriting, the pro forma for the property makes sense. So team location deal.   Number four is the returns. So obviously when I invest with somebody, I'm in it for the money. And so I wanna see that the returns are commensurate with the risk. I wanna know that the returns, if somebody tells me I'm gonna get 10 % returns in this deal versus 20 % returns in another deal, I wanna know, well, why am gonna settle for lower returns? I want the answer to be because it's a lot lower risk or because you're gonna get your money back a lot sooner, which is gonna allow you to compound it or whatever the answer is.   I want to know that the returns make sense given everything else. And then finally is the risks. At the end of the day, I'm always going to sit down with the syndicator and I'm going to say, what are you most concerned about here? Like where, if I'm going to lose money on this deal, where am I most likely going to lose money? They say, there's no shot of losing money. walk away because we all know every deal has risks and every syndicator knows what those risks are. And they're thinking about those risks. I just want them to tell me.   So if I'm gonna lose money on this deal, where am I most likely? Why am I most likely to lose money if I'm going to lose money? So those are the five things that I look for. Talking about each individually a little bit more. the team, I like to know that one, I wanna see how many deals the team has done together because again, like a basketball team, you can put the best basketball players in the world together. And if they've never played on the court together,   Scott (30:31.672) they're not gonna be necessarily the best team out there. You can find another team with five inferior players who have been playing together for 20 years and they're probably gonna be better because they know each other better. So I like to see teams that have worked together for a while. I like to see teams that have gone full cycle in deals. So it's easy to buy 10,000 units. It's hard to buy 10,000 units and also sell 10,000 units for a profit. So I wanna see that if a team has bought a lot of deals, they've at least sold some for a profit.   I wanna see a team that's putting their own money in the deals. So I want people that have skin in the game. If they don't have skin in the game, and I've seen plenty of syndicators that don't like to put money in the deals, well, they need to sweeten the pot for me somehow. So maybe they're saying, we're not gonna take any profits until at least year three, or we're gonna give you a better preferred return, a better split than you would get if we were putting money in the deal. I wanna know if you're not putting money in.   that you're at least giving me something that aligns our interests and ensures that you're gonna be working hard even though you might not have as much financial risk. So those are the types of things I like to see in the team. I like to see things like at least one or two people working full-time. If everybody's part-time, that's kind of a little bit scary. Obviously not everybody has to be full-time because there are a lot of jobs on a GP team that aren't full-time jobs. There are a lot of jobs that might stop the day you purchase the property. Like the person that's raising money, job's   pretty much done other than communicating status when the property's been purchased. But I do want to know that whoever's managing the asset is doing it full time. So that's kind of the team stuff. Location, again, population growth, employment growth, wage growth, and employment diversity. So those are the four big things I look for. Next is the business plan. So I want to see the biggest question when somebody goes in and...   does what I do, which is a value add multifamily. Basically they buy it, they raise the value of the property and then they sell it for a big profit. Where is that profit coming from? Generally the profits coming from raising the rents. There's also some lowering the expenses, but at the end of the day, raising the rents is kind of the big thing that's gonna generate the big profits in multifamily. And so I wanna know how are you raising the rents? And two, when you tell me that you're raising the rents from X to Y, where is Y coming from?   Scott (32:55.182) Show me the comps that tell me that why is a reasonable new rent, market rent for this property after you've done the renovation. So I wanna see the comps. So that's kind of the deal. The returns speaks for themselves. I wanna see like the structure of the deal. So when's the money coming back to me? Is it paid monthly? Is it paid quarterly? What are the returns look like? What's the preferred return? So is it a low preferred return, which means   that the syndicators are getting paid sooner, whereas at a higher preferred return, which means the syndicators have to do more for me before they take anything home. So that speaks for themselves. And then for the risks, I wanna know both the catastrophic risks. So what's the thing that's like going to make me lose all my money? Is there something out there that can cause me to lose all my money? Hopefully the answer is no, but there are probably some risks that are bigger than others. So we do a lot of deals in Houston. If somebody were to say to me, what's the biggest risk on your deals?   The answer is generally going to be weather. If we have a really bad hurricane, if we're in a flood zone, we probably have flood insurance and we have hurricane insurance. But if it's in a place that's never experienced the negative impacts of a flood or a hurricane, and we are not required to have flood insurance, but there's still a massive hurricane that wipes out that property, that's not going to be good. We're going to have to pay for that ourselves. So what's our mitigation there? We don't have a great one. Luckily.   the risk is really low. We don't buy in areas where there is that risk. And if there is, we're gonna get flood insurance. But I do want my investors to know that no matter where you invest, whether it's a risk and especially in Houston, if we see a storm bigger than anything we've seen the last 50 years, some of our properties could be at risk. And then there are the smaller risks. So maybe there's five other complexes being renovated all around us. Maybe there's class A, brand new class A being developed.   all around us. So basically our absorption of units is going to slow down because there's so many more units. Maybe there's one big employer in the area. Amazon just built a warehouse that's employing 8,000 people. Well, what happens if Amazon has a bad year and has to lay off 4,000 of those people? How's that going to affect us? So, so risks is the next thing. And the way I approach it is I literally sit down with the, with the syndicator and say,   Scott (35:15.554) What keeps you up at night? What are the biggest things you're concerned about? And so those are the things that I do. I have no problem basically saying to a syndicator, I need 15 or 30 minutes of your time to ask these questions. Typically the good ones will either find the times themselves or have somebody on their team that will sit down and answer these questions. If they're not willing to answer those questions, well, that's probably a good indication that that's not a good team.   Yeah. For our listeners out there, that breakdown was incredible. Rewind that, listen to those five items again. That's a quick, but thorough and awesome rundown of what you need to do. Just as at least the starting points for your due diligence. And that's, that's great that you said if they won't book a call with you either themselves or an investor relations person on their team, then it's time to, you can just walk away and look at the next, look at the next deal. One question I had on the deal.   So a lot of folks, it's kind of overwhelming to see an underwriting model or something like that. And being a passive investor, I don't know how much you even want to dive into it. Some people do, some people want to nerd out on it. Most people don't. And we don't generally have access to the T12 or the rent roll or anything like that. What are maybe some quick tips on how to maybe proof through that pro forma to make sure that the assumptions are reasonable and the pro forma is generally   a reasonable prediction of what we might expect from that investment.   Well, let me start, me take a step back before I answer that particular question and just say that even for you and me, mean, you know how to do an underwriting, I know how to do an underwriting. If you or I were gonna invest in somebody's deal, Joe Smith's deal, we're probably not gonna have enough information even though we know this business really well and we know the underwriting models really well, we're probably not gonna have enough information.   Scott (37:08.908) that we're going to be able to know for certain that Joe Smith's not trying to scam us out of money. So if Joe Smith is really smart and he could probably put together an underwriting that could fool us because we're just not gonna be putting in as many dozens of hours underwriting as he and his team are. So the number one thing I would say is make sure you trust your syndicate. This goes back to why team is so important.   because there's two types of things that Joe Smith can do. One, he could do a bad job of underwriting and come up with bad numbers. That's not good, but that's not nearly as bad as Joe Smith wanting to scam us out of money. So number one is make sure Joe Smith's not the kind of guy who wants to scam us out of money. And so work with people who are reputable. And that's why I would invest with you before I would invest with 95 % of syndicators out there because you're an attorney, you passed the bar.   you know that if you go and somebody finds out that you're trying to scam somebody, well, you're putting your entire career at risk. And so what I tell people is, so what do you have that really proves that this person is on the up and up? And maybe it's a track record. Maybe it's 10 or 15 years of doing deals. Maybe it's, I like to think with me, I've been doing this business for 15 years. I've done thousands of deals with hundreds or thousands of people.   And if you go out on the internet, nobody's gonna, you're not gonna find anything that's written negatively about me. So that's a good sign. But make sure that there's something out there that gives you faith in that syndicator, even if it's just somebody else that's invested in a couple of deals with them. So that's number one. So that's the way to rule out that catastrophic, they're trying to scam you risk. Then there's the more likely, what if they just didn't do a good job of underwriting risk?   And so for that, would say for people that have very little knowledge of how the underwriting works and how the numbers work, it can be really difficult. And so what I like to do is, or what I recommend people do is sit down and ask to do a Zoom call for 15 minutes with the investor relations person and say, hey, will you kind of walk me through the high level underwriting? And at least force them to go through and then just ask questions.   Scott (39:30.958) when they say something, even if you have no idea what you're talking about and they say, well, it looks like we're gonna be able to reduce expenses by implementing a rub system, blah, blah, blah. Oh, okay, well, what is rubs and how does that work? And at least make them explain it to you. At least then you'll get an idea that they're not making it up as they're going along, or at least you'll get that confidence that it sounds like they know what they're talking about. But the biggest thing that I would say is that whole comps thing.   And this is a question that a lot of people don't like to ask. But I actually, and when people ask me this question, it always makes me nervous because it's the hardest part of the business, but it impresses me when people do. to the underwriting or the investor relations person, what are the comps that you used for your post renovation market rents? So again, the thing that drives values in multifamily is after the renovation is completed, in theory, you should be able to bring your rents up higher.   and your rents, those higher rents, you should be able to figure out what they are by looking at other units that have already been renovated and seeing what their rents are. So if I buy one, two, three Main Street, and I know I'm going to put $8 million into it, well, now that property is going to comp out to 678 Main Street. And well, what are the rents at 678 Main Street? And so by asking, hey, so you're buying one, two, three Main Street, what are the comps for the rents after you renovate?   and they tell you, it's going to be 678 Main Street and 123 Smith Street, whatever it is, you can then go look up those properties and say, okay, well, it looks like a two bedroom at those properties is renting for 1200. Now I go back to the investor relations person or whatever information they gave me I see, oh, okay, after renovation, they have their rents at 1200. Makes sense. If that's a reasonable comp, they now have the rents at kind of where they should be.   If he says that six, seven, eight main streets, a comp, and you go look in a two bedroom at six, seven, eight main streets, 1200, but their underwriting tells you that after they do the renovation, they're going to be charging 1500. Well, why are you now $300 above this property that you said was a comp? And so that to me is kind of the first thing that I look at or the biggest thing I look at is what are the comps that they're using and does just a kind of first pass.   Scott (41:57.762) jumping on apartments.com or calling the complex and asking them what different things rent for. Does that coincide with what they're telling you their post renovation rents are gonna   Yeah, I love that man. I mean, it's not as simple as just going into an old dilapidated apartment building and saying, I'm to put granite countertops and hardwood flooring and stainless steel appliances in there. And then I'm going to triple the rent or double the rent. It's not that easy. If it's not in the right area that could support those, those market rents or that have potential tenants that want those types of things, it doesn't work. So that's why that's so important to check those comps to see what's around those apartments that you're going to be investing in to see if, they can achieve those.   those proforma rents. All right, man, before we jump into the freedom four, what's one last gold nugget for our listeners?   Absolutely.   Scott (42:45.634) Yeah, so again, what I would tell people is figure out your highest and best use on your active side. And then for the passive side, figure out how you're gonna scale. And I know a lot of people like to invest in a whole lot of different things, but I'm a big fan of doing some work so that you don't have to diversify as much. Diversification is great, but diversification,   is for people who aren't really an expert in anything. If you want to get your best returns, the way to get your highest level of returns is not to have to diversify. And the best way not to have to diversify is to get knowledgeable about whatever you're investing in. So if you decide you wanna invest in all your syndications, just cause that's what you and I do. So it's an easy example. If you want to invest in syndications and that's how you wanna grow your nest egg, my recommendation is,   get as much information about syndications as you can. Pick up a good book on syndications. Go find somebody that does syndications and say, hey, I'd to pay you a thousand bucks for five hours of your time. Or you just to walk me through what a typical deal looks like or what the underwriting looks like. Or go sit in on a hundred multifamily syndication investor videos, presentations. So you can see all the different things they're talking about and become as much of an expert there as you can. So that way you're reducing your risk without having to do a lot of the.   diversification. So focus on whatever your highest and best use of time is on your active income and then become as knowledgeable as you can for whatever you're investing in passively. What I like to say on the passive side is it's not truly passive. Nothing's truly passive. But the best investments are the one where all the work is done upfront. You do your due diligence and then it becomes passive.   Yeah, that's awesome, man. And then what you can do though is diversify within that strategy, right? Absolutely. Yeah, different asset types can have different business strategy, value add, or maybe you're dealing with just a class A where you're chasing yield or across different cities, different geographies, or across different sponsorship teams. There's other ways to diversify within that same type of investment strategy. Yep. All right, man, let's jump into the Freedom 4.   Scott (45:05.598) It's time for the Freedom Four.   What's the best thing you do to keep your mind and body healthy?   So for me, it's admitting when I need a break. I know so many people that it's a badge of honor to work 80 hours a week, 52 weeks a year, never take a vacation. I'm just the opposite. If I wake up one morning and I'm tired and I don't feel like working and I don't feel like I'm gonna be productive, I will grab a book. I might even turn on the TV. I might say to my wife, hey, let's go to breakfast or let's go spend the day, let's go to a movie.   And I have no qualms with just saying, I need a break today. Today's not gonna be a productive day. I don't need to pretend to work just so I can have that badge of honor that I work hard. And so, yeah, and that's one of the nice things about real estate. mean, I don't have a hundred percent flexible work-life balance. I can't do anything I want any time I want, but if I wanna take a couple hours off, I normally can. And so I'm not scared to do that.   Yeah, yeah, that's a great answer. With all your success, what is one limiting belief that you've crushed along the way and how did you get past it?   Scott (46:15.734) Yeah, I still have a lot of them. I think we all do. But I'd say the biggest one is that doing a big deal is not that much harder than doing a little deal. I'm not going to say a hundred million dollar deal is just as easy as a hundred thousand dollar deal. But if you're smart enough to do a hundred thousand dollar deal, you're smart enough to do a hundred million dollar deal. And the people that are out there doing those hundred million dollar deals, mean, we have, we now have a hundred million dollars assets under management.   I remember a couple of years ago, looking at the people that had nine figures under management and thinking, they're different. I can't do that. These are people, went to some school that I will never go to, or they were born into something that I was never born into, or they know people I don't know, or whatever it is. No, they're normal people. And the only difference between them and me was I wasn't thinking big enough.   and I wasn't willing to take some risks and I wasn't willing to acknowledge the fact that doing again, a hundred million dollar deal is certainly within my capabilities. So that to me has been probably the biggest one and it's made it a lot easier for me now to say, okay, $50 million deal, let's go do it, not think twice.   Yeah. I had a similar experience working in, in, big law, doing house flips, doing single family rentals, things like that. And even though my clients are doing 50, a hundred million dollar deals and I'm helping them close those deals, it was just like the mindset shift that, a minute, I can do those deals too. I'm actually giving them advice on how to, how to do this thing. I need to step up my game and, and, take some.   Exactly, it's the difference between people doing a hundred million, a hundred thousand, it's all mindset.   Seth Bradley (48:00.866) Yep, absolutely. What's one actual step our listeners can do right now to start creating more freedom.   take action. So the biggest thing that I see stopping people is just this fear to take the first step. And I know this doesn't apply to a lot of your listeners, but I talked to a lot of people who want to get into house flipping or they want to get into rentals and they've been thinking about it for years and they just never take that first step and then they end up giving up. One of the the few truisms I see in this business   is that there are two types of people I meet. Number one, I meet people that have never done a deal. They've done zero deals. And maybe they're still working on it. Maybe they've given up whatever it is, but they've done zero deals. And then the other type of people I meet in this business are people that have done a lot of deals. They've done five or 10 or 20 or 50 deals. There's one type of person I never ever meet in this business. And that's somebody that's done one deal. Because if you get that one deal, you're gonna get the second and the third and the fifth and the tenth.   Nobody does one deal and then says, okay, that's it, I'm done. can't do this. So what I like to tell people is, and that applies to a lot of things in life. If you can get over the hump and do it once, you're gonna get that snowball effect and it gets easier the second time. It gets even easier the third, it gets even easier the hundred. So don't give up until you achieve that first step or that first iteration of whatever it is you wanna achieve because that's gonna get that snowball rolling.   Yeah. Yeah. We preach that on their show all the time. Just like, you know, just do a deal, just invest in a deal so you can get that experience and it'll just kind of open up your mind to other opportunities. You'll just see opportunity all around you. Once you just do one deal last but not least, how it's passive income made your life better.   Scott (49:51.886) Passive income has given me the ability and the confidence to raise a family. Before this, my biggest concern with raising a family was I didn't want to be, I had, my parents were great, but my parents were always working. And I didn't want to be the same type of father that my parents were. Again, they were fantastic, but I wanted to always be there. I wanted to be at every soccer game, every piano recital.   I wanted to be able to go into school for the parent-teacher conferences. so passive income has really given me the ability to build my life around my family as opposed to building my life around   Love that, love that. It's been fantastic, brother. We're gonna listen and find out more about you.   Yeah, anybody wants to get more info, go to www.connectwithjscott, just letter J, Scott, connectwithjscott.com, and that'll link you out to everything you might wanna find.   Awesome man. Talk soon.   Scott (50:54.945) Awesome. Thanks,   All right, Mr. Jay Scott from Master House Flipper to multifamily syndicator. He's a master of creating profitable, well-oiled business machines. I've been reading Jay's bigger pockets books for years and it's awesome to have the opportunity to have him on the show today. Major key, focus. Focus on transitioning your active income to passive income and don't get distracted. All right, if you're ready for a change, you're ready to take action.   partner with us on one of our next passive real estate deals. Go to passiveincomeattorney.com and join our Esquire Passive Investor Club. All right, kiddos, as always, enjoy the journey.   Thank you for listening to the Passive Income Attorney Podcast with Seth Bradley. Do you want more ideas on how to generate multiple streams of passive income? Then jump over to passiveincomeattorney.com for show notes and resources. Then apply for the private Facebook community by searching for the Passive Income Attorney on Facebook. And we'll see you on the next episode.   Links from the Show and Guest Info and Links: Seth Bradley's Links: https://x.com/sethbradleyesq https://www.youtube.com/@sethbradleyesq www.facebook.com/sethbradleyesq https://www.threads.com/@sethbradleyesq https://www.instagram.com/sethbradleyesq/ https://www.linkedin.com/in/sethbradleyesq/ https://passiveincomeattorney.com/seth-bradley/ https://www.biggerpockets.com/users/sethbradleyesq https://medium.com/@sethbradleyesq https://www.tiktok.com/@sethbradleyesq?lang=en J. Scott's Links: https://www.linkedin.com/in/jscottinvestor/ https://www.instagram.com/jscottinvestor/ https://x.com/jscottinvestor https://linktr.ee/jscottinvestor

On this episode of Beyond Multifamily, Amanda Cruise and Ash Patel interview Ira Zlotowitz. Ira explains GPARENCY's fixed-fee “mortgage assurance” model—$4,500 to shop your deal, create real competition among lenders, and hand you the best term sheet without taking a closing commission. He contrasts this with traditional brokers (exclusives, success fees, misaligned incentives), and shows how owners can use lender data (via GPARENCY's G‑Placer) to find active banks for niche assets and markets. They dig into term‑sheet timing, bridge‑loan speed, how to approach lenders with a crisp “teaser,” and Ira's money‑back guarantee if a clearly better deal surfaces after his process. Ira Zlotowitz Current role: Founder & CEO, GPARENCY (Mortgage Assurance) and G‑Placer (lender data platform) Based in: Howell, New Jersey Say hi to them at: iraz@gparency.com | WhatsApp/Text: 917‑597‑2197 | LinkedIn Visit investwithsunrise.com to learn more about investment opportunities.  Get 50% Off Monarch Money, the all-in-one financial tool at www.monarchmoney.com with code BESTEVER Join the Best Ever Community  The Best Ever Community is live and growing - and we want serious commercial real estate investors like you inside. It's free to join, but you must apply and meet the criteria.  Connect with top operators, LPs, GPs, and more, get real insights, and be part of a curated network built to help you grow. Apply now at ⁠www.bestevercommunity.com⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

We're heading deep into the twisted heart of New Jersey to explore the Pine Barrens—a million-acre nightmare factory packed with ghost towns, cult hideouts, phantom creatures, and more bodies than a mobster's Rolodex. From the legendary Jersey Devil to disappearances, secret military experiments, and one town that might not even exist (looking at you, Ong's Hat), this forest is straight-up cursed.