Podcasts about Sandbox

In this episode of The Corner of Story and Game, we sit down with Winter Mullenix and Tormod MacLean to explore what it really means to tell stories in open-world, player-driven spaces. Together, we dig into the challenges and opportunities of crafting narrative in sandbox MMOs, where story doesn't come from scripted quests alone, but from the players themselves.Winter and Tormod share insights from their work on large-scale projects, unpacking how narrative design can survive (and even thrive) in worlds defined by freedom.Whether you're building your first open-world game or looking for ways to weave narrative meaning into systems-driven experiences, this episode will help you think differently about what “story” really means in a sandbox MMO.Where to find Winter & Tormod:LinkedIn (Winter): https://www.linkedin.com/in/wintermullenix/LinkedIn (Tormod): https://www.linkedin.com/in/tormod-maclean-6b230012/EVE Online: https://www.eveonline.com/The Corner of Story and Game:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Discord⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Bluesky⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Email: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠gerald@storyandgame.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#NarrativeDesign #GameWriting #MMORPG #SandboxGames #OpenWorldDesign #EmergentStorytelling #GameDevelopment #StoryInGames #PlayerAgency #InteractiveNarrative #GameDesign #StorytellingInGames #TheCornerOfStoryAndGame #IndieDev #SystemsDesign #WritingForGames #BuildingWorlds #GameNarrative #NarrativeCraft #WorldBuilding

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On this episode of The Founder's Sandbox, Brenda McCabe sits down with Jen Apy, Area Managing Partner and Chief Marketing Officer at Chief Outsiders, to explore how scaling companies can unlock growth through fractional marketing leadership. Jen shares insights from her 30+ years of marketing experience—spanning Mattel, Adobe, Intuit, and now Chief Outsiders—and introduces listeners to the Growth Gears framework: a strategic methodology designed to help small and mid-sized companies grow efficiently and sustainably. Jen and Brenda also dive into key trends such as the rise of “flash teams,” how AI is transforming the marketing playbook, and the importance of being a learning organization in a fast-moving world. You can find out more at https://www.chiefoutsiders.com        transcript:  00:04 So  welcome back to the Founder's Sandbox. I am Brenda McCabe, the host of this monthly podcast where I am joined by business owners, founders, and professional service providers that are scaling businesses. 00:34 with great corporate governance. This podcast is now in its fourth season and very excited to have Jen Apy as my guest today. For those that are subscribed to the Founder Sandbox, you always know that we have a story that's going to be told about the origins of the company and the founder  and the professional's experience as the introduction here. And we will always come back to the... 01:02 the sandbox where we're talking about resilience, purpose-driven and scalable growth. And when Jen, who I've known now for several years, we work in the same ecosystem, spoke to me about the growth gears, that is kind of the overarching framework  of chief outsiders. I was fascinated and wanted to offer the platform of the podcast to get the message out to  business owners that are 01:30 scaling and have not yet thought about using fractional marketing services. So welcome, Jen, to this fourth season. um Absolutely delighted to have you here. Oh, I'm delighted to be here. Excellent.  So we did choose a title. We're gonna you're gonna hear the word growth gears throughout this podcast. So the title for the podcast today is growth gears for scaling. And 01:56 Jen and I kind of share a similar background in the sense that we've been out there over three decades.  I um had my own consulting business. I worked in the McKinsey & Company and reinvented myself uh around really bringing the expertise that I had at multinationals into the ecosystem  of growth stage companies. Jen, tell me you are multifaceted marketing professional over three decades. 02:26 of experience contributing to marketing excellence. Tell us a bit about your origin and your currently, I think since five years ago, the area managing partner and chief marketing officer of Chief Outsiders. So share a bit how your role has evolved and what's it like to be with this company that was once a startup itself. Well, thank you so much for having me, Brenda. It's been a wild ride. 02:56 I feel like I was so lucky  early in my career to work with fabulous marketers at Mattel and Intuit and Adobe.  And now to have  the opportunity to apply those skills to help small to mid-sized companies grow. It's really been a fantastic experience. I feel like this is my purpose. Oh, beautiful. To share these enterprise little marketing skills with smaller companies that 03:25 are hungry for growth.  you when I, when I meet founders or I meet CEOs, I'm always really curious about, know, what's working, what's not working. You know, how do we create this flywheel that can help them grow in scale? It really is, is something I enjoy. You know, you found your purpose and then  I guess your purpose found you  working with chief outsiders because you were also a solopreneur  for years. What would be your 03:54 tagline if if anybody were to just listen to five minutes of the founder sandbox, what would be. Jen appease tagline such a good question. I think it would be be something like committed to growth. I feel like that is my purpose. That's what I enjoy. And you know now it's part of outsiders. I I now have 125 colleagues who feel the same way. They've all been fortune 1000. 04:23 and larger company marketers from a variety of different industries. think collectively we've probably covered over 80 industries, over 5,000 engagements. I mean, it's just incredible that the people at Cheap Outsiders that I get to work with every day. And I do feel like commitment to growth is almost a shared purpose for all of us. That's why we're here, because we love to make an impact, to see that impact on smaller companies and  be a part. 04:52 of their leadership team. We say that we're outsiders, but we're really embedded as insiders and therefore we can have that impact on  companies and watch them grow in scale. It's very gratifying as a marketer. m I  also work in the small and medium sized enterprise area.  And last month I actually wrote a blog on enterprise,  forms of enterprise and the like. 05:18 Did some research  on actually SMEs.  How many  SMEs in your estimation actually  reach  or go beyond $10 million in revenues? SMEs are 47%, I believe, for the number of enterprises in the United States. But how many actually scale beyond the $10 million revenue? You know, it's a surprisingly small number,  like maybe less than 1%. But you know, that's why we're here. 05:47 We want to increase the chances that those companies can scale, you know, 10 million, 50 million, 100 million. We believe that by really applying the market insights, customer insights, competitive insights into, you know, the strategies around positioning and offers and target marketing will lead to the cost of 06:14 efficient and cost effective strategies and execution that will help companies scale. that really is the heart of the growth gears methodology and approach. Well, that's  a great segue. You and I met at the recurring revenue conference, I guess, in the seventh year. And as you walk me through  the growth gears,  you also have an assessment tool. Would you like to  share? 06:42 overarching what is what are the gears, the growth gears, what are the key aspects that  one can be surveyed about and then and how to engage with  the chief outsiders, because I found it fascinating.  And I actually used it with one or two of my clients to kind of get the wheels, no pun intended, right to  to start moving, right? 07:12 Yes, so the assessment that we use asks companies and leaders questions about the business, about how much do they know about their customers, their competitors,  the company, they looked at market trends? And then starts to ask about, do they know where their revenue  comes from, where their growth is gonna come from? they  understand what channels are most efficient and are they measuring uh the effectiveness  of the marketing? 07:41 programs that they have in motion. And it's not every single question that we could ask, but just enough to get them thinking about where growth is gonna come from. And so we use this assessment, usually around this time actually, we're getting close to Q4. And we use it about this time in order to help them think ahead in terms of what are the priorities that are needed for the following year in order to stimulate. 08:08 enable or actualize growth. So if anyone's interested in doing this assessment with me, it's free. Just, you know, reach out to me on LinkedIn, happy to provide you with the link and then have a conversation about what the answers mean. Absolutely. Jen, we'll put those, the survey or the assessment, pardon me, in the show notes. All right. Great. In addition to other areas. So talk to me a little bit about Chief Outsiders. You did say it was a startup at one time. 08:37 How long has it been around? What's the organization look like? And what are the challenges that you particularly are dealing with with the advent of AI? That's a very little question.  That's a great question,  though. But  Chief Outsiders has been around for over 10 years. I think we've been around before the term fractional  executive or fractional marketer was even a term. think 09:01 Maybe early on we might've been discussed as strategic business consultants, right? Because we're helping companies grow in scale. But we've been around for over 10 years. We've been on the Fortune 5000 for quite a few years. I think definitely 10 or more. the way that we've grown is by really focusing on what marketing leadership needs to do. 09:30 for companies, which at the end of the day, it's about  knowing who your customers are, where to find them,  and  then how to grow the company  based on  that focus on finding and retaining customers, whether it's increasing market penetration within a certain target segment or  finding new markets or launching new products,  whatever that growth strategy is, how to harness that  and  help 10:00 a company,  um, scale over time  and marketing has changed so much. I know over the years, mean, I've seen that with your companies is  overwhelming. I pardon. I will get back to the question, but I, many, many years ago, McKinsey, was a marketing expert research. We didn't have all these amazing tools we have today to conjoin analysis, you know, with your Excel sheets, right. And focus groups. 10:29 Right. So the sophistication, channel, you know, growth explosion is, you know, I threw my talent a long time ago. Well, you know, it used to be, you know, direct mail and then websites, right. And then e-commerce and, and then it was about social media and content marketing and then SEO. I mean, it's just daunting. And now we have to be thinking about AI in all facets of the 10:59 the marketing toolkit, right? It's  impacting every aspect of what we do as marketers.  And we have to be thinking about AEO, like answer engine optimization in addition to SEO. So it really is rather overwhelming. So I think that over the years, Chief Outsiders has recognized that the marketing tactics and strategies are going to change and we need to change with it. But that the focus on 11:27 growth is going to come from really the growth gears, right? The approach to understanding the market, understanding how to go to market,  understanding how to  execute cost effectively. So recently in the advent of AI, knowing that it was going to impact so much of the marketing mix, we actually started to develop an AI platform for us to use. Yes, for us to use internally. What it does is confidentially, 11:57 takes all of the insights for all of the engagements that we've done with companies so that when we are working with clients, we can benefit from that collective knowledge and be able to deliver  better, deeper, faster insights from day one for our clients. So deeper insights, proven strategies, best practice execution. There isn't a workstream for marketing sales that isn't going to be impacted by AI. 12:25 So we've definitely thought about that and made sure that we can  leverage all this knowledge in order to help us be better marketers for our clients. That's  fascinating. It's kind of scary, right? So you've basically like in the healthcare industry, you've anonymized, right?  The plethora of data, right?  Within the  walls  of 12:54 chief outsiders of the 10 years of experience and I don't know how many clients, right? To then really document and have your own, for lack of another word, I guess, is it? The knowledge base. The knowledge base, but it's kind of an ocean, right? Data ocean. Yeah. And, you know, and this is how the AI tools work. 13:19 We figured we might as well have something that we can use on a proprietary basis and that can help us not only create our deliverables and have better deliverables, but also to help us manage processes.  Because as we talked about with marketing, there's just so much going on, so much to consider, so much to do. This AI platform also helps us to manage those processes.  And one of the things we haven't talked about yet is fractional resources. 13:47 I believe really are the future of work. And that's one of the reasons why I'm so excited to be a part of Chief Outsiders because we believe that as well. And that's also part of the reason why we built this platform.  Right. So one thing that I want to  highlight just from the last discussion here is 14:08 AEO rather than SEO or in addition to SEO that I mean, heard it here on the founder sandbox. Not only do we have to be looking to have our SEO optimization, it's AEO optimization. Yes. So answer engine optimization. And that's coming of course, from the AI tools. You know, I think the stat is something like 70, 71 % of searchers, anyone searching. 14:37 They're now using the AI engines instead of, or sometimes in addition to regular search. But it's the reason why Google is losing traffic share, right? Because people are going to these AI engines sometimes exclusively for certain things. And so this has had an impact on marketing in a couple of ways. One is we need to now optimize our content for answer engines, which it's not that much different from SEO. We still have to adopt the same good. 15:06 SEO practices, you keywords, relevance, backlinks, things like that. But now we call it LL  or large language model optimization in 2025. uh In order to be able to rank in those answer engines, we need to also consider  brand strength and authority, oh citations, quality of content, sentiment.  You know, we really 15:35 PR  from  authoritative sources is really going to become  more important. And so we do a lot of testing ourselves  in terms of how Chief Outsiders ranks in these engines. I was going to ask you, have you done that?  Yes. And that's how we know that it's not just the SEO good practices that's helping to rank in answer engines. um 16:02 It's also these other things, brand strength and authority. The content needs to answer questions. these engines are understanding when content is authoritatively answering a question. And there's so many factors involved in figuring that out. There are a number of tools we use to see how we're ranking. There are a number of tools we use to figure out how we're 16:33 uh how we're able to, uh I guess, for lack of better words, out the competition, right? And score, right? In our content. And we use this knowledge of how it's working for us  to help our clients as well. And we've been doing this from the beginning because we were very aware of all the changes. um So you have your own growth gears operating system. 17:00 It's a remote working AI enabled platform, right? That also enables remote and hybrid teams  that come together.  Speak to me a little bit about that. GrowthGear's operating system is effectively your LM?  Yeah, that's the, well, that's the AI platform that we developed is called the GrowthGear's operating system. And so not only does it leverage  the best content, the best tools, but because of the way that we're designing it and it's really to support us, right? And how we work. 17:29 we are really enabling fractional resources  and remote and hybrid teams to work together effectively on  the projects,  the marketing, the growth plans that companies need to scale.  this is kind of the way, I mean, if we believe that fractional resources are  of economic benefit to both companies because they don't have to hire 17:56 A lot, you know, heavy talent, right for long term. They can hire just what they need when they need it.  And also as they evolve and grow, they might need different resources, right? So they can they can cycle through  the skill sets they need, but but also because there's economic value because workers, if they want to be more flexible, if they want to leverage a specific skill set and not necessarily be tied to one company gives them  the freedom and flexibility to. So I think for for both reasons, there's there's a lot of. uh 18:26 momentum toward this style of working. the platform that we have, you know,  it  can enable these operational fractional resources, not only marketing, but any part of the organization in the future.  Let's go. Let's take that idea or what you're observing in the market and actual client work a little bit further. So how would a potential client 18:54 engage with chief outsiders. They're at, you know, 3 million AR, they have not yet hired a marketing full time, right? How, what would would walk us through a typical, for lack of another word, engagement, or how do they engage with chief outsiders? And particularly, the second part of that is, if you're talking about 19:21 Flash teams, I think is the term that you and I discussed, right? Yeah, it's actually the title of a book being launched by a professor from Stanford,  Melissa Valentine. She's coined this phrase flash teams, which essentially  is what cheap outsiders does, right? We  pull together the resources that a company needs at that moment in time in order to solve their growth problems.  we're essentially a flash team enabled by 19:51 the growth gears operating system. Cool. So I'm not I'm the CEO. I've got to hit some revenue milestones. I've interviewed some candidates. I'm not yet sold for you know, bringing in full time, full time chief marketing officer. Jen gives me a call. How do I how do you how do I engage with you? Yeah, well, the first thing I want to understand is, is what what keeps you up at night? 20:21 Right? What, what are some of your growth challenges that, you're struggling with? Because the first thing I want to do is really understand, you know, what resources do you need at this moment in time in order to get you from A to B?  so oftentimes  we'll look at this and say, is this, is this going to be solved by a marketing led team or sales led team? Sometimes that's the first  thing that we're thinking about. And then how much do we know already about the situation in terms of. 20:49 customers, competitors, market insights, customer buying journey, channels that are working and not working. We're wanna know all of that so that we can figure out the most efficient way to approach solving those growth challenges and what work streams are needed. So we'll bring in a fractional executive that's a good fit for that company and then orchestrate the resources that are required to get to the next step. And then when that engagement  is through, 21:18 we'll figure out what the next level is. Maybe the next level is bringing in full-time permanent resources to help execute and to help scale where we paid ourselves out of the picture. Or maybe it's just dialing back to more of an advisory role and then bringing in fractional resources from different places in order to be able to test and scale and see what's going to work, what's going to land  before we orchestrate on a more. 21:48 So we're very flexible with what a company needs at any point in time. And no two companies are alike. You when you're a $3 million company, you might have talent and skills and gaps that are different from the last client that we had. And we know that. We can recognize those situations just because we've had so much experience working with so many different companies. We can very quickly figure out what's needed for the next step and just give a company exactly what it needs. 22:16 to it. You do tap into your, your network of your 125  professionals with them, know, goodness,  the years of experience that you all have obtained while at fortune 1000 companies. Amazing. Oftentimes, I've seen you  with as keynote speaker, you do give conference speak and you speak at conferences. What one of the most recent 22:42 conferences.  I'm not uncertain where it was, but you the topic you spoke to, Jen, was winning website traffic in the age of AI, what CEOs need to know? Can you without sending us to  you know, that I don't know whether it's on online, we can put that in the show notes. But what's the top, you know, line messages from that conference where you spoke about winning website traffic? Yeah. 23:10 Well, I did it with a couple of my colleagues who are very experienced in digital transformation and now how to win traffic with the answer engines. And  so we talked about some of the uh tactics that we're finding work nowadays and how that's going to change how companies need to think about orchestrating their marketing mix. So Mike. 23:36 Colin Angela gave an example of a very specific example of an article that had been written for SEO that now needs to be written for AEO just so that people  could see the difference. But I think the main message that we were trying to send uh to companies is uh marketing is not static. Just because you've figured out your marketing mix doesn't mean it's going to work two years down the line. It's constantly evolving. And so you need leadership. 24:04 who can be thinking about how are customer behaviors changing? How do I reach them differently?  And the fact that  71 % of searchers are going to answer engines, that's a huge shift and marketers need to be ready to  address that. So  if you're a smaller company and you just don't have the resources to keep retraining your staff. 24:29 every year or so  and you need that expertise in the know how do I compete now today? How do I set myself up for success? That's where we as Fractional Resources can come in and help you be that learning organization, that resilient organization that's going to survive through the next sea of change. 24:51 That is  fascinating. Yeah, it's it's a living beast, right? marketing and it's moving so rapidly, it would be hard. I'm to actually have the inside resources, the talent inside unless they're constantly being retooled. So it is  an opportunity to use fractional resources, depth of expertise that you have.  Yeah.  And that's one thing that I value about the chief outsiders culture is the fact that I think what's made us 25:21 so resilient is the fact that we're really a learning and sharing organization. We've recognized that change happens rapidly. To be resilient, we need to change and constantly be learning and retooling ourselves. And that is something  we highly value.  But to be able to do that quickly,  no one person can do all this on their own. It's nearly impossible and very overwhelming. You can't do it in a silo. So we have a culture of sharing where 25:50 If we learn something new, um we'll share with the rest of the organization. So that, that, uh, that webinar that we did was just as much for us and our executives as it was for the clients that we, that we serve in this culture of sharing really creates resiliency in the sense that  if, a company brings in one of our fractional executives and let's say they encounter a market challenge or a sales challenge that that particular 26:19 executive hasn't seen before, they can turn to the other 125 marketers and say, hey, let's get together. Let's put our best brains on this business and determine what things we might be able to try or what things we should put in place in order to benefit this organization. And I think there's no individual fractional out there that has access to that much talent and expertise. 26:49 on a moment's notice as we do. And that's part of what's going to create the resiliency that we need as an organization  to survive in the next decade, because everything is just going to start to move faster and companies are going to just need that much more speed. So, but we also believe that's a value that we can bring in addition to being interim  and not being full-time and bringing in the expertise they need to write at that moment.  We can also draw on the collective expertise of the tribe. So the brain trust. 27:19 Well, that's a good term. love that. Right. Brain trust. I love that brain trust. One  technical question of the 125  professionals within chief outsiders and interim roles. Is it solely in the marketing area or do you also offer maybe in the sales?  there other interim roles?  That's a really good question. So we do focus on marketing and sales primarily, but sometimes we're actually brought in as fractional COOs. 27:49 as well or division heads. And it's because of our broad leadership expertise. And some of our executives have been  CEOs  of their own companies. They founded companies, they've sold companies. So they do have that broader business perspective, but primarily it's marketing and sales. Excellent. We're going to switch gears, to  the standby. No pun intended. 28:17 That's right. That's  here in the founder sandbox. I'm passionate about building resilience, scalable and purpose-driven companies. And I like to ask my guests briefly, what is the meaning of resilience? What does that mean to you? Or does he chief outsiders? It's a fascinating part of the podcast for me become that you have very different definitions. And that's the beauty of asking this. Yeah.  Well, I think that resilience, at least for for me, for us, a chief outsiders means 28:46 being able to survive and move forward and grow in the face of massive change.  Right. It's not, it's not bending to the will of the market. It's,  it's, it's basically saying, you know what? We know how we can add value at this moment in time. And we have the tools to address this change and add value. that, you know, it is one of the reasons why we constantly are thinking about 29:15 how do we bring more  to the table for our clients? So in addition to the growth years operating system that we created, we also have an ecosystem called team outsiders of fractional marketing execution resources that we can draw on at any point in time and create our own flash teams for our clients. So let's say we've gone through the strategy and we've determined that we really need an e-commerce expert 29:45 that can optimize Amazon or we really need somebody who can take charge of developing the content that's going to  address not only SEO and or but also AEO and we'll draw from our pool of team outsiders resources and we'll put together that fractional team for the client at a moment's notice. So we believe that that is going to make us a lot more agile. 30:13 for our clients because sometimes they just need to get started,  but they don't have time to go higher or they don't have time to go evaluate a new agency. We can bring somebody in. We can, we can set the stage. We can get things going and then let them have the time to decide really who they want on a longer term basis. So, you know, agile teams, flash teams, it comes from our ability to be able to,  draw on this network  of. 30:42 team outsiders and to be resilient.  How about purpose? What's purpose mean to you?  Purpose. You know, I think that when I look back on my career and also what I'm doing here at Chief Outsiders, I get the most satisfaction from seeing smaller companies grow from helping founders make their dreams come true. You know, there are so many great companies out there. 31:12 that just need a shot at the big time, right? And we can do that because we've seen it. We know how to get a company from one to a hundred. We've seen it. We know what a company at one or a company at zero, what they're faced with from the standpoint of  challenges, time, resources, focus, right? And so we can adjust what we do in order to adapt to that environment. But we know what an organization is going to need 31:41 to be competitive and to need to grow at 30, 50, 100. And we can keep our sights on what that needs to be and advise the companies we're working with on how they're gonna get there. So yes, we're implementing this today, but it's gonna look like this tomorrow, but we're not ready for that yet. We're just gonna do this here today because you don't have the time or the bandwidth or the money to do that many things. But this is, we've done the analysis, we've done the research, we've done the testing. 32:11 This is what you need to scale for right now. So, you know, being able to do that and then see  these companies grow from 10 to 30 to 50 million, it's a thrill. it  is very, very rewarding. So I think that, you know, I found my purpose and this is the, in speaking with my colleagues, they're all, we're all here for the same reason. So we really do have that shared. 32:39 purpose and we really enjoy what we do. Fantastic last one and then we'll move to how to contact you scalable growth. I'm certain you're going to talk about those the growth gears, but what's scalable right? What's that mean to you?  Scalable growth to me means we figured out what works and we can replicate it cost efficiently and cost effectively. So that is 33:07 our focus when we're working within the growth gears methodology, we're looking for the way to scale most cost-efficiently effectively. I know that one of the things that you are really big on with your  companies, the companies you invest in is governance. Yes. You're really big on governance.  And when I think about governance, I think about responsibility and accountability. And what that means to me as a marketer, 33:35 And  as a revenue leader is making sure that the spend that we commit to in marketing and sales is going to drive revenue and growth cost effectively.  so by making sure that we've done the analysis, that we figured out what's going to work, that we've tested before we scale is that responsible governance approach, right? To marketing and so 34:05 You know, I think that there are some companies that are in situations where they have to scale no matter what. They just throw money at it, you know, scale no matter what. And there are situations where that needs to happen. But we find with the companies that we work with that the more responsible, prudent, accountable, you know, organic growth is what the founders are looking for. And we know how to do that. 34:35 Replicable, right? Replicable, yes.  Amazing.  So Jen, um last question before  we listen to how to contact you. you have fun today in the Founder's Sandbox? Oh, it's always a pleasure to talk with you, Brenda. I really enjoy our conversations. We're of like minds. That's true. That's true. Avid readers and bringing the best to our clients. So thank you. How can my listeners 35:04 find you  and best reach chief outsiders. Yes. So they can find me on Jenna,  but they can also find me on the chief outsiders website on the leadership tab. And from the chief outsiders website, you can also learn about all of the things that we do. can meet all of the 125 executives that we have. You can learn more about growth gears, OS and team outsiders. Excellent.  And 35:32 In the show notes, will provide the assessment so that you listeners that are actually considering, you know, what do I need to do at this last quarter of the year, right? To plan my marketing resources, just download the assessment. It's a very interesting tool. So thank you. Well, to my listeners, if you enjoyed this episode with Jen Appie of 35:56 chief outsiders. I'd encourage you to subscribe to this monthly podcast where we have founders, business owners, corporate board directors and professional service providers that are really building scalable, purpose driven and resilient companies with great corporate governance. Signing off for this month. Thank you for joining us here on the Founder's Sandbox.  

In this episode, Casey sits down with Chris Crittenden, entrepreneur, educator, and co-founder of Sandbox, for a conversation on courage, innovation, and rethinking what education should be. From selling a startup to Walmart to leading at BYU and now building Sandbox into a movement across multiple universities, Chris shares why closing doors and going deep often leads to the greatest returns.He and Casey explore the flaws of traditional higher education, the trap of chasing prestige, and the power of learning by doing. Chris outlines how Sandbox is equipping students to launch real companies while reshaping themselves in the process. Their discussion dives into resilience, resourcefulness, and why the greatest opportunities often lie off the beaten path.This episode is both a critique of the old system and a vision for a new one, where students learn through building, failure is embraced as part of the process, and desire becomes the ultimate differentiator.What you'll learnHow traditional higher ed's incentives produce shallow learning—and how changing the “soil” unlocks genuine growth. The launch of the Sandbox Fellowship: a 12-month, accredited master's built around one job—build a company. The “neobank for universities” model: partnering with New Mexico Highlands University to innovate on top of accredited infrastructure. Why desire beats pedigree for founders, and how door-to-door grit translates into startup success. Chapters00:00 | Welcome & Chris's background 00:16 | Walmart exit, BYU connection & early influences 06:30 | Resourcefulness as the core Sandbox skill07:14 | Growing up: farm roots, do-it-yourself mindset09:51 | BYU → Consulting: chasing “stamps” vs. depth 10:27 | McKinsey, prestige traps, and closing doors 16:05 | Leaving Duke's PhD for a startup17:19 | Joining an unsexy company → billion-dollar outcome31:11 | Teaching at BYU: joy vs. the politics of change32:24 | Running the Rollins Center & building inside BYU 33:24 | Sandbox thesis: learn by doing, start real companies 35:58 | Early wins: teams into YC, model effects41:29 | Scaling beyond BYU: UVU story & lucky plane ride 43:02 | Six campuses: BYU, UVU, Utah State, Utah Tech, Boise State, Louisville 43:41 | The “neobank for higher ed” insight 45:27 | Announcing the Sandbox Fellowship (12-month MS, build a company) 46:42 | Why for-profit: hire the best, build the best experience 51:39 | Education as human transformation 53:36 | Sales, rejection, and D2D grit in startups 56:56 | Failure isn't opposite of success—it's part of it 59:55 | Fellowship launches today + how to apply 01:01:32 | Who gets in? One word: desire 01:03:46 | Scale: cohort sizes, no equity, partner funds 01:05:20 | Faith, purpose, and building for impact Hosted on Acast. See acast.com/privacy for more information.

CitizenCon Direct has delivered a lot to think about regarding the next 14 months of Star Citizen. A new star system, new factions, teh Vanduul, and mechanics like crafting. But how does it fit into the rest of this game's roadmap? Today I'm joined by youtuber and editor for the channel, TenPoundFortyTwo, to discuss the future of Star Citizen and what the latest info drop and tell us about it.Today's Guests:TenPoundFortyTwo:YouTube: https://www.youtube.com/@tenpoundfortytwoTwitch: https://www.twitch.tv/tenpoundfortytwoToC:00:00 Introductions02:00 Summarizing CitizenCon Direct09:55 Nyx is Coming18:40 Where is The Sandbox?30:00 Setting Expectations41:00 Crafting Coming To Star Citizen51:40 Planet Tech v5 is CRAZY01:05:30 New Content in 2026!01:39:45 What Wasn't There?Support This Podcast:Patreon Paypal Ko-FiFollow Space Tomato on social media:Website  Youtube  My Other Youtube  Instagram  Twitter  Facebook  Discord

Alan Gregerman is an internationally renowned authority on business strategy, innovation, and the hidden potential of grownups who has been called “one of the most original thinkers in business today” and “the Robin Williams of business consulting.”As the president and chief innovation officer of Washington, D.C.-based consultancy VENTURE WORKS, a best-selling author, sought-after keynote speaker, and community volunteer he focuses on helping companies and organizations unlock the genius in all of their people in order to deliver the most compelling value to their customers. He is also the founder of Passion forLearning, an award-winning nonprofit that teaches girls technology skills as a key to life and career success.His work has been featured in over 250 leading publications and media outlets in the U.S. and in other countries including the Wall Street Journal, NPR, CNN, The Economic Times, Business Week, Dagens Industri, and Fast Company and his writing, speaking, and teaching has informed and hopefully inspired over 700,000 people.His three previous books—The Necessity of Strangers, Surrounded by Geniuses, and Lessons from the Sandbox—challenge conventional thinking about people, the world around us, what it means to be remarkable, and where brilliant ideas come from. His new book, “The Wisdom of Ignorance: Why Not Knowing Can Be the Key to Innovation in an Uncertain World,” provides a powerful formula for making a difference in a world moving super-fast.Fun? fact…In March 2021 I had a rare and remarkable stroke and lost the ability to see and speak. It happened during dinner with my family and was a very clear reminder that we all live in an uncertain world. Fast forward and after eighteen months of speech, vision, and occupational therapy I am doing great, traveling, climbing mountains, kayaking, walking our dogs, and speaking with audiences around the world. Definitely grateful!The Wisdom of Ignorance is out October 14th! Thank you for listening to "Can You Hear Me?". If you enjoyed our show, please consider subscribing and leaving a review on your favorite podcast platform.Stay connected with us:Follow us on LinkedIn!Follow our co-host Eileen Rochford on Linkedin!Follow our co-host Rob Johnson on Linkedin!

As we continue our search for a permanent home in Connecticut, MSYH.FM is hosting monthly studio recording sessions in New Haven, CT. These sessions are taking place at The Sandbox, courtesy of the Greater New Haven Art Council. As a part of our monthly DJ showcase we will be highlighting our station's local resident DJs and hosts as well as guest DJ sets from some of the state's most talented selectors. This month we are featuring d-twista. From the artist: My name is d-twista! I got a DDJ-400 when I was in high school, but I really started after my sophomore year in college. My favorite genre is garage and my favorite DJ right now is salute. I hope to one day play a set at Boiler Room! Watch on YouTube: https://youtu.be/KHoXsg7BVUs ---------- Follow d-twista ◊ https://soundcloud.com/dean-cruz-3 ◊ https://www.instagram.com/dtwista__ ◊ https://www.tiktok.com/@deeeaaanooo ◊ https://www.instagram.com/deanangelocruz ---------- Follow MSYH.FM » http://soundcloud.com/MSYHFM » http://MSYH.FM » http://x.com/MSYHFM » http://instagram.com/MSYH.FM » http://facebook.com/MSYH.FM » http://patreon.com/MSYHFM ---------- Follow Make Sure You Have Fun™ ∞ http://MakeSureYouHaveFun.com ∞ http://x.com/MakeSureYouHave ∞ http://instagram.com/MakeSureYouHaveFun ∞ http://facebook.com/MakeSureYouHaveFun ∞ http://youtube.com/@makesureyouhavefun ∞ http://twitch.tv/@MakeSureYouHaveFun

As we continue our search for a permanent home in Connecticut, MSYH.FM is hosting monthly studio recording sessions in New Haven, CT. These sessions are taking place at The Sandbox, courtesy of the Greater New Haven Art Council. As a part of our monthly DJ showcase we will be highlighting our station's local resident DJs and hosts as well as guest DJ sets from some of the state's most talented selectors. This month we are featuring Gian. From the artist: Open-format DJ inspired by love, life, and the moments that shape us. With a passion for diverse sounds, I blend genres seamlessly, infusing my sets with a unique Latin twist that reflects my Puerto Rican roots. Music is my language, and every mix is a story from beginning to end—crafted to connect hearts, ignite memories, and celebrate the beauty of genuine love. Watch on YouTube: https://youtu.be/YdIu7O9w7kU ---------- Follow Gian ◊ https://soundcloud.com/slyzobnhni97 ◊ https://www.mixcloud.com/203gian ◊ https://www.instagram.com/203gian ◊ https://www.tiktok.com/@moneywavegian ◊ https://www.facebook.com/gian.melendez.54 ---------- Follow MSYH.FM » http://soundcloud.com/MSYHFM » http://MSYH.FM » http://x.com/MSYHFM » http://instagram.com/MSYH.FM » http://facebook.com/MSYH.FM » http://patreon.com/MSYHFM ---------- Follow Make Sure You Have Fun™ ∞ http://MakeSureYouHaveFun.com ∞ http://x.com/MakeSureYouHave ∞ http://instagram.com/MakeSureYouHaveFun ∞ http://facebook.com/MakeSureYouHaveFun ∞ http://youtube.com/@makesureyouhavefun ∞ http://twitch.tv/@MakeSureYouHaveFun

NFT, metaverse, IA, AR… chaque mois, une nouvelle technologie promet de bouleverser la communication des marques. Mais comment savoir si l'on fait face à une vraie révolution ou à une simple hype passagère ? Dans cet épisode, Adrien Susini, cofondateur de l'agence OKCC, partage sa méthode pour aider les annonceurs à naviguer dans ce flux constant d'innovations. Du cas The Sandbox aux promesses (et limites) de l'IA, il explique comment analyser une technologie pour décider si elle mérite d'être adoptée.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Talking SANDchain, Pudgy Party hits 1 million installs, KGeN raises $13.5M and Proof of Play. [0:25] The big announcement is SANDchain; a Patreon-type rewards platform for creators.[1:25] It's more to do with providing extra utility for SAND token than for The Sandbox platform itself.[5:10] Verified creators can use SANDchain to take a loan to invest in their business.[7:01] Some creators will also be able to launch their own memecoins.[8:05] It feels like a smorgasbord of current blockchain trends. But will anyone actually use it?[9:44] Pudgy Party has hit 1 million mobile downloads and Mythos chain has also hit an ATH.[13:03] But the MYTH token is at a (near) ATL.[14:58] Web3 rewards platform KGeN has raised $13.5 million taking total funding to $43.5 million.[15:56] It started out as an Indian guild but is now a global platform with 66 million MAUs.[17:32] It verifies all its users across 5 categories, giving them an overall reputation score.[22:07] One thing to be aware of is KGeN's current users are being incentivized by a future airdrop.[24:29] South Korean web2/3 game item marketplace Overtake has launched its beta on Sui.[28:01] The continuing fall out from Pirate Nation's shutdown and the $50 burn price for its NFTs.33:10 Proof of Play is now working on a new mobile game.[34:53] It's also generated $500,000 in two months from its Proof of Play Arcade on Abstract.

If you've ever felt stuck running the day-to-day while the future rushes past, this conversation is your permission slip to step outside the building and rethink how your company actually innovates. In this episode, I sit down with innovation strategist and author Alan Gregerman to challenge the way leaders pursue “new.” We unpack his upcoming book The Wisdom of Ignorance and the counterintuitive idea that breakthrough ideas often come from not being the expert. Alan shares why most companies confuse process improvement with innovation, how to unlock the genius in your teams (especially your newest hires), and six leadership habits that keep organizations relevant in a world that won't slow down. You'll leave with practical ways to fuel curiosity, test faster, and future-proof your business. Here are highlights: -Innovation ≠ Incrementalism: Alan draws a sharp line between improving what exists and pursuing big, valuable problems, urging CEOs to imagine their company five years out and backcast a path to get there. -The 99% Rule: Breakthroughs are rarely born on a whiteboard. 99% of new ideas build on something that already exists. Get your team out into the world (museums, neighborhoods, other industries) to borrow and remix smarter. -Six Keys to Relevance: Be purposeful, curious, humble, respectful, future-focused, and a bit paranoid. You're creating value while scanning for the competitor who might “eat your lunch.” -Use Fresh Eyes on Purpose: In onboarding, hand new hires a clipboard and ask them what you're doing well, where you're stuck, and what other industries are doing better—before you “teach” them your way. -Ship the Half-Bake (Responsibly): Stop waiting for perfection. Launch minimally viable ideas that deliver real value and let customers help you iterate your way to remarkable. About the guest: Alan Gregerman is an innovation strategist, author, and the President & Chief Innovation Officer of Venture Works. For more than two decades, he has helped companies of all sizes remain relevant in fast-changing markets by unlocking the “genius” in their people and organizations. Alan has been featured in over 250 outlets, including The Wall Street Journal, NPR, and CNN. He is the author of Lessons from the Sandbox, Surrounded by Geniuses, The Necessity of Strangers, and the forthcoming The Wisdom of Ignorance, a blueprint for leading breakthrough innovation. Based in the Washington, D.C. area, Alan works across industries and donates 20% of his time to small nonprofits, bringing the same tools and rigor he uses with corporate clients to missions that make the world better. Connect with Alan: Website: www.alangregerman.com  LinkedIn: https://www.linkedin.com/in/alan-gregerman-a33b236/  Connect with Allison: Feedspot has named Disruptive CEO Nation as one of the Top 25 CEO Podcasts on the web, and it is ranked the number 6 CEO podcast to listen to in 2025! https://podcasts.feedspot.com/ceo_podcasts/  LinkedIn: https://www.linkedin.com/in/allisonsummerschicago/  Website: https://www.disruptiveceonation.com/   #CEO #leadership #startup #founder #business #businesspodcast Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode of On the Brink with Andi Simon, I had the pleasure of speaking with Alan Gregerman, an internationally recognized authority on business strategy, innovation, and the hidden potential within all of us. Known as the “Robin Williams of Business Consulting,” Alan brings humor, humanity, and deep insight into how we can adapt, grow, and innovate in a world changing faster than ever before. I couldn't wait to share this podcast with you! My friend and innovation mentor, Alan Gregerman, joined me on On the Brink with Andi Simon for a stimulating conversation that digs into the interesting challenges facing all those who want to find their own best way of innovating. The "Robin Williams of Business Consulting," Alan injects humor, humanity, and leading-edge thinking into the brutal truth about how we need to adapt, change & innovate so now we win in a world changing faster than ever. Alan's latest book, "The Wisdom of Ignorance: Why Not Knowing Can Be a Catalyst for Innovation in an Uncertain World," reminds us that our lack of knowledge can be the source of the greatest discovery. During our conversation, we discussed his unique personal journey, his desire to help others reinvent themselves, and the most critical skills for all of us to cultivate to succeed in a world of disruptions. Curiosity Begins Early Alan revealed that his interest in other cultures began in early life. His mother, a specialist in world history, and one cherished gift — an atlas — prompted him never to stop learning and exploring. That early sense of curiosity would eventually form the basis of his career: to help businesses and individuals look beyond what they know, he tells them, to find new ideas in unexpected places. This investigative spirit has characterized his writing, from Lessons from the Sandbox (about reclaiming the creativity of childhood) to Surrounded by Geniuses (on how ordinary people and ideas can spur innovation) to The Necessity of Strangers (for why we must connect with people unlike ourselves). Now, with The Wisdom of Ignorance, he contends that expertise is not sufficient: we must develop the courage to say "I don't know" and use that humility to drive our future expos. Why Adults Resist Change A common refrain in our conversations was how hard it is to make a change. Alan reminded us that whereas 10% of people are quick to embrace new concepts, and another 10% resist vigorously, the rest of us tend to be somewhere in between. This resistance is not only cultural — it's neurological. Because our brains are wired to conserve energy, they will always prefer established habits over new things to learn. It's why Alan emphasized that innovation frequently demands creating small, quantifiable experiments. We can try ideas out incrementally rather than insisting on wholesale change overnight. These experiments help build confidence, reduce fear, and allow us to adjust more organically to the world as it changes. Watch our video of our podcast on YouTube. Wisdom of Ignorance Alan's methodology is based on what he dubs the six fundamental skills for flourishing in uncertain times. Central to them is purpose. Without something transformative and exciting enough to wake up for, innovation merely wanders around aimlessly. Clarity of purpose, whether it's in a for-profit or not-for-profit organization, is what leads to curiosity and experimentation, which begets growth. "When I speak with people at non-profits, one of the common themes you'll hear is a greater sense of purpose than businesses," Alan says that both sectors need to revisit and sharpen their "why constantly." "Best is a space that's kind of a moving target," as he put it. What works today is no guarantee of relevance tomorrow, and without purpose, even the greatest idea can lose its impact. The Six Essential Capabilities of an Innovative Organization Alan boiled it down to six related skills - all of which are the building blocks of his book and consulting practice: 1. Purposefulness – Commit to something worth doing that is meaningful. 2. Curiosity – Ask for inspiration and you will find it, remembering that behind most great ideas is the thinking of others. 3. Humility – Acknowledge we don't have all the answers, discovery starts with an open mind. 4. Respect – Respect everybody and everything, they are coming from somewhere unexpected. 5. Focus Forward – Peer into the future with a focus on newer trends, cultures, and ideas. 6. Paranoia: Stay aware of the fact that competitors and threats are always on your heels. These habits together prompt us to adopt what Santayana gleefully termed "enlightened ignorance" — a stance that appreciates not knowing as yet as the beginning rather than the end of knowledge. Lessons for Leaders As an anthropologist, Alan's take felt eerily familiar. We both believe that growth is often staring organizations in the face, disguised in plain sight — if only they can look beyond their routines and assumptions. Leaders need to push teams out of their comfort zones, provoke new ways of thinking, and acknowledge progress along the journey. Alan cautioned us that our customers aren't loyal because they're devoted to us — they stay with us because switching to another provider seems more complex. But they'll leave as soon as something better comes along. Innovation, therefore, isn't optional. It's survival. Human-Centered Change All this talk of disruption nowadays is mainly centered on technology — and current trend words like AI, Bitcoin, blockchain, or the Fourth Industrial Revolution — but Alan warned us to remember that much more critical forms of change are human and social. From changing values across generations to increasing loneliness and shifting work habits post-COVID, leaders need to pay attention to the people side of transformation. He urges us to reach out to strangers, listen more closely, and pay attention to the subtle signs of change that are all around us. In it, we can transform ignorance into discovery and shape futures that count. A Final Thought Alan's lesson is that you don't have to have all the answers in your mind to do something remarkable. All you need is a sense of purpose, curiosity, humility, respect for others, and a focus on the future — together with just enough paranoia to keep you from being complacent. Most of all, you need to warm up to the wisdom that eighth graders get every single day going into high school: not knowing. For, as these people remind us: "We all actually do have the ability to make a difference. It's something we can attain if we engage in a few crucial behaviors each day." His new book, The Wisdom of Ignorance, was published on October 14 and is available wherever fine books are sold. Key Takeaways: • Lean into what you don't know — that's where the wonder is, and that's where you'll feel becoming. • Purpose orients; small experiments build confidence. • Remain curious, humble, respectful of norms and traditions while remaining future-oriented, and a bit paranoid. • The human and social change is at least as important as the technological disruption. • Each and every one can make a difference one step at a time. Connect with Alan:  Alan's Profile: linkedin.com/in/alan-gregerman-a33b236 Website: alangregerman.com/ (Personal Connect with me: Website: www.simonassociates.net Email: info@simonassociates.net Books:  Learn more about our books here: Rethink: Smashing the Myths of Women in Business Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success On the Brink: A Fresh Lens to Take Your Business to New Heights Listen + Subscribe: Available wherever you get your podcasts—Apple, Spotify, Stitcher, YouTube, and more. If you enjoyed this episode, leave a review and share with someone navigating their own leadership journey. Reach out and contact us if you want to see how a little anthropology can help your business grow.  Let's Talk!

On this episode of The Founder's Sandbox, Brenda speaks with Anbern R. Guarrine: a partner of The Guarrine Group (tGG), a global training company based in Illinois. tGG has facilitated team building, leadership, and organizational development workshops around the world for over 30 years. tGG partners with excellent facilitators who help groups have FUN, which is a hallmark of tGG Anbern R. Guarrine calls herself a "Facilitator of Family Play." By facilitating games, she helps participants gain insights about their strengths, their relationships with peers, and how they can use their skills to move forward in their professional and professional lives. As a partner in tGG, Anbern enjoys challenging herself by taking on uninteresting topics and developing them into fun, game-based learning modules. She is Gallup trained in Strengths Coaching and has received the Family Firm Institute (FFI) Certificate in Family Business Advising. She enjoys sharing best practices with professionals of various disciplines and continually grows her understanding of the consulting space. You can find out more at: https://www.theguarrinegroup.com/       Transcript:  00:04 Welcome back to the Founder's Sandbox. I am Brenda McCabe, your host, now in this fourth season  of the Founder's Sandbox podcast. This monthly podcast reaches entrepreneurs, business owners who learn about 00:33 building resilient, purpose-driven, and scalable businesses with great corporate governance. My guests also share this mission and actually working with entrepreneurs and um business owners  to also work on those aspects, each in their own manner. My guests are  founders,  professional service providers, who like me want to use the power of the enterprise, be it small, medium, or large. 01:02 to make change for a better world. Through storytelling with a guest on topics that's gonna touch on their, you know, why they do what they do today. And we are recreating a fun sandbox environment where we can equip one business owner at a time to build a better world. Today, I'm absolutely delighted to have as my guest, Anberne Guarrine. Guarrine? 01:31 Anberne Guarrine. Yes, Anberne Guarrine. um And she is, thank you, Anberne, for joining the podcast today as CEO and founder, the co-founder of the Guarine Group out of Illinois. As the founder sandbox host, Brenda McCabe and blogger, I often have guests who speak about playfulness and innovation. 01:59 And I write about the hidden value  that playfulness brings to innovation and creativity in teams. When Anber was introduced to me by a fellow guest, um she truly brings uh the playfulness that is used in the  business environment to a next level. As facilitator of family play, think listeners. We're team building. 02:27 rubber ducks and beach balls meet second and third generation family business owners. So I am absolutely delighted to have you here today. Thank you, Ann-Bern.  Oh, thanks for having me. I'm so excited.  Fantastic. So  I would love you to share with uh my listeners the origin story. I mean, how did  you use playfulness  in the business environment in a very structured 02:56 manner now you're going on I believe 10 years  with the Guarine group working with family owned businesses. What was the origin? What was that seed that you had in your mind? Thank you. Yeah, so when I was in college undergrad  is psychology and  I learned that I like working with groups. Okay. And so while I was 03:21 you know, doing my day job  of whatever it was that I was doing, I knew that I always gravitated towards doing team buildings and leadership programs. And so  at some point I said, you know what, I should start making this a business. And so the entrepreneurial spirit came in and I created a training company with a friend of mine. And so we were doing team buildings and leadership and communication programs. 03:51 We had corporate groups. We also had  government contracts.  And at some point, it was really all fun. I was doing what I wanted to do, but at some point there was just a tug in the heart, know, in my spirit. I was looking for something more. I was looking for sustainable impact because I was thinking as fun and as wonderful as our experience is with the groups that I was doing. 04:20 I just felt like  there's gotta be something more. There's gotta be more sustainable  impact. And around that time, my business partner's brother  said, you know, I'm going into inheritance planning. I'm thinking maybe my clients need some team building.  And  you know, I know a whole lot about team building and groups. 04:46 I did not know a whole lot about families and especially families who own businesses together. That's  a whole different dynamics. And so my, my business partner and I,  you know,  went through what resources can we get? And we found that there is a group that actually does this  for a living. Yes. They do family business consulting. And so  we both got our certificate for family business advising. 05:15 And then we hit the ground running. um But we cannot shake off our fun activities and our games. We can't shake it off. And so we took it with us in the family boardroom. And that's how I got started. And I still use rubber ducks and beach balls and whatnot. Right. And later on in the interview, you'll talk about what a typical engagement looks like, right, with the Guarani group. 05:45 in which uh you not only touch on  the family use family play, right playfulness, but you also get into kind of the um Constitution of the family. So let's carry on. Let's carry on. You know, what have you found is unique  about the family business experience? Unlike working for the corporates, right?  What is that? I don't know secret sauce. 06:12 that are the uniqueness that you've had to kind of curate your business around? Yeah, so what I found out  is that uh family businesses actually live in three ecosystems, okay, whether they're aware or not, there's the ecosystem of the family. There's the ecosystem of the business. And then there's the ecosystem of  ownership. 06:41 And those three systems have different values. They protect those values differently and they have different goals. So let me explain this. If you think about your family, you think about your objective is to support the growth and development of everyone in the family. Your values are love, unconditional regard, you know, you want everybody to thrive. There's  all of that  social. 07:10 Connections. Yes. When you think about the business experience, you think about people, what are their contributions? How can they help this business grow? We're thinking of keeping the business for the long term. You know, you're making decisions for the long term. And so  you're thinking of profit. You're thinking of growing the company. So those are the values and those are your mindsets, right?  As an owner, oh 07:38 If you are investing in the business, you're thinking of  what's my ROI?  How can I get as much profit in a short period of time? And so those are the values and the objectives. Now, if you think  of all these three circles as not just individual circles, but connected kind of like a Venn diagram. Yes, like a Venn diagram.  A family business is right in the middle of it. 08:04 So you're making decisions, thinking about the family, thinking about ownership, thinking about the business. And  whether you're aware of it or not, you're making the, you have different hats that you're wearing, right? And so what we do as family consultant or consultants to family businesses is we help you kind of untangle that and kind of understand this is my situation and these are my goals for the family, my goals for the business. 08:34 there could be some friction there, but there's also a unity there. And so just the awareness and the appreciation of your unique experience. So uh how do  you, is it typically the CEO, the chairman? um Is it the general counsel? Again, because you're working on uh family wealth um creation,  who is the typical 09:03 uh decision maker that would get engaged with a querying group? So sometimes the people, yeah, no, that's a great question.  Sometimes the people that  make the decision are actually not sometimes not always not the people that have the title. 09:26 So sometimes it is the people that are in the family ecosystem that are not necessarily part of the business or not necessarily owners, but they have a big say in terms of the family dynamics. Interesting. So a confidential mentor is it maybe general counsel, so an outside they're already an outside advisor to the family.  It could be because sometimes when you're very close to the situation,  you 09:54 don't know what you don't know, right? Right, right. Yes. um Sometimes on the rare occasion, there are family leaders who are very in tune to what their family needs and they're constantly looking out, right?  But sometimes there have to be somebody  else that is not currently involved in the day-to-day that says, hey, you might want to have a conversation with this person. Right. 10:24 That makes sense.  Yeah.  Particularly as some family companies evolved to bring in professional management, right? So there are probably many, many aspects or many entry points. All right, you're 10 years into uh the great chlorine group. uh I would love to ask, you know, what are some best practices, right, that you've identified without revealing the names of the businesses? But what have you found to be 10:55 best practices  in, I guess, G2,  G3, right? Yes. um Before I say anything, I want to preface it to say that you see one family business, you just see one family business, so they're not all the same. But there is a thread that is common.  And I'd  like to say three things. So first  is, there is a clear 11:22 and conscious separation  of the family ecosystem and the business ecosystem. And they have two separate government structures. Okay. So for the business, you have your board, have, you know, typically the board would have an independent non-family member that sits on the board.  They have regular meetings that are prepared and scheduled. 11:50 And in the same manner,  the family also has that type of family governance structure. So not as formal as the family board, but you do have what they call a family council. Yes. So it could be a  council of cousins, a council of  siblings, all branches are represented. And this is a way for the family to keep the business of being a family. Right. And so they talk about um 12:19 They talk about uh family gatherings. They talk about traditions.  They talk about, you know, family fun, you know, what do we do,  birthdays and all of that thing. um And so, yeah, so this is, so they're very conscious about keeping the two separate. Yes. So that's the first one. I think the  next um best practice would be that they have a shared purpose. 12:50 They know why are we in business together?  Or why are we hanging out together? What is our what is the legacy that we are leaving in the world? So they have they're very connected to that. And they're, they acknowledge it and they articulate it. And I think that's a great  best practice that I've Yeah, I guess I would call that purpose, right? Purpose. Yes, driven. And it's shared purpose, or purpose. 13:18 And I think the third one would be that they have  a sense of what their values are. Okay.  guides them. And so where their purpose kind of helps them soar and go into the future, their values kind of keep them grounded. Oh, so that they don't just fly away where the wind blows. Does that make sense? It's it does. um I had never it doesn't the at the 13:48 I don't work with family businesses, right? So it's,  I've seen this in very well run  growth companies. They, right? um The shared practice  or the leaving a legacy is typically the founding team, right? Whereas it's a family here.  So I do see a lot of similarities.  And I love your  sharing that values,  it keeps them grounded while the 14:17 shared purpose, right?  Is kind of their long term vision soaring. Yes.  Well, we'll get to meanings of purpose driven later. And I'm certain you'll come back to this. All right. Thank you for sharing that best practices. Now, what does a typical engagement look like? Are you playing all day long?  Or how does play come into how right or  more? um 14:47 Seriously, how would we've already talked about how you may be retained for an engagement, but what would be a typical engagement or typical engagements, right? Depending on the stage  of uh evolution of that, family business. Thank you. Yeah. Yeah. So  we start with finding out what the goals of the family is.  So we talk to individual members. What is it that you want? What are you? 15:14 engaging us for? Are you engaging us for just one day of family fun, which is great?  Are you trying to clarify your values or are you trying to  go deeper dive and create a family constitution? Okay.  And in all of those,  I always lean on my experiential learning background where I take, you know, the the  fun tools, the rubber ducks and the beach balls and the plastic balls. 15:43 sticks  and we play  and I  get everybody to kind of break that ice and forget their hats, know, the  CEO hat or the accounting hat or  whatever hats you have to kind of shed that a little bit and be more human.  And  once we get to that level, then we can talk about,  what are your goals? If your goal is trying to clarify your values, 16:13 what is it when you were playing earlier, how did your value show up? You know,  or when we're talking about a family constitution, we talk about, you know, how do we pass on things from one generation to the next? So when you were passing on the beach ball, how what made it successful? Let's look at that. And are there ways that we can make sure that we do those similar things  as we pass on the baton from  one generation to the next? And,  yeah, and so m 16:43 A typical engagement could be  one day,  we'll do fun and then we'll talk about why does that matter? Okay. Or it could be more deeper dive. And at the end of the day, we have a family constitution that everybody can sign and commit that we can then turn over to their legal counsel to make it more legally binding. Right, right.  So it could be anywhere from three months to six. 17:11 to 12 months, right, depending on the level of engagement and the actual oh whether it's to G2 G3, right, the complexity. Yes. Oh, and these  engagements by  design are probably in person. Okay. Is that correct? They have to be right? Particularly? 17:38 Yeah, so we in the beginning, there's when we're trying to kind of get everybody on board, we could do it online, we could do zoom. But the actual engagement, it will have to be we all have to be breathing the same air. Right?  Yes. Yeah, there's something to be said about sharing the space. There's something to be said about being in the same place. 18:06 being able to touch somebody, being able to hear their laughter real time in the same room. There's just something about that. Yes, that comes from a practitioner's  experience and been  worrying from the worrying group.  And facilitating, I would say good governance and family businesses. 18:32 I just that just occurred to me while we're talking, right? I was so set on playfulness, but also it's really about achieving good corporate governance because you alluded to something here. Well, you know, what does a typical family constitution comprise? What is the comprised of family constitution? Yeah, that's a really good question. So, yeah, so we first off, we define what does family mean to everybody? 18:58 And then we talk about, you know, what are the family practices that we want to keep? So,  um, so that's the, so again, when, when I was talking about the three ecosystems,  the family constitution is meant to kind of  set the stage for governance structures for each of the three ecosystems. Okay. So for the family, what are our values? What are the, what's our legacy? What is our history? 19:27 know, m what is our hopes and dreams for  the family members? Do we have an educational program for, you know, understanding what our history is about? um If there are people that are coming in as married-ins  or in-laws, how do we kind of educate them into our culture? And so that's the family piece.  For the business piece,  we talk about 19:54 What is our hiring process for family members? Do we hire straight out of college? Do they have to have so many years of experience? And then we talk about the tricky things like, okay, do they have  job  evaluation?  Do they have an annual performance reviews? What happens if they don't quite meet the standard? um Can they work directly under their parents? 20:23 know, or their siblings, you know. So, one of these questions that are potential sticky spots, we talk about them ahead of time before  you're actually in that situation and then  all the emotions are wrapped up in  both the brainstorming, trying to figure out the solution, and then you're also in the thick of it. 20:47 So I mentioned the family system, the business system, and then in the ownership system, we talk about things like, do you even have a shareholder's agreement? What happens if somebody wants to sell their shares?  And how do we figure out what the  value of the shares are?  What's the process going to be like? How long will it take? we pay them immediately, or do we want to think about  long term? 21:14 Do the other siblings or the other family members have the right of first refusal?  Can they just share, you know, all these things. Right.  So we talk about those things again, hopefully before you meet the situation, you already have systems in place that allows the family to say, Oh, you know what? We've talked about this. This is our process. This is what we're going to do. Or if we don't have a process. 21:39 then we say, this is our decision-making matrix. This is how we're going to come up with decisions. Because you can't potentially talk about everything. No. There are emotions involved.  Yes. Possibly on a greater scale than in a private company, right?  Yes. so  we recognize that. And so we create systems. How do we make decisions together  if we come up with or if we find ourselves in a situation that we haven't anticipated? 22:10 you know, preparing for your node. Yes, I wonder, you know, why do you continue to have the role of play in your toolkit? Right? Gosh, that's a wonderful question. I see it at the beginning, but do you use it throughout? Just? Yeah. Why is that part of your toolkit? Yes, because it's fun. And, and I, I now say fun, as in both 22:39 F-U-N and also F-U-N-N.  So a friend and colleague of ours,  the late Carl Runke, he  is known, very well known and a  key individual in creating adventure programming.  He coined the term  F-U-N-N, meaning functional understanding, not necessary. Sometimes we do fun things because we have to have fun. 23:09 know, we don't need that said,  my husband in his career as an outdoor education um specialist and director,  he took Carl's idea of FUNM and said, Okay, what if fun has an acronym? And he came up with fundamental universal need. Okay, and he said, it's very basic, as basic as food and water and shelter, the sense of I need to have fun. Like if you look at 23:39 children all over the world, you give them a stick and mud and they're clean, right? And so it's fundamental, it's universal and it's a need.  And  with  neuro-psychology um and all these studies, we now know that FUN is actually a very good tool, not only for brain development for children, but also for neuroplasticity for grownups, right? So if we want to keep our brains fresh, m 24:09 we need to play and it's a need,  right? Right, almost like biological.  And we learn so much better and so much easier when we're in a state of play. So when we're talking about creating a family governance structure,  if the family doesn't know what that is, if the family is not used to having a formal meeting talking about family matters,  it's really hard  to learn that unless you're in a state of 24:38 play.  And so that's the reason why I use play because it brings down the boundaries.  Take the hats off, you know, so you're not formal. You're engaged. You're engaged with your whole body, your whole mind and your soul. Okay, it's easier to learn about the other person and it's easier to learn new skills and new mindsets when you're in a state of play. So yeah, and uh 25:07 I like sharing this story. Einstein  had said when he was, when he gets  stuck in a problem,  he steps away from it and he does something that's not related at all to the problem that he's doing. So sometimes he plays the violin or  he tickers around and he says something about  activating that different part of your brain.  Helps him so that when he goes back, 25:36 and looks at the same problem that he was stuck in, it kind of changes his mindset and he finds different ways to solve that situation. And so if I'm thinking, you know what, if it works for Einstein, it should probably work for us, for ordinary people, right? You heard it here on the founder's sandbox. I love that. You know, I know that quite a few, like mathematicians, scientists, 26:05 even composers, Beethoven like walking, right? Being in nature is an area that foments their creativity. I hadn't thought of that or hadn't heard about the Einstein like stepping away, maybe playing violin, maybe just right doing another activity. Why not play? Why not plenty? Right? Yes. No shame adults. We can increase and improve our neuroplasticity. 26:35 Yes.  Being playful. Yes. Thank you. Can I share with you a story? Yes. So one time I was doing, you know, the typical activities that I was doing.  And  one time a family member in the midst of all the laughter and the like  really big shouts and all of that. And he just said, you know what? I don't remember the last time I played with my siblings.  Oh. 27:03 And this was the time that they got to do that  with their parents. Their parents were all in on the fun. it's like, that is such a gift.  It is such a gift for them to have that experience, but it's a gift, a privilege that I got to see that. And so, yes, it is fun. Wow. Wow. I almost, okay. I got emotional. 27:33 Thank you.  I would like you to have uh this opportunity to provide information  on how to contact you, your group.  This information will be in the show notes. So take it on that, please.  Yeah. Yeah. So our website is the Guarrien group. That's G like George, U-A-R-R-I-N like Nancy. 28:02 Theguarriengroup.com and my email is Anbern, N like Nancy,  B-E-R-N like Nancy at Theguarrienroup.com. That's the best way to get a hold of me. 28:19 But I  like to bring my guests back to my sandbox so we can be playful.  No, seriously, um I am passionate in my own work um with  growth stage companies to provide uh good corporate governance practices while scaling, while finding or increasing the purpose,  and um really 28:48 building that resiliency. And I like to ask each of my guests, you know, what does the term resilience mean to you and your own practice? Yeah. So to me, resilience is like, think of a river that's flowing. Okay.  Even if you put a boulder in front of it, it's going to find its way. It's going to keep going to where it wants to go. Yeah. And to me, that's resilience. Wow. Beautiful. 29:19 and very  visual, I can imagine a boulder and a river. How about purpose driven enterprise? What's purpose driven? ah Purpose driven, I feel like it's our ability to know that our time on this earth is limited.  Okay, we have a role to play. And so  what is my role? And that kind of gives me 29:48 a sense of direction. What am I in this world for?  Wow. 29:59 And that goes for individuals, businesses, families, organizations.  Yeah, I guess you could interchange role with legacy. Yes. Right. Oh, I like that. I like that. Well, you just said it here. And I'm just taking notes. uh And I listen. That's my gift is to my guests.  Final. Well, second to last question, scalable growth. What's scalable? So how can you 30:28 scale those. I imagine you in your daily work, generation two, generation three, that's you think about this a lot. Yes. I think scalable  is creating the right foundation. Okay. So that when  as you grow,  your if your foundation is strong, then you can build on top of it anyway, in any way, however big you want to build. So I feel like scalable growth has to be 30:58 on a good foundation.  You know what you're about.  You're rooted in your values. And so you can grow exponentially. Nice. Last question. Yes. Did you have fun in the sandbox today? Gosh, did talking with you savor or satisfy my fundamental universal need? Yes, it did. And we didn't have to revert to  rubber ducks. 31:27 Right? No rubber ducks.  No. Thank you.  So to my listeners, if you like this episode with Anne-Bern Guarine, sign up for the monthly release where founders,  professional service providers, and business owners  share their experience on how to build with strong corporate governance, resilient, scalable, and purpose-driven companies to make profits for good. 31:55 Signing off for this month. Thank you again, Anne-Bern. It was a true pleasure to have you here. My gosh, I had so much fun. Thank you.    

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   Justin divides this episode into three segments. He first interviews Eddie Tettevi, Sandbox Mutual Insurance CRO and RIMS Canada Council Chair — DEI and Comms, about his risk career and his service on the RIMS Canada Council. In the second segment, Justin interviews Janiece Savien-Brown, Metro Vancouver, and Shaun Sinclair, BCIT, about the C2C Challenge and the winning student team. The third segment is a recording of "Intentional Mentorship," an improvised session from the DEI Studio, featuring Dionne Bowers, Co-Founder & Chair of the Canadian Association of Black Insurance Professionals (CABIP), Ray Chaaya, Head of talent for Zurich Canada, and Natalia Szubbocsev, Executive Vice President at Appraisals International Inc.   Listen to learn about some exciting events of the RIMS Canada Conference 2025.   Key Takeaways: [:01] About RIMS and RIMScast. [:17] About this episode of RIMScast. This episode was recorded live on September 15th, 16th, and 17th at the RIMS Canada Conference 2025, at the Telus Convention Center in Calgary. We had a blast! We will relive the glory of the RIMS Canada Conference in just a moment, but first: [:50] RIMS Virtual Workshops! RIMS has launched a new course, “Intro to ERM for Senior Leaders.” It will be held again on November 4th and 5th and will be led by Elise Farnham. [1:07] On November 11th and 12th, my good friend Chris Hansen will lead “Fundamentals of Insurance”. It features everything you've always wanted to know about insurance but were afraid to ask. Fear not; ask Chris Hansen! RIMS members enjoy deep discounts on virtual workshops! [1:26] The full schedule of virtual workshops can be found on the RIMS.org/education and RIMS.org/education/online-learning pages. A link is also in this episode's notes. [1:37] Several RIMS Webinars are being hosted this Fall. On October 9th, Global Risk Consultants returns to deliver “Natural Hazards: A Data-Driven Guide to Improving Resilience and Risk Financing Outcomes”. [1:50] On October 16th, Zurich returns to deliver “Jury Dynamics: How Juries Shape Today's Legal Landscape”. On October 30th, Swiss Re will present “Parametric Insurance: Providing Financial Certainty in Uncertain Times”. [2:07] On November 6th, Hub will present “Geopolitical Whiplash — Building Resilient Global Risk Programs in an Unstable World”. Register at RIMS.org/Webinars. [2:20] On with the show! It was such a pleasure to attend the RIMS Canada Conference 2025 in Calgary. There's always electricity in the air at RIMS Canada, and I wanted to capture some of it!  [2:33] We've got two interviews, and then an improvised session I recorded at the DE&I Studio. The sound came out great, and I used it here with the panelists' permission. [2:49] We've got excellent education and insight for you today on RIMScast! My first guest is Eddie Tettevi. He is the Chief Risk Officer at Sandbox Mutual. He's a very active member of the Saskatchewan RIMS Chapter and a member of the RIMS Canada Council. [3:11] We're going to talk about his risk management career, his RIMS involvement, and how his insights from one of his RIMS DE&I sessions led to this discussion. [3:24] First Interview! Eddie Tettevi, welcome to RIMScast! [3:38] Eddie is the Chief Risk and Compliance Officer at Sandbox Mutual Insurance. He's also the Corporate Secretary, which means he helps the organization navigate strategic initiatives within the boundaries of risk appetite and regulatory compliance. [4:12] Eddie has been at Sandbox for approximately two years. When he joined the company, Sandbox was going through a period of rapid growth and taking the right risks. That was something Eddie looked forward to being involved in. [4:54] The CRO role was not an independent role at Sandbox before Eddie started. It was held by the Chief Financial Officer. The CCO role was held by HR. The Corporate Secretary role was held by the CEO. Eddie fills the three roles in his new position. His background fits all three roles. [6:06] Eddie normally leads a risk group of three. Eddie was previously in cyber for 13 or 14 years. His background is in electrical engineering and computer science. He helped organizations secure their software and network. [7:02] Eddie doesn't think risk management is any different. He's helping organizations make the right decisions. The difference is that the portfolio is much larger. Cybersecurity is one aspect of Eddie's risk management work. [7:33] Eddie says cyber attacks are growing. Individuals who may not be skilled are using AI tools to perpetrate cyber attacks. The attacks are increasing exponentially in skill and sophistication. [8:09] Eddie co-hosted a session in the DE&I Studio with Aaron Lukoni and Tara Lessard-Webb, focused on understanding how mental health plays a part in risk management and how organizations should think about mental health as part of a risk management framework. [8:31] The session was “Building Resilient Workplaces, the Role of Mental Health in Risk Management.” In it, Eddie revealed he is skilled in multiple languages, but an expert in none, including English. He grew up with influences from English, French, Malay, and Creole Patois. [9:38] Eddie loves learning about new cultures. That has influenced his accent. In every language he speaks, he has an accent, which makes it interesting. He has worked in French and English organizations. He learns languages in six months. He picks them up quickly. [10:50] Eddie, Aaron, and Tara emphasized making sure we are thinking about and embedding mental health in our risk framework. [11:02] When designing any strategies and initiatives, risk professionals should consider what's happening in the organization. An organization going through a lot of change is already a stressed organization. You have to consider that as you introduce more change. [11:40] Eddie says the award-winning Saskatchewan RIMS Chapter is exciting. It's great to work with people who are interested, dedicated, and committed. He says the chapter is doing some incredible things, such as introducing risk courses into the universities in the province.  [12:15] Eddie was a RIMS member before joining Sandbox. You can be a RIMS member without joining a chapter. Moving to Saskatoon created the opportunity for Eddie to join the Saskatchewan RIMS Chapter, which he had been looking forward to, to connect with people. [12:36] Justin gives shoutouts to various Saskatchewan Chapter members. [13:03] Eddie serves on the RIMS Canada Council as Chair of the Communications, External Affairs, and DEI Committee. [13:22] The committee is responsible for making sure that all RIMS communications have a DEI lens and advocate for the risk community, partnering with other advocacy groups around Canada. [13:52] Justin says it's been such a pleasure to meet you and hang out with you! I look forward to seeing you at more RIMS Canada and RIMS events. [14:02] Our next guests organized the 2025 C2C Coast to Coast Challenge. This is a competition for risk management students based in Canada. We'll learn about the case studies and what it took to produce their presentations, and also have a chance to acknowledge the winners. [14:19] We will hear from Shaun Sinclair, the Program Head of General Insurance and the Risk Management Program at British Columbia Institute of Technology, and Janiece Savien-Brown, the Manager for Risk and Claims Management at Metro Vancouver. [14:35] We're going to learn about their various roles, as well. Let's get to it! [14:39] Second Interview! Shaun Sinclair and Janiece Savien-Brown, welcome to RIMScast!  [14:47] Janiece Savien-Brown is the Manager of Risk and Claims Services with Metro Vancouver by day. She has been involved with BCRIMA for 17 or 18 years. BCRIMA started the Coast 2 Coast Legacy Challenge three years ago. Last year was its first year in Vancouver. [15:07] Shaun Sinclair is the Program Head of the General Insurance and Risk Management Program at BCIT, an institute of technology in Vancouver and Burnaby, B.C. [15:17] They teach students insurance and risk management courses. Students graduate with a CRM and a Chartered Insurance Professional designation. [15:26] Shaun is also the President of BCRIMA this year. He has been a BCRIMA member for a long time. This C2C Legacy Challenge was awesome for Shaun because two teams from BCIT got into the finals. Shaun had to recuse himself.  [15:51] Janiece says the RIMS Canada Conference 2025 was fantastic! Shaun was there with seven students, and it was awesome to see what they were learning. The students told Shaun they loved everything about it. [16:45] The two finalist teams were The Deductibles and Insure and Conquer. This year's submissions were highly creative and impactful. [17:10] Shaun has been involved in Risk Management Challenges for years and has been to the nationals several times with groups. Shaun stays pretty hands-off. The students get the challenge, and Shaun discusses it with them. He figures out what they need from him to do it. [17:42] In this case, a root cause analysis wasn't needed. They learned how to do a Failure Mode and Effects Analysis (FMEA), a heat map, and gather general knowledge. Then he let them go. They came up with the 10-page report. He didn't watch their presentation until they went live. [18:14] Their champion for the challenge was Ken Letander. The challenge was a procurement question. If your organization's ownership is 51% Indigenous, and you keep your staff 33% Indigenous, money comes your way for contracts. [18:48] When the contract is over and it's time to get the money, but the organization refuses to give that information, how do you make sure they have the 33% Indigenous staff and 51% Indigenous ownership? Do you need pictures, or can you use Elders to say it's enough? [19:12] The students had to read a lot about risk and the rules and regulations regarding this question. They had to read the Canadian government's language on what the rules are. It was an interesting case. [19:38] Janiece didn't envy them at all. The students came up with some solutions for Ken Letander, and he was thrilled with what came from all of the reports. [20:33] Janiece says the presentations were phenomenal from both teams, as well as the written submissions. The collaboration came through and showed they owned the essence of the project. You could see the desire of the top team to make it work. [21:12] Shaun says the cases used in C2C are pretty much real cases. Janiece says last year's case competition had to come up with an equitable access tool to use in the system. After Janiece had surgery, she was given a survey, and she recognized it from the case study. [22:26] Justin says it's great that the students collaborate. You need teamwork. [22:54] Shaun says you hear a lot about isolation. He says BCIT is sometimes called “Being Crammed Into Teams.” Shaun and the other teachers assign projects where students are forced to work with at least three or four people. [23:13] After two years of group projects, collaboration is relatively easy. Shaun also makes the students hand-write their exams. They learn how to think through a problem and put it down on paper. Afterward, they go outside and talk about what they did. [24:52] Shaun's advice to academics and students entering a C2C challenge is to follow the rules. If they say 8-point font, 10-page maximum, don't send 14 pages. The instructor should help students understand the material and then step back. Let the students do it. It's on them. [25:42] Janiece says it is key to engage at the conference. While the Challenge is the key feature, the experience at the RIMS Canada Conference is a large part of it. Be present. Don't be on your phones the whole time. Attend sessions. Come to the events, have fun, and network. [26:07] Janiece was at an event, and five people came up to her and asked if she had brought the BCIT students (Shaun had). [26:22] People were absolutely amazed at how engaging the students were, willing to put themselves out there, and setting meetings with people in BC for opportunities when they come back. That's part of the experience. [26:40] Shaun points out that a couple of the students are quite shy and have come out of their shells because they've had to talk to people. The more you do it, the better you get at it. [27:01] Janiece reports that at one of the events, the students who were in Vancouver from Calgary came out and met with her students. RIMS, RIMS Canada, and the local chapter promote engagement. [27:31] The 2025 C2C Challenge Calgary winner is The Deductibles, 1.95 points ahead of Insure and Conquer. Insure and Conquer did an awesome job as well. [28:11] The Deductibles team is: Rabia Thind, Triston Nelson, and Ryan Qiu. [28:32] Parting advice for risk students as they step into their careers: Shaun says, if you're going to be an accountant or finance student, think about insurance risk management. Amazing career opportunities in fields that cover everything are all within your grasp. Put it on your radar. [29:26] Janiece says she is living proof of that. She was going to be an accountant. After a car accident, she switched to insurance and risk. It's a lifestyle. She has gained many friends, colleagues, and mentors. She started as an adjustor and after 31 years, she's still in the industry. [29:54] Shaun says you can swap jobs from broker to underwriter, to claims, to risk manager, to education, and not start again at the bottom. It's an amazing career. [30:26] Justin says Thank you so much, it's been such a pleasure to reconnect with you here at the Telus Convention Center in Calgary, for RIMS Canada Conference 2025. Shaun and Janiece are already thinking about the C2C Challenge in 2026. We'll see you there! [30:51] As I said at the top, we're going to close things out with an improvised session called “Intentional Mentorship,” which was produced at the DE&I Studio. [31:19] Improvised Session, “Intentional Mentorship,” at the DE&I Studio! With the insights of Dionne Bowers, the Cofounder and Chair of CABIP, Ray Chaaya, the Head of Talent at Zurich Canada, and Natalia Szubbocsev of Appraisals, International. Please enjoy! [31:40] Natalia Szubbocsev introduces the panel. Natalia is the Executive Vice President at Appraisals, International, an insurance appraisal company, global but small, with a diverse, inclusive team. Natalia has been a mentee and a mentor and is glad to contribute her insights. [32:38] Dionne Bowers is the Co-founder and Chair of the Canadian Association of Black Insurance Professionals, a nonprofit organization, and has recently joined Markel Canada as one of their business development Colleagues. [32:57] Ray Chaaya is head of talent for Zurich Canada. Ray oversees talent acquisition, talent development, and talent management, as well as the culture portfolio for the company, DEIB, and community impact. [33:15] Natalia asks What does mentorship, particularly inclusive or intentional mentorship, mean for you? Dionne says that it is a strong commitment by both the mentor and the mentee to work together for growth opportunities. [33:38] Intentional mentorship is the dedication that each party has to bring to the table, and fulfilling any sort of mandates that have been asked by both. Depending on the program, it's making sure that everyone is on the same page in terms of what they want from each other. [34:04] Ray agrees with Dionne. There has to be a mutual benefit. Ray has been a mentee and a mentor, and finds that the most valuable mentorship relationships are where the mentor and the mentee walk away feeling like they're learning something every day, having a conversation. [34:30] Ray says it's a two-way street and a relationship that can often last for years, because it is a relationship where the value is long-term. Ray talks to young people, and they ask, You're my mentor, what do I do? It doesn't work that way. It's a long-term investment. [34:56] Natalia says that traditional mentorship, besides being one of the best ways of professional development, is also to transfer knowledge from someone who has the experience to someone junior in his or her role. What other purpose does mentorship serve? [35:19] Dionne says it's also recognizing that it's an opportunity for learning from one another. A mentor is a seasoned insurance professional who is working with someone who is a new entrant to the industry. [35:37] It's recognizing that a mentor and a mentee are learning from each other. Strength in development is making sure that you are taking away something from each other, each time you meet, connecting and learning trends and thoughts, and diversity of thought. [36:10] Dionne asks, How can we do things differently? She has learned a lot from young people. Dionne thought she was cool, but apparently, she's not. And she's just taking away a lot of that into her own world, professionally and personally. [36:23] Natalia says her experiences are not just intergenerational, but in Canada and beyond, intercultural. She says what needs to be respected and adapted to, both by the mentor and the mentee, is that you're coming from different backgrounds. [36:45] In a global setting, that will affect communication, that will affect the thought processes, that will affect everything; the way we do things. Because Natalia leads a global team, she has to be adaptable, sensible, and respectful of the cultural nuances. [37:07] At the same time, she asks her mentees or team to do the same for her, because she comes from a very specific background. She has an Eastern European background. It doesn't matter that she's lived in Canada for 25 years. [37:25] Her background defines the way she communicates, thinks, and handles things. Every culture communicates differently. That's an overall mutual understanding, knowing that we all come from different backgrounds. [37:47] Dionne says there has to be a willingness to learn. There's no point in having a mentor-mentee relationship where it's just going to be closed off, and this is what we're going to talk about. There has to be a willingness to learn. [38:07] Ray says there's a learning agility piece. You have to be flexible in how the relationship is going to go. Every mentorship relationship is different, too. There are no steps on how to be a good mentor or a good mentee. [38:25] It's the chemistry between the two, the value that you bring to each other, and the conversations. The maturity of a mentorship can also go into sponsorship. [38:37] When Ray has a conversation with somebody, and they get to know each other, and feel what they want to get out of this, he can be a voice for that person. It goes back to the conversation of lifting others when you can. [38:54] When Ray thinks back to his mentors who stick out in his mind. He has a lot of respect for them. They are the people who spoke about him when he was not in the room, and had his back in that room when he was not there. [39:15] Those are the people, as Ray matures in his career, he doesn't know that he would be here today if it weren't for those mentors. And that is what he hopes he can bring to somebody else as a mentor. [39:29] Natalia says, in a global setting where she works, boosting confidence is very important. In a multicultural global setting, it's important to encourage someone in a different country, who communicates differently, that it doesn't matter, they can do it. [39:50] We are working on a common goal. That's part of the sponsorship/mentorship/training. [40:08] Ray says you have to be honest as a mentor. The toughest times for Ray were when he realized he was trying to make this work for a person, but to be honest with himself, as a mentor, he should be encouraging this person to look somewhere else, at what their passions are. [40:33] He went into it thinking he wanted this person to be the best they could be at this job. And he realized that's not his job as a mentor. [40:43] His job is to understand what they want out of their career, where they bring value, where their passion is, and guide them to make sure that they ultimately are happy with their career, and they're bringing value to society, and they're contributing to the community. [41:06] One specific person Ray was mentoring, he was desperate to fit them into the insurance industry, because that's how he was programmed. He was thinking, Why is this not working? And he realized it's not working because they don't want to do this. [41:25] And as a mentor, Ray's job now is to say, What do you want to do, and let's help you get there. And when he made that mind shift, it just clicked. That was a little bit of a learning opportunity. Now he's a better mentor for learning that. [41:42] Dionne agrees with that. She had one mentor who told her, If you plan to give back as a mentor, don't have any expectations, or you're setting yourself up for failure. [42:05] A lot of mentors have a similar approach, because we don't know. We want it so badly. We want to be able to say, I did that. I helped them get to wherever. If you have a mentee who is not in the mindset, and you're not sure that this is for them, have that conversation. [42:38] It's important to recognize that you're going to impact their lives differently. Even though you have that mentor-mentee relationship, you may be asking them to reconsider dipping their foot into the industry. [42:55] Natalia says not making assumptions about the other person and having that curiosity, openness, and mutual communication is very important. [43:05] How do you build in mentorship or inclusive or intentional mentorship into your organization? Ray says mentorship programs should be part of any industry, any corporation, or any organization. If you expect people to learn and grow, they need mentors. [43:30] Ray says Zurich has baked in mentorship programs into a lot of its development programs. Your development means you get a mentor, and you learn from that mentor. They bake it into the development strategy that's already there, and don't make it an off-site thing. [43:57] It shouldn't be another thing; it should just be part of your growth and development. And so, whenever they can bake it in, that's what Zurich does. [44:04] Zurich also has amazing employee resource groups that champion a lot of its programs, and the Zurich African and Caribbean Alliance, ZACA, which has worked with KBIP, is a massive champion of its mentorship program. [44:19] Just two or three months ago, Zurich held a mentorship day and increased the mentors on its mentorship platform by 48%. It was just another thing that was out there that nobody was talking about, and another thing people had to sign up for. [44:39] Zurich's employee resource group put a spotlight on it, and they showed the value, and they made it part of the ERG's culture to participate in mentorship. Then all of those ERG participants signed up to be mentors, and now are actively mentoring. [45:00] You really need to look at it from a strategy perspective. It can't just be an extracurricular activity that you add on. [45:08] Dionne agrees. KBIP works with organizations like Zurich, and with the ZACA program and the team, but also does the work for organizations that are not there yet or not willing to put the extra effort in to embed it into the DNA of the organization. [45:33] Part of KBIP's mandate is to create a mentorship program specific to Black insurance professionals. It doesn't matter where you're from, international or domestic student, or anyone who wants to be part of the organization and get extra support to build on their career trajectory. [46:02] What do mentors get out of mentorship? Dionne says as a mentor, she gets satisfaction from seeing someone excel, not necessarily from start to finish. You could be at the tail end of their journey, you could be at the beginning, or you could be in the middle. [46:36] If there is a desired outcome for both parties, and there's success, when someone calls you or texts you and says, You know what, I got that job, or I was recognized for doing XYZ, that is satisfaction. That is success. [47:00] Ray says his passion is helping people grow and develop. He started his HR career in learning and development, because he used to be intrinsically rewarded when he saw somebody learn something he taught them, or he trained them on. That felt like a superpower. [47:21] When Ray can do that with the programs Zurich runs, and he interviews people and watches their growth, and they are so grateful; to Ray, that is worth it all. You don't even have to pay him for that. He will volunteer and do that his entire life because of what he gets out of it. [47:47] Natalia agrees. There are obvious advantages from an organizational point of view, but from an individual point of view, Natalia feels that she has arrived at a point where there's no ego anymore. She wants to transfer her knowledge to someone. [48:04] Natalia wants to tell someone that they can do it. Because she did it, they can do it as well. And that's a very important aspect of mentorship. [48:15] How do you make mentorship intentional and inclusive? Ray says it means they have to see the value. It has to be part of the business strategy. Anything that is not intentional, people think, Why do I have to do this, on top of everything else that I need to do? [48:36] The second we are making it intentional, it has to make sense. This is why I'm doing this, because it's going to benefit me, it's going to benefit the company, and it's going to benefit the people I'm impacting. [48:47] They have to see the strategic business value, and with mentorship, it's easy. Because there's massive value for the organization, there is a massive competitive edge if you're doing it properly, and there is massive learning and development for your workforce. [49:05] You just need to sit down with professionals like KBIP, with people who have thought through it, and understand how to help you bake it into the strategy. Just do the work. Anything intentional has to make sense. If it does not make sense, it can't really be that intentional. [49:28] Dionne says that in every organization, when you are constructing your missions and your value statements, it's sitting down as an executive team, and asking, How can we execute on this? What does that mean? Mentorship is something that bleeds into your brand. [49:57] The brand recognition from a competitive edge standpoint is huge. Dionne says she can walk into a school for outreach programs and say, Zurich is a market of choice. You would want to work with Zurich because of this, this, and this. [50:14] If you can tell them that they're going to be supported along the way with their career, that's added value. That is something that will definitely differentiate Zurich in the marketplace. [50:26] Dionne adds that being intentional is huge because when you are not, people can see right through that. That is where you create toxic cultures. [50:39] It's not in a company's best interest to ignore the opportunities that stem from mentorship programs. [50:47] Natalia says she's not an HR professional, but she imagines that mentorship has a great role in not just attracting the right talent, but in retention as well. [50:58] Ray affirms, 100%. It's part of your growth and development. Sure, you can use it as a competitive edge to attract people, but if you're not doing it right, then they're not going to develop and grow, and that competitive edge is really just smoke and mirrors. It's not real. [51:15] So, if you're going to do it right, you have to develop people and grow people through your mentorship programs, and you have to show the results for it. [51:26] Dionne adds, That speaks to the inclusivity part of diversity, equity, and inclusion. If you can build a strategy that equates to inclusion, it equates to retention. It's not rocket science.  [51:49] Ray says Zurich is really good at that. [51:52] Final thoughts on intentional mentorship. Dionne says, “Just do it. I'm a Nike gal. Just do it.” [51:59] Ray says, “I wouldn't be where I am in my career if it weren't for my mentors and my sponsors. And so, if you see potential, mentor the heck out of that potential, because they will thrive.” [52:15] Dionne says, “And acknowledge it. I think that's a big part of that strategy.” [52:21] Natalia thanks Ray, Dionne, and the RIMS DE&I Studio for picking up this topic, a very important topic, and she hopes you enjoyed the session. [52:38] Justin says special thanks again to all of our guests here at the RIMS Canada Conference 2025. Be sure to mark your calendars for October 18th through the 21st, 2026, for RIMS Canada, which will be held in Quebec City. [52:55] Shout out to the RIMS Canada Council for producing another fantastic conference and to the RIMS Events Team and all my RIMS colleagues who worked tirelessly to make the last three days so smooth. It's such a pleasure to work with you all. I look forward to seeing you next year. [53:14] Plug Time! You can sponsor a RIMScast episode for this, our weekly show, or a dedicated episode. Links to sponsored episodes are in the show notes. [53:43] RIMScast has a global audience of risk and insurance professionals, legal professionals, students, business leaders, C-Suite executives, and more. Let's collaborate and help you reach them! Contact pd@rims.org for more information. [54:02] Become a RIMS member and get access to the tools, thought leadership, and network you need to succeed. Visit RIMS.org/membership or email membershipdept@RIMS.org for more information. [54:19] Risk Knowledge is the RIMS searchable content library that provides relevant information for today's risk professionals. Materials include RIMS executive reports, survey findings, contributed articles, industry research, benchmarking data, and more. [54:35] For the best reporting on the profession of risk management, read Risk Management Magazine at RMMagazine.com. It is written and published by the best minds in risk management. [54:50] Justin Smulison is the Business Content Manager at RIMS. Please remember to subscribe to RIMScast on your favorite podcasting app. You can email us at Content@RIMS.org. [55:02] Practice good risk management, stay safe, and thank you again for your continuous support!   Links: From RIMS Canada: “RIMS Ontario Chapter Honours Bombardier's Daniel Desjardins with the 2025 Donald M. Stuart Award” RIMS ERM Conference 2025 — Nov. 17‒18 Spencer Internship Program — Registration Open Through Oct. 15. RIMS Western Regional — Oct 1‒3 | Bay Area, California | Registration open! RISKWORLD 2026 — Members-only early registration through Sept 30! RIMS-Certified Risk Management Professional (RIMS-CRMP) The Strategic and Enterprise Risk Center RIMS-CRO Certificate in Advanced Enterprise Risk Management — Featuring Instructor James Lam! Next bi-weekly course begins Oct 9. RIMS Diversity Equity Inclusion Council RISK PAC | RIMS Advocacy | RIMS Legislative Summit SAVE THE DATE — March 18‒19, 2026 RIMS Risk Management magazine | Contribute RIMS Now RIMSCanadaConference.ca RIMS Webinars: RIMS.org/Webinars “Natural Hazards: A Data-Driven Guide to Improving Resilience and Risk Financing Outcomes” | Oct. 9 | Sponsored by Global Risk Consultants “Jury Dynamics: How Juries Shape Today's Legal Landscape” | Oct. 16, 2025 | Sponsored by Zurich “Parametric Insurance: Providing Financial Certainty in Uncertain Times” | Oct. 30, 2025 | Sponsored by Swiss Re “Geopolitical Whiplash — Building Resilient Global Risk Programs in an Unstable World” | Nov. 6 | Sponsored by Hub   Upcoming RIMS-CRMP Prep Virtual Workshops: RIMS-CRMP-FED Exam Prep Virtual Workshop — November 11‒12 Full RIMS-CRMP Prep Course Schedule Risk Appetite Management | Oct 22‒23 | Instructor: Ken Baker “Intro to ERM for Senior Leaders” | Nov. 4‒5 | Instructor: Elise Farnham “Fundamentals of Insurance” | Nov. 11‒12 | Instructor: Chris Hansen “Leveraging Data and Analytics for Continuous Risk Management (Part I)” | Dec 4. See the full calendar of RIMS Virtual Workshops RIMS-CRMP Prep Workshops   Related RIMScast Episodes with 2025 RIMS Canada keynotes: “Distilling Risk and Resilience with Manjit K. 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RIMS Virtual Workshops On-Demand Webinars RIMS-Certified Risk Management Professional (RIMS-CRMP) RISK PAC | RIMS Advocacy RIMS Strategic & Enterprise Risk Center RIMS-CRMP Stories — Featuring RIMS President Kristen Peed!   RIMS Events, Education, and Services: RIMS Risk Maturity Model®   Sponsor RIMScast: Contact sales@rims.org or pd@rims.org for more information.   Want to Learn More? Keep up with the podcast on RIMS.org, and listen on Spotify and Apple Podcasts.   Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook, Twitter, and LinkedIn.   About our guests: Eddie Tettevi, Sandbox Mutual Insurance CRO RIMS Canada Council Chair — DEI and Comms Janiece Savien-Brown, Metro Vancouver Shaun Sinclair, BCIT "Intentional Mentorship" improvised session from the DE&I Studio, featuring: Dionne Bowers, Co-Founder & Chair of the Canadian Association of Black Insurance Professionals (CABIP); Ray Chaaya, Head of talent for Zurich Canada; Natalia Szubbocsev, Executive Vice President at Appraisals International Inc.    Production and engineering provided by Podfly.  

Jon Jordan and Jenny Jordan talk through the week's news including:[0:44] This week, we asked our Mavens group about the rise of sustainable degen games.[2:00] Originally, this type of game was more about crypto than blockchain.[3:25] YGG is now calling this genre "casual degen" games.[4:40] These experiences start with a thin layer of gaming and a lot of high risk-high reward features.[7:30] You can often get 1,000 players into these games but how do you keep them [10:05] A lot of these games are launching on the Abstract blockchain.[13:00] Degen isn't a negative terms, at least not all the time.[13:25] Gigaverse has been going for 200 days, generating $5.5 million in revenue.[16:30] It's also building out its ecosystem with third party devs in the Gigaverse Hub.[19:39] YGG Play is publishing Gigachadbat on Abstract. [24:00] The Sandbox has announced Alpha 6 Season with Cirque du Soleil on 24th September.[27:45] The problem is The Sandbox hasn't got product-market-fit, esp. compared to Roblox.[29:55] It now needs to focus on creators, probably including the ability to launch tokens.[31:32] Off The Grid is starting to migrating EU-based PC players to the Gunz' mainnet.

In the first half of this week's episode, the men return from their summer break, Tommie discusses Louie's anxiety, they meet the Majorca Shepherd, remember gay actor Roddy McDowell on his birthday, celebrate the legacy of the late film icon Robert Redford, pay their respects to America's first Emperor, Tommie takes a quiz on the U.S. Constitution, they discover that cocaine is very cheap, wonder how a man from Northern Ireland was accused of being Mexican, avoid sailing near Venezuela, and discuss the aftermath of the Charlie Kirk assassination. (Part Two of this episode will be released on Wednesday, September 24.)

In this episode, we will dive deep into Innovation Sandbox on AWS, a new AWS solution offering that transforms the management of temporary sandbox environments, by offering a ready-made solution that enables customers to reduce sandbox setup time from weeks to hours while automating spend controls, security policies, and usage monitoring. Learn how AWS customers – from Universities to Enterprises – are using the Innovation Sandbox on AWS to empower their teams to learn, experiment, and innovate faster on AWS. Product page: https://aws.amazon.com/solutions/implementations/innovation-sandbox-on-aws/ Implementation Guide: https://docs.aws.amazon.com/solutions/latest/innovation-sandbox-on-aws/solution-overview.html Source code on GitHub: https://github.com/aws-solutions/innovation-sandbox-on-aws

Senate Commerce Committee Chairman Ted Cruz said he would introduce legislation to establish AI sandboxes to allow companies “room to breathe” without running up against regulations. Cruz announced that proposal as well as a legislative framework for AI policy ahead of a Wednesday hearing before the Subcommittee on Science, Manufacturing, and Competitiveness on the administration's recent AI Action Plan. The concept of regulatory sandboxes were among the more than 90 policy recommendations outlined in that document. Cruz said during the hearing: “Under the Sandbox Act, an AI user developer can identify obstructive regulations and request a waiver or a modification, which the government may grant for two years via a written agreement that must include a participant's responsibility to mitigate health or consumer risks,” adding that “a regulatory sandbox is not a free pass. People creating or using AI still have to follow the same laws as everyone else.” Drew Myklegard is stepping down from his role as deputy federal CIO after nearly four years, FedScoop has learned. Two sources with knowledge of the matter said Myklegard told colleagues he's taking a role in the private sector and that his last day will be Sept. 22. A holdover from the Biden administration, Myklegard was appointed to the deputy federal CIO role in early 2022, after a more than eight-year stint in supporting IT operations at the Department of Veterans Affairs. During his time in the Office of the Federal CIO, he championed a number of key governmentwide technology modernization initiatives, including rolling out a new policy reforming federal cloud security authorizations under FedRAMP and guidance on how agencies acquire and inventory AI tools, among others. On Monday, Myklegard was recognized with a FedScoop 50 award in the Golden Gov: Federal Executive of the Year category. The Daily Scoop Podcast is available every Monday-Friday afternoon. If you want to hear more of the latest from Washington, subscribe to The Daily Scoop Podcast  on Apple Podcasts, Soundcloud, Spotify and YouTube.

As we continue our search for a permanent home in Connecticut, MSYH.FM is hosting monthly studio recording sessions in New Haven, CT. These sessions are taking place at The Sandbox, courtesy of the Greater New Haven Art Council. As a part of our monthly DJ showcase we will be highlighting our station's local resident DJs and hosts as well as guest DJ sets from some of the state's most talented selectors. This month we are featuring Dakwan. From the artist: Bridgeport, Connecticut native. Raised African-American, Dakwan spent most of his childhood around a diverse of cultures circling from Latin America to the country of South Africa. From there, he picked up on many different sounds aiming from Reggaeton, Amapiano, Jersey club and more. When he picked up the controller he used his past experiences to hype up any room! Open format is where he feels most at home and where he'll stay! Watch on Youtube: https://youtu.be/58DnQzT1BQo ---------- Follow Dakwan ◊ https://soundcloud.com/dakwan12 ◊ https://www.instagram.com/Dakwanthechef ---------- Follow MSYH.FM » http://soundcloud.com/MSYHFM » http://MSYH.FM » http://x.com/MSYHFM » http://instagram.com/MSYH.FM » http://facebook.com/MSYH.FM » http://patreon.com/MSYHFM ---------- Follow Make Sure You Have Fun™ ∞ http://MakeSureYouHaveFun.com ∞ http://x.com/MakeSureYouHave ∞ http://instagram.com/MakeSureYouHaveFun ∞ http://facebook.com/MakeSureYouHaveFun ∞ http://youtube.com/@makesureyouhavefun ∞ http://twitch.tv/@MakeSureYouHaveFun

What do you do when your company is running out of money, your industry has collapsed, and even you think your idea is dumb? That's the situation Siqi Chen, now founder and CEO of the finance platform Runway, faced in 2016 when he became CEO of Sandbox, a VR startup. Yet through a bold move, Chen managed to get the right people to believe, securing funding for a product that was a stupid good time.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Anil Lulla and Yan Liberman host Sapijiju, co-founder of Pump.fun. Sapijiju shares Pump.fun's bigger vision: beyond meme coins, it's aiming to be the most rewarding social platform, revolutionizing creator monetization, and building a $2B-backed financial ecosystem.Pump.fun: https://pump.fun

If you're planning the perfect Sand Valley golf trip, this podcast has you covered. We talk through all the courses, food, and lodging with a full itinerary to make the most of your trip. In this episode of The Golf Podcast, we take you inside our bucket-list trip to Sand Valley Golf Resort and break down the perfect golf itinerary for anyone planning to go. We played every course on property—Sand Valley, Mammoth Dunes, Sedge Valley, the Lido, and the Sandbox—and share what makes each one special. From short courses with legendary architecture to wide fairways built for scoring, we detail exactly how to structure your rounds to get the most out of your trip. But it's not just about golf. We also dive into the food, lodging, and off-course experiences that make Sand Valley such a complete destination. From Craig's Porch and its famous dollar tacos to Bill's Barbecue and the Gallery's surprisingly excellent pizza, we cover all the must-eats. You'll also hear about lodging options from the Mammoth Suite above the clubhouse to the secluded cottages by the new Commons course. Whether you're a group of buddies, a bachelor party, or just chasing your golf bucket list, this episode lays out the step-by-step playbook for doing Sand Valley right. If you're planning your first trip—or already booking a return—you won't want to miss this guide.   Listen to This Week's Show Download on iTunes here Listen on Spotify here Thanks to this Week's Sponsors Titleist is committed to ensuring that every golf ball delivers superior quality and consistency.  From ball to ball, dozen to dozen we should expect our golf ball to perform exactly the same way, shot after shot. That's why Titleist owns the design, the technology and the manufacturing to make sure consistency spot on every time. They even conduct all the testing and quality checks to make sure nothing slips through the cracks.  Titleist is the #1 ball for every player and the #1 ball in golf.  Choose the best for your game and find out more at Titleist.com. Trust your golf game to FootJoy, the number one Shoe in Golf. Shop now at FootJoy.com. Thanks for tuning to The Golf Podcast! Cover Image via X

La consultora de la OCDE explica: "La inteligencia artificial no va a quitarnos el trabajo, pero sí lo hará si no entendemos de qué va". La tecnología avanza a una velocidad vertiginosa, y la inteligencia artificial (IA) se ha convertido en uno de los pilares más transformadores de nuestro tiempo. En esta entrevista, la experta en divulgación tecnológica y asesora de la OCDE, Silvia Leal, ofrece una visión clara, crítica y optimista del impacto de la IA sobre el empleo, la economía y el futuro de la humanidad. "Estamos empezando", afirma Leal al describir el momento actual de la IA. A pesar del impacto mediático y empresarial, asegura que aún estamos en los inicios de una tecnología que, al fusionarse con otras como la gamificación, el internet de las cosas o las experiencias inmersivas, dará lugar a una verdadera revolución: la computación espacial.Sectores que está transformado la IA Según Leal, la IA ya está transformando sectores clave como la ciberseguridad, donde alerta de un riesgo mayor: "En España, seis de cada diez empresas que sufren un ciberataque cierran antes de que pase un año". Y, sin embargo, el 55% de los CEO siguen sin priorizar este riesgo. "El problema es que siempre pensamos que le va a pasar a otro, hasta que te pasa a ti". Para Leal, uno de los grandes retos es la falta de talento: "Tenemos talento muy bueno pero muy escaso. Ocho de cada diez empresas buscan profesionales de ciberseguridad y no los encuentran". La solución pasa por la formación: "El 99% de los ciberataques a pymes se deben a errores humanos. Eso se podría evitar con un poco de formación".La IA también es una palanca de productividad "Dicen que bien utilizada, la IA puede ahorrar 2,5 horas al día por empleado. Es decir, de cada cuatro, sacamos uno nuevo", explica Silvia Leal. Y no solo en lo económico: "Ese tiempo podría aprovecharse para cosas tan humanas como ir al gimnasio, estar con amigos o simplemente disfrutar", añade. Sobre el futuro del empleo, Leal es tajante: "La inteligencia artificial no va a quitarnos el trabajo, pero sí lo hará si no entendemos de qué va esto". Y ejemplifica con un informe que proyecta la destrucción de 92 millones de empleos, pero también la creación de 170 millones de nuevos puestos. "Se destruirán los empleos donde las tareas puedan hacerlas las máquinas. Pero aparecerán otros donde lo humano marque la diferencia: creatividad, empatía, intuición".Marco regulatorio de la Inteligencia Artificial Con tono crítico, Leal también se refiere al marco regulatorio: "Entiendo que hay que regular, pero no estamos protegiendo al que lo hace. Al emprendedor que se deja el tiempo, el dinero y a veces la familia en sacar adelante estos proyectos". Elogia iniciativas como los Sandbox tecnológicos en Madrid, "bien diseñados y fundamentales para facilitar la innovación". En cuanto al papel de España, recuerda el caso de la digitalización exprés durante la pandemia: "Pasamos del 86% de pymes sin digitalizar al top 3 mundial en crecimiento del comercio electrónico. Si nos lo proponemos, podríamos liderar". Eso sí, "haría falta cambiar la legislación y el marco fiscal, porque ahora mismo muchas startups cierran no por falta de ideas, sino por asfixia regulatoria". Sobre las críticas a la IA generativa, Leal responde con claridad: "Claro que es IA, aunque sea distinta. Funciona por probabilidad de palabra, pero sus resultados son inteligencia artificial. El que diga que no es rentable es que no sabe usarla".Leal vaticina un futuro de fusión tecnológica "Mientras algunos siguen hablando de IA generativa, en la OCDE ya hablamos de computación espacial. Ahí está el dinero, ahí está el futuro", explica Silvia Lea. Y mira a la cuántica como próximo gran salto: "Cuando llegue, vamos a poder analizar el 99% de las moléculas que hoy no conocemos. Imagínate lo que eso supondrá para la industria farmacéutica", apunta. Y concluye con una llamada a la acción: "No pensemos que el futuro sustituirá lo actual con una copia. Será distinto. Y estar preparado es la mejor manera de formar parte de él".

The Cowboys traded Parsons to the Green Bay Packers for two first-round picks and defensive tackle Kenny Clark, two people familiar with the deal told The Dallas Morning News. In other news, both protesters and job seekers alike came out in droves for a U.S. Immigration and Customs Enforcement hiring event in Arlington this week, as the agency looks to fill thousands of open positions using new funding from the Trump administration. Nearly 2,000 people preregistered for an ICE hiring event at Esports Stadium Arlington, part of a nationwide recruiting effort with big incentives; Texas Attorney General Ken Paxton expressed concern Thursday that Plano ISD “is allowing antisemitic behavior to take place,” asking in a letter to the superintendent for documentation about the district's investigations and disciplinary actions related to pro-Palestinian protests, anti-Israel rhetoric and antisemitism; and The All-American Rejects wound back the clock to the 2000s on Wednesday night, playing several of their old hits at a skate park in South Dallas. The band will sign copies of a limited tour-only vinyl edition of Sandbox at Good Records in East Dallas at 1 p.m. today. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Jon Jordan and Jenny Jordan talk through the week's news including:[0:38] What's going on at The Sandbox? Co-founders shifted? Job cuts? Memecoins?[0:52] Animoca's Robby Yung will be the new CEO as Animoca exerts more control over the project.[1:30] To a degree, the news is only "big" because its The Sandbox, which everyone knows.[3:25] Animoca is annoyed because it wanted to announce the restructure and new vision in the [4:10] Things have been going very slowly at The Sandbox. Change was needed.[7:19] Despite these changes, The Sandbox will still have nine offices globally.[10:40] From the outside, it looks like The Sandbox has suffered from a lack of strategy.[12:13] The Sandbox will be announcing a "big new project" a couple of months.[13:34] This project seems to be about expanding the scope of the SAND token.[17:51] Jon's wild rumor. A SAND treasury company? Fronted by Barron Trump? Stranger things...[19:12] Mobile game Pudgy Party is out today with a Steal a Brainrot collab.[22:10] It's a cute battle royale game with lots of customization and light combat options.[23:01] The concept is Mythical does the game, Pudgy Penguins brings the marketing. [28:42] The Axie Infinity Constitution has been revealed. You can vote from 1 September.

HEADLINESEuler emerges as DeFi's super app — TVL jumps from $189M to $2.9B in 2025, driving $6M annualized revenue and backed by 40+ audits.Visa-backed Rain raises $58M Series B — Scaling stablecoin-powered debit/credit card infrastructure, with transaction volume up 10x this year.Solana validators weigh Alpenglow upgrade — New consensus aims for 150ms finality, higher resilience, and efficiency under heavy activity.The Sandbox implodes — Founders ousted, 125+ layoffs, global office closures, and $SAND down 95% with only a $100–300M treasury left.U.S. Commerce Dept. uploads GDP data on-chain — First-ever federal macro data published to Bitcoin, Ethereum, Solana, and more, partnered with Chainlink and Pyth.Little BitsJump Trading alums raise $20M for aPriori — Pushing HFT infrastructure into DeFi, now $30M total funding with Pantera, HashKey, IMC, and others.Pantera Capital plans $1.25B Solana public vehicle — Aims to double all current public company SOL holdings combined.Tornado Cash devs get $500K legal aid — Solana Policy Institute funds appeal of money laundering convictions.Kanye's YZY token collapses — Over 50K wallets lose, while 11 wallets make $1M+ in profit during the rug.Don't miss the DailyCryptoNews podcast on Spotify & Substack — daily 20-minute episodes Mon–Fri.Follow us on Twitter: @DCNDailyCrypto. Check the Substack for all top stories.WHERE TO FIND DCNdailycryptonews.nethttps://twitter.com/DCNDailyCryptoEMAIL or FOLLOW the HostEmail: kyle@dailycryptonews.net*****Magic Newton Wallethttps://magic.linkTrader Cobb X: @TraderCobbhttps://www.thegrowmeco.com/Editing Serviceshttps://www.contentbuck.com——————————————————————***NOT FINANCIAL, LEGAL, OR TAX ADVICE! JUST OPINION! I AM NOT AN EXPERT! I DO NOT GUARANTEE A PARTICULAR OUTCOME I HAVE NO INSIDE KNOWLEDGE! YOU NEED TO DO YOUR OWN RESEARCH AND MAKE YOUR OWN DECISIONS! THIS IS JUST EDUCATION & ENTERTAINMENT! Hosted on Acast. See acast.com/privacy for more information.

Connect to John Gilroy on LinkedIn   https://www.linkedin.com/in/john-gilroy/ Want to listen to other episodes? www.Federaltechpodcast.com In 1987 Microsoft introduced PowerPoint, it is one of the few applications that has endured almost four decades! Today, we look at some options that incorporate more flexible ways to innovate. Charles Firey from Excella provides listeners three ways to make a transition from PowerPoint to modern applications.  He discusses setting temporary instances of a modification, making sure this approach is consistent, and where to look for opportunities to apply this dynamic method. Sandbox. Instead of worrying about managing sensitive data, create a sandbox or synthetic data environment to enable quick concept demonstrations without compromising security or compliance. Once a federal leader can see the proposed solution, iterations can take place in a more effective manner. Consistent. Once the concept of a “sandbox” has been established, think about federal security considerations. Develop a consistent approach for creating prototypes that align with production-ready compliance requirements that include protecting data at rest and data in transit. Opportunities  - Identify opportunities to incorporate rapid prototyping as part of the method. Not every technical problem can be solved with improving interactions with websites; however, many areas can be helped if you know how to apply an iterative approach to software development. Charles notes that Excella uses synthetic data and consistent workflows to ensure prototypes align with production standards. The conversation also touches on the cost-effectiveness and future potential of AI-driven prototyping in federal projects.

The second Trump administration has spent 2025 accelerating its software modernization initiatives through the creation of agencies like the U.S. DOGE Service and other entities designed to digitize and modernize the American government. Modeling after DOD enterprise software container platforms, the Department of Veterans Affairs stood up its own Platform One application in 2021 to drive software modernization within the agency. Matthew Fuqua, technical lead at VA's Platform One, told GovCIO Media & Research Platform One is a sandbox environment where software developers can safely experiment and build applications using protected data. He said his team took inspiration from similar endeavors in federal government and built a platform where developers can focus their efforts solely on coding. Fuqua said that Platform One's ethos centered around “speed, stability, scale and security,” and each tenet drives the mission of providing services through software that can benefit veterans. Platform One supports the VA's DevSecOps strategy to streamline its operations and shift away from the traditional waterfall approach to software development that hinders innovation at speed. In a DevSecOps environment, Fuqua's team is able to monitor, update and secure troves of data rapidly, shortening processes that used to take days down to hours. Fuqua said that AI has opened the door to new potential applications but data security is paramount when considering building new software.

On this episode of "The Founder's Sandbox", Brenda speaks with Donovan Ryckis; CEO of Ethos Benefits, the nation's leading fiduciary benefits consultant in mid- -large market employers. Ethos Benefits was founded in 2016, after a chance request from a client of Donovan when he operated as a financial advisor--the client was faced with an increase in the companies' health insurance bill for the companies' employee plan that would have had a financial burden that threatened the sustainability of the company.   ‘Ethos' represents the guiding principle, character, or spirit of a person or organization. It's the ‘why' that drives decision-making and fuel's purpose.   Through Donovan's origin story we will have our eyes opened as business owners to the potential risks of employer sponsored healthcare plans and how to mitigate these risks. You can find out more about Donovan and Ethos at: www.linkedin.com/in/donovanryckis Upcoming master class on August 14th https://ethosbenefits.com/ https://businessofbenefitspodcast.com/ For a limited time only access the documentary: It's not personal, it's just  healthcare. https://ethosbenefits.com/documentary/     Transcript:  00:04 Welcome back to the Founder's Sandbox. I am Brenda McCabe, your host on this monthly podcast. It reaches  business owners and entrepreneurs who learn about building resilient, scalable, and 00:32 purpose-driven companies, all with great corporate governance. I am Brenda McCabe, and I am your host. And the guests that come to the podcast are not only those founders and business owners who are sharing their experiences, but also corporate directors,  investors,  and professional service providers who, like me, want to use the power of the private enterprise, small, medium, and large, to create change for a better world. 01:00 Through storytelling here and a recreated  sandbox,  my goal is to equip  one startup founder or one business owner at a time to build a better world through great corporate governance. Today, my guest is Donovan Rikas.  He is joining the podcast as CEO of Ethos Benefits, the nation's leading fiduciary benefits consultant in the mid to large market employer space. 01:29 So I'm absolutely delighted to bring in a professional service provider in  the employer benefits area, which  we're going to  unpeel  this  sector  today in the podcast. it's fascinating. So thank you, Donovan, for joining me today. Thank you, Brenda. Thanks for having me. Excellent. So  the company you and Chelsea, your wife and president of Ethos Benefits, 01:59 was founded in 2016, which wasn't that  long ago.  But it happened serendipitously.  You got a chance request because at that time, you were a financial advisor, right? Yes. When  your client was faced with an increase  in the company's health insurance bill for their employee plan,  pardon me, that would have had such a financial burden,  it would have threatened the sustainability of 02:27 the company and that's your client. So what did you do Donovan? What was the origin  of Ethos Benefits? Thank you. Yeah, so that's exactly right. I started as a financial advisor.  So Ethos Benefits was formerly a registered investment advisory, which was Jay Donovan Financial.  And one of the interesting things that are a little bit different on the security side versus the insurance world is 02:56 the ability to  license and designate yourself as a fiduciary advisor to your clients.  So that's really important and that's kind of where we started as financial advisors. So that essentially means that you're not gonna be commission-based with variable commissions based on what you wanna sell and the client doesn't really understand, right? You're gonna be  transparent with how you earn any compensation. 03:23 and you're not gonna have any conflicts of interest that might change  the recommendations or advice that you're giving them. So it's gonna be flat fee and you get to work with them directly instead of working for the financial institutions and the insurance companies kind of in the background that are actually the ones incentivizing. Cause  it's this odd relationship where it's like you think the financial advisor is working for you but they're actually incentivized by the institutions  that they're representing. Very important clarification because we do have a question 03:53 further on, which is, you know, what, what, how does the 401k management, right about employers 401 plan, mirror that of healthcare benefits? Yeah, for sure. You'll start to see some of those. So that's how we're working as financial advisors. And that's an important distinction as we get into an explanation of 04:22 the whole healthcare industry and how that works. So you're exactly right. I was working as a financial advisor, working with business owners  because they had more kind of complicated planning and tax structures and things that I could do to really make a difference.  And what I realized is when most of them had commission-based advisors, they'd rush to sell a product, mutual funds  with upfront loads and REITs that had  proprietary commissions and all this kind of stuff. And then they would leave without worrying about any of the 04:52 tax consequences,  you know, islets or trusts or even wills, right? Like all these extra things that business owners needed to set up their own personal wealth, but also their company, their 401k, maybe combining a defined benefit plan. So that was kind of the niche I chose.  And it was incredibly lucrative. I loved it.  Was doing exactly what I wanted to do until that client kind of asked me for that help, like you alluded to. 05:21 And it was 40 % increase on his health insurance. He said, my broker says, this is it. There is nothing else. Can you help? And I didn't know any idea. Like I had no idea about health insurance or what I do. But yeah, just- No, no. problem. 05:39 And certainly as a financial advisor, it kind of seemed like going backwards and beneath me. didn't really want to do it, but I was like, I could hear the panic in his voice. And I was like, yeah, absolutely. Just send me everything you have. And after about three weeks, basically making as many connections in the industry and learning as much as I could and trying different things, we basically mitigated that increase entirely. 06:05 And he actually came three points under where he was currently today before that increase. And we didn't take away any benefits from employees. We didn't put them in smaller  HMO networks. We didn't increase deductibles or increase their premiums. None of the usual tricks.  So this was a like for like solution. We actually improved the plan a bit and came in under.  And it really made me realize in that moment, it wasn't my experience or my education or my smarts that 06:34 may be able to do this,  it was a lack of conflicts  in compensation and incentives,  right? Because his broker does about $7 billion a year annually.  I didn't come in with more market knowledge, leverage, or experience. I just didn't have conflicts of interest and compensation. That's what  started me down this path.  And  back then,  you hadn't yet  created Ethos Benefits with that name. 07:03 So when I did a little bit of research,  I couldn't have been more delighted that you actually reached out to to be featured on the founder sandbox because of two reasons, you the word fiduciary, right?  It was in  your basically your call to action, right? Or your or the definition of company. So,  you know, you  are  the governance of a company goes way beyond making a profit for shareholders. 07:32 the duty of care, the duty of loyalty and the duty of obedience is really the underpinning elements of  fiduciary duty. And on your website, you say our ethos is simple fiduciary first. So we're going to appeal that in here in a minute here. So act in the best interest of those we serve,  no matter the cost. You also on the website,  you you had a purpose ethos represents the guiding principle. 08:01 character or spirit of an organization or a person is the why that drives decision making and feels purpose. So I,  I looked like I was reading what next act advisors may consult a firm is about is just really finding those purpose driven. So  with that, I wanted to just, you know, ask you,  what was that you had that first client that first aha moment, and 08:29 How long did it take you and did when did you realize that this could be a a career change for you, right? Rather than a financial advisor, you were actually actually a health care benefits advisor, right? Yeah, I mean, I think I think the first moment is, you know, being being a financial advisor was very lucrative. And I like the people I was working with. I liked working with entrepreneurs and business owners and and, you know, just 08:58 I found them inspiring and I was curious about the things they're doing. And  I think that kind of lifts everybody up when you keep a circle like that, right? Like you  push yourself harder, you learn, educate and do different things.  So I love the clients I was working with. Like I said,  maybe  working on personal wealth for individuals though, isn't the most rewarding thing you could be doing. seeing that... 09:25 Don't get me wrong, I was paid well enough. It would have took me a long time to figure out that it wasn't very personally fulfilling.  But seeing that first case, mean, the first thing I did when I got that successful proposal back, before I presented it to the clients is I was looking at the math  of what does this cost? What difference does this make per paycheck to all the individuals in this planet? And then I'd look at somebody, my God, this person's got a wife and two kids. Look at the difference in premium there. 09:54 I was calculating my work in return to the average American worker and realizing like me putting myself aside to  proactively, strategically go after this problem instead of making a decision for my own personal commission, looking at how much that impacted everybody. And that was powerful. 10:20 I'm going on 20 years in financial services and every aspect of it, I've seen people who prioritize commissions over, you know, a better product, a better outcome for an individual. But the idea that that could be done on scale to where you're now making that decision for yourself over 200, 500, 2000, 3000 employees, like that's pretty disgusting, right? So seeing that that kind of impact could be made. 10:49 I mean, it was  it was really not a question after that I knew I was transitioning my business. Excellent. Excellent. So  my own path  after 25 years in Europe  was quite an eye opening experience when I came back to the United States, I am a US citizen, but I had to get you know, I've been working for myself and I had to get self insured. So  I got back this is like 11:18 12 years ago, I got the Affordable Care Act for dummies from my local library.  I had not yet transferred my tax certification to the United States takes quite a few years when you've been gone so long.  So you because you do have to sub venture tax returns and all that. And then  I ran into I met Marshall Allen, the author of never pay the first bill and the other ways to fight the healthcare system and when 11:46 Marshall Allen actually spoke at  a graduate or alumni event of University Chicago. And  I was, you know, reading these books. And you know, eventually,  I got my own broker to help me get onto the exchange. But it every year has been  an experience.  I'm fortunate to be part of a  membership organization through which  for small  and medium sized businesses and I get  PPO through 12:14 I won't mention names, but  I was  blessed because just  and I'm 12 years in the United States, you have to knock on a lot of doors to actually get health care when you are a small business  owner  and really  understand what  you are paying for,  not only your premiums of what are the services  that are provided. So can you talk about  the average 12:44 premium for a family of four and some of the  numbers that you discovered  and believe  we as a country could actually improve  on the outcomes, healthcare outcomes with the actual spend we have today, right? Yeah, we're getting the numbers are pretty wild. mean, I feel like we're really kind of getting to a breaking point with it.  You know, 13:12 For what I work on, employer-sponsored healthcare, 186 million Americans are covered under employer-sponsored healthcare plan. These plans can average increases anywhere from seven to 10 % annually. We see a lot of reports that come out that kind of measure these things. Kaiser Family Foundation does one, Milliman Index is another one. So there's a lot of studies that kind of measure this annually and changes for employers across the board. 13:41 What we saw this year for 2025 was the average cost for a family of four under employer sponsored health care plan is $35,119, which is just an astonishing number. That is unaffordable for an employer. That's unaffordable for an employee. And it's unaffordable for them to split that cost as well, which is how these, yeah, that's how they're structured in some way or another. 14:11 And another number to know that kind of governs this is the ACA affordability percentage, which is essentially where employers have to contribute, they have to contribute enough to keep the premium under this amount, which is 9.02 % this year. So premium for one of your employees cannot exceed 9.02 % of their take-home pay. 14:39 And this is updated on an annual basis, correct? Correct. Yeah, it fluctuates a little bit, but it's always right at 9, 8.5, 9.2, it's balanced up and down. But that's a pretty astonishing number too. And I see a lot of companies that are basically designing their contribution just to stay under that. it's, obviously they'd love to do more, but with the way these costs increase annually, sooner or later, they get to that point. 15:07 where they're kind of designing it just to be under 9 % of the employee's income. Okay, that's  astonishing.  And I'm happy that you  are working nationwide now with employer benefits with companies that, what's the size of the companies that you typically sell to? So we only work with large employers these days. And if we have somebody come in a little bit under, we have some associate agencies that we can kind of refer them to. 15:36 I'd say our minimum is usually like 250 eligible employees all the way up to 5000. Yeah, so anywhere in that mix. Excellent. So when again, I first met you was unaware because you've basically become nationwide in the last what two, three years, right? I'd say around COVID. Yeah, I took off right. So when I was speaking with you spent some time on the website. 16:06 I was trying to understand the sales alignment. So how you reach customers, those employees that have 250 between 250 and 5,000 employees, right? My first reaction was, OK, Donovan, go in with either of these benefits. You do a cost down, right? You've done, you basically work yourself out of the job. You corrected me. So for my audience, so how? 16:32 does ethos benefits work for a company, right?  What is that?  Is it is it an annual  engagement  talk walk me through the work you Yeah, I mean, things are happening on a daily like when we break down our scope of services, we'll actually show them like,  these are daily, these are weekly tasks, these are monthly, quarterly and annual because there's so much happening.  So  we're talking about the employee benefit space. Yes, it's  the 17:01 kind of designing consulting for the annual premium for a 12 month period. I think that's what people first consider.  But there's also a ton of compliance factors that have to happen throughout the year that that company has to fill out, right? Could be anything from section  125s,  5,500s,  wrap documents, all kinds of notices and disclosures  that need to be done.  Also, you know, we deal with benefits administration. So that's... 17:29 How are the employees making elections, seeing premiums? Is that integrating into payroll?  So functions like that with eligibility in and out of the company  adjusting that.  But also we kind of discussed and talked about the fact that health care is incredibly complex. So all the same market influences, where the market's at, interest rates,  inflation, all that kind of stuff affects  health care rates just like any other company in the market. 17:58 but it also gets as granular as  new medical procedures, new drugs, new generic drugs that are now an option.  It can even go down, you know, locally or regionally to where we get a new CFO in a hospital group and that starts changing the reimbursement rates that they're requesting from the insurance. So we see that where kind of a CFO comes in and they start flexing, making life difficult in a particular region or with a hospital group. 18:28 So all these things are kind of coming together and changing every single day.  Also the fact of the sheer amount of bills,  claims that come through.  So what we see on average,  this is a pretty crazy number, but  what we see on average is 18 claims  per employee per year. Okay, that's a lot.  That's a lot. So if we had just a hundred employees, that'd be 1800. 18:56 basically accounts payable  into the company. And that's part of our job too, because as you might imagine, hospitals make tons of mistakes on the bills, about 80 % of the bills have mistakes.  And then we also have to make sure that those are coming in at fair reimbursement rates to the company, because what hospitals bill is a spectrum for the exact same procedure. And the only difference is the payer. It's not the patient, it's not the complexity, it's not the physician, like it's literally 19:25 just the insurance card that can affect that difference in reimbursement rates. So all these things kind of come together where, yes, it  very much is a daily  task for me and my team on different things that we're working on. And- Are you an advocate in any way for the employees? Yes,  very much. So, you know, it's two, there's two complicated ecosystems at the same time that we're trying to navigate. 19:52 One is certainly the healthcare finance, which is what we're working with the company. But healthcare delivery for employees and members is just as complicated and confusing as far as where do I go? What is this gonna cost? What's the next step? Can I get a second opinion? How would that work? Right? And also helping navigate them to their highest cost or their lowest cost, highest quality and understanding what that is and giving them options to seek care at. 20:21 at lower prices if that's available. Excellent.  So your  delivery platform, is it like a customer success team  that  is assigned solely to that client? How does it work? Yeah, so it's kind of different. every employer is starting at a different place. They also have different ideas of where their end place or where their goal is. 20:49 healthcare delivery, kind of working on some things like that, there might be a couple of different ways we handle it. One might be having a direct  primary care provider. So the idea of a direct  primary care provider is basically same day, next day appointments with your primary care physician  and 30 to 60 minute visit times, not the average, which is seven minutes with a PCP, which is what most people get across the country.  And  with that DPC provider, you can also do things like 21:18 stitches,  blood work, get generic meds. So we're talking about more of a comprehensive service when you actually need it, not  the 14, 18 day  primary care. So that might be one of the ways we help with healthcare delivery.  It might be a nurse concierge where they have a nurse that they can help find providers,  navigate them. That might be a part of it.  So it kind of depends. then also  a lot of the times are 21:47 Our team will basically act as a care coach, where if they have anything going on, they can just call us. We'll help them set appointments, navigate them towards care, help them with their ID problems. Fantastic. Anything else you'd like to share or shed some light on the service offering of ETHOS benefits? So we're going to jump into a legal question in a minute here. 22:13 Yeah, I mean, it always just depends on the employer.  what I would say is generally they find everything we do to be  more comprehensive. And I think that's just the nature of the fact that we're not seeking compensation from the insurance providers or working with the client, because  it's my belief that we don't have a single thing to sell to an employer.  Employers have a health care problem. And we're here to solve that and work through that in any 22:42 way that they need at that given time.  So we're not,  you know, pushing those solutions are having those conflicts.  It's an excellent segue down into  current lawsuits  that are popping up with respect to,  first of all 401k, lawyer, and now healthcare benefits. So before we jump into that some specific cases, you know, for my listeners, what does fiduciary mean? 23:12 in your business model, right? Please. Yeah. So fiduciary for us is certainly always acting in the best interest of those that you represent. It's the highest standard of care.  So you mentioned a couple of things  earlier, loyalty, obedience. I think the biggest thing where companies may think they're acting as a fiduciary and they're not, because while we carry that duty to our employers and our clients, 23:40 Employers have that duty to all of their employees. And that's something that are kind of educating them because a lot of them don't realize it. But  I think the big duty that is  left out or misunderstood is the duty of prudence.  Okay. So did they go far enough in investigating solutions and understanding the problem and working through it and having a committee within the company to kind of help go through that? Because what I mean, in a compensation package, there is nothing more important 24:10 than the cost of health care and the options in health care, right? And how those decisions are being made.  So I see the duty of  prudence being the kind of  most 24:23 I, the duty with the most opportunity, let's say, maybe, maybe the most misunderstood because  the employer sometimes think, well, you know, the broker came in and he showed me one or two other options.  This is the least worst option. Therefore that's what we're doing. And I think that's enough. Right.  And that is not the case.  And it's only until there's a 40 % increase due, right. It doesn't employer say  my business is not sustainable. 24:51 So actually healthcare is what not the number two or number three expense  in the company's PNL today. Correct. Right. So walk me through some of these  recent lawsuits.  Yeah, I think we have companies like J &J and JP Morgan. Speak to me about that. 25:14 Yeah, J. J. J. P. Morgan, Wells Fargo. A lot of them are almost they're copied and in some parts of the complaint,  because it's very much the same thing. the first one we saw was  Lewandowski versus Johnson and Johnson. And this is for their health care plan. You know, they're a Fortune 50 company.  I think they somewhere around 160,000 employees. 25:42 and they have a benefits committee and a benefits team of 16 or 18 people. So a big team of people to help make these decisions, understand them and vet them. And the lawsuit is basically for their decision of pharmacy benefit manager. So a pharmacy benefit manager essentially sets the price for any drugs that employees could get within the plan. And it lays out 35 or so specific examples of drugs 26:12 but basically they agreed to pay  up to  13,000 times  the cost of the drug that's available, just cash pay.  employee and employer funds are agreeing to pay that kind of multiple on a drug that's available without insurance, much, much cheaper.  And the  lawsuit is brought by the plaintiffs, who are they? 26:40 am Lewandowski. So she's she's the plaintiff. And then I believe as it's developed, other employees have kind of came on. So 13,000 was it do you know, I know that you're not directly involved in this case. Nor should you speak to it if that is the case. But is the transparency of the data? Can you get that data if you were an employee to then understand the 27:09 multiples that your employer plan has agreed to pay to the pharmacy benefit. I'm aghast. 13, I think the number is 13,226. So when this came out last January, the first thing I did is I read through the whole complaint. It was like 130 pages went through all these. So for all the drugs that were mentioned, I ran 27:40 J &J's prices, again, Fortune 50, 150, 160,000 employees. So you would assume they're getting leveraged prices, they're making great decisions, all those kinds of things. I ran those prices against what my clients were paying. And in the smallest, like I think our smallest in my book of business, like 100 insured employees somewhere around there, they were paying 94 % less. 28:06 for the same, for one fill of all the same drugs. So the math worked out to be like 135,000 for J &J for one fill of each of those. And my clients were like 3000 or 4000, don't know, it's all my LinkedIn. posted the public letter as soon as it came out. But I basically price referenced them. So it's not a question of leverage or buying power, know, all the ridiculous things you hear. 28:34 when you're talking to  an insurance broker for these types of decisions,  it's literally, it comes down to that question of prudence. Like,  how did you vet these decisions?  Do you know how the pharmacy benefit manager is getting paid? Do you know what these drug benchmarks are against the cash price?  And that's  where I think this lawsuit is gonna be a slam dunk. Like, there is no reason for a company that size with that big of a benefits committee to hire such a conflicted PBM, is what they call it. 29:04 You heard it here on the founder sandbox. So stay tuned for  any other  lawsuits that are  worthy of mention. Do all of them? Are they all related to the pharmacy benefit manager conundrum?  There's there's all kinds of lawsuits. I think the PBMs are the lowest hanging fruit because it's so easy to benchmark. But certainly the same arguments exist with  hospital reimbursement rates. 29:33 And we're starting to see those as well. Excellent. Well, thank you  for sharing  a bit more  details on  the  recent,  I guess,  health care benefits in the news, right? Lawsuits.  Going to get a little bit technical here. 29:57 because you allowed me to.  the framework of the CAA of 2020 and 2021, that's the minimum set of standards for activities to benchmark health care plans.  And so  what are they?  Because it then leads into  some of the common sense strategies  that employers can deploy immediately.  So can you walk? Because this is just as yesterday, it's actually during the pandemic. What's the CAA? 30:27 of 2020, 2021. Thank you. Yeah. So that's the interesting part of this. So the reason I said a decade ago, over a decade ago, I was waiting for these health care lawsuits to happen. It's because Arissa has always stated that  employers have this fiduciary responsibility, just like they had with  401k. The problem has been, and the reason these lawsuits didn't come sooner, is that health insurance companies  make this data hard to access. 30:56 different carriers were released different amounts.  And there was no set of compliance standards for employers to understand this is how I go about making it, making these decisions and benchmarking these decisions, right? Like  it was all just too vague, too opaque. The data was too gagged and withheld from the employers.  So the starting point of how do I know I'm being prudent or not, that's kind of what wasn't known prior to the  CAA of 2021. 31:27 So  the CAA  basically defined a set of minimum standards  that you have to do to even pretend like you're being a prudent fiduciary for your healthcare plan. So there's four things, but there's three main things. I'll mention the fourth thing as well, because there's funny stuff about that.  So the first one  should be the most obvious, and  it's kind of our founding story, which is understanding 31:53 your broker compensation before you enter into any arrangement or agreement for your upcoming plan. So that should not only be how much,  it should be when, what type of bonus is there. If you're looking at carrier A, B, and C, really what it says is you should know what is their compensation for carrier A, B, and C before you make an arrangement, because they will be different. And that will change the recommendation, the advice, the conversation that you're having with that broker. 32:23 is critical. That is so critical. And  in reading these transparency commission  disclosures from  brokers, it is wild, the stuff that they put in there and how conflicted their advice is.  One of them that I looked at last week said, broker acknowledges that their parent company has equity in the insurance carriers that they're recommending. Oh my gosh. So they're essentially saying, 32:52 We are an insurance company that's going to bias our recommendations to the own companies we have equity in. It's like, that's no longer a party you should take advice from, right? 33:07 Okay, so that's part one.  Yeah, no, this is this is  and you know,  I without it's gonna get too technical because the gag clause and  the prescription DC reporting so that you know, basically CAA has provided the set of benchmarks, right, which  you need to at least checkmark right before you actually do. 33:35 engage or decide on your employer benefit plan.  Yeah. To be in compliance with your fiduciary duty, particularly that of prudence. Yeah.  Yeah. And I think companies shouldn't look at as a checkmark. I think if they apply it with a good faith effort, they'll see like, oh,  it's not compliance. This is a framework  for making better decisions.  Right.  And that's what it's meant to do. It's meant to say, 34:05 Know your compensation, know your drug benchmarks,  and  eliminate any gag clauses to your data because you need your data to make decisions. So I think if companies make a faith effort, they'll automatically get better outcomes. That's the way here. Excellent. Well, thank you, Donovan. I want to give me this time to actually  speak about  how to contact you,  your company. But more importantly, 34:34 There is  you're hosting a webinar on August 14, which is right around the corner. Can you  give us some more details?  The details will be in the show notes,  but speak to the event that ethos benefits is hosting on August 14 2025. Thanks. Yeah, thank  you.  Yeah. So on the 14th, we're doing a fiduciary workshop masterclass, which is basically understanding what your 35:03 what your duties are, how to get through them, how to navigate them, how to have this framework for decision making and document that process as well. And it's all geared towards just achieving those better outcomes for your company, eliminating any of these risks and really creating positive results for your people. Excellent. And any information with respect to how to reach out to you beyond the- Yeah, sorry. the registration is on a banner on the top of our 35:33 on our homepage. So ethos benefits.com. If you connect with me on LinkedIn, LinkedIn,  Donovan, ragas, you can find it there as well.  Great. Well, I'm coming to the  part of my podcast, which  brings us back to the sandbox.  In my work, I'm all about working with purpose driven, scalable, and resilient companies. 36:00 And so I ask my guest, what is the meaning of each of those terms? What does purpose mean to you? 36:08 Purpose, what does it mean to you? That's such a big question that you can go a lot away from. You know, I feel like purpose should be almost like a hidden driver. It's almost not like a well-considered thing. It's just kind of driving you forward.  I think our purpose  is progress,  right? Like if something can be done better, it should be and just kind of moving forward with that. 36:35 We're trying to move one company at a time, but also the industry and better outcomes  for the country. 36:43 And that good feel factor when you get up in the morning and know that you're doing good, right? Yeah, absolutely. Let's just sleep well at night. Right? Yes. Amazing. How about resilience? You did share with me off  camera that yeah, while you abandoned the financials,  advisory role, it took almost five years, right to really find product market fit, right  and build this because it's a very unknown right industry. 37:12 unknown service within a very, very  complex industry, right? Yeah. So resilience for you, what does that mean?  Yeah, I think you're right. You know, it took us a while because we were sharing such a wildly different message than what people were hearing from their brokers. And sometimes they look at you and be like, well, you're small, they're big, that must mean they're right, right.  So I think resilience is being able to go from 37:42 failure to failure without any loss in energy, right? So when something doesn't go your way and you have an obstacle, an outcome that is less than desired, it's about being able to push on still without losing any of your optimism or energy. And that's all we do. So. Thank you for what you do. And scalable. What does scalable mean? 38:07 Scalable is certainly about having an actual documented process. I think when you're getting into something new as a company or a new system or procedure process, if it's not something that everybody in the company could repeat in the same way that I do, just inherently the way I do it because of my background and education, if it's not repeatable for everybody and everybody doesn't understand the purpose for those steps, 38:36 the outcomes from those steps, like the end result, it's definitely not gonna be scalable. Thank you. Final question. Did you have fun on the sandbox today? I did. Thank you so much for having  me. Thank you, Donovan.  So to my listeners, if you liked this episode with Donovan Rikas from Ethos Benefits,  sign up for the monthly release of founders, business owners, corporate directors, and professional service providers that share their experiences. 39:06 and how to build with strong governance a resilient, scalable, and purpose-driven company to make profits for good. Signing off for this month, thank you very much. Have a great day.  

The All-American Rejects frontman discusses the evolution of his songwriting process and what it means for him to embrace his art.  PART ONEPaul and Scott talk about their upcoming music-themed road trip.PART TWOOur in-depth interview with Tyson Ritter of The All-American RejectsABOUT TYSON RITTERTyson Ritter is best known as the lead vocalist, bassist, and primary lyricist of The All-American Rejects. Formed in Stillwater, Oklahoma, in 1999, the band quickly rose to prominence in the early 2000s with their infectious blend of pop-punk and emo rock. Their self-titled debut album, released in 2002, featured the hit single "Swing, Swing," which propelled them into the mainstream. It was followed by the 2005 album Move Along, which achieved three chart-topping singles - "Dirty Little Secret," "Move Along," and "It Ends Tonight." In 2007 the group earned the ASCAP Vanguard Award. The following year saw the release of the When the World Comes Down album, featuring the smash hit "Gives You Hell” - the band's most successful single to date, reaching number 4 on the Billboard Hot 100. The All-American Rejects' fourth studio album, Kids in the Street, was released in 2012, showcasing a more mature sound while still retaining their signature style. After taking a hiatus, the band returned to the studio in 2024. Their most recent single, "Sandbox," was released earlier this year.  

Ben and Lee discuss the theme of exploring the sandbox of life rather than playing the story missions.

At Dozer, kids put down the screens to play in the sand. A Children's Mercy pediatrician says it is one way to restore family connection amid "technoference."

This is part 2 of Rick and Andy's sit down with Kirsten Brooks Barton to discuss a variety of biblical topics like election and eternal conscious torment. Kirsten came to Western North Carolina on her summer vacation to hike and had a few hours to come to the studio and just sandbox some ideas. We hope you enjoy it!If you'd like to get access to our exclusive content, including our newest series titled, Burned at the Stake: The Murder of Michael Servetus, become a subscriber at: www.patreon.com/theburrosofbereaIf you'd like to learn more about us, please visit our website at: www.burrosofberea.comCheck out our sponsor's page and get some great seasonings in your kitchen at: www.mysecretblends.comThanks for listening!

Rick and Andy sit down with Kirsten Brooks Barton to discuss a variety of biblical topics like election and eternal conscious torment. Kirsten came to Western North Carolina on her summer vacation to hike and had a few hours to come to the studio and just sandbox some ideas. We hope you enjoy it!If you'd like to get access to our exclusive content, including our newest series titled, Burned at the Stake: The Murder of Michael Servetus, become a subscriber at: www.patreon.com/theburrosofbereaIf you'd like to learn more about us, please visit our website at: www.burrosofberea.comCheck out our sponsor's page and get some great seasonings in your kitchen at: www.mysecretblends.comThanks for listening!

In an impromptu recording, we decided to take turns setting a 6-minute timer and sharing whatever topics came to mind. The result was a series of compressed design conversations and a snapshot of our current ambitions and troubles. 1 - Sandbox exploration (chicken) 2 - Questlandia audio drama (cow) 3 - Traits & Conditions accounting (duck) 4 - Making the bed (whale) 5 - Null result (seagull) 6 - Mud gallery (horse) Links: Join the Turtlebun Discord: https://discord.gg/XD4WVDjvbz⁠⁠⁠⁠ Support our work on Patreon: https://www.patreon.com/turtlebun⁠⁠⁠⁠  Buy our games: https://turtlebun.com/⁠⁠⁠⁠  Credits: Design Doc intro/outro theme by ipaghost: https://www.ipaghost.com/⁠⁠⁠⁠ This episode edited by Hannah Shaffer. Episode editing usually by Rob Abrazado: https://robabrazado.com/⁠⁠⁠⁠ Get in touch: Designdocpod (at) gmail (dot) com Instagram: ⁠⁠instagram.com/turtleandbun⁠⁠⁠ Bluesky: https://bsky.app/profile/turtlebun.com⁠

Congregational and Pastoral Formation Curator Amy Valdez Barker speaks with Shannon Hopkins (Rooted Good) and Malaika Cheney-Coker (Ignited Word) about the importance of aligning mission with money, shaping a life with margins, and how we can unleash human creativity for the sake of the greater good.

Matt and Rob do some more campaign prep live, expanding on their sandbox, building more points, and then (the fun part) linking the nodes together! Part 1: 362 - Actual Prep: Sandbox Related Past Actual Preps: The Best Starting Adventure (Part 1) The Best Starting Adventure (Part 2) Follow Dungeon Master of None on Blue Sky:  https://bsky.app/profile/dmofnone.bsky.social  https://www.patreon.com/DungeonMasterOfNone  Join the DMofNone Discord! Music: Pac Div - Roll the Dice

Chance from Chancery Daily and Delaware Call reporter Jordan Howell join Rob in the bunker to revisit Senate Bill 21: both the lawsuits it has caused and the fiscal crisis that never happened. Then, they discuss some of the various tech boondoggles the state is pursuing: from data centers to AI sandboxes.Show Notes:Their Water Taps Ran Dry When Meta Built Next DoorUpdate on the situation in Vaughn prisonDelaware hires Meta executives' attorneys for Supreme Court defense of SB 21Delaware's new AI Sandbox

Key Takeaways for local government AI:Why policy might not be the best starting point... start doing!Get in the figurative sandbox and to play and test AI with small teams for real outcomes.Official policy documents and templates can be found (and copied!) via the GovAI Coalition. Featured Guest:Parth Shah – CEO and Co-Founder, Polimorphic Voices in Local Government Podcast Hosts:Joe Supervielle and Angelica WedellResources:ICMA Annual Conference, October 25-29 in Tampa. Multiple AI trainings on the ICMA Learning Lab.AI policy, templates, and more tools from the GovAI CoalitionVoices in Local Gov Episode: GovAI Coalition -  Your Voice in Shaping the Future of AI

Matt and Rob do some campaign prep live, this time with a sandbox. We get a little weird with it and only make it about halfway, so stay tuned for part two! Past Actual Preps: The Best Starting Adventure (Part 1) The Best Starting Adventure (Part 2) Follow Dungeon Master of None on Blue Sky:  https://bsky.app/profile/dmofnone.bsky.social  https://www.patreon.com/DungeonMasterOfNone  Join the DMofNone Discord! Music: Pac Div - Roll the Dice

A little self-exploratory food for thought this week! Forgive the brief notes, my home has been invaded for the week by 5 of my nieces/nephews, and I'm sneaking this in amongst the chaos!   d20 Network Spotlight:  The Wonderous Atlas of Creation's Destiny -- https://wondrousatlas.wordpress.com/   Game of the Week:      Steve G:  Kremin -- https://www.drivethrurpg.com/en/product/529053/kremin-the-game-of-cross-dimensional-adventure?affiliate_id=2018399      Steve S:  Ashes Without Number -- https://www.drivethrurpg.com/en/product/526065/ashes-without-number?src=hottest&affiliate_id=2018399   *We have an affiliate link with Drive-Thru RPG.  All this does, is give us a small percentage of your purchase cost on Drive-Thru as a "referral bonus".  It does not cost you, as a consumer, anything extra.*   We greatly appreciate the donations of our Patreon supporters: Eric Witman, Jeff McKinney, Joshua Gopal-Boyd, Dave Smith, Brett Bowen, Nate Doverspike, and Dec!  Y'all make keeping this going possible!   As always folks, have fun, be kind to each other, and go play some rpgs!   Join the conversation on our Discord! Me And Steve RPG Discord  https://discord.gg/5wWNcYW You can reach us at meandsteverpg@gmail.com On Facebook as Me and Steve RPG Podcast On YouTube at https://www.youtube.com/channel/UCpps0vVXLSGrOdM8i4ntFiQ On BlueSky @meandsteverpg.bsky.social Our Drive-Thru RPG affiliate link https://www.drivethrurpg.com/?affiliate_id=2018399 Support us on Patreon:  https://www.patreon.com/MeandSteveTalkRPGs We are proud members of the d20 Radio Network! http://www.d20radio.com/main/ d20 Radio Discord Server:  https://discord.gg/aj3JdFtSM8 #ttrpg #tabletoproleplaying #indieRPG

Melissa Dinwiddie doesn't have an MBA. She's never worked for a consulting giant, such as McKinsey, Boston Consulting, or Bain. She is a ukulele-playing, jazz-singing, Julliard-trained dancer and improv entertainer. Yet when companies, including Meta, Google, Uber, Intuit, and Salesforce, seek fresh thinking on innovation and team creativity, they turn to Melissa for results. Melissa draws parallels between performance troupes, such as her All That Jazz improv jazz group, and business teams. To be successful, she notes, all members must listen closely, support one another, adapt on the fly, and create something from nothing.   Melissa is the founder and CEO of Creative Sandbox Solutions, communication, connection, and creativity experts. Her firm's specialty is helping teams blast through creative roadblocks. She is the author of The Creative Sandbox Way: Your Path to a Full-Color Life, which she wrote to help readers be comfortable with and embrace their own, authentic creativity. As Melissa explains this week, her unconventional background and unorthodox methods —  including having six- and seven-figure salaried executives build with Lego bricks — consistently unlock breakthrough ideas and enhance team performance. Monday Morning Radio is hosted by the father-son duo of Dean and Maxwell Rotbart. Photo: Melissa Dinwiddie, Creative Sandbox SolutionsPosted: July 21, 2025 Monday Morning Run Time: 49:42 Episode: 14.7

In this episode of Elixir Wizards, Dan Ivovich and Charles Suggs sit down with Norbert “NobbZ” Melzer to discuss how Nix enables reproducible builds, consistent development environments, and reliable deployments for Elixir projects. Norbert shares his journey from Ruby to Elixir, contrasts Nix with NixOS, and walks us through flakes, nix-shell workflows, sandboxed builds, and rollback capabilities. Along the way, we cover real-world tips for managing Hex authentication, integrating Nix into CI/CD, wrapping Mix releases in Docker, and avoiding common pitfalls, such as flake performance traps. Whether you're spinning up your first dev shell or rolling out a production release on NixOS, you'll come away with a clear, gradual adoption path and pointers to the community mentors and resources that can help you succeed. Key topics discussed in this episode: Reproducible, sandboxed builds vs. traditional package managers Nix flakes for locked dependency graphs and version pinning nix-shell: creating consistent development environments across teams Rollback and immutable deployment strategies with Nix/NixOS Integrating Nix with the Elixir toolchain: Hex, Mix, and CI/CD pipelines Flakes vs. standard shells: when and how to transition Handling private Hex repositories and authentication in Nix Cross-platform support (macOS/Darwin, Linux variants) Channels, overlays, and overrides for customizing builds Dockerizing Elixir releases using Nix-based images Home Manager for personal environment configuration Security patching workflows in a Nix-managed infrastructure Common pitfalls: flake performance, sandbox workarounds, and symlink behavior Community resources and the importance of human mentorship Links mentioned: https://jobrad-loop.com/ https://nixos.org/ https://nix.dev/ https://nix.dev/manual/nix/2.18/command-ref/nix-shell https://github.com/nix-darwin/nix-darwin https://asdf-vm.com/ https://go.dev/ https://docs.redhat.com/en/documentation/redhatenterpriselinux/8/html/packaginganddistributingsoftware/introduction-to-rpm_packaging-and-distributing-software Nix Flake templates for Elixir https://github.com/jurraca/elixir-templates https://www.docker.com/ https://www.sudo.ws/ https://ubuntu.com/ https://archlinux.org/ Nobbz's blog https://blog.nobbz.dev/blog/ https://ayats.org/blog/nix-workflow @nobbz.dev on BlueSky @NobbZ1981 on Twitter https://www.linkedin.com/in/norbert-melzer/ https://youtu.be/HbtbdLolHeM?si=6M7fulTQZmuWGGCM (talk on CodeBEAM)

What if your team's best innovation is stuck behind a lie - like “I'm not creative”? In this episode, Nicole Greer sits down with Melissa Dinwiddie, author of The Creative Sandbox Way: Your Path to a Full-Color Life, to smash that myth and uncover the truth: creativity is your birthright—and it's the key to building a vibrant, energized culture.Melissa shares her personal journey from self-doubt to singing jazz, thriving as an artist in Silicon Valley, and coaching leaders at Google, Facebook, and Salesforce. She introduces her 10 transformative guideposts to unlock innovation, break through fear, and help people across all industries build their own “Creative Sandbox.” Whether you lead a team, launch ideas, or build culture, this episode will give you the tools—and the mindset—to turn possibility into reality.Vibrant Highlights:[00:06:54] – The lie of “I'm not creative”—and how most people are wounded out of creativity in childhood.[00:25:48] – “Think Quantity, Not Quality”: Why messy first drafts and crappy pots are the secret to innovation.[00:29:38] – Tiny and daily wins: how 15 minutes a day changed Melissa's creative life—and can spark your next big thing.[00:33:21] – “Take the riskier path” — If you're not risking, you're not innovating. Even Coca-Cola took big swings![00:36:57] – Dismiss the Gremlins: How to spot the sneaky voices of fear and self-doubt—and send them off for a pedicure.[00:43:22] – Self-awareness + self-compassion = the key to everything good. (Golden formula alert!)Melissa's Book: https://a.co/d/76rgugOFREE Download -  Impact Innovation Checklist: https://bit.ly/bvcpthankyouConnect with Melissa:Website: https://melissadinwiddie.com/LinkedIn: https://www.linkedin.com/in/melissadinwiddie/YouTube: https://www.youtube.com/@MelissaDinwiddieInstagram: https://www.instagram.com/a_creative_life/Also mentioned in this episode:Art & Fear by David Bayles & Ted Orland: https://a.co/d/bJJ5Q9YTaming Your Gremlin by Rick Carson: https://a.co/d/arACGUqThe Human Condition by Thomas Keating: https://a.co/d/6wNXGqUSelf-Compassion by Kristin Neff: https://a.co/d/4tyG8IeListen at vibrantculture.com/podcast or wherever you listen to podcasts! Learn more about Nicole Greer, The Vibrant Coach, at vibrantculture.com

Court and Saint Kabr breakdown the latest Bungie developer livestream and weapons sandbox while Impetus abandons his cohost duties once again.TIMESTAMPSLivestream Recap - 16:00Weapons Sandbox Changes - 35:20Exotics Tuning - 1:13:30PatreonBECOME A PVE PATRON: https://www.patreon.com/podcastversusenemiesSocialsPVE TWITTER: https://twitter.com/PodvsEnemiesPVE BLUESKY: https://bsky.app/profile/podvsenemies.bsky.socialPVE DISCORD: https://discord.gg/TheyfeQDestiny ScienceSCIENCE WEBSITE: https://www.destiny2.science/AudioAUDIO PRODUCTION (Autodidaktos): https://twitter.com/CameronChollarINTRO MUSIC (Radio Orphe): https://www.youtube.com/watch?v=POdqgitXq64

Hark and hearken, good folk, to a tale most joyous! Lo, after many a season spent in patient longing, bold AC doth at last return to the noble realm of tabletop role-playing! With great fanfare and mirth, he unveil'th his much-anticipated Planescapes campaign, and his fellowship of players taketh up the dice once more. As the Lords do revel and wax rhapsodic o'er the delights of their newfound quest, they dost turn back the wheel of time, revisiting a discourse of yore, nigh eight years past, wherein was debated the merits of sandbox tales versus the guided path of on-rails adventures. Sit thee down, pour thyself a flagon, and partake in their merry musings.