Podcasts about Scale

Why Daily Weigh-Ins Sabotage Progress + Drop Sets, VO2 Max, and Blue Collar Training . The hosts argue that frequent scale weigh-ins often sabotage progress because most people misinterpret weight fluctuations and let the number dictate mood, sharing client stories where the scale undermined visible body-composition improvements and reinforced unhealthy behavior. They discuss better metrics like performance, strength, sleep, and energy, and note how water retention, inflammation, and creatine can skew the scale and mirror. They also touch on "therians," rising California gas prices, mileage-tax proposals, and Tesla robo-taxi income ideas, plus peptide-market news and Vita Bella's membership model. Listener Q&A covers training and nutrition for blue-collar workers, why drop sets are rarely emphasized, maintaining strength while improving endurance/VO2 max, and front squat form to reduce biceps strain.   The Spring Bundle: Symmetry ($187), Prime ($107), Advanced Training Techniques Guide ($47) all for $147 (over 50% off) mapsmarch.com    This episode is brought to you by Caldera + Lab calderalab.com/mindpump Code MINDPUMP20 for 20% off your first order their best products.   This episode is also brought to you by Dose dosedaily.co/MINDPUMP Discount code "MINDPUMP" for 25% off your first month of subscription.   LMNT is an electrolyte drink perfect for replenishing after a hard workout or just to stay hydrated daily ! Try it out for yourself. http://drinklmnt.com/MindPump "Get a free Sample Pack of LMNT's most popular drink mix flavors with any purchase!   00:00 Mind Pump Intro  00:40 Sponsors And Deals 02:06 Scale Obsession Trap 04:49 Client Stories And Lessons 09:04 Better Progress Metrics 16:37 Mirror And Inflammation 20:18 Creatine Water Weight Myth 21:32 Dose Liver Support Explained 24:32 Therians And Identity Talk 33:23 Disconnecting From The Noise 35:45 California Gas Price Spike 36:28 Gas Taxes Explained 37:58 Mileage Tax Debate 39:28 Horses and Classic Cars 40:37 Gas Nostalgia and Storage 42:01 Tesla Robotaxi Side Hustle 45:31 Skincare Stack Breakdown 47:51 Hats Hair and Collab Lessons 52:33 Peptide Market Shakeup 56:33 Blue Collar Training Nutrition 59:57 Drop Sets Reality Check 01:02:54 Endurance Without Losing Strength 01:05:29 Front Squat Arm Pain Fix  

There's a problem with leading with your heart: empathy doesn't scale. One sick child and we open our wallets. A thousand sick children and we change the channel. Behavioral psychologist Paul Slovic has spent years studying this—the more people suffering, the less we feel. Kelly reflects on her conversation with investor and philanthropist Olivia Walton, who figured out how to beat compassion fade by doing something smarter than making the moral case for maternal health. She built a business case: for every dollar you invest in maternal health, you get eleven back. It's about understanding that empathy burns hot and burns out, but when you make the business case, you've built a diesel engine—it just keeps running. This episode has been made possible by a grant from Ingeborg Initiatives, a social impact platform dedicated to improving maternal health and making it easier to raise a family. To learn more, please visit: ⁠https://www.ingeborginitiatives.com⁠. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Today I want to share with you how I'm fighting brain rot and working hard to develop my human-scale productivity system. Please buy Life of Fred mathbooks for your children and help them develop focus ability as well! www.LifeOfFred.com 

Mark Grote explained how newly signed Bears linebacker Jack Sanborn was a big inspiration for his “Bears scale.”

Work with me: https://jointherainmakers.com/choosetime?utm_src=organicyoutube $240K in extra profit. From one conversation. Here's what we fixed: He was attracting the wrong clients. His messaging said "get your first $10K" so he got beginners. We flipped it. His offer was buried. We rebuilt it so the right people see it and say "I'd be stupid not to buy this." He was giving too much access. We set boundaries that actually scale. This is a full coaching call. Uncut. You'll hear exactly how we diagnosed the problem and what we changed. If you're a coach stuck attracting people who can't afford you or who drain your energy this will show you why. 0:00 – $240K Profit From This Call 0:35 – Jacob's Offer & Pricing Breakdown 1:52 – The Big Messaging Mistake 3:18 – Rebuilding the Offer for Scale 4:24 – Using Ads to Attract Better Clients If this is our first time meeting, hey

Amy Webb, futurist and CEO of the Future Today Strategy Group, held a funeral for her famous annual trend report at SXSW this year. She explains to host Jeff Berman why convergences are the new critical unit of change instead. Webb says leaders must stop being distracted by "the shiny" and learn to prepare for the disruption of convergences.Link to the Convergence Outlook: https://ftsg.com/convergence/Subscribe to the Masters of Scale weekly newsletter: https://mastersofscale.com/subscribeSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

If you've ever opened social media and thought, “How am I supposed to compete with all these FREE events and classes?”—this episode is for you.BLOG for this episode-- click here!In this episode, I break down why indoor playgrounds and play cafés don't actually compete with free events—and how to position your paid classes, camps, and events so they consistently sell out.Free events often come with crowds, long lines, and unpredictable experiences, while paid events offer structure, convenience, and a higher-quality experience that many families are happy to pay for.We'll cover:Why you don't need to compete with free events at allThe mindset shift that changes everything for your marketingHow to attract the right customers (not everyone)Why smaller, curated events can be more profitableHow to position your events as premium, not optionalIf you've been second-guessing your pricing or struggling to fill events, this episode will help you reframe your strategy and sell with confidence.OTHER RESOURCES:Play Cafe Academy & Play Makers SocietyGetting Started With Your Play Cafe [YouTube Video Playlist]What's Working In The Indoor Play Industry 2025 GuideFund Your Indoor Play Business [Free Training]Indoor Play Courses & 1:1 Consulting WaitlistMichele's InstagramMichele's WebsitePlay Cafe Academy YouTube ChannelETSY Template ShopPrepare Your Indoor Playground For a RecessionPlay Cafe Academy & Play Makers SocietyQuestions and Support: Support@michelecaruana.com TOOLS & OTHER LINKS:Play Cafe Academy & Play Makers Society: http://bit.ly/3HES7fDQuestions and Support: Support@michelecaruana.com TOOLS:Play Space Brain (Mention This Podcast For Special Pricing!)Simplify and Scale with 50% OFF WellnessLivingActive Campaign Free TrialFree Demo of Aluvii All-In-One POS

What happens when you combine a $59 Amazon printer, a vintage 2005 Toyota, and a deep desire to spend more time with your family? You get Untouched Blooms, a handmade flower and pet accessory brand that has found its way into the hands of the Kardashians, Simone Biles, and Alex Earl—all without a single dollar spent on ads or PR agencies. In this episode, founder Max Gayle Summersett breaks down the "scrappy" blueprint that allowed her to retire her father and scale a viral business from a 400-square-foot apartment. We dive into her "Triangle Method" for influencer outreach, the power of TikTok Live shopping, and why "Consumer Fixation" led her to the product ideas that changed her life. If you've ever felt like you didn't have enough capital to start, this conversation will prove that creativity is the ultimate currency.Key Takeaways:// Max proves that high-end equipment is a distraction. Starting with a $59 printer and a tricycle wasn't a hindrance; it forced the brand to be creative, resourceful, and deeply connected to the community.// Don't go for the celebrity; go for their inner circle. Max explains how gifting to a target's friends, managers, or even their dog trainer creates a "FOMO" effect that eventually leads to organic celebrity orders.// You don't need a complex content calendar to stay relevant. Max shares how she "rinses and repeats" organic B-roll of her and her 78-year-old father working together, simply by shifting the camera an inch or changing the story angle.// TikTok Live isn't just for selling; it's for real-time R&D. By showing up every other day, Max gets instant feedback on new designs and builds a "stickiness" that a static post can't replicate.// Excellence is the best marketing. By bedazzling packages and doing deep-dive research into a customer's life (like finding a celebrity's husband's team colors), you turn a simple purchase into a "memento" that people are proud to share.Learn More About Untouched Blooms: Website | Instagram____Join the MHH Collective! The MHH Collective is a community for marketers and business owners to connect, ask real questions, and grow their careers together. Join for access to live Q&As with industry experts, a private Slack community, and ongoing resources: https://www.marketinghappyhr.com/mhh-collectiveSay hi! DM us on Instagram and let us know what content you want to hear on the show - We can't wait to hear from you! Please also consider rating the show and leaving a review, as that helps us tremendously as we move forward in this Marketing Happy Hour journey and create more content for all of you. ⁠Join the MHH Collective: ⁠Join now⁠Get the latest marketing trends, open jobs and MHH updates, straight to your inbox: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Join our email list!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow MHH on Social: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TikTok⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Today we're speaking with Stel Valavanis, Founder and Chairman at onShore Networks and Co-Founder at The Gallery Building, about sustaining a security company over three decades of industry changes. We also dive into investing in start ups and how founders can think long term about governance and growth.Stel has over 40 years of experience ranging from software development to network design and cybersecurity. He's founded 8 companies, invested in 10 more, and sit on various boards. His goal is to build the best tech stack for his customers but also wants to pay forward and make investments in startups, leveraging his knowledge and resources. Stel is always open to board positions and speaking engagements on cybersecurity, media technology, startup investing, and entrepreneurship.Support our show by sharing your favorite episodes with a friend, subscribe, give us a rating or leave a comment on your podcast platform. This podcast is brought to you by LimaCharlie, maker of the SecOps Cloud Platform, infrastructure for SecOps where everything is built API first. Scale with confidence as your business grows. Start today for free at limacharlie.io

In this episode, Alan Dunne speaks with Dan Mikulskis, CIO of People's Partnership, about the evolution of large pension funds and what it means to think like an asset owner. Managing over £40 billion for millions of members, Dan explains how scale changes the way portfolios are constructed, managers are selected, and partnerships are built. The conversation explores the balance between passive and active strategies, diversification beyond equities, and the growing role of private markets. Dan also shares insights on governance, investment philosophy, and why humility is essential when making asset allocation decisions in complex global markets.-----50 YEARS OF TREND FOLLOWING BOOK AND BEHIND-THE-SCENES VIDEO FOR ACCREDITED INVESTORS - CLICK HERE-----Follow Niels on Twitter, LinkedIn, YouTube or via the TTU website.IT's TRUE ? – most CIO's read 50+ books each year – get your FREE copy of the Ultimate Guide to the Best Investment Books ever written here.And you can get a free copy of my latest book “Ten Reasons to Add Trend Following to Your Portfolio” here.Learn more about the Trend Barometer here.Send your questions to info@toptradersunplugged.comAnd please share this episode with a like-minded friend and leave an honest Rating & Review on iTunes or Spotify so more people can discover the podcast.Follow Alan on Twitter.Follow Dan on LinkedIn.Episode TimeStamps: 01:33 - Introduction to the global macro series02:18 - Introducing Dan Mikulskis and his background03:38 - From actuarial science to investment consulting05:45 - The history and growth of People's Partnership08:18 - Auto-enrolment and the rise of large UK pension schemes11:12 - What it means to operate as an asset owner13:24 - Building the investment team and ownership model18:34 - Scale advantages in manager relationships and partnerships23:24 - How large asset owners select external managers28:58 - Balancing core partnerships and specialist managers34:25 - Macro insights and quarterly investment forums37:34 - Portfolio construction and diversified growth strategies43:19 - Concentration risk and global equity allocations50:44 - Factor investing and style diversification53:30 - The role of hedge funds and alternative strategies56:08 - Total portfolio approach in pension investing58:56 - Measuring performance and evaluating investment teams01:03:18 - Career advice for future CIOsCopyright © 2025 – CMC AG – All Rights Reserved----PLUS: Whenever you're ready... here are 3 ways I can help you in your investment Journey:1. eBooks that cover key topics that you need to know about In my eBooks, I put together some key discoveries and things I have learnt during the more than 3 decades I have worked in the Trend Following industry, which I hope you will find useful. Click Here2. Daily Trend Barometer and Market Score One of the things I'm really proud of, is the fact that I have managed to published the Trend Barometer and Market Score each day for more than a decade...as these tools are really good at describing the environment for trend following managers as well as giving insights into the general positioning of a trend following strategy! Click Here3. Other Resources that can help youAnd if you are hungry for more useful resources from the trend following world...check out some precious resources that I have found over the years to be really valuable. Click HerePrivacy PolicyDisclaimer

Re-releasing a DAT listener favorite! Chris Sands and Brent Saunier are on the podcast to talk about the hottest topics in the dental accounting world. Founding partners of Pro-Fi 20/20, these dental CPAs chat with Kiera about how to reduce overhead and expand the number of patients coming in, expense metrics from the hundreds of offices Pro-Fi works with, a tax rule you NEED to live by, what to stay away from financially with your business, and a ton more. Pro-Fi 20/20 is an accounting business that the Dental A-Team recommend. This episode is a goldmine of information from two fellows who know what they're talking about — especially with regard to the dental industry. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera. And today we are bringing you something so special. I am so excited because this is one of our most popular episodes from the archives. Whether you're hearing this for the first time or catching it again, I am so excited because it's jam packed with a ton of takeaways that you can start using right now in your practice. We have released thousands, literally thousands of episodes. And I wanted to start bringing a few of these amazing episodes back for you. So I hope you enjoy. And as always, thanks for listening and I'll catch you next time.   on the Dental A Team podcast.   speaker-0 (00:31) today I wanted to bring on two special guests. These are actually CPA in the CPA world. Believe it or not, Dental A Team actually consults this company. So we definitely love them. They went a step above most CPA companies and they really wanted to get to know the ins and outs of the dental world. So I'm super jazzed to bring them on and to just have them dive into some of the hot topics in the accounting world. ⁓ two people that I trust and recommend heavily. ⁓ I   They are one of my top three CPA firms that I refer and recommend constantly. So I'm excited to welcome Chris and Brent from Pro-Fi. How are you gentlemen today?   speaker-1 (01:06) Awesome, Kiera. Thanks so much for having us. We're excited to be with you.   speaker-0 (01:10) Yeah, absolutely. Brent, how are you doing today?   speaker-2 (01:12) I am doing great. I appreciate the invite. I'm looking forward to this 30 minutes with you.   speaker-0 (01:17) Yeah, absolutely. Well, who knows? We'll see how long this ends up going, guys. Brent, can't put a time on us. It could be dangerous zone.   speaker-1 (01:24) You're lucky he said he's doing great because we're in the heat of extended tax season, so he's kind of in the trenches. Lucky he's in a good mood.   speaker-0 (01:32) I know Tiffany has been trying to get back out to you guys to see you and Beth you heard this awesome rock star in the company She keeps saying like tiff. It's like extended tax time or it's this or it's that deadline I'm like, my gosh, you guys just have I think you're secretly adrenaline junkies of CPAs even though you don't come across that way But I think you love it cuz tax season I feel is just like adrenaline rush like trying to get to the deadline. I just can't imagine that stress like   Every quarter every year you just hit it. So props to you guys. That's not my world but super jazz to have you guys on here. ⁓ so Chris let's dive in I know there's some things so we're gonna kind of hit on overhead we're gonna talk about some taxing some Some things to be aware of i'm just so excited because this is a world I don't know and I do purposely bring really really talented and educated cpas and financial advisors onto the podcast because I'm we have a three-fold approach in our company. It's focusing on   Money and finances making sure your business is profitable you as a person and as an individual and then systems and teams top to bottom So I am big I think as a business owner. I wasn't profitable when I first started. I didn't know how to look at my numbers I didn't even know what the heck over influence. I was like googling how to figure it out So i'm just jazzing you guys are here. So Chris kind of take us away I know you had some great topics for today and i'm excited to just   Rift a little bit with you, dive into these things, things that are really tangible for our practices now, especially where you guys work with hundreds of offices across the nation. Lots of good data to be pulling out for our practices listening.   speaker-1 (03:04) Sure, well, ⁓ Kiera, I think that there's a lot of discussion around, does the DSO world seem to do a better job with overhead than the private practice world? I think a lot of private practice doctors are wondering that, they're frustrated or how do I get my overhead down? And a lot of times, I think when you focus on expenses, you tend to attract expenses. And in our world of accounting, I will often tell doctors that, ⁓   Accounting cannot make you money, it cannot generate revenue. The expenses part is the easy part for us that we can work on trying to reduce some things, but you either have a revenue problem or an expense problem. And in most cases it's actually, you creating enough revenue on your fixed expenses? And most of dentistry doesn't understand how simple that is to scale the dental business model when you look at it from a high level.   You scale a business and reduce overhead with doctor production. Okay. And so that means you need enough patients to see the practice that I worked in from my experience was 40 to 60 new patients a month per doctor, per full-time doctor. And it means you need to be reinvesting enough into marketing. And I'll talk about that, that expense or reinvestment of marketing in a minute to get those new patients. And you need to be.   monitoring the phones that get answered properly and there's conversion rate of those inbound calls to appointments scheduled. And then the real job is case acceptance. Okay, and so here I am in an accounting firm coming on your podcast and I bet you didn't think I was gonna like be talking about case acceptance.   speaker-0 (04:46) was like, wonder we didn't talk about all your time. I'm just kidding.   speaker-1 (04:49) So, know, dentistry is really the product that's being delivered. And if you're ethically diagnosing the need and creating the treatment plan, your job is to help the patient understand the urgency and necessity of fixing the problem and paying you to do that work. So your job isn't really the dentistry itself, it's case acceptance.   And your first task is to become great at case acceptance yourself as a practicing clinician. But then the real task as the owner is to be able to teach other doctors to become good at it. So I think, you know, the only the only variable overhead that the dental business model has is paying doctors a percentage of the dental collections that they create. And then you have labs and you have supplies.   associated with the dentistry that's delivered. those expenses are variable. They track with the amount of dentistry that gets done. Everything else is fixed overhead when you really think about it. Marketing is fixed and it only changes based on your choosing. Your team expenses are fixed and they only change when you hire or fire. Your rent and facility costs are fixed. Your equipment costs are fixed and only changed by your choosing. And the various required admin costs, they're all pretty much fixed. They only change by your choosing.   So if you can create more doctor generated collections with the same team and fixed expenses, your profit margin goes up, your percentage overhead, your percentage overhead to collections ratio goes down. Okay. And so I guess we see most private practice or single, should certainly say single location, solo doctor practices. We see them failing at this because they choose not to reinvest enough.   back into the business, into that marketing for new patients. They're not monitoring the phones. They're not training their team. They're not training their doctors on case acceptance. And they're too closely focused on just the clinical delivery of the dentistry. Don't get me wrong, that's required, but that's not what makes you successful or financially successful. So I can give you ⁓ some generic ranges for expenses, but the real thing is that   You know, the real way to scale a business is to generate more revenue on the same overhead. That's kind of the definition.   speaker-0 (07:20) And isn't that basically then probably the DSO model because they have lower fixed costs per se. They've figured out how to have centralized billing, centralized call center, centralized. So many things centralized that they don't need all these different things. So solo practices, if I'm understanding correctly, they've got all the costs associated, but they only have X number of revenue where when you start to add in those multiples of practices,   That's where your fixed costs, it's going, yes, of course your fixed costs will increase a bit, but I mean, I do know our fixed costs did not go up that much more when I added our second practice to it because I already have my base of fixed costs there and then we're just able to add more revenue. Is that kind of what you're saying? Am I understanding?   speaker-1 (08:01) Yeah,   I mean, you know, that, part about centralizing is, know, when you, when you do have multiple locations, I would say three or more, then you can consolidate the amount of team that's working the front desk into one location. Instead of needing three to five team members at the front desk in every office, you may only need three to five team members for all three offices. You're having one of the best things by the way, as kind of an aside, one of the best things that private practices can do as they grow is to get those phones off the front desk. You know, let.   speaker-0 (08:20) Right, right.   I agree.   speaker-1 (08:30) You know, like there needs to be, that needs to be in a totally separate admin space. But, ⁓ you know, I get asked that question a lot. Like my overhead is 65 % and how can I afford to hire another associate doctor and pay them 30 or 35 %? Well, you know, that doctor is going to create new collections. That's the point. It's not to give them your patients. It's to grow the number of patients coming in that, that you as one doctor maybe are stressed.   and you hire the next doctor and you've got to continue to invest in the marketing to keep your job as the owner is keep the chairs full, right? As long as the chairs are full, if that associate doctor is ethically diagnosing like you are, if you guys have a ⁓ clinical standard of care in your practice, if you guys talk about how you treatment plan and your treatment planning the same way, that's all required. But here's the real test. You know, how do they connect with people? How do they, how do they,   establish a relationship, establish trust and get them to move forward with that treatment. So I think dentists hate to use this word in dentistry, but the job is kind of sales. You know, if you believe in your product of dentistry to solve this need and like, again, if you diagnose decay and they don't get rid of it, you failed. I could go on a tangent on that, but the new doctor will bring new collections and you might have to hire at most, you know, an additional   speaker-0 (09:46) Yeah.   speaker-1 (09:55) Assistant or two and that would be a new fixed overhead. You would increase your fixed over it slightly But other than that the doctor covers all their costs with their their percentage pay the labs that are associated with it that the supplies are associated with it and You should net somewhere in the ballpark of 40 to 50 percent on the new collections they create and that that just adds to your profit Because all the other fixed overhead stays the same   speaker-0 (10:19) So I think there's a few things on there of like, I just, think it's a matter of realizing a lot of people bring on associates though, because they're tired, they want more free time. They don't want to be working as much. And I think it's important to clarify that if that's your model, that's totally fine. Everybody knows on the deadline team, I am not somebody who judges. I think everybody has their own personal path.   And so whatever jives with you and resonates with you. So if you're wanting to bring on an associate to have more free time, to not have to produce as much, fantastic, but realize that that overhead might not trickle down because now you're kind of replacing your cost with an associate that you're paying. And some doctors I know don't take as much pay as they would pay an associate per se, which to me, I think is a somewhat failed model. I'm really big on prepping and preparing for that associate, paying yourself as if you were an associate. So you know, these costs before you bring on an associate.   ⁓ but I really think it's important to note that because like you're saying that overhead will go down as long as the doctors are producing. And as long you're able to bring on that other doctor and have them produce, cause they should cover themselves. I definitely agree with that. ⁓ also I'm sure people are saying, yeah, but Chris, like in order to bring on another associate, I'm going to have to build out ops. That's a huge cost and expense. So I am curious, what have you guys found in Brent? You might have some answers to this Chris, you might. ⁓ but if an office is having to say, build out two more ops.   in their practice to be able to bring on an associate, how long does it usually take when you're doing build outs for that cost to be recouped and start being more profitable? Because oftentimes I do think that that gets into the problem with a lot of doctors is they're constantly building more to bring on these other doctors. So they're always adding more and more expenses. Like when do they ever break even? So what have you guys seen with build outs and different things like that of that break even point? How long should they plan for it to not be as profitable?   speaker-1 (12:09) Okay, I'm gonna give you a lot of answers on this. So number one, we use a metric called revenue per chair. So, you know, every, you   speaker-0 (12:17) What   do recommend? What do you guys recommend per chair?   speaker-1 (12:19) So yeah, everyone has a space and you have only a fixed number of spaces or operatories you can have in it. And there's only a fixed amount of time and days and hours and a number of doctors that you have. And revenue per chair capacity, we see a range between 25,000 to 40,000 per chair per month. And it does not matter when you do this. This is just, take collections and divide it by the number of chairs you have. ⁓   This does not matter how many chairs are for hygiene or how many chairs are for dentistry. That's your choice. Actually, you know, there are models where every chair can do everything and the patient never, but the 25 to 40,000 at 35,000 of revenue per chair, you're running fairly efficiently and you're going to need to be planning to expand. You're going to start to run out of space. So that's our metric first and foremost. And so if somebody tells us, well,   speaker-0 (12:53) Sure.   speaker-1 (13:09) I've got four chairs right now, but I have space for seven. I haven't built out the other three. I tell them, you don't need to build out the other three until you're approaching that $35,000 a month of revenue per chair. Question you asked, how much does it cost and when do you recoup that? So in my experience, typically it's around $25,000 per ⁓ operatory to equip it, assuming it's already plumbed. ⁓   after you just take that number and say, so let's say you were equipping a few operatories, so $50,000, you ⁓ essentially, your cost of the doctor plus the lab and supplies should max out at 50%. Okay, now they have to be producing. So until you get them, they've produced over $100,000. All right, let me do it per chair.   They need to do over $50,000 per chair for you to get your costs back. After that, you're in the money.   speaker-0 (14:09) which I think is also smart because I don't know. think dentists kind of err on two different sides. Sometimes they're too slow to actually build out. They are so cost conscious and so concerned about that build up, about the cost of the chair, about all the other things that they're missing, that that one chair is going to generate several thousands of dollars of revenue. I've had a few doctors where I'll say, sure, no problem. We'll do a deal. I will happily pay for that one chair and you pay me all.   the revenue that comes through from that chair for the next three months. That's all I ask is three months. and I know I'm going to come out way ahead of you because it will generate and it will produce, especially in high producing practices. So I think so often people are just so scared to do those build-outs because they see the cost or they do the flip side where they believe like, if we build it, they will come and they're overly aggressive and they don't have necessarily the patient base or the doctors in play to be able to accommodate that. So   I love, I need to agree. It's either cut costs or increase your revenue. Like that's really overhead.   speaker-1 (15:12) One more way to think about it is, you know, if they have patients that are having to wait so many weeks or months to schedule out to come in. if you can calculate your collections divided by the number of patients seen for any given time, for year to date or for a full year, you can get your average revenue per patient. Okay. And if you know your average revenue per patient, you know how many either new patients or how many more patients you need to fill that chair to cover the cost.   Okay. So if your average revenue per patient was, you know, $1,500 per patient, um, and the cost of that chair is 25,000, just take 25,000 divided by 1500. And that'll tell you how many patients have to be seen in that chair before you pay for that chair. Sure. You're to be in the money, you know, it's in terms of the construction. That's another basically upfront, one time fixed costs that you're going to cover. And then all the future revenue that it's going to generate. So.   Maybe if you like, think before we end this topic on overhead, I'll give you kind some of our expense metric. ⁓   speaker-0 (16:18) Sure, yeah, absolutely.   Well, hang on, before you go into expense metrics, I want to bring up one piece that I think often gets missed, because you're saying like we're in the money. But I also want to bring up something that I really love to point out, and that is return on emotion. Some people don't want to bring on an associate. Yes, like as a business model, you can be more financially successful with an associate. Yes, you can, having more chairs, more build out, more practices. ⁓ But I also want to point out there is a return on emotion. There are sometimes   Bigger headaches, they're also sometimes less headaches with bigger organizations. I personally love to consult larger practices. The pettiness, the cattiness, the smaller drama is way less in larger practices or multiple locations. So like that drastically drops down. They figured it out. They're dialed into systems. But at the same time, I think it's important for people to assess that return on emotion. You might have a dreamy life. You might be doing exactly what you want and sure you could produce more.   But if you're off work at say two or three o'clock every day and you work two or three days a week and you're shelling and seven fifty to a million in profit, not a bad lifestyle. So I think it's also important to assess like what you ultimately want and what your return on emotion is before just saying like, I'm going to build because this is the way to do it. I think if you're looking at your practices as a business model, which I personally think a lot of us should look at it that way, ⁓ just to see what you what you ultimately want, what's your end game. And that's also where I love financial advisors of   Like what is your total term? Like where do you want to get? Does it make sense to grow? Does it make sense to stay where I'm at? ⁓ I think oftentimes we, we forget that return on emotion and how that is. We always think of like return on investment, but what does that return on emotion too? So just want to put a plug of like, I think everyone's on their own path, their own journey. Definitely agree. There are lots of ways that you can be insanely profitable and having multiple practices is a great, great, great business play. And you're able to help more practices. I'm all in favor.   You're gonna have multiple locations. Make sure you're doing awesome dentistry because sure, it can be very lucrative. Just be ethical because I think that plays out long-term. So Chris, with that, what are some of the metrics you guys look at? Because I agree, I love to hear people's metrics. I think we're pretty closely aligned with you guys on metrics, which is another reason I really love working with you guys and your clients.   speaker-1 (18:32) So I think if you ⁓ were to survey the Academy of dental CPAs and all of their, what you see them put out statistically, they're gonna tell you the metric of one to 2 % for marketing. When you go and you immerse yourself in the DSO world and their conferences and get to know what they're doing, you're gonna see more of an average of six to 8 % reinvestment into marketing. DSOs have a harder time with retention. They have more patients going out the back door. Private practices.   degraded retention, but they don't often invite enough people to the party. So we don't go by the one to 2 % number. think that's an area where people try to, they're trying to keep costs down. You know, your business is the greatest asset that you own that provides the greatest return and you have the most control over. So you should be reinvesting in it more than you reinvest in the stock market or anything else. So our metric for marketing is three to 8%. Private practices, like to see at least three to five.   I mean, excuse me, in GP practices, in specialty practices, especially like orthodontics, needs to be on the higher end. Team expenses between 20 to 30%. We certainly try to keep that under 30%. Team expense does not include doctors. Okay. So that's all of your, all of your, uh, your, your entire team, including a hygienist as well, but not doctors, uh, dental supplies somewhere five to nine, five to 10 % labs.   speaker-0 (19:36) Yes, absolutely.   speaker-1 (19:58) four to 7%. So again, those dental supplies and labs really should not be greater than roughly 15 % total. Rent and facilities, five to 9%. What does that mean? So if you have a high percentage in your rent and facility costs, if your rent facility is let's say nine, 10, 11%, that means you're probably not maximizing the space and getting the collections that is possible there. Again, using that revenue per chair metric.   When you're on the lower end, if you have 4 to 5 % rent of facility, means you're running very efficiently. You're probably going to be running out of space and need to expand or potentially relocate or get another location. And then there's general administrative costs somewhere in the range of 4 to 10%, depending on the practice type and what additional folks they have.   speaker-0 (20:48) Cool.   speaker-1 (20:50) That's it on everything.   speaker-0 (20:51) No, I love it so much because I think so often people don't look at their P &Ls and they don't even know what they should be targeting for. It's just like, well, do I have money left over or do I not? And then I don't know. like all of that combined should equal about 50 % there. Is that correct? Those are 50 % and then doctor pays 30 % to give a 20 % profit margin. And then you subtract debt services from that. that kind of your guys' model? That's what I've heard. It's what I typically recommend.   speaker-1 (21:18) Roughly. mean, yeah. You know, I, the most ideal is that I think when the average doctor starts to work with us, their profit margin is in the twenties, the 20 % range. our goal is to get them into the forties. Okay. And everyone does chase this like 50 % number, but I will tell you that eventually if you have to scale again, if you have to reinvest, that's the part like you're, drive yourself nuts. Would you rather have, you know, 50 % of 1 million or do you rather have 40 % of 3 million? Right.   You know, and that's that. So it's not always just about that overhead percentage. Uh, it is about if you choose to scale and you're, you're buying, you're reinvesting some of your, your overhead percentage, you're reinvesting some of your money to buy back your time. Like you said earlier, okay. Um, whether that's on multiple doctors or not, you know, being a slave to the chair is difficult and high risk to you as a business owner. It's one of the riskiest business models there is.   speaker-0 (22:12) Right.   I think that that's such a good point.   But guys, you don't know, can, Pro-Fi is fantastic. You can reach out to them, have them help you with your PNLs. Also your current CPAs, you can get a chart of accounts and give them these percentages and say, this is where I want it to be. Help me get there, give me some information because a lot of CPAs are not dental specific and they might not know these industry standards. And I agree with you. I also think it's important to think of growth years and also profit years. Some years you are definitely massively.   reinvesting into the practice and you might not be sitting at as high of an overhead, but you're doing it with the intent. Like when I bring on new team members, when you bring on new doctors, your overhead is going to go down. It should go down because you are investing and you're growing, but you need those people. This year on Dental A Team is a growth year. I am heavily bringing on new team members. My overhead is not as great as it has been in the past years. But if I, like you said, chase that X number of overhead and never invest in that growth,   I can't get to the next level of where I wanna go. So I thought that was really, really helpful. Thank you for that, Chris. And I know now we wanna spin over to Brent. Brent's been hanging out silently over there of some tax things. And I do love that you guys ying and yang on practice metrics because that's what we're all about. And then the tax world that I'm like, here's the thing. Here's my take on taxes. I am so grateful to live in a country where I get to pay taxes to have my own business. Like I truly think that is a massive blessing of the country we live in.   With that said, I also think it's my responsibility as a business owner to be as savvy as I can on taxes and not overpay on taxes because I'm just dumb and I'm not actually looking at strategy using smart people beyond myself to do it. So Brent, I'm so jazzed. Talk to us kind of about some tax things that you've been thinking of that your clients are dealing with.   speaker-2 (24:00) Yeah, absolutely. So I remember a few early evening calls with you and you're calling and saying help.   speaker-0 (24:06) It was in December last year, like literally right before the end of the year. And I was like, Brent, I owe so much dang money in taxes. Any ideas? It's fine, guys. It's fine.   speaker-2 (24:19) One of the foundations of Pro-Fi that we built it on is education. So we are very big believers in educating our clients to understand, first and foremost, how do you even generate taxes? So the number of conversations we have with dentists that just don't have a basic understanding is really astounding to me. So we first take an approach of, you have to understand how do you generate income tax? You generate income tax by the salary or W-2 you take.   and profit. The key thing here is it does not matter if you take a dollar of that profit out of the business, you still owe tax on the profit. So here, when you're looking at your P &L, let's say a doctor has a half a million dollars of profit and they choose not to take it home and leave it in the business, they will still pay tax on half a million dollars. I had a call today, the exact conversation is like, why didn't take any of the money home?   speaker-0 (25:18) It doesn't matter. were profitable brother, sister, like rock on. Happy day for you.   speaker-2 (25:23) You know, as Chris was alluding to, if you choose to reinvest in the practice, do marketing or other items like that that are deductible, that will obviously reduce your burden. The second thing, the second biggest mistake is don't underestimate your effective tax rate. So Chris and I have, we call it, I guess the golden rule or the 40 % tax rule. And that is geared towards over-preparing a business owner when it comes time to send in those quarterly estimates.   And I'll come back to that one in a minute, but the 40 % tax rule, if you have a pen, I would write that down because that is a rule to live by. And also ask your CPA advisor, whoever they are, whether it's us or your other another CPA, ask them before you make the decisions. So I got a call yesterday from a doctor in South Carolina. He's like, hey, I want to buy a machine that's going to cost me $85,000. My equipment rep said I'd get a 40 % tax deduction.   Just about that much.   speaker-0 (26:23) That was a clever salesperson.   speaker-2 (26:26) Yeah, they all do it. We love equipping reps. No badging equipment reps. But understanding, depending upon your entity type, whether or not you will be able to deduct that in the current year is a huge thing that you have to understand. Chris and I have seen so many doctors over the years that have come to us after the fact. And I think we've done a great job of educating, hey, I bought this equipment, it's $100,000.   When we do the tax return, it's like, you're not involved deducted. They're like, why not? The equipment reps that I could. So just make call your advisor before you do it. That's the best thing you can do for yourself.   speaker-0 (27:02) Well, and I, to that point, I just say like, you should have experts on your board as a business owner, people that you genuinely trust for taxes. And like you said, ask them, ask your rep about the best products and what they're seeing of results within the patient's mouth. Cause that's where they're experts. But I'm just going to put a massive plug, like, gosh, the number of dollars I have spent personally, because I didn't ask,   If we can save anybody even a couple of grand, like you're welcome. You're welcome. Just ask, ask before you do it.   speaker-2 (27:36) Right, absolutely. Then I kind of look at what are some things that you can do to make sure you're not blindsided by that tax surprise? ⁓ One thing we do is we always recommend in your business, you have to run multiple bank accounts. And one of those bank accounts is a tax savings account. Your business should fund and pay for your personal tax bill. So think about like ⁓ grandmother's cash envelope system.   create different buckets in the business, move the money out of your OpEx account because, know, like for me, if I have 20 bucks, $20 in cash in my pocket, I'm going to spend it. But if I put it away in the bucket where it's intended, it'll be there when I need it.   speaker-1 (28:18) My bucket, right?   speaker-0 (28:19) Yes, you can just send them my way this year Chris. It's fine Brent. It's fine I'll take him but Brent I want to speak so highly to that because ⁓ It really does help. I will also put a plug of like have really good financial planners and tax planners with you because I am actually really really good at saving money for taxes What I really get frustrated with is when it comes to December and I have been saving and I have been putting that away ⁓   And then they're like, Kiera, you owe an extra X amount. And I'm like, what the heck? I've even saved this. So that's where I also think it's really pro to have really good CPAs that are that actually no tax. So I am curious. You guys tell me the truth, because I don't know how this works. I'm not a CPA, but I swear every year I get a call December 1st and it's like almost a double what I've already saved for the whole year. And I'm a saver. Like I don't spend a dime in my business.   speaker-1 (29:14) call you get all year long, Kiera.   speaker-0 (29:16) It's not well, I have a monthly call with them and we even plan for taxes, but this year my quarterly taxes It's okay guys. I'm interviewing new cpas. It's okay. my cpn doesn't listen to the podcast I don't think if so, it's great. We've had a good run for several years But like that's where I get a surprise. Is it common? Should you be getting a surprise call on december 1st? If you've got good tax people, and you've been planning and preparing and putting money aside all year long is that   speaker-1 (29:41) As you answer this question for her and I would go over safe harbor estimates, but Kiera to set you up for what Brent's going to say. What happens is somebody tells you a number and you kind of start to operate like a zombie and you're like, okay, I put that number away, put it away and you did it. And you're like, okay, I put the number where you told me, but at the same time you're trying to grow your business.   speaker-0 (30:06) To that point though Chris I'm gonna like back on this because I think I'm actually a really smart business owner But every freaking year this happens. I'm trying to fix this and hopefully someone   speaker-1 (30:15) I think it has to do with your growth.   speaker-0 (30:18) I   overestimated what my growth would be this year. So I said I was going to be double what I was last year and we're coming in at about a 70 % growth of what I was last year. So I gave my CPA a 30 % extra window to project on me and we're still coming up a hundred, I'll say a different number, but I'm coming up more than I had saved.   almost three times as much as they had saved for me. cause I get burned every single year. So I'm like a squirrel with nuts and I put away for tax savings in my company because I never know what I'm going to owe. And it scares me. So with that said, I agree with growth. If you can, if you can project where you're going to go and you're having consistent quarterly meetings with your CPA, is it common to still have a massive like uptick in December? I would ask.   speaker-1 (31:04) No, it's not.   So look, to keep it simple, like, you know, I'm kind of talking on the managerial accounting side of things and Brent's talking on the tax side of things. If you're meeting with that accountant and you look at that bottom line profit, okay, you owe 40 % of that profit, whether you took it home or not. And then if you made any estimated tax payments, you can subtract those tax payments from that 40%. Okay. ⁓ And then you can apply some deductions and maybe bring the number down.   speaker-0 (31:24) Agreed.   I'm asking for a friend hashtag myself right now I mean I get better every year around taxes because I hate the surprise and I think most people do but I also wanted to point out I'm like I think I'm pretty savvy with business I talked to a ton of CPAs like this isn't like my first day running a business So and I'm happy to hear and with that 40 % So here's another thing that I've also which maybe I'm just dumb Maybe I'm just coming around the block to this so you guys can tell me ⁓ but it's 40 % of the profit correct like   And that profit also includes my W-2 as a business owner. So I've got to like...   speaker-1 (32:10) That profit is after your W-2. Hopefully your W-2, you have normal withholdings. Sure. you're like zero or one, you can kind of pretty much say, hopefully the federal and state taxes are all withheld from that for you. Right. have to worry about it. Okay. It's the profit that's left over after your W-2 and all the other expenses of the business you have 40 % on. So Brent, tell her about what happens at the beginning of the year.   When we talk, they those first estimates. think everybody starts to like, they get glued to the estimates and they never update them.   speaker-2 (32:41) Yeah, so a couple things. So, Kiera,   speaker-0 (32:45) Call   you in December, Brent. We're going to have this conversation in year two.   speaker-2 (32:49) Maybe we should start in January for next.   speaker-0 (32:51) I like that strategy is much better. I'm like I've even I started my tax meetings in July this year guys Like this is how much I'm paranoid and I'm like they're just shelling a ton on me again And I'm like how does it happen every year? I don't I don't understand so   speaker-2 (33:05) Here's a trend I noticed over the last four years. you know, there was in 2017, there was the Tax Cuts and Jobs Act, which changed the tax code. also changed. There's also been changes to the payroll tax tables. So I would take UW2, look at your federal tax withheld and divide that by your taxable wages in box one. More than likely, it's going to be in the 10 to 12 % range.   If you were in the 40 % tax bracket, you're already 30 % short on your taxes. Let's say you pay yourself $100,000. If you're 30 % short, that's a five digit dollar. So that's where I'd first start. And that is very, very, very common. You will not see any withholding in a W-2 being over 25 % unless you manually requested that from the payroll company.   speaker-0 (33:39) Right.   speaker-2 (34:01) bonuses or automatically taxed at 25%, but your regular payroll is probably in the 10 to 12 % range. So that's one reason it's happened. What Crystal's talking about, so let's say that we prepare your return in April. So let's say your 2020 return and every accountant will do what's called a safe harbor tax estimate, which basically says your estimates will be 110 % of your prior year tax.   speaker-1 (34:30) The IRS wants you to put 10 % more than last year away, like pay them in advance. They like you to do it quarterly because collecting money once a year is a bad business model.   speaker-0 (34:40) And it's a bad business model.   speaker-2 (34:42) So like Chris said, when a client gets those estimates, and let's say they're $25,000 a quarter, they are fixed on $25,000 a quarter. So what we do is with all of our clients in June and early July, we actually run tax projections or mock tax returns the upcoming year. We pull their year to date profit, we get all their deductions and we project out if that original safe harbor estimate has changed.   Then we do it again in November and early December to make sure that you're still on track and also looking for additional ⁓ tax strategies. But to answer your question from earlier, should you be surprised with a big number? No, not if you're doing proper planning.   speaker-0 (35:30) with like a little variance, but I just want to point that out because I think so many business owners get scared of taxes and this year, don't worry guys, it's on my vision board by the age of 36. I will be a tax expert. I look at it every single night. I have no desire to be a CPA, but I really think it's important as business owners to educate yourself on taxes and like you said to plan and to save for it because otherwise it's just this always surprise bill that creates stress. For me as a business owner, I know often I just feel like   I don't dare spend money because I'm gonna get hit with this big unknown. And so I'm like this girl, I literally have four tax savings accounts in my business right now. And they're in like four different business accounts, so my CPA can't see them all. Because I'm like, you come to me every year with this huge surprise and every year it's like double what I thought you were gonna say. And like I'm grateful to be very successful in what we do. However, I don't think business owners should be surprised, especially if you have a good CPA. So I just wanted to like find out like, that normal?   I feel like I'm on the anomaly, but good to know on that.   speaker-1 (36:33) Tax surprises cause cash flow problems.   speaker-2 (36:39) So Kiera, let me quantify that one of   speaker-0 (36:41) Guys,   don't worry. Everyone on the podcast, this is a Cura therapy session. You're welcome to be attending this. So we're glad.   speaker-2 (36:48) So can there be a tax surprise? Yes. The reason the tax price might happen is if you told your CPA, hey, I'm going to be doing these improvements and they're going to be done by December 31st. If in December you tell them, well, it didn't work out and I'm not going to have all these expenses. And yes, you're going to, you're going to get a surprise because you didn't, your plan didn't follow through. The other thing is talking about the separate tax account in the business. It's,   speaker-0 (37:12) That's fair.   speaker-2 (37:18) Absolutely recommended, but the most important part is you cannot spend it on anything but your tax bill. You cannot not rob Peter to pay Paul. That is probably the biggest mistake you could make is saying, well, I'll take it now. I have eight months to put it back in.   speaker-0 (37:34) That's like that makes my heart stop. I feel so stressed for people and also for anyone who wants to know like you I wish you could see the zoom right now with me Brent and Chris You know these guys love what we're talking about because Brent is literally getting like so excited and so animated talking about this So that's just when you know people are good at what they do I get so geek I'll geek out on dentistry and systems and like how we can help you and they're jazzing about some some tax benefits here So I agree. I think that if you aren't doing that, I also like the thought of 40 %   Do you guys recommend, because I know another piece to it, which I realized this year was like charitable contributions. I'm LDS. And so having charitable contributions, 10 % is something that I was like, that was funny. We didn't prepare for that. So that's like another check that I wasn't planning. And then also like SEP and 401ks. Do you guys have anything that you recommend for that of having a tax savings fund, but also building up those other funds and those payments that you'll be making to reduce your tax bill? Yes.   but those are also pretty big expenses, depending upon how your business does every year. How do you guys manage or navigate that? Or should I just be saving more? Because again, I'm like building these funds up to this, I've got four accounts, because I stress out about it.   speaker-2 (38:44) So Chris, I'm gonna let you take that one on the cashflow. It's really cashflow planning.   speaker-1 (38:48) Yeah, a lot of questions in there.   speaker-0 (38:50) Cool, like I said, this is why I podcast guys, because I can ask my own personal questions.   speaker-1 (38:57) In terms of okay, should you be doing okay. what do you want me to start a chair charitable chair?   speaker-0 (39:03) Just   like I think that a lot of people might get quote-unquote surprised at the end of the year because not only do we have a tax bill to pay, we have charitable contributions that we're paying. We also have 7401Ks. Like there are quite a few other funds that need to be paid out again to reduce our tax bills to help us. But those are also cashflow that you need to have on hand as a business owner to be able to front that money. So I've been also thinking that could be why other people feel like it's a surprise at the end of the year, just all lumped into taxes when it is just other pieces to help reduce that tax bill for you.   speaker-1 (39:33) if   something is important to you, then it needs a separate bank account. if charitable giving is important to you, I think you should have a separate bank account so you can visually see that you've got it ready to pay. And in order to make it tax deductible, it does need to be a 501C3. can't just be any random, say, it's... Right? So ⁓ when it comes to all of the retirement accounts, mean, ⁓ 401Ks and IRAs and simple IRAs and all of that,   speaker-0 (39:51) about last year.   speaker-1 (40:02) Roth, that's like the smallest fraction. That's like the, you know, the entry level league of the tax code in terms of savings. And it's, it's really kind of the stuff that the masses can do. I certainly think it's important to save and save for retirement. think when you're a business owner and let me say this, mean, upfront, I'm a contrarian. I think when you're a business owner, you have to be a contrarian and know that not everything applies to you the same way as everyone else. Sure. I, my bias is I have a much.   stronger tendency to say, you know, spend the money in your business or put the, I should say, invest, reinvest the money in your business for growth, because it's going, there's an asset value to that, to that business. need to learn what that is and what you one day can exit it for. And it creates, gives you the most, you know, income. ⁓ If you put money into a 401k or you put money into marketing in your business, you get the same tax deduction. So that's a question. If you're looking for like year end stuff, you know,   You could put the money into the, into the retirement plan, or you could prepay some expenses for next year. ⁓ You lot of people, think don't trust their business, which is weird because it's the thing you have the most control over, but they don't trust their own business. Typically it's cause they're not really great at managing their own cashflow and having discipline. And so they're, they're hesitant to invest the money in the business. And they'd rather go roll the dice and put it in the stock market. And at the time of this podcast recording, let me tell you.   We are in a recession. It has already begun. Everything is very high. Stock market's high. Real estate is high. Your business is one of the safest places to put your money right now. It provides you an inflation hedge, okay? And it creates revenue. ⁓ And it's tax deductions. I'm a big believer in putting the money into your business or getting another business. I think Brent can talk about, know, people ask us like, what are some of the largest   speaker-0 (41:47) Right.   speaker-1 (41:56) deductions you can play in. Like what, are the bigger things you can do outside of a 401k? Tax deductions. Generally speaking, the tax code rewards you for doing things that improve our economy. And that's primarily investing in businesses, you know, adding another location, employing people and commercial real estate, commercial real estate is a big one. Again, commercial real estate's really high right now. It may not be the perfect time to be buying or building. Cause all of the costs are really high.   save that cash, even if you have to pay some taxes, save the cash for liquidity for the tough times. when this recession happens, most practice owners are going to stop investing in their business, they're to stop marketing. And you got to do the opposite. That is the time where you can do all of that at its lowest cost. that's when millionaires are really made is during recession. So I'm going on a tangent now. You got me passionate   speaker-0 (42:50) No,   I like it. I like hearing it because I like thinking of other things. think so often you said it really well of business owners want to contract. They want to not reinvest in themselves. It's like, well, like let's put it in the stock market because that's what I heard that we should do. But I really do love that mindset. And that's why I love podcasting. That's why I love talking to different people. This is why I bring you guys on here because I purposely, intentionally bring different ways of thinking out there. You've got to make your own decisions.   But I'm a big like when people are zigging, I want to zag. So right now real estate's hot. Commercial's hot. The stock market's hot. Like I literally am sitting here just thinking like, here, just sit on some cash. Like, like you said, I might have to pay more taxes on it, but sit on that cash because you know, it's going to drop. And during that time, that's when you do the exact opposite of what everyone else is doing. So I really love that advice. And I think it's wise and it's prudent. I also love what you said, Brent, of having the 40%.   A lot of people say do 30%, but agreed a lot of dentists do tip into that 40 % tax bracket. And I would much rather over prepare than under prepare. Chris, to your point, I really love also having the buckets for like we said, charitable contributions, if you're going to do ⁓ 401ks, but I really, agree with you too. I think reinvest in your business. Look to see, I do end of year spending. I look to see what I could reinvest in, what things are gonna propel us the most. I look at marketing, I look at website rebuilds, I look at.   Different softwares that are going to propel us forward different ways to make our our practice more efficient What things are really going to invest in our company and our team? To make it and then I just do fun things like, know trips places I definitely don't get much ROI on that except for emotional ROI, but I know I know this is a longer podcast guys I really hope and I also hope team members listening realize that this is not just for business owners. I think that this is also   Individual tax prepping make sure you are preparing look for ways that you can reinvest in yourself What things could you prepare for what things can you build out? Do you have separate savings accounts for different things that you're going to maybe you don't have to save for taxes But guess what maybe one day you will be a business owner So teach yourself the discipline to save now to look for reinvestment. I also think is super valuable. So I want   speaker-1 (45:05) team members, for those team members, what side hustle can you create? What side of business can you create? know, and what, what commercial or what even residential property, rental property could you create to give yourself rental income? And there are deductions that come along with that. But if all you do is just do your day to day job, whether you own a business or don't own a business, you're not going to save anything in taxes, nothing significant. got it. You got to create some value in the world out there.   speaker-0 (45:29) Agreed. say deliver the biggest and best value. So you guys teased me. So I want to wrap up our podcast with some things to not be doing. You guys have kind of like a hit list right now of some things, some tips that a lot of us might be doing that are cracking down. I know I have been privy to some of these things as well. So take us away. We'll wrap this up with just some, some of that hit list of what not to do. ⁓ and   you know, as we get in there, thank you guys for sharing all that you have. Thank you for doing a personal session with me already. So I'm excited for the hit list now.   speaker-2 (46:01) So I would say the biggest one that I've seen is the fascination that doctors have with crypto.   speaker-1 (46:01) Go ahead, Brent.   speaker-0 (46:12) Brent, it's because we're bored. We don't know what else to do with ourselves, so we're like, why not throw a little into crypto?   speaker-2 (46:17) Here's the problem. So I have about a half a dozen doctors over last six months. They called me and said, Hey, I put $200,000 into the crypto market, Bitcoin. And I'm like, really? Where did you, where did you write the check from for that investment from the practice? Here's the problem. If that practice is an S corporation and they invest that money in crypto and they hit it big, they could potentially blow up their IRS S corp election.   and the IRS will take it away from you. So if you're gonna do investments, do not write the check from your practice. You can take the money home as a distribution, then put it into crypto, but do not do it through your business.   speaker-0 (47:01) This is a moment where I just had like a, I'm like, good. I'm glad I did that at least right. even knowing. Why is that?   speaker-1 (47:03) Sorry.   So that one, I mean, that one can cause some serious damage. ⁓ But the other ones that I think nobody wants to hear when they're listening to this, and I get in all these battles on social media, Facebook groups and all that. But the two things that come up over and over and over again that everybody's kind of cheating on and they're going to get busted on is number one, paying employees and especially dentists and hygienists, paying them as 1099 contractors.   This is going to get you in trouble not only with the IRS, but with the Department of Labor. And there are some significant penalties. There is a black and white 20 question checklist that the IRS provides. You can Google that. You can find it directly on the IRS website. And it goes through a checklist of yes or no questions to determine if you qualify to be a 1099 independent contractor or if you fit the requirements of a W-2. And to simplify it,   The main thing is the element of control who controls the schedule, who tells you which patients you're seeing and when who's providing all the materials and the tools and equipment. And 99 % of the time, anyone in dentistry falls under the category of an employee. Pretty much have to be a specialist that owns their own separate practice already coming in part time in order for you to 10 99 them. And if you're 10 99ing them, you're 10 and you have to do it to their business. The other thing that doesn't work is when, you know, they're like,   Oh, I'm an individual doctor. I'll just set up an S corp and you can 1099 my escort. The IRS is not stupid. Again, they're they're looking at what are your what is your role within that that place that you're receiving the income from the revenue from. So anyway, everybody hates that. But I'm telling you, I   speaker-0 (48:58) I   don't think it's a, it's not a good place to play with fire. Um, I have a really, really, really awesome unemployment lawyer, um, and employment lawyer. He represents Uber Lyft Red Bull. He's in, um, San Francisco. If you guys need him, he's amazing. Reach out to us. Hello@TheDentalATeam.com. Um, but he told me he said, Kiera Uber and Lyft, which I personally think I'm no lawyer guys. I'm not there. Uber and Lyft to me are the epitome of 10 99 contractors.   but they are, ⁓ they're coming down, they're cracking down on it. And ⁓ I have heard that it is no longer just a small offense. It's a pretty big offense if you misclassify. To me, really, I'm a risky person, but I believe in being smart and also paying people the way they should be paid. As much as it's not fun, we transitioned our whole company and I just think play that one safe because labor laws are not something to ever mess with, in my opinion.   speaker-1 (49:51) Yep. And you know, the government has shelled out a lot of money through this pandemic and they've got to collect it and get it back. And they're going to get that back from small business owners. And, ⁓ you know, our, our dependent care systems of Medicare and social security are very fragile right now. And that's the one thing they do not want you to screw with. And so they collect that money through W2 payroll. They're going to, they're going to force more and more than everybody's W2, especially in the occupation of dentistry. Second thing is the cars. Okay. Everybody wants to run their cars through the business.   You might be allowed to run a car through your business. It depends on what type of business you're in. If you're in real estate and you're showing houses and you're driving your clients around, you can probably write your car off through your business. But in dentistry, you're going to sit across the table from an auditor and they're going to say, what does a car have to do with the business of dentistry? The IRS tax code says that your business expenses must be ordinary and necessary to the business for them to be deductible.   What does the car have to do with the business of dentistry? How is a vehicle ⁓ justified as 100 % business use as a necessary use in order to do dentistry?   speaker-0 (51:00) What if it's a wrapped vehicle that's marketing?   speaker-1 (51:03) That's different. there are very specific guidelines in the IRS tax code about what is marketing for a vehicle. must be fully wrapped. It can't just be magnets. It can't just be stickers. But it has to be significant that's used for marketing. What we find is not a lot of doctors want to wrap their test up.   speaker-0 (51:23) Because they're ticked off with the patient that Ruekinaal didn't go super well and they're cutting people off on their drive home and you don't really want your flashy business to be that car.   speaker-1 (51:31) Right. I mean, and to make it legitimate, mean, the car has to be legally registered in the business name. It has to be covered under business insurance, not your personal insurance. The loan has to be under the business name, not your personal name. And there's a, you know, most people are not doing that. They're doing, they're buying it personally. They're just making the payment out of their, out of their business. And they think that they can deduct the whole thing. And this is not true. There's even greater scrutiny if the business tries to buy, if the dental business tries to buy a vehicle.   and depreciate it, take it as 100 % use. So I know people hate to hear that, but I would just caution everyone listening, stay away from 1099 and cars in your business. But everyone's.   speaker-2 (52:12) doing   it!   speaker-0 (52:13) I heard a really great quote one day and they said Kiera everything's deductible until you get audited and I was like That's really good advice. I appreciate that. So guys, ⁓ Chris and Brent. Thank you guys for coming on the podcast Thank you for being people that I can call Brent. Thank you for being my December, you know midnight hour friend I loved last year. You said care. There's really not much we can do. Maybe we should have done this in January. So ⁓   But truly, I just appreciate you guys helping so many doctors. know you help a lot of our clients. Shout out to those clients that we mutually work together. I love working with CPA companies. I think we're a good peanut butter and jelly together. We help grow the practice, make them more profitable. You guys make sure that their books are in line. Give us the guiding stars of what levers to turn to help the practices. You take care of the taxes. So it's a really good yin and yang and   I hope all of you listening today found a lot of value. Team members, look at this for yourselves. Get the side hustle. I hope this spurred some, some topics, some conversation. Team members, can also help your practices reduce that tax bill. look for ways that you can spend end of year, just different things. So I definitely think team members have a lot of play in this as well. So Chris and Brent, thank you guys so much. It's super fun. If people want to connect with you, ⁓ maybe they're done with their CPA. Maybe they just want to find out if.   There might be another option out there. How can they connect with you? I know you guys specialize in DSOs, larger group practices, but also the solo practices as well. How can people connect if they're interested?   speaker-1 (53:40) Sure, so check us out online at our website, Profi2020.com. That's P-R-O-F-I-2-0-2-0.com. ⁓   speaker-0 (53:47) You did   that because 2020 was such a great year that you guys want to remember. ⁓   speaker-1 (53:53) That marketing plan went out the window. It was 20-20 clarity to give you clarity on your finance.   speaker-0 (53:54) No.   I   just thought I'd throw it out there. So no one will forget Pro-Fi 2020. 2020 was most memorable year guys. Don't forget it. They don't want to forget it ever.   speaker-1 (54:07) We have tons of free videos, a lot of great content on there. Check us out on our YouTube channel, all social media, know, at Profi2020. We're very easy to find. ⁓ But we're managerial accountants. It's way different than financial accountants out there. Make sure you look up that difference and know what you're asking for. ⁓ And we always do free consultations for anyone who would like it.   speaker-0 (54:29) Awesome. Well, Chris and Brent, thank you again so much, guys. Go check them out, Profi2020. Chris and Brent, they are the owners of the organization. So super grateful for you guys coming on here.   Kiera Dent (54:38) I hope you all loved today's episode as much as I did. It is crazy to think that this many episodes have been released since we started the Dental A Team Podcast. And I started looking to say, my goodness, our listeners need to be reminded of some of the things they may have learned a year ago or two years ago or five years ago, because so many things in our practices weren't relevant back then when we heard them, but they are relevant today. And I would be doing you a huge disservice if I didn't re-release some of these episodes for you to remember, to refine.   to optimize and really truly if you ever need a topic or you're like, my gosh, I wonder if the Dental A Team has anything like this, go onto our website, TheDentalATeam.com, click on our podcast tab and you can literally search any topic. So whether it's overhead or hiring or firing or team morale or engagement or case acceptance or hygiene   onboarding or whatever it is, we have so many episodes for you. And so I am going to intentionally be   re-releasing some of the top best episodes for you, pulling back some of the ones that I needed to remember, some of the things that I feel for you to really, really relearn right now and to re-remember, or if it's the first time, welcome. I'm so happy you're listening to it, but I hope you truly enjoyed today's episode. I hope that you share this with somebody. I hope that you go and implement today because we only have one day. We only get today. And so making today the best that it possibly can be. If we can help you in any way, shape or form, reach out Hello@TheDentalATeam.com.   And as always, thanks for listening and we'll catch you next time on the Dental A Team Podcast.

With everything changing in digital marketing, what actually still works? Is your website working to build trust? Are you using AI to improve your content, or just to produce more […] The post The New Rules of Marketing for Therapists with Andy Crestodina | POP 1356 appeared first on How to Start, Grow, and Scale a Private Practice | Practice of the Practice.

Linda Hill, Jason Wild, and Emily C. Tedards join the show to discuss what it actually takes to build organizations that innovate consistently—not just once, but over and over again. Linda Hill is a Harvard Business School professor and one of the world's leading experts on leadership and innovation, ranked among the top management thinkers globally. Jason Wild brings the practitioner perspective, having led innovation initiatives at companies like Microsoft, Salesforce, and IBM. Emily C. Tedards is a graduate researcher in organizational behavior at Harvard Business School and a doctoral fellow at the Harvard Kennedy School. Together, they co-authored Genius at Scale, a book exploring how modern leaders create environments where innovation can thrive across teams, generations, and organizations. On this episode we talk about: Why many great ideas never get launched—and how leaders can change that The difference between leading change and leading innovation Why successful innovation requires co-creation instead of top-down leadership The power of “creative abrasion” and diverse perspectives in problem-solving How organizations can better integrate younger generations into leadership and innovation Top 3 Takeaways The best leaders don't simply drive innovation—they build environments where people collaborate to create innovation together. Innovation leadership is about co-creation, not followership. Teams are more engaged when they feel they're helping shape the future rather than executing someone else's vision. Diversity of thought—including generational diversity—is a powerful advantage when solving complex problems and navigating uncertainty. Notable Quotes "Great leaders drive innovation—but they don't drive alone." "If you want to innovate repeatedly at scale, you must create an environment where people can co-create the future together." "Innovation doesn't happen because one person has the answer—it happens when many people bring their perspectives to the problem." Connect with the Guests: Linda Hill LinkedIn: https://www.linkedin.com/in/linda-hill-hbs/ Jason Wild LinkedIn: https://www.linkedin.com/in/jasonwild Emily C. Tedards LinkedIn: https://www.linkedin.com/in/emily-tedards/ Book: Genius at Scale https://www.geniusatscale.com  Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.  Capture leads, nurture them, and close more deals—all from one powerful platform.  Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of The Body GrieversⓇ  Club, Bri shares how receiving five perfectly fitting gowns from Sydney's Closet sparked a corrective experience that contrasted with her 2007 prom season, when a dream dress wouldn't zip and intensified shame, restriction, and a fixation on weight loss that later contributed to pursuing bariatric surgery. She reflects on being pre-diabetic at 16, the discouragement of dieting and being blamed for "not doing it right," and how clothes not fitting became a lasting scar tied to dating, food anxiety, and self-worth. As an eating-disorder-trained clinician with lived experience, Bri names anti-fat bias as stronger than capitalism, grieves exclusion and lack of choice in fashion, critiques the weight-loss-as-health narrative, and describes her current life at 35 as fat, healthier, and free from food obsession, while still navigating structural inaccessibility.   01:58 Flashback to 2007 02:53 Diet Plan and Pressure 05:16 The Prom Dress Dream 06:57 Prom Night Breakdown 09:37 Aftermath and Lasting Scar 11:09 Privilege of Choice 12:22 Sad Truths About Fashion 15:06 When Weight Loss Fails 17:09 Bigger Than Clothes 21:18 Healing Beyond the Scale 23:08 Letter to My 16 Year Old Self 26:11 You Are Worthy   EPISODE RESOURCES: Stunning gowns designed exclusively for plus sizes at https://sydneyscloset.com/  WANT MORE OF BRI? *Instagram: @bodyimagewithbri
 *Website: https://bodyimagewithbri.com/ *Bri's Free Resource: 7-Step Guide to Shift Body Grief to Radical Body Acceptance https://www.bodyimagewithbri.com/seven-steps

Financial institutions are finding that the primary bottleneck to AI adoption isn't the technology itself, but the inability to govern sensitive data with the precision required for enterprise-scale deployment. In this episode, Mark Crean, Regional Vice President of Sales from Securiti AI and James Dean, AI Specialist at Google Cloud, breaks down how fragmented data and access risks keep high-value use cases trapped in the pilot phase. They outline the shift toward disciplined data classification and the cross-team alignment necessary to transition AI into regulated, revenue-critical workflows. The conversation highlights why remediation and traceability have become the ultimate benchmarks for safety and ROI in the sector. This episode is sponsored by Securiti AI. Learn how brands work with Emerj and other Emerj Media options at go.emerj.com/partner. Want to share your AI adoption story with executive peers? Click go.emerj.com/expert for more information and to be a potential future guest on the 'AI in Business' podcast!

Jason Wild discusses the discipline of building and scaling businesses through careful capital allocation, operational focus, and a clear understanding of risk. He explains how leaders often misjudge growth by pursuing expansion without fully understanding the underlying economics, noting that "growth only creates value when the returns exceed the cost of capital." He emphasizes the importance of distinguishing between revenue growth and value creation, and why many organizations confuse activity with progress. In his view, strong operators develop a detailed understanding of where value is truly generated and concentrate resources there rather than spreading them thinly. A central theme in the discussion is capital discipline. Jason describes how effective leaders treat capital as scarce, even when it is not, and make decisions with a clear threshold for returns. He notes that businesses often underperform not because of lack of opportunity, but because they fail to prioritize rigor in investment decisions. He also highlights the role of incentives in shaping behavior. Poorly designed incentives, he explains, can encourage short-term gains at the expense of long-term value. Leaders must ensure that performance measures align with sustainable outcomes rather than superficial targets. On execution, Jason stresses the importance of operational clarity. He explains that complexity often masks underperformance, and that simplifying processes and focusing on a few critical drivers leads to better results. This includes being explicit about what will not be pursued, as much as what will. Finally, he reflects on decision-making under uncertainty. Rather than seeking perfect information, effective leaders act with incomplete data while maintaining clear guardrails around risk. The combination of disciplined thinking, aligned incentives, and focused execution, he argues, is what separates durable businesses from those that struggle to sustain performance. Get Jason's book, Genius at Scale, here: https://tinyurl.com/4np2yc9t Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

The commercial real estate market is navigating one of the most complex environments in decades. In this episode, Mo sits down with Mark Jeffries to unpack what's really happening inside multifamily and commercial capital markets. With nearly 25 years of experience in debt and equity finance, Mark explains how rising interest rates, distressed loans, and shifting capital structures are reshaping the multifamily landscape. He also shares why the value-add boom of the past decade created both opportunities and risks, and what investors, lenders, and title professionals should watch next. If you want a clearer understanding of how commercial real estate cycles affect deals, financing, and transaction volume, this conversation offers valuable insights from someone who has experienced multiple market cycles firsthand.   What you'll learn from this episode A look at today's multifamily market conditions and why higher interest rates have dramatically changed deal economics  The main causes of multifamily distress and why many properties cannot refinance or sell above loan balances  Commercial loan structures and why they differ significantly from residential mortgages  Why lenders are extending loans rather than forcing immediate foreclosures on struggling assets  How commercial real estate cycles impact transaction volume and opportunities for investors entering the market    Resources mentioned in this episode  The Power of One More by Ed Mylett | Kindle and Hardcover   About Mark Jeffries Mark Jeffries is a commercial real estate finance professional with Northmarq, a national capital markets and mortgage banking firm specializing in multifamily and commercial real estate financing. In his role, Mark works with investors, developers, and owners to structure debt and capital solutions that support acquisitions, refinancing, and long-term portfolio growth. Known for his relationship-driven approach and deep understanding of capital markets, he helps clients navigate complex lending environments and secure financing strategies aligned with their investment goals.   Connect with Mark Website: Northmarq LinkedIn: Mark Jeffries    Connect With Us Love what you're hearing? Don't miss an episode! Follow us on our social media channels and stay connected.    Explore more on our website: www.alltechnational.com/podcast Stay updated with our newsletter: www.mochoumil.com Follow Mo on LinkedIn: Mo Choumil Stop waiting on underwriter emails or callbacks—TitleGPT.ai gives you instant, reliable answers to your title questions. Whether it's underwriting, compliance, or tricky closings, the information you need is just a click away. No more delays—work smarter, close faster. Try it now at www.TitleGPT.ai. Closing more deals starts with more appointments. At Alltech National Title, our inside sales team works behind the scenes to fill your pipeline, so you can focus on building relationships and closing business. No more cold calling—just real opportunities. Get started at AlltechNationalTitle.com. Extra hands without extra overhead—that's Safi Virtual. Our trained virtual assistants specialize in the title industry, handling admin work, client communication, and data entry so you can stay focused on closing deals. Scale smarter and work faster at SafiVirtual.com.

In this evidence-packed episode, Dr. Scott Watier and Tommy Welling dissect a December 2025 systematic review and meta-analysis from Frontiers in Nutrition examining how intermittent fasting improves metabolic syndrome outcomes compared to traditional calorie restriction. They reveal that participants with metabolic syndrome—defined as having three or more risk factors including elevated waist circumference, high triglycerides, low HDL, elevated blood pressure, and high fasting glucose—experienced significant improvements in fasting blood glucose, A1C, insulin resistance, LDL cholesterol, and inflammatory markers with high certainty of evidence when using various IF protocols. The hosts explain why smart, experienced people spend years tracking and counting calories yet feel stuck, emphasizing that intermittent fasting addresses the root drivers of metabolic dysfunction rather than just creating a caloric deficit through willpower and restriction. They demonstrate how modified alternate-day fasting showed 50-100% greater reductions in inflammatory markers over 16 weeks, and why time-restricted eating delivers faster blood sugar improvements, providing practical guidance on matching your fasting pattern to your metabolic profile while focusing on beneath-the-surface changes happening long before the scale or the world can see them. ⁠⁠⁠⁠⁠⁠Take the NEW FASTING PERSONA QUIZ! - The Key to Unlocking Sustainable Weight Loss With Fasting!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Resources and Downloads: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠SIGN UP FOR THE DROP OF THE ULTIMATE GUIDE TO BLOOD SUGAR CONTROL⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠GRAB THE OPTIMAL RANGES FOR LAB WORK HERE! - NEW RESOURCE! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠FREE RESOURCE - DOWNLOAD THE NEW BLUEPRINT TO FASTING FOR FAT LOSS!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠SLEEP GUIDE DIRECT DOWNLOAD⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠DOWNLOAD THE FASTING TRANSFORMATION JOURNAL HERE!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Partner Links: Get your⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ FREE BOX OF LMNT⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ hydration support for the perfect electrolyte balance for your fasting lifestyle with your first purchase⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ here!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Get ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠25% off a Keto-Mojo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ blood glucose and ketone monitor (discount shown at checkout)! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Click here!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Our Community: Let's continue the conversation. Click the link below to JOIN the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fasting For Life Community⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, a group of like-minded, new, and experienced fasters! The first two rules of fasting need not apply! If you enjoy the podcast, please tap the stars below and consider leaving a short review on Apple Podcasts/iTunes. It takes less than 60 seconds, and it helps bring you the best original content each week. We also enjoy reading them! Article Links: https://pubmed.ncbi.nlm.nih.gov/41459076/

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Reaching next-generation clients at scale often requires rethinking how financial planning is built, priced, and delivered. This episode explores how a tech-forward, flat-fee model can expand access to planning, create a consistent client experience, and unlock new growth channels both through direct-to-consumer marketing and partnerships with other advisory firms. Adam Dell is the founder of Domain Money, an RIA that operates virtually nationwide, serving 1,400 clients and expecting to generate approximately $10 million in revenue this year. Listen in as Adam shares how his firm built a financial planning software solution from the ground up to address the specific needs of his ideal clients. You'll learn how his firm uses AI to reduce administrative burden (while deciding what must be handled by an advisor, reviewed by a human, or automated entirely), as well as how a tech-forward, flat-fee experience attracts clients who may not fit traditional asset-based fee models. For show notes and more visit: https://www.kitces.com/481

Ari Rastegar is the founder of Rastegar Capital, a real estate investment firm that works with public pension funds, insurance companies, institutional capital partners, and hundreds of accredited investors. Starting with just $3,500 in student loans, Ari built a platform that has invested across 38 cities, 13 states, and seven different asset classes. With a background as an attorney and an English major, Ari emphasizes the role of relationships, mindset, and relentless action in building a successful real estate career. Today, his firm focuses heavily on development opportunities, zoning, entitlements, and transforming underutilized land into multifamily and mixed-use developments.     Make sure to download our free guide, 7 Questions Every Passive Investor Should Ask, here.     Key Takeaways Build relationships aggressively if you want to scale in multifamily Focus on being resourceful rather than worrying about a lack of resources Develop the mental resilience required to push through rejection and setbacks Use technology and AI tools to accelerate research, deal analysis, and market insights Combine digital tools with in-person relationship building to grow your network and deal flow     Topics Scaling Through Relationships Ari explains that real estate ultimately comes down to deals and capital Building relationships with brokers, financial advisors, and capital partners is critical for long-term growth Resourcefulness vs. Resources Investors today have more tools available than ever before Social media, digital platforms, and cold outreach allow investors to build capital relationships at scale The Mindset Required to Scale Ari emphasizes that scaling is primarily a psychological challenge The ability to endure rejection, criticism, and uncertainty separates top operators from the rest Raising Institutional Capital Institutional investors require strong systems, audited financials, and a proven track record Unlike retail investors, institutions rely heavily on investment committees and structured risk controls Leveraging AI in Real Estate AI tools like ChatGPT can accelerate market research, underwriting models, and deal sourcing However, technology must be paired with real-world networking and on-the-ground deal sourcing Operating in a Challenging Development Environment Rising interest rates have significantly increased development costs Developers must remain patient, control what they can, and prepare projects so they are ready when market conditions improve    

Jason Wild, an author, strategist, and former leader at Salesforce, IBM, and Microsoft, addresses misconceptions around what innovation is and isn't and the way leadership can help or hinder it, creating culture, the as-of-yet unmet promise of AI, the ABC's inside of organizations, how a creative intern at the Waldorf Astoria saved a ton of money and time with a creative solution to an abstract problem, identifying who the customer REALLY is and what you're REALLY selling, and the strangely important lessons he learned from being a child actor.

Why is play therapy so powerful for helping children process emotions? What does it take to build a successful play therapy practice? And how can niching down help private-pay practices […] The post How to Build a Thriving Play Therapy Practice with Brianna Henderson | POP 1355 appeared first on How to Start, Grow, and Scale a Private Practice | Practice of the Practice.

The coaching industry loves to tell you to stop doing one-on-one work. Scale up. Build leverage. Get out of trading time for money. And they're right. Sort of. But here's what they're not telling you: dismissing high-ticket one-on-one completely is leaving $300K-$400K on the table while simultaneously losing your edge in understanding what your market actually needs. In this solo episode of The Expert Edge, I break down why I've had one-on-one clients for 17 straight years - and why I made $400,000 last year working with just three people at a time. Not three hundred. Not thirty. Three. This isn't about abandoning scalable offers or building your entire business on one-on-one coaching. It's about understanding that in a world where AI is making information feel commoditized, your personhood is becoming more valuable, not less. Companies are already creating tiered customer service where you pay extra just to talk to a real human instead of a bot. I walk through the five key principles of selling high-ticket one-on-one: Why one-on-one keeps you sharp and makes everything else you create better (courses, content, group offers) How AI is making human interaction, accountability, and community premium-priced services Why you must charge for the result, not the hour (and how to position transformation over time) The "fruit salad vs. apple" packaging strategy that lets you charge $5K-$10K+ instead of pricing per session How to create scarcity, authority, and resistance so clients audition to work with you (not the other way around) This episode isn't about going back to only doing one-on-one. It's about adding a high-value engine to your business that keeps you connected to your market, generates significant revenue, and requires almost no infrastructure. If you've been told one-on-one isn't scalable or isn't worth your time, this conversation will show you what you've been missing. Learn more: Interested in learning how to package and sell high-ticket one-on-one offers? Go to colinboyd.co/highticket to join the wait list for a small group experience Colin is considering creating. Interested in working with me directly to scale your Expert business? That's exactly what we do inside ELITE.  If you're interested in finding out more information and applying. https://colinboyd.co/elite Discover how to authentically connect with your audience & fill your programs with a Conversion Story - Version 2.0 (AI Edition) is now available. https://www.conversionstoryformula.com Hit the "Follow" button so you don't miss an episode! Love this podcast? Write a review and give it a 5-star rating!  For all the show notes and links: https://www.expertedgepodcast.com/blog/episode312 Connect with Colin on Instagram: https://www.instagram.com/colinboyd/

BONUS: Guardrails Over Processes—How to Scale Teams Without Killing Creativity What actually slows down tech teams—lack of talent, or lack of ownership? In this episode, Prashanth Tondapu shares lessons from leading through global-scale failures, scaling from a small team to a 100-person company, and discovering why guardrails beat rigid processes when it comes to building teams that own outcomes and execute with discipline. Diffusion of Accountability: When Everyone Is Responsible, Nobody Is "Crisis is not the problem. Crisis is the one that uncovers the problem that has always existed."   Early in his career, Prashanth witnessed a large-scale failure at a major technology company—not because the team lacked talent, but because accountability had become diffused. When too many people are responsible for something, it translates to nobody being responsible. The team was brilliant individually, but there was no clear demarcation of who owned what outcome. On good days, everything worked. But when things went wrong, there was no single person who could no longer delegate accountability to someone else. In this segment, we also refer to the concept from Extreme Ownership by Jocko Willink. Prashant argues for: outcome can only come with 100% emotional commitment to a particular problem, and when five people share that commitment, each carries only 20%. That's where breakdowns happen. The Leadership Design Problem: From Computers to People "I was a developer who imagined that humans are also going to be as predictable as computers. Until 6 or 7 people, it works well because you can be everywhere. But as soon as we increased above 7, I was not able to be everywhere."   Prashanth's journey as a founder mirrors what many tech leaders experience at scale. Starting Innostax at 27 as a developer with no management experience, he initially treated people like predictable systems. Below seven people, it worked—he could be the hero founder, the catch-all. But beyond that threshold, he had to learn delegation, which meant learning to trust. First came the people-dependent phase, then the process-oriented phase with SOPs (Standard Operating Procedures) for everything—even how APIs should look. The SOPs made the team fast at execution, but their clients noticed something troubling: "Your guys do not even ask any questions." The rigid processes had suppressed the very creativity and critical thinking they needed. That feedback became the catalyst for the next evolution: becoming a people-first company. Guardrails vs. Processes: Freeing Creativity Within Structure "If something goes wrong, our guardrail is: we will just ask you one question—what was your intent behind doing this?"   Prashanth draws a sharp distinction between processes and guardrails. Processes tell you exactly what to do and how to do it—they create predictable execution but kill creativity. Guardrails define the boundaries within which people have freedom to be creative and solve problems their own way. At Innostax, guardrails take practical forms:   Time-on-task guardrails: If a task takes longer than expected, ask for help—don't rabbit-hole into it for three days Don't be a hero: When friction appears with a client or a problem, escalate early rather than trying to solve everything alone The intent review: When something goes wrong, instead of punishment, they ask three questions—was the intent right, was the approach right, and what was the outcome? If intent and approach were right but it still failed, that's the company's problem, not the individual's   This framework creates psychological safety while maintaining accountability. People know they won't be penalized for honest mistakes made with good intent, which means they surface problems early rather than hiding them. Vision Elements and the People-First Company "The outcome is not just what is expected, but outcome also consists of what is not expected. People come out in so many creative, great ways that they end up surprising you."   The shift to a people-first company meant replacing rigid SOPs with what Prashanth calls "vision elements"—broader directional guidance like "we are working for the client, we need to give the best for the client in the resources that we have." This gives teams a larger sandbox to work in while guardrails prevent them from going too far off course.  The daily rhythm includes team leads reviewing work summaries—not to micromanage, but to catch misalignment early and offer support. Prashanth emphasizes that guardrails must be created with emotional intelligence and detachment. If you create guardrails assuming you're also part of the problem, they'll be biased and ineffective. That's why he considers emotional intelligence the prerequisite skill for any leader designing team structures. The Books That Changed Everything "Whenever I was reading through the fixed mindset guy, it was like it was describing me. And that actually changed everything."   Prashanth recommends two foundational books for leaders building ownership-driven teams. First, Mindset by Carol Dweck—a book that cracked his own fixed mindset as a confident developer who thought he knew everything. Reading about the fixed mindset felt like reading his own biography, and that uncomfortable recognition opened him to listening more, seeking exposure to experts, and believing there were perspectives he hadn't encountered yet. Second, Emotional Intelligence by Daniel Goleman—because without mastering emotional intelligence, everything you hear feels personal, clouding your judgment and making you too close to the problem to design effective solutions for your team.   Self-reflection Question: Are you building guardrails that give your team freedom to be creative within clear boundaries, or are you still writing processes that tell people exactly what to do—and in the process, suppressing the very thinking you hired them for?   About Prashanth Tondapu Prashanth Tondapu is Founder and CEO of Innostax and a veteran technology leader. He's led teams through high-stakes global incidents at McAfee and scaled disciplined delivery organizations worldwide. His work focuses on ownership, accountability, and designing teams for predictable, sustainable execution as complexity grows.   You can link with Prashanth Tondapu on LinkedIn.

AI in healthcare only works when it is built for real workflows, real systems, and real change management. In this episode, Ganesh Padmanabhan, Founder and CEO of Autonomize AI, joins Saul Marquez to unpack what it really takes to deploy AI in healthcare operations at scale. Ganesh shares why many point solutions create islands of efficiency instead of fixing end-to-end processes, and why prompting an LLM is the easy part compared to building production-ready AI that integrates into enterprise systems, meets compliance requirements, and earns clinical trust. He also offers a practical playbook for implementation: anticipate the trust gap, design for behavior change, and treat deployment as a true team sport across tech, clinical, ops, and compliance. Tune in to learn how to move beyond AI hype and build operational AI that delivers measurable value in healthcare! Resources: Connect with and follow Ganesh Padmanabhan on LinkedIn. Follow  Autonomize AI on LinkedIn and discover their website. Check out Ganesh's podcast,  Stories in AI.

Stop Doing Everything Yourself: How AI and the 10-80-10 Rule Free Business Owners to Scale   "What if the secret to scaling your business isn't working harder, but systematizing smarter and leading with more humanity?     Today's guest has spent over 30 years doing exactly that, launching, building, buying, and selling businesses, raising more than $35 million in venture capital, leading organizations that generated billions in sales, and learning just as much from his failures as his wins. He's a finalist for the Ernst & Young Technology Entrepreneur of the Year Award, an Inc. 5000 Winner, a former Entrepreneur in Residence at Indiana University's Kelley School of Business, a Fast Company Executive Board Member, and the bestselling author of four books, including BOS-UP and BOS-UP Moments. Today, he serves as Founder and CEO of Straticos and BOS-UP, where he coaches business leaders, invests in companies, and sits on boards — helping teams build stronger systems, culture, and performance."    Learning Insights  The 10-80-10 Rule: Business owners should focus the initial 10% on innovation and business development, let AI and systems handle the middle 80% of routine operations, and spend the final 10% on human connection, coaching, and culture.  Work-Life Harmony Over Balance: Balance is a static myth. Harmony is about integration, rhythm, and flow like music, where sometimes the treble is up, and the bass is down, or like Garrett's Chicago mix popcorn combining cheddar and caramel.  The CLEAR Framework for Leadership: Collaborative, Logical, Empathetic, Authentic, and Resilient, a standard for leadership communication and decision-making during high-stress moments.  Systematize the Predictable to Humanize the Exceptional: Quote from Isadore Sharp (Four Seasons founder), use systems to handle routine tasks so leaders can focus on high-value creative and relational work.  AI as Co-Pilot, Not Replacement: "You, it, never it alone." AI is an aggregator and accelerator, but human validation must always be applied before anything goes out.  Profit First Over Unicorn Status: Small businesses should seek free cash flow and stability rather than chasing unicorn status. Focus on leading indicators, not just lagging ones like bank balances.  Coach You Up or Coach You Out: Leaders should invest in developing their people, but if there's persistent pushback or misalignment, move them out to maintain organizational health.  Grace and Grit: The next generation should balance resilience and hard work (grit) with compassion and self-forgiveness (grace), using the hindsight of others as their foresight.  The ABC Mantra: Be the Architect (designer), Builder (executor), and Custodian (protector) of your leadership, business, and life.    Why This Conversation Matters  This conversation bridges the gap between rigid engineering systems and human-centric leadership. Scott Abbott challenges the traditional "work-life balance" myth and offers a modern framework for integrating AI and systems into business without losing the human touch. What makes this unique is his perspective from both sides; he lived through the dot-com crash after raising $15 million, learned profit-first discipline at a $32 billion corporation, and now teaches entrepreneurs how to scale smarter. The deeper message is that true success comes from using systems to protect and amplify humanity, not replace it. By systematizing the predictable, leaders are freed to focus on what only they can do: innovate, connect, and build culture. This isn't just about building better businesses; it's about building better lives through harmony, intentionality, and the courage to leverage both grace and grit.    Money Learning  Scott's financial mindset evolved dramatically from his early entrepreneurial rebellion to systemic discipline. Growing up with an engineer father who emphasized rigor, spreadsheets, and mechanics, Scott initially rebelled, leading to "dumb" spending decisions during the dot-com era when he raised $15 million for an internet services company. The psychological toll of losing up to $500,000 a month forced him to "check his ego" and learn financial stewardship. His time at Avnet, a $32 billion company with thin 8% margins, taught him to be "banshees on profit" and prioritize free cash flow over unicorn dreams. He advocates the Profit First philosophy, focusing on leading indicators rather than lagging ones like bank balances. His key money lesson: discipline equals freedom. By implementing rigorous financial systems, entrepreneurs can move from "living in the mess" to achieving harmony where the business serves their life, not the other way around. Success isn't permanent and failure isn't fatal,  but cash flow is king.    Key Takeaway  The most powerful insight from this conversation is that scaling your business isn't about doing more, it's about doing less of what doesn't matter so you can focus on what only you can do. Scott Abbott's 10-80-10 rule reveals that most business owners are trapped in the middle 80% of routine operations when they should be leveraging AI and systems to handle that work. By systematizing the predictable, you humanize the exceptional, freeing yourself to lead with empathy, authenticity, and resilience. Work-life balance is a myth that sets you up for failure; harmony is the reality that allows integration and flow. Whether you're just starting out or scaling to eight figures, the frameworks Scott shares, CLEAR leadership, profit-first mentality, and the ABC mantra of being an architect, builder, and custodian, provide a roadmap for building a business that doesn't consume your life but enhances it. Remember: leverage the hindsight of others as your foresight, embrace both grace and grit, and never let AI work alone, you, it, never it alone.    Bio  Scott Abbott is an architect, builder, and custodian of strong, resilient companies and leaders. With 30+ years of experience launching, operating, buying, and selling businesses, he has raised over $35M in venture capital, led organizations that generated billions in sales, served thousands of clients, and hired hundreds of employees, while learning just as much from his failures as his wins.    He was a finalist for the E&Y Technology Entrepreneur of the Year Award, an Inc. 5000 Winner, a former Entrepreneur in Residence at the Indiana University Kelley School of Business, a Fast Company Executive Board Member, and the best-selling author of four books, including BOS-UP and BOS-UP Moments.    Today, Scott serves as Founder & CEO of Straticos and BOS-UP, where he works as a business and executive coach, angel investor, and board member. He has advised hundreds of organizations and conducted thousands of coaching sessions, helping leaders and teams strengthen their systems, culture, and performance.    At his core, Scott is passionate about helping good people and team-centric organizations leverage proven strategies, disciplines, and frameworks to lead better, operate smarter, and grow stronger in business, work, and life.    Links  Website: https://bos-up.coach/    LinkedIn: https://www.linkedin.com/in/scottabbottabc/    Instagram: https://www.instagram.com/scottabbottabc    YouTube: https://www.youtube.com/@BOS-UPMoments/featured    If this episode helped you see your business differently, we need your help spreading the word. Share this episode with a fellow entrepreneur who's stuck in the grind, text it to a leader who needs to hear about the 10-80-10 rule.    #RicherSoul #BusinessPodcast #ScottAbbott #CLEARFramework #BusinessSystems #BosUp #AIinBusiness    Watch the full episode on YouTube: https://www.youtube.com/@richersoul  Richer Soul Life Beyond Money. You got rich, now what? Let's talk about your journey to more a purposeful, intentional, amazing life. Where are you going to go and how are you going to get there? Let's figure that out together. At the core is the financial well-being to be able to do what you want, when you want, how you want. It's about personal freedom!  Thanks for listening!  Show Sponsor: http://profitcomesfirst.com/  Schedule your free no obligation call: https://bookme.name/rockyl/lite/intro-appointment-15-minutes  If you like the show please leave a review on iTunes: http://bit.do/richersoul  https://www.facebook.com/richersoul  http://richersoul.com/  rocky@richersoul.com  Some music provided by Junan from Junan Podcast  Any financial advice is for educational purposes only and you should consult with an expert for your specific needs. 

In this episode of The Cybersecurity Defenders Podcast, we discuss some intel being shared in the LimaCharlie community.The White House released President Trump's Cyber Strategy for America, outlining a national framework to strengthen both defensive and offensive cybersecurity capabilities.Iran has expanded the scope of potential targets in the ongoing conflict with Israel and the United States by identifying infrastructure tied to major American technology companies in the Middle East as “legitimate targets.”Chinese-linked threat actors have launched cyberattacks against organizations in Qatar shortly after the initial US-Israel strikes on Iran, indicating a shift in regional targeting strategy.An Iranian-linked hacking group has claimed responsibility for a cyberattack on U.S.-based medical equipment manufacturer Stryker, which disrupted the company's technology operations across its global offices.Support our show by sharing your favorite episodes with a friend, subscribe, give us a rating or leave a comment on your podcast platform.This podcast is brought to you by LimaCharlie, maker of the SecOps Cloud Platform, infrastructure for SecOps where everything is built API first. Scale with confidence as your business grows. Start today for free at limacharlie.io.

When Nancy Giacalone was told by her former partners that having a female agency owner "wasn't a good look," she didn't argue. Instead, she cashed out her 401(k), bought her $50,000 book of business, and walked out the door to build her own empire. Nearly 30 years later, she sold a highly profitable, systematized agency to the Leavitt Group entirely on her own terms.My guest, Nancy Giacalone, former founder of Olympic Crest Insurance and current Benefits Practice Leader at Leavitt, joins me to share her masterclass on agency ownership. We discuss why going independent just to keep 100% of your commissions is a massive trap, how to build operational processes for employees you haven't even hired yet, and the stark difference between earning industry recognition versus buying it. Nancy also breaks down her meticulous strategy for preparing her agency for acquisition years before she ever sat at the negotiating table, and the emotional reality of watching the sign come down off your building. If you want to build a business that serves your life instead of the other way around, this episode is your blueprint.▶▶ Sign Up For Your Free Discovery Callcompletegameu.com/agaKEY MOMENTS(00:00:00) The Catalyst: Leaving a Firm That Didn't Want a Female Owner (00:04:43) Building for Scale: Creating Processes for a "One-Woman" Shop (00:08:25) The Independent Trap: Why Chasing 100% Commission Will Fail (00:14:06) Earned vs. Bought: The Truth About Industry Recognition (00:19:06) The Exit Strategy: Preparing for Acquisition Years in Advance (00:21:18) Finding the Right Partner: Selling on Core Values, Not Just Multiples (00:25:01) The Emotional Reality of the Sale: Losing the Sign on the Building (00:29:12) Act As If: Preparing for Success Before It Arrives (00:33:40) Nancy's Lightning Round: 4:45 AM Wake-Ups and Reading FictionCONNECT WITH ANDY NEARY

Cam Crow, Director of Data and Analytics at Vacatia, joins The Tech Trek to unpack what happens when a startup outgrows informal ways of working. This episode looks at how data teams can introduce project management frameworks without killing speed, how to manage stakeholder demand as complexity rises, and why the right operating model matters even more as AI begins to reshape analytics work.Cam shares a practical view from the middle of real growth, from startup scrappiness to acquisitions, migrations, and a much wider stakeholder base. He explains when process becomes necessary, how to build trust during that shift, and where AI is starting to change both delivery workflows and the future of business insights.In this episode• Why early stage teams should add process cautiously, not by default• The moment speed and quality start breaking under too many competing requests• How public communication and domain based stakeholder channels reduce friction• Why planning routines matter as much for stakeholders as they do for the data team• Where AI fits today, from faster delivery to semantic layers that support better answersHighlights00:00 Cam Crowe joins the show to discuss project management frameworks through the lens of data, startup growth, and stakeholder alignment01:58 Why Cam resisted formal sprint planning in the startup phase and why that made sense at the time05:58 The tipping point where too many priorities start hurting both velocity and quality11:49 How moving conversations out of direct messages and into domain channels changed team operations15:03 Inside the two week development cycle and the planning week that keeps stakeholders engaged21:08 How Cam is thinking about AI, semantic layers, and the future of on demand analyticsA standout idea from this conversation, process should be added conservatively, only when the business truly needs it.Practical takeaways• Do not formalize too early, but do not wait until the system is already breaking• Make prioritization visible once demand exceeds capacity• Use shared channels instead of one to one communication to reduce bottlenecks• Build stakeholder rituals into the operating model, not just team rituals• Treat AI readiness as an infrastructure challenge, not just a tooling decisionFollow The Tech Trek for more conversations with operators, builders, and technology leaders shaping how modern teams work and scale.

Lucy Guo didn't follow a path — she built one nobody had walked before. She was trading Pokemon cards for cash in kindergarten, running bots on Neopets in second grade, and teaching herself to code before most kids knew what a startup was. By 21, she had co-founded Scale AI — one of the most consequential AI infrastructure companies ever built. By her late twenties, she had become the youngest self-made female billionaire in history.But the real story isn't the title. It's what happened before it, during it, and after it.In this conversation, Lucy breaks down what it actually took — the fundraising dynamics nobody talks about openly, the co-founder tension that led her to walk away from Scale at Series B, the detour through venture that sharpened her instincts, and how she built Passes to nine figures in under three years with almost no playbook to follow.She's also refreshingly direct about the parts of building that don't make it into press releases — firing a senior manager she'd trusted, realizing playbook executives can quietly kill a startup's culture, and why she now requires every senior hire to still do the work themselves.This one is for founders, operators, and anyone who's ever been the only one in the room.Topics Covered:Trading Pokemon cards and running Neopets bots as a kidThe Thiel Fellowship and dropping out of Carnegie MellonCo-founding Scale AI at 21 and building its early cultureFundraising as a woman — the unspoken double standardBeing the only woman on Snap's product teamWhy she walked away from Scale at the Series B stageHer venture fund and the HF0 founder residency programBuilding Passes to nine figures in under three yearsThe pay-per-minute product and creator monetization toolsHiring for competitive winners over credentialsWhy senior managers must still do IC workThe "repeated idea" dynamic in male-dominated roomsWhat the "youngest female billionaire" title actually meant to herAdvice for female founders navigating a system not built for them

In This Episode Most businesses don't fail because of bad ideas—they fail because they can't repeat what works. That's where systems come in. In this episode, Adi Klevit interviews Jason Carroll, Founder of Aptive Index, about how systems, structure, and people alignment drive scalable growth. Jason shares his experience transforming a stagnant company into a high-growth organization by implementing structure, defining core values, and creating clarity across the business. The conversation highlights a critical challenge many founders face: operating in "controlled chaos." Jason explains how visionary leaders often rely on instinct, relationships, and momentum—but without systems, those strengths cannot scale. Turning success into something repeatable is what allows a business to grow beyond the founder. Adi and Jason also dive into the importance of process implementation, not just documentation. A process that isn't followed has no value. The discussion reinforces a key theme: systems must be integrated into daily operations, supported by the right people, and aligned with how individuals naturally work.  

On this week's episode of the podcast, I am joined by Christina Augustine, the COO of Bloomreach, to discuss the rapidly evolving landscape of AI-enabled personalization in digital marketing and e-commerce. We explore how the shift from predictive models to generative agents is fundamentally changing how brands interact with consumers across multiple touchpoints. Among other things, we discuss:How agentic commerce tools will redefine the traditional customer journey beyond simple search and browse functionsWhether real-time behavioral signals can replace static cohort-based segmentation for truly individualized marketingWhat role Answer Engine Optimization will play in the future of organic discovery as search habits shiftWhy data quality remains the primary bottleneck for brands attempting to deploy sophisticated AI personalization at scaleIf conversational shopping interfaces can significantly reduce product return rates by improving consumer purchase confidenceHow marketers should balance the high cost of personalized SMS with the broader reach of email campaignsWhen the industry will transition from defensive data siloing to a more integrated cross-channel signal environmentThanks to the sponsors of this week's episode of the Mobile Dev Memo podcast:⁠⁠INCRMNTAL⁠⁠⁠. True attribution measures incrementality, always on.Xsolla⁠. With the Xsolla Web Shop, you can create a direct storefront, cut fees down to as low as 5%, and keep players engaged with bundles, rewards, and analytics.⁠Branch⁠. Branch is an AI-powered MMP, connecting every paid, owned, and organic touchpoint so growth teams can see exactly where to put their dollars to bring users in the door and keep them coming backInterested in sponsoring the Mobile Dev Memo podcast? Contact Mobile Dev Memo advertising.The Mobile Dev Memo podcast is available on:YouTubeApple PodcastsSpotify

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We each spent the week on our own projects, breaking then fixing things. Now we're back to compare progress, and a few lessons learned.Sponsored By:Jupiter Party Annual Membership: Put your support on automatic with our annual plan, and get one month of membership for free!Managed Nebula: Meet Managed Nebula from Defined Networking. A decentralized VPN built on the open-source Nebula platform that we love.Support LINUX UnpluggedLinks:

In this episode, I talk about how to know whether you're truly ready to scale your online business — or whether it might be better to focus on strengthening your foundations first. Scaling is often talked about as the next logical step in business growth, but I explain that it doesn't have to mean building a huge, low-touch company. In fact, I share why I personally love smaller, higher-cost, high-touch programs and how they can still scale in a meaningful and sustainable way. I walk through five signs that show you're ready to scale, including having a proven offer you've sold multiple times, reaching capacity with delivery like one-to-one work, and having real clarity about your audience and the problem you solve. I also share five signs that you might not be ready yet, such as constantly changing your niche, lacking consistent leads, or not having a repeatable sales process. By the end of the episode, you'll have a clearer understanding of where you are in your business journey and what your next best step should be. Teresa Heath‑Wareing regularly shares strategies for growing online businesses through her podcast and teaching. 3 Key Takeaways: A Proven Offer Is the Foundation of Scaling Before you scale, you need an offer that has already sold successfully multiple times. When you know people want it and it consistently delivers results, you have the confidence and data needed to expand it. Consistency Creates Growth Opportunities Scaling becomes much easier when you consistently show up with content and have a reliable strategy for growing your audience. When people clearly know what you're known for, your visibility and authority naturally increase. Strong Foundations Matter More Than Speed If you're still changing your niche, struggling to generate leads, or don't yet have a repeatable sales process, scaling may not be the right move yet. Taking the time to strengthen these foundations will make future growth much easier and more sustainable. If you've ever wondered whether you should scale your online business now or focus on strengthening your foundations first, this episode will help you assess where you are and decide on the smartest next step. LINKS TO RESOURCES MENTIONED IN TODAY'S EPISODE Connect with Teresa on Website, (Grow, Launch, Sell), Sign up to Teresa's email list,  Instagram, LinkedIn, or Facebook, Subscribe to my Youtube or take the Quiz Transcript When most people come into the online industry, they dream of having an online business that they can scale, but how do you know if your business is ready to scale? In today's episode, I'm gonna be sharing with you the five signs that you are ready to scale, and the five signs that tell you probably not to scale just yet. If we have not met, my name is Teresa Heath Wareing and I work with course creators, membership owners and coaches to help them grow their online businesses. And that's the dream in most cases, to have an online business that you can grow and scale so that you make something once and you sell it over and over and over. Now, before we get into that, actually just one quick thing that isn't necessarily the dream for every online business. I have an online business, and when I first came into it, I dreamed of having that massive launch with those thousands of people coming through the doors and all buying, and I realized the more I got into business, the longer I did this. I've been in business now 11 years, actually, that doesn't fill me up. That doesn't make me happy. One of [00:01:00] the things that makes me truly happy is that I know the people I work with so well. I know who they are, what their business is, who their customers are. I normally know if they have children, what their partners are called, what they like to do on a weekend. I get to know the people in my audience and the people who buy my programs really closely because for me, the people that I work with, they've bought a lot of courses, they've done a lot of the things, and it's still not working. And the only way that. You can actually make it work, or the only way that we can start to understand is for someone like me, an expert in this industry like me, to come into your business more and to understand you more, buying another course or buying another program where you are just another face on a Zoom screen is not gonna move you any further forward than you are now. There is no magic trick that that online expert says they've got that is going to help you launch. There is no one. Thing that is going to help [00:02:00] you grow your business. It really comes down to what is working for you, your audience, your offer, your price point and the way that you like to work and show up. And when you have someone that takes that into account, then they can help you with all the tools that you've got and go. That's the one I would focus on or double down over here. So. Actually, my dream did start to have a big course that I sold, or a big program that I sold, and I created it once. I could sell it over and over and over and over, and actually in reality, that doesn't make me happy. What makes me happy is working with people closely and having a smaller program so I can do that. Which means it's a higher cost program. Anyway, I just wanted to add that caveat because if you are looking at this going, actually that isn't what I want, then that makes perfect sense and that is fine, and I just thought I'd share my story on that, but. We can all scale. Okay, so yes, I want a program where it's very high touch, but there is still room to scale. So how do you know if your business [00:03:00] is ready to scale or not? Here are the five signs that you are ready to scale in your online business. Sign number one, you have sold your offer a few times and a few is a hard one because like if it's a low cost offer, then you probably want to sell it quite a few times. If it's a higher cost offer, then you only might need a handful of people to do it. But you know, it works. That is one of the most important things. In order to scale anything, we've got to have tested it and we've got to know that it works, and we've got to have experienced the thing and gone through the thing. So number one, you have an offer that you've sold a number of times, and you know the offer works. Number two, you are at capacity with your one-to-one or delivery. Often when people say to me. If they work in a one-to-one scenario or in a group coaching scenario, should I put my prices up? One of my first questions for them is, are you full? Right? Because if you're full, that is a sure sign that you could probably put your prices up. The same for whether you can scale your online [00:04:00] business. If you are at capacity with your higher touch things and more people wanna work with you, then there might be something that you could be having, or there might be a funnel you can put them into. To give them a different offer. So if you're at capacity with your one-to-one or at delivery, then yes, you are probably ready to scale. Number three, sign that you are ready to scale your online business is you know your audience really well and you know what their problem is that you are trying to fix. If you are not a hundred percent confident on this, then. Scaling is probably not for you at this point because in order to scale, we've got to know exactly who we're talking to because basically it's just amplifying what we're doing. It's just basically doing more of what we're doing or talking to more people. So if we are not. Talking to the right people or we're not talking to them about the right problem that they have, then scaling isn't gonna help that. Number four, you have been creating consistent content and [00:05:00] people know you for your thing when...

Send a textEnterprise Asset Management (EAM) systems have evolved from simple maintenance tools into strategic platforms that directly influence operational resilience, financial performance, and long-term scalability. Organizations depend on EAM to maximize asset uptime, reduce unplanned downtime, and optimize maintenance costs through structured preventive and predictive maintenance strategies. As asset environments become more complex—with IoT-enabled equipment, distributed facilities, and increasingly stringent compliance requirements—the choice of an EAM system affects far more than maintenance teams. It shapes capital planning, lifecycle cost management, operational visibility, and integration with broader enterprise systems such as ERP and supply chain platforms. Selecting the right EAM solution therefore becomes a critical architectural decision, enabling organizations to extend asset lifecycles, improve operational efficiency, and build a scalable foundation for future digital transformation.In this episode, our host Sam Gupta discusses the top EAM systems in 2026. He also discusses several variables that influence the rankings of these EAM systems. Finally, he shares the pros and cons of each EAM system.Video: https://www.youtube.com/watch?v=vyHW5OMDLD8Read: https://www.elevatiq.com/post/top-eam-systems/Questions for Panelists?

400 episodes. Six years. Three seasons. One message: God wants to redeem the way we use our time. In this milestone episode, I share the stories, lessons, and spiritual moments that shaped REDEEM Her Time — and how it grew into a movement for Christian women business owners.Plus, a special giveaway: leave a review and share this episode in the REDEEM Her Time Community for a chance to win a 1:1 CEO Strategy Session to map goals, optimize systems, or flesh out ideas.Here's what we cover in this episode:How Seasons 1 & 2 revealed God's calling and why simplifying focus is spiritual firstThe pew moment with Ephesians 5:15–16 that birthed REDEEM Her TimeKey lessons from 400 episodes and how they led to CEO Focus, CEO Impact, and CEO ScaleStop chasing more and start redeeming what God has entrusted to you. Enter the giveaway by leaving a review on Apple Podcasts (or sharing with a friend or social) and post the screenshot inside the REDEEM Her Time Community at redeemhertime.com/communityYOU. HAVE. TIME. LissaP.S. Come join the conversation inside the REDEEM Her Time Community redeemhertime.com/communityP.P.S. Wanna supernaturally scale your results? Binge the Scaling Secrets of the Top 1% to discover the secret to productivity is not in your to-do list and how one simple shift can double your results. Walk away with more margin, less to-do's and exponential growth! (I'll share the secret to 10,000% productivity increase…no that's not a typo!) https://redeemhertime.com/hoursP.P.P.S. Better yet, come join me inside CEO Focus to scale up your results (aka reach + revenue) in just 12 weeks! Let's get you more leads, sign more clients, create more cashflow...and SCALE this business God put on your heart! https://redeemhertime.com/focusP.S. Come join the conversation inside the REDEEM Her Time Community redeemhertime.com/communityP.P.S. Wanna supernaturally scale your results? Binge the Scaling Secrets of the Top 1% to discover the secret to productivity is not in your to-do list and how one simple shift can double your results. Walk away with more margin, less to-do's and exponential growth! (I'll share the secret to 10,000% productivity increase…no that's not a typo!) https://redeemhertime.com/hoursP.P.P.S. Better yet, come join me inside CEO Focus to scale up your results (aka reach + revenue) in just 12 weeks! Let's get you more leads, sign more clients, create more cashflow...and SCALE this business God put on your heart! https://redeemhertime.com/focus

Is Your Store Ready for What's Next? Modern retail is about more than just selling products. It's about being fast, reliable, and smart right when the customer needs it most. In our latest podcast, Intelligence at the Edge: Powering the Store of Tomorrow, we're breaking down how the world's leading retailers are using edge computing to transform the shopping experience. Why Listen? Host Michael Klein talks with Mariya Zorotovich, General Manager at Intel and Frank Baur, COO at Diebold Nixdorf about the tech that keeps stores running at peak performance. Forget the buzzwords. We're talking about real solutions for real-time retail. What You'll Discover: - Speed That Matters: Why processing data in the store (not the cloud) is the key to zero-friction checkouts. - Reliability at Scale: How to keep thousands of locations synced and surging without system failures. - Smart Growth: How to build a modular foundation that supports AI, computer vision, and personalization today. Don't let your infrastructure hold you back. Tune in to find out how to build a store that is truly future-ready.

In this episode of Better Business, Better Life, Debra Chantry-Taylor explores why scaling a business is rarely a strategy problem. Instead, it is often a leadership evolution challenge. Debra explains that as businesses grow, the leadership team must grow with them. Behaviours that worked in a smaller business can quickly become bottlenecks in a larger one. Without clear decision rights, role clarity, and true accountability, leadership teams struggle to scale effectively. She discusses the common challenge where visionaries struggle to let go, unintentionally blocking their integrator and leadership team from stepping up. Debra highlights the importance of productive tension in leadership meetings, clear accountability charts, and decision-making authority that moves down as the business grows. The episode also explores the unique challenges faced by family-owned businesses, where family, ownership, and management roles can easily overlap and create emotional friction. Debra explains why separating these roles and clarifying decision rights is essential for healthy leadership dynamics and sustainable growth. If your business has hit a ceiling, this episode offers practical insights on how evolving leadership behaviours, improving accountability, and embracing healthy tension can unlock the next stage of scale and create a better business and a better life.      CONNECT WITH DEBRA:    ___________________________________________         ►Debra Chantry-Taylor is a Certified EOS Implementer | Entrepreneurial Leadership & Business Coach | Business Owner ►Connect with Debra: debra@businessaction.com.au  ►See how she can help you: https://businessaction.co.nz/ ►Claim Your Free E-Book: https://www.businessaction.co.nz/free-e-book/    Episode 263 Chapters:    00:00 – Introduction 00:36 – Scaling Requires Clear Decision Rights and Leadership Evolution  02:19 – Growth Reveals Leadership Problems  03:46 – Role Clarity and Decision-Making  06:10 – Accountability and Leadership Evolution  07:25 – Scaling as a Leadership Upgrade  08:01 – Early Signs of Leadership Team Outgrowing Current Operations  09:08 – Distinguishing Growth Problems from Leadership Behaviour Issues  09:22 – Role Clarity Problems in Businesses Hitting a Ceiling  10:19 – Founder or Long-Tenure Behaviour Blocking Scale  11:17 – Healthy Tension in Leadership Meetings  12:16 – Confusing Busyness with Effectiveness  13:06 – True Accountability for Growth  14:25 – Leadership Dynamics in Family-Owned Businesses  15:56 – Avoided Conversations in Leadership  16:55 – Unlocking Scale with Open Conversations 

Happy 2026. This Episode is hosted by Chris Maffeo and brought to you by MAFFEO DRINKS. A Deep-Dive Analysis of This Episode is Available at maffeodrinks.com Celebrate with us our 3rd anniversary with a special 30% off forever at maffeodrinks.com/anniversary  In this second part of the conversation on MAFFEO DRINKS, host Chris Maffeo continues with Hunter Gregory, Bar Manager at Maybe Sammy in Sydney, diving into the delicate balance between technical excellence and guest experience that determines bar success. The discussion explores why bars focusing too heavily on technique without guest experience have closed in recent years, while others with great atmosphere but weak drinks programs also struggle to survive. Hunter introduces the "pie and cherry" philosophy of guest shifts. You can't have the cherry (guest shift excitement) without the pie (consistent bar quality), revealing why some bars create amazing guest shift experiences but disappoint when visited in person. We examine the backbreaking work of scaling cocktail culture person by person, teaching 15 guests about proper espresso martinis who then tell their friends, slowly building educated consumer base over years. The conversation covers bartender education expectations versus consumer reality (they don't care about cocktail history like we don't care about stock market details), menu design strategies that include twisted versions of top 10 classic cocktails people actually order, and the challenge of explaining how to order a martini properly without overwhelming guests. Hunter shares why eight or nine team members designed Maybe Sammy's new menu rather than the bar manager alone, ensuring both technical innovation and guest-focused accessibility. We explore when technique-driven approaches work (Bangkok's Burus with beef broth cocktails for ready demographics) versus when they fail (Sydney's upper-middle-class scene not ready for extreme experimentation), the role of social media in playful consumer education, and why guest shifts succeed when they create curiosity rather than just industry networking. The discussion addresses the frustration of overly technical bartenders explaining entire drink concepts when guests just want a twisted Americano, the importance of brand managers attending guest shifts they sponsor, and understanding that people seek experiences making them feel better rather than cocktail education lectures.Timestamps:00:00 Introduction: Occasions Over Demographics in Cocktail Culture03:15 Journey Through Spirits: Negroni to Boulevard to Whiskey06:40 Maybe Sammy's Clientele: Tested and Fortunate10:25 Balancing Boundary Pushing with Guest Experience14:50 Bangkok's Burus vs Sydney Demographics18:20 Consistency, Persistence & Building Regular Trust22:35 The Technique vs Experience Disconnect26:10 Scaling Cocktail Culture Person by Person29:45 How to Order a Martini: Consumer Education Challenge32:50 Guest Shifts: The Pie and Cherry Philosophy35:30 Wrap up: Creating Curiosity Through Fun and Experience This episode is brought to you by MAFFEO DRINKS, an Advisory helping drinks leaders execute bottom-up growth while managing stakeholder expectations. Celebrate with us our 3rd anniversary with a special 30% off forever at maffeodrinks.com/anniversary  

Go to www.LearningLeader.com  This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My Guest: Kat Cole is the CEO of AG1 (formerly Athletic Greens) and a renowned business leader known for a meteoric rise from Hooters waitress to Fortune 40 Under 40 executive. As former President/COO of Focus Brands (Cinnabon), she specializes in scaling global brands. Her career is defined by driving billions in sales, strategic innovation, and a strong, people-first leadership style. Key Learnings You can't market your way out of a bad product. AG1 has 3x'd the business in four years while being in only one channel (direct to consumer) for 15 years. 80% of retail is in brick and mortar, so they were doing that volume in less than 20% of where transactions happen. That only works when customers love the product, keep buying it for years, and tell their friends. Scale comes from trusted recommendations, not marketing spend. Real volume comes from people telling their friends, recommending it to their teams and companies. That's where real scale and sustainable growth comes from. Two questions guide every career decision. Is my work done here? Can someone else do what the company needs better than I can? If the answer to either is yes, that guides you toward pushing for change in your role, the way you show up, or finding the next opportunity. Sometimes the best move is the lesser-known role. Kat could have stayed running big franchise brands everyone knew (Cinnabon, Auntie Anne's), but becoming COO of the parent company, Focus Brands, was a bigger, more complex role. Lesser known, smaller team, bigger stretch, more learning. That bridged her into consumer packaged goods and got her ready for AG1. Consider financial needs, learning, and ego separately. Between financial needs, your ability to learn or contribute, and your ego or optics, there are questions you can ask yourself about a particular moment or opportunity that will help you be sharper in what you actually want versus what just looks like what's best next on the surface. The founder heard her on podcasts and asked for an introduction. AG1's founder heard Kat on a couple of podcasts, knew Sahil Bloom, and asked Sahil to make the intro. She just happened to be taking time off and had been a customer for two years. "You're interviewing for your next job every day." Whatever you do now, that choice of time, that tone of voice, that decision, how you show up or don't, creates an impact that leads to an experience and people's actions and then results. Eventually, it leads to the next thing. Showing kindness in the airport matters. A caring note to someone struggling, a teacher or stranger saying, "I see something in you," a compliment when someone's in a dark place. It helps people out of darkness. Or opportunistically, being the one who sent the email or made the ask means you're the one who got the opportunity. Don't burn bridges even when you feel wronged. When Kat was an executive at Hooters at 26, peers in their 50s and 60s would say things in meetings that weren't kind or appropriate. She would write letters expressing how it made her feel, but never sent them. She processed, reflected, and showed up professionally. Years later, those same people became advocates, partners, and references. Four key mindsets for senior leaders. Humility, curiosity, courage, and confidence. By the time candidates get to Kat, they've been vetted on technical capability. She spends time validating those four characteristics because leadership and style trickle far into the organization. Ask "if not for" questions to reveal humility. When someone tells you how they stood tall in tough moments, ask what enabled them to do those great things. They'll say, "I had access to this data, this team, this technical leader." Then ask: "If those people did not exist, if that resource did not exist, how would you have navigated that?" You peel back layers and see if they have the humility to acknowledge their success was due to critical factors. The best candidates do the job in the interview. When someone says, "If we're doing this, we'll absolutely need this person in this specific role," or they have people in mind they're bringing with them, that's a good sign. Hiring leaders who have people who are loyal to them shows something real. In reference checks, ask, "What does this person need to be successful?" It's a positive framing to get at what someone might lack or require around them to be effective. Help people answer "how should I think about this?" In a fully remote company, you have less context and fewer vibes. When you send a note about ending a product line or launching something you said you'd never launch, people's subconscious internal war is "how should I think about this?" Leaders should start communications with "here's how I think about this" or "here's how we should think about this." Sometimes the answer is to shut up and speak last. As teams get stronger, there's more weight on the few things the CEO says. Leave space for other leaders to lead. Kat removed herself from some meetings entirely because she has such great leaders and a strong culture. Pay attention to themes in criticism, not individual attacks. When competitors attack you, ask: Are there patterns? Is there something reflective of industry questions? Sometimes criticisms point to things you already do well but aren't communicating well enough. Comparison ads work short-term but don't build credibility long-term. Challenger brands use the playbook of "we're like the leader, but better/cheaper." Consumers see through it. People tell AG1, "I saw an ad comparing their product to yours, and they're clearly saying you're the leader." The rage bait is brief; the truth is long. Algorithms reward dopamine hits and rage bait. Something untrue or negatively spun can quickly become widely seen because the critique is brief and witty, but the explanation and truth are long. AG1 has more human trials on a single SKU than any other multi-ingredient product ever in the space, but that's harder to say in a sound bite. Don't criticize a car for not taking you to the moon. Someone criticized one of AG1's products for not doing something the product isn't supposed to do. When addressing criticism, clarify what the product is actually designed to do. Her husband will be the fourth person ever to row across three oceans. He's already rowed the Atlantic (set the US record as a pair) and the Caribbean. Now he's training for the Pacific. If he completes it, he'll be only the fourth person to have ever done it in the world.  It's about who you become while striving for the big thing. After her husband got rescued in the Caribbean, he questioned why he was doing this with two kids. But this pursuit is who he is, what drives him, it's inspiring for the kids, and it makes him a better person when he's home. It's about the journey and who you do it with. More Learning 476: Kat Cole - Raise Your Hand, Raise Your Voice 078: Kat Cole - Courage, Confidence, Curiosity, and Humility Reflection Questions Is your work done where you are? Can someone else do what the company needs better than you can? When interviewing someone, ask what enabled them to succeed in a tough moment. Then ask: if that team or resource didn't exist, how would you have done it differently? What communication this week needs context? Start with: here's what this means, what it's not about, and how we should think about it. Audio Timestamps 00:18 Meet Kat Cole  02:42 AG1's Growth Story: $160M to $500M+  03:28 Product-Led Growth Wins  05:57 Kat on Writing and Reflection  07:39 Two Questions for Every Career Move  12:25 How Kat Joined AG1  16:09 You're Always Interviewing  18:47 Neutralizing Opposition at Hooters  24:19 Hiring Great Leaders  27:43 Inside Executive Interviews  31:56 Reference Checks That Reveal Truth  32:52 CEO as the Storyteller  34:16 "How Should I Think About This?"  35:46 Speak Last, Empower Leaders  37:41 Handling Public Criticism  39:59 Separating Signal from Noise  44:49 Staying Focused Through Criticism 48:00 Champagne Question: Family First  48:45 Rowing Three Oceans  51:37 Who You Become on the Journey  56:14 EOPC

We head east to the legendary Gaspé coast for an unforgettable adventure chasing striped bass and Atlantic salmon. It was our first time exploring the region, except for Aldo who had been before - and the experience lived up to every bit of the hype. We were joined by our good friends Junior and David, and together we fished the rivers and coastal waters of the Gaspé while taking in the rugged beauty that makes this place so special. Along the way, we also filmed a short documentary called This Is Ours, which tells the story of the Gaspé Coastal lodge and the people connected to it. The film is currently touring in the PALM Festival and the Scale of Change festival, and this trip became a big part of that story. In this episode, we talk about first impressions of the Gaspé region, what it was like targeting striped bass and salmon in such an iconic fishery, the moments that stood out from the trip, and how the experience shaped the film. From road-trip laughs to powerful days on the water, this conversation captures the spirit of a place that quickly left its mark on all of us. If you love travel, fishing, and the stories that come from chasing fish in new places, DON'T MISS THIS EP! Special thanks to Junior and David for working their butts off to capture the film and content. AND to the fab people at Gaspé Coastal. WE LOVE YOU! VISIT Gaspé: https://www.gaspecoastal.com/ ----- HOW TO HELP SO FLY: Please go leave us a review on APPLE PODCASTS. It really helps our show get out there, which means we get to make MORE episodes.  Thank you to our sponsors: Drift Outfitters Redington Chums Costa Muskoka Brewery Hooké   Podcast Intro Theme Song Music: “Favela Beat“ by Birocratic (www.birocratic.com) The song used in our podcast was licensed via Birocratic License v05.2016. For info on how you can use this music in your project, check out ⁠http://www.birocratic.com/license-app.⁠ To download Birocratic's 60+ song discography, visit http:// birocratic.bandcamp.com. Thanks to all our listeners.  

Shantanu Narayen announced this week that he will step down after nearly two decades as CEO of Adobe. In this conversation first published in early 2025, Narayen talked with host Reid Hoffman about how he led the transformation of Adobe's creative tools like Photoshop to cloud-based subscriptions, how that unlocked faster innovation, and why those lessons are serving the company well in the new age of AI.Synthetic voiceover of Reid Hoffman used in this episode was produced by Respeecher with full consent and permission.Read a transcript of this episode: https://mastersofscale.comSubscribe to the Masters of Scale weekly newsletter: https://mastersofscale.com/subscribeSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

If you've been putting off hiring because you feel too disorganized or not quite ready, this episode is going to change the way you think about it completely. I'm sharing how I built a fully scalable internship program that had 15+ interns running my company at once before I ever had the revenue to support a paid team, and walking you through my 1-Hour Fix so your next hire actually works. The price of Systemize to Scale increases April 1st — use code LASTCHANCE to save $300 and lock in before it's gone. xoxo, Chelsi Jo . . . . .   Resources From Today's Episode Join Systemize to Scale — LAST CHANCE (Price Increases April 1) Systemize to Scale is my 12-month group coaching program where we build your complete life + business operating system so you can scale without burnout. What's new inside: Added office hours More live coaching calls Expanded bonuses Quarterly strategic planning workbooks Deeper scaling support Clear outsourcing pathways (interns + VAs without overwhelm) If you've been on the fence, this is it. Use code LASTCHANCE and lock in the current price before it increases on April 1. https://chelsijo.co/systemizetoscale

Why is productivity not about better apps or systems, but about how you think about your work? Are you actually making progress, or just staying busy with “productive” distractions? What […] The post How You Think About Productivity is Completely Wrong with Matt Ragland | POP 1354 appeared first on How to Start, Grow, and Scale a Private Practice | Practice of the Practice.

Before taking on the role of FanDuel CEO, Amy Howe faced unprecedented uncertainty while leading Ticketmaster through a global pandemic. Howe talks with host Jeff Berman about navigating fierce competition, shifting regulations, and the rise of prediction markets. A sports betting giant, FanDuel has a market cap of more than $25 billion dollars.Masters of Scale weekly newsletter: https://mastersofscale.com/newsletter/See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Chen Goldberg, EVP of Engineering at CoreWeave, joins the podcast to discuss the critical infrastructure shifts required as companies move AI from pilot to production. Subscribe to the Gradient Flow Newsletter

If you're the type of woman who doesn't really care that much about the number on the scale, and instead just wants to change the way your body looks, you're going to love today's episode. So many women think getting a lean, sculpted look requires obsessing over their weight, doing endless cardio, or following complicated diet rules. But the truth is, when you stop fixating on the scale and start focusing on the habits that actually change your body composition – that's when real results start to happen. That's exactly why when one of my 1:1 clients recently told me she didn't care about the scale and simply wanted to lose fat and look more toned for her wedding, I knew it was the perfect topic for today's episode. In this episode, I'm breaking down the two most important habits that will help you build muscle, lose body fat, and achieve that toned look — without overcomplicating your routine or obsessing over the number on the scale. Enjoy! 1:1 Coaching with Lauren and Our Team of Dietitians: HERE To connect with Lauren, click HERE Submit your question for advice from Lauren on the show HERE Take the free Weight Loss Personality Quiz HERE Shop Our Meal Plans HERE Get Support & Personally Work With Us HERE Related Episodes:

In October 2013, fourteen-year-old Abby Hernandez vanished on her walk home from school in rural New Hampshire. Months passed, searches faded, and a letter arrived that changed how the public understood her disappearance. When Abby finally came home, the truth forced a reckoning with certainty, judgment, and what survival actually looks like when escape is not possible.Get commercial free access to over a decade of Sword and Scale's true crime podcasts at http://swordandscale.com