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Trend Following legend Jerry Parker joins me today, where we answer questions regarding the effectiveness and risks of Richard Dennis' “Pyramiding” methodology, how single stocks have performed differently than the indices recently, how to most optimally apply breakout systems, how to react to a drastic fall in a market like we saw in LUNA and the difference between performance of short and long trades in non-volatility targeted systems, how to avoid harmful research pursuits and popular ideas that just don't work, different ways that ownership of a CTA passes on to a new owner, designing systems that gives you a high degree of consistency and much more. ---- ---- Follow Niels on https://twitter.com/toptraderslive (Twitter), https://www.linkedin.com/in/nielskaastruplarsen (LinkedIn), https://www.youtube.com/user/toptraderslive (YouTube) or via the https://www.toptradersunplugged.com/ (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 https://www.toptradersunplugged.com/Ultimate (here). And you can get a free copy of my latest book “The Many Flavors of Trend Following” https://www.toptradersunplugged.com/flavor (here). Learn more about the Trend Barometer https://www.toptradersunplugged.com/resources/market-trends/ (here). Send your questions to info@toptradersunplugged.com And please share this episode with a like-minded friend and leave an honest Rating & Review on https://www.toptradersunplugged.com/reviewttu (iTunes) or https://open.spotify.com/show/2OnOvLbIV3AttbFLxuoaBW (Spotify) so more people can discover the podcast. Follow Jerry on https://my.captivate.fm/@RJParkerJr09 (Twitter). Episode TimeStamps: 00:00 - Intro 06:32 - What has caught Jerry's attention? 13:34 - Q1, Sascha: The Richard Dennis “Pyramiding” methodology 18:35 - Q2, Jeff: Jerry's current positioning in single stocks 23:10 - Q3, Louis: Parameter selection for different breakout systems 32:16 - Q4, Adam & Scott: How to deal with a drastic fall in a market like LUNA 41:49 - Q5, Carl: What doesn't work in Trend Following? 48:34 - Q6, Brian: How to pass on ownership of a CTA Business 53:34 - Designing consistent Trend Following systems 01:09:17 - Trend, trends and no diversification 01:22:36 - Performance update Copyright © 2022 – 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. https://www.toptradersunplugged.com/resources/ebooks/ (Click Here) 2. 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! https://www.toptradersunplugged.com/resources/market-trends/ (Click Here) 3. Other Resources that can help you And 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. https://www.toptradersunplugged.com/resources/ (Click Here) https://www.toptradersunplugged.com/legal/privacy-policy/ (Privacy Policy) https://www.toptradersunplugged.com/disclaimer/ (Disclaimer)

Fragment of the asteroid that killed off the dinosaurs may have been found in amber Lisa - Why don't we, in the USA, normally name our children “Jesus”? Scott - How specific do you need to be in Confession since God already knows your heart? Denise - Catholic answers said that homosexual feelings are a temptation opposed to something they are born with. What do you think? Biometric Checks Used by Banks Can Be Bypassed by Deepfakes Josefina - I am Spanish and when we refer to Jesus Christ we say Christo not just Jesus. David - What is the best way to get to Lourdes? Chris - Regarding Netflix, is it okay to watch YouTube videos that are posted by people who did not create the content? Mark - I want to help my godson, who is 21, to learn more about the faith. Are there any videos or online courses I can show him? Robert - Why aren't scientifically proven miracles used when debating the truth of the Catholic Church? Mary - How do I baptize a person if I am in an emergency situation? John - I want to compare the Scott Peterson case with abortion being murder today.

Summary: Friends of the Building Better Cultures podcast, Ireland Together (www.IrelandTogether.ie) ran a series of mini-conferences focused on the next great reset—returning to the workplace. They asked Scott to facilitate a discussion on the Future of Work—what we will do, how we will do it and where we will work from. The panelists today are thought leaders in their own right, and during this discussion, they offer their insights into how work will be shaped by trends going forward. Our featured speakers are: Denise Black, Head of HR at Invest NI; Gillian French, CPO at Cubic Telecom; and Kevin Empey, Founder at WorkMatters. We hope you enjoy the conversation. Key Takeaways: Opinions about where work can be done vary widely. Employers should focus on gaining their employees' trust before moving into mandated reporting. Establish key contact points for in-person gathering. Companies should look at this as an opportunity to change the culture. Organizations need to include their employees in the conversation. Leadership is responsible for making sure these hybrid models are equitable.   Q&A:   Scott: Is there going to be any real significant change to the future of work?   Kevin: The future of work didn't start with COVID, and it will continue way beyond COVID. One example is the idea that business interruption is normal, that the frequency of change is happening more quickly. Another is that keeping an eye on the periphery is a crucial skill set. Finally, the ideas about how and where work can be done—as well as the expectations of management—are all changing as we move into the future. It's also not just what's happening within our own little bubbles, but what changes we can expect for our whole customer base and our suppliers with their own digital agendas.   Scott: If companies don't adapt to small change curves, they're dying. Gillian, what can we expect the future of work to look like for smaller companies?   Gillian: Generally speaking, smaller businesses are more agile and able to adapt to changes more readily than large, multinational companies. If smaller businesses can afford it, they should give their employees the flexibility that they desire. It will actually build social capital and build trust in your employees. It's ultimately about focusing on building strong relationships because those are the tools they need to successfully pivot when hard changes do come.   Scott: How do you balance the needs of the company and the needs of employers when they don't mesh?   Denise: I advocated that we start from a position of trust and empowerment. I said let's look at it based on the principles of four pillars to focus on when you come into the office. Those pillars are: to Connect, to Collaborate, to Client, and to Commute. And each team will look at what their responsibilities are and what pillars fit best. The key is to train the people leaders to think in this way. The other key part is establishing critical contact points, like team meetings, new starts and critical HR issues, most definitely. Other key feedback moments, too, like performance reviews or midterms.   If staffers haven't made up their mind yet, I encourage them to. As soon as my staffers made a decision and showed they were going to roll out a plan, the shoulders dropped, and they could say now they know what's going to happen.   Scott: And they can say, “alright, now this is what we're going to try.” Kevin, if organizations don't do something different after all of this, what is the impact going to be? What trick will they have said, do you think?   Kevin: I think there's an opportunity to leverage competition, talent and expertise from around the world. There is also the threat that if they don't act, they could be opening up their talent to other companies. You're engaging in a culture exercise as much as anything else. It allows the opportunity to show vulnerability, which can improve the culture in the long term, past when COVID is forgotten. They would be embedding some of those skills in the future.   Scott: We seem comfortable with contracting work from remote locations. What do you think it will take for leadership to feel the same way about their own teams?   Gillian: They are hard-pressed to make the argument now because we've proven that it works during the pandemic. They'd have to have a strong case for why those roles can't be filled remotely. One key thing I want to emphasize is that we need to squash presence privilege because it's unjust and it's a big threat to the hybrid model. My concern is that people will miss that and it will hurt our ability to fully capitalize on the culture change.   Kevin: We know that some people are nervous to come back, so many should embrace phases or waves of returning. And it should be stated that employees are wise to the problem of presence privilege, too. We are actually using technology to capture everything on a common canvas, so no one is disenfranchised. There's no doubt that these tools will help us.   Denise: A lot of people are asking about the deadlines, but my advice is to make the most of your day if you're going to go in.   Scott: Denise, how do you generate psychological safety within an organization?   Denise: It's intrinsically linked to the leadership in an organization. No matter what level you're at, the pandemic acted as an equalizer. And I think this helped us to see each other as equals again. I think psychological safety is something you have to work on as a team.   Scott: I think it was you, Denise, who shared with me the acronym “F.A.I.L.”—if it's not a failure, it's a first attempt in learning. Denise, do you have anything to add to that?   Denise: We kept the comms as transparent as possible, which I think built a lot of trust in the organization. We need to involve the members of our teams as frequently as possible.   Kevin: It's that trust piece. It's fundamental to the relationship piece, too. There's also a stretch element to this next phase because there's an element to psychological safety that requires more trust-building. And leadership needs to set that tone.   Scott: What do you all think about the question of gender equality in the hybrid work place? Denise, I might throw that one to you.   Denise: It's actually quite topical. Promotions tend to be very Belfast-centered—but now we know that that doesn't have to be the case in a hybrid model. I think this is going to help make the workplace more equitable by leveling the playing field in that sense.   Gillian: I see a lot of concern about this because many women dropped out of the workforce because of stresses of home life and so on—   Kevin: We just need to watch that the hybrid model doesn't get skewed so far as to be associated with the different genders or presenteeism and so on. It's really important that our promotion and development programs are agnostic as well.   Scott: To close, what's the most important thing that companies should be doing to reap the benefits of the future of work.   Denise: They need to start the conversation.   Kevin: Leadership needs to be involving team members in the conversation rather than forcing it on them top-down. Also, you need to make sure the technology is there to boost employee engagement. Try as best as you can to create what is as close as possible to a “normal” work environment.   Scott: For me, the jigsaw piece in the middle is that we should tell people really obviously that we have made decisions in response to your feedback.   Gillian: They need to provide flexibility or employees will leave. And they need to make sure everyone is treated equally. There's nothing more important.

The online buying experience is always evolving, so it’s table stakes for companies to be on their toes and ready to adjust when the market tells them to. Especially when the company we are chatting about today was founded in 1948! But being prepared to adjust and actually making it happen are two different things. At DICK’S Sporting Goods, its customers, who are referred to as “athletes” are truly running the show, and Scott Casciato, who serves as the VP of Omni Channel Fulfillment & Athlete Service at DICK'S, is the man who takes their needs and delivers a seamless experience to them via DICK’S ecommerce platform and throughout their 700 retail locations. And with their ecommerce sales increasing by 100% in 2020, Scott and his team have had to rethink many things like: how to scale up operations during peak seasons, why testing every iteration on the website is key, how to perfect the buy online pick up in-store experience, and determine how to take their athlete's feedback and transform it into a funnel for change. This episode brought back a lot of nostalgia for me, thinking about the days of wandering the aisles of Dick’s in my high school days looking for a new lacrosse stick or soccer shoes. So it was fun to hear about how much has changed, and  what investments the company has been making lately in creating the best customer experience possible for its athletes. Also, tune in to the end to hear Scott discuss the importance of great vendor relationships, how to future proof logistics, and the new in-store experiences that Dick’s is betting big on. Enjoy! Main Takeaways:The House Don’t Fall When the Bones are Good: Having a strong foundation is the most impactful thing a company can do to prepare for surges in traffic that might come during peak seasons or after highly-successful campaigns. You have to do the work, go through the load tests and constantly be improving the technology stack because there are no shortcuts when you are creating a scalable platform that can withstand anything you throw at it. With last year being a perfect case study to reflect on, dive into the data and pivot if needed so you’re ready for the surge!Bet On It … Then Test It: Building out an online experience that works requires constant testing. You can plan for outcomes and bet on how you think people will react, but until you test it, you can’t ever be certain. As Scott mentioned, following the path the data reveals can be surprising and sometimes opposite of what your intuition is telling you.Experiences For The Future: The shopping experience is going to continue to change, and the strongest companies are planning for the future by paying attention to trends and then creating experiences — both in-person and online — that will drive engagement with consumers and build trust and confidence in the company’s authority in the space. By investing early into an experience or a specific market, you set yourself up as the expert in that specialized vertical and become the retailer of choice for consumers.For an in-depth look at this episode, check out the full transcript below. Quotes have been edited for clarity and length.---Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Respond quickly to changing customer needs with flexible Ecommerce connected to marketing, sales, and service. Deliver intelligent commerce experiences your customers can trust, across every channel. Together, we’re ready for what’s next in commerce. Learn more at salesforce.com/commerce---Transcript:Stephanie:Hey everyone and welcome back to Up Next in Commerce, this is your host, Stephanie Postles, ceo@mission.org. Today on the show we have Scott Casciato, vice president of Omni Channel Fulfillment & Athlete Service at DICK'S Sporting Goods. Scott, welcome.Scott:Thanks for having me. It's great to be here.Stephanie:I'm really excited to have you. So I have this deep love of DICK'S Sporting Goods because there was a location in my hometown, eastern shore of Maryland, which I feel no one even knows where that is on a map. But back in high school, I would go almost every week and just kind of peruse through the aisles and look for new lacrosse sticks and shoes. And I didn't really have much money, but I remember just loving the experience and being there probably for three hours with friends, just kind of hanging out. So I was so excited when I saw you guys on the lineup where I was, "Yes, something I know well."Scott:Was that your sport growing up, lacrosse?Stephanie:Lacrosse and soccer.Scott:Nice, nice. That's great.Stephanie:Deep love there. So I'd love to hear a bit about how you got into this industry, because you had a funny quote where you said, "I don't know how I really ended up here," and I'd love to start there, how did you become the vice-president of Omni Channel Fulfillment & Athlete Service at DICK'S Sporting Goods?Scott:It goes back... I spent the early part of my career in software, supply chain software, and kind of even on the sales side, then moved into the operational side and then got into management consulting and did a tour duty in the management consulting ranks. And I got introduced to the founder and co-founder of a company called ModCloth that I was with previously. And they were looking for somebody to run fulfillment and customer service. And I just said, I don't know anything about, I mean, I know supply chain, but I don't really know anything about direct consumer fulfillment at the time. And the founder of that business was, "Yeah, I know, but you're smart enough to figure it out." Right?Scott:So and I have a bent for really high growth, high speed businesses, and it just kind of the way I grew up in my career and that was a really great opportunity. So I did that and I spent five years there scaling that business really significantly, hyper growth phase and it was awesome. I learned a ton about fulfillment and service. And then about five years in, I had this great opportunity to come to DICK'S. And the thing that was really interesting to me is, the question was how can we build a great service organization for DICK'S Sporting Goods? I'm like, "Wow, if I could do it at a much smaller company, what would it be like to come to such a great brand and try to do it here?" And and we did, right?Scott:And so we spent a lot of time building that for the first four years of my time at DICK'S and then had an opportunity to take fulfillment on. So it's interesting that I have some of the aspects of that, that previous role that I had only, a scale that is much larger and just been very, very fortunate to be with such a great business. And it's been awesome to work with the team at DICK'S.Stephanie:Okay. So you are leaving ModCloth, I mean, that's like strictly ecommerce and then you're coming to this, I would say very omni-channel company. I mean, you have over 700 locations across the US, quickly moving to digital, at least over the past couple of years. Tell me a bit about what that transition was like?Scott:I mean, and at the same time we were really building... We were just starting our transformation to building our own technology. So it was a massive... It was basically rebuilding what we had already had from an ecommerce business perspective. And I think fundamentally a lot of the things that I came in and the tools that I had were relevant, right? How you scale a business. I mean, that stuff is somewhat the same. I think one of the biggest changes was or a few of them were one, just having more teammates that knew a lot of stuff that could really help and drive the initiatives and the progress forward, whereas in a much smaller company, right? It's you're wearing so many different hats and you're doing so many different things here.Scott:It was a shock to me to say, oh, there's somebody that can help with reporting or data analytics and help us with these answers. So that was awesome. And then I just think we were all learning, right? So we were learning what we needed. We were learning what we wanted to be in customer service, we were learning what we wanted to have in terms of digital capabilities. We were learning how to run that business as we were deploying new technology, right? So how do you do pricing online appropriately? I remember a lot of conversation. How do you display things? What's the right... How do you check? What's the right checkout flow? And then we had, as all businesses do, you have to make a lot of trade-offs because it may not be the most elegant thing right at the beginning, but we just got to get it up and running, right?Scott:And so having those conversations can be tough, right? Everybody, and especially our business, we just have this DNA where we just relentlessly improve, right? And so it's tough to launch something and know that it's not the perfect solution, right, and then making sure that you go back and you iterate and you keep going, right? We just did that for a long time. But it was a lot of fun and it's really tiring, but it was a lot of fun.Stephanie:So that's amazing. What was one of the maybe projects or things that you felt most strongly about that you got maybe the most pushback on that people are like, nope, that's not a good idea?Scott:I would say, well, we had a lot of conversation about how we were going to set up, for example, in my world, we were going to set up customer service. And we continue to evolve that. I think it wasn't that people were saying it's not how we want to do it, I think it was really more what I was saying about, we want to own more of that customer service experience, right? So we had always been outsourced. And as we moved, as we did the transition, and our previous outsourcer did a great job. And as we move to the next wave of that evolution, we decided we really need to keep an outsourced view in some form or fashion of customer service, but we really wanted to try to start to build our own, right, because we were, "Wonder what we could do on our own?"Scott:So this conversation about, [inaudible] how do you scale for the hockey stick effect that we have at holiday, right, while maintaining the great experience that we have? And we want to in source, but then we want to scale a holiday. We just had a lot of spirited debate about that. So that was part of that conversation.Stephanie:Very cool. And so are you guys kind of now balanced approach when it comes to customer service, depending on what's incoming and how to route it?Scott:Exactly. Right. So we have a team of internal service people that take various types of contacts, and then we have a few outsourced partners that we work extremely closely with. And we balanced the volume across there. And then at holiday time, we scale up across all. And so it's turned out to be... And we're measuring that experience relentlessly. So it's been a great symbiotic relationship, I think, across all three of those.Stephanie:Well, now that you've touched on holiday, I do kind of want to go into peak season and maybe talking about, I mean, you mentioned that you went through this big technology evolution and implementing new things to try and get to where you are now, what did that look like, especially when it comes to preparing for big surges? I mean, I saw your ecommerce I think went up 100% in 2020 or something, so you guys have had massive growth. What did it look like behind the scenes to prepare for that plus peak demand?Scott:I think it's been this... We're very happy that we started when we did, right? when you think about what happened over the past 12 months and what has happened in the ecommerce world and the growth that everybody has seen, we're fortunate that we started four years ago down this path. Because the foundation that we built really allowed us to scale this year really quickly. We've been through all the load tests dynamics that you go through at holiday, we've built the technology stack that can support the traffic that we knew that we were going to get. We've been through the trials and tribulations of how to test, what to test, where to find the failure modes, and we've got really talented people that work on that stuff every day. We've built controls internally to manage where things might not be working appropriately and to be able to balance that.Scott:And as you think about what happened last year, specifically with curbside, it is the example of, it took us four years to become an overnight success type of situation where [inaudible].Stephanie:[inaudible].Scott:Right.Stephanie:[inaudible]. Who knew?Scott:Totally. So I think it was scaling for holiday. We scale every year for holiday. I think last year was one that we didn't quite know, nobody knew what was really going to happen. But I think we over-prepared, and we executed an extremely successful holiday because we just had every... It was so great to see everybody so engaged in solving that challenge and really thinking through every aspect of what might happen in holiday from fulfillment through the web traffic through customer service. And we really came together as a team and figured out all the ways that things could go right and wrong and covered it all. And we had a great holiday season because of it.Stephanie:That's great. So what areas do you think businesses are maybe under-prepared? Is it in the fulfillment piece? Is it in customer service? What are some of the top pillars that you guys covered down on that maybe some people might not be fully prepared for?Scott:I think that we do a great job in measuring and really paying attention to the athlete experience across all measures, right? I think we've pivoted from, I think historically in most businesses have been in a place where you manage internally, right? You're managing things like conversion or traffic or speed to athlete and things like that, and to be the customer, traditional service levels and customer service. I think those are all important, but I think if you take the outside in view, right, and you're looking at things like how are we measuring the experience, what's happening to that customer when they're out there and they're buying from us? But are they buying from us again, right, as an articulation of their commitment to the brand?Scott:And then how do we influence that purchase behavior? And how do you think expansively about that in terms of not only the shopping experience online that they have, but the post-purchase, the delivery experience, the customer service experience, how are you really measuring that data and getting good information and causal information to figure out how you can drive really great lifetime value? And I think we do that and we're really starting to do that really well across our business. And we've gotten so much support for that outside in view, across our leadership team as well that it's become a real engine of thinking across our teams.Stephanie:I mean, it seems like that holistic view is really hard for a lot of companies to get to though. I mean, I hear about a lot of companies trying to consolidate their tech stack, marketing stack, put it all in one area that things actually are connected and you can have attribution and you can see the LTV. How do you guys think about having that view that allows you to make decisions?Scott:I mean, I think that it's philosophical at some level and don't get me wrong, it's hard because I think when you look at the business on a day-to-day basis, all retailers, right, especially those that are public are driving towards hard goals. We take a much longer term view of things generally across the business, which is really refreshing and great. And so it allows us to really make good decisions. When you think about what we're measuring, how we're investing, we're not investing, I mean, obviously we care about the quarter and we care about the year, right? Don't get me wrong, but I think we're making investments that are in the long-term interest of this brand and our customers. I think, we're a really large small business in that regard. And I think we've been able to energize our teammates to deliver that experience on the front line, but also make the investments on the back end of the house that allow us to do that.Stephanie:And I see you guys have been making some big tech investments. I saw, I think Commerce Hub, you did a multi-year deal with them. And I saw something about the vendor partner program that you have. We can kind of plug and play into a bunch of vendors and have an endless aisle. And I was, wow, that could be game changing to be able to pivot quickly and offer, get to the consumer, right, wherever they are, whatever they need, especially in times right now where it's very uncertain. So it seems tech is a big piece of that, towards that investment philosophy right now.Scott:It is.Stephanie:How are you figuring out what you need and how to put the proper pieces in place?Scott:I think we have over 500 vendors in our drop-ship program. And connecting to it has them, and understanding what the inventory is, and getting them to send us the right inventory, and then order information back and forth in real time is incredibly important, which is why we made the investment in Commerce Hub, it has been a great partner for us for a few years now. And it's easy to use. So I think that's that was great for that aspect of our business. I think our vendor relationships are super strong and we're fortunate that we have them because it allows us to be really creative in the way that we go to market. Scott:And I think we're also continuing to build great brands internally, right? And so if you think about, we just recently launched our first brand and it's been a great success so far. It's great stuff. We had got our [inaudible], if you haven't tried it, you should.Stephanie:I haven't. [inaudible].Scott:That's awesome. It's a partnership that we did with Carrie Underwood about six years ago, and it's quickly become our number two selling women's line.Stephanie:Wow. That's awesome.Scott:And then we launched our DSG brand a few years ago, or a year and a half ago, which is really a value-driven brand and with very high quality, right? So when you think about the continuum of our brands, we have very specific and different strategies and they're complex depending on what we're trying to achieve within a given brand or category within that brand. But I think we're fortunate that we've built such great lasting relationships, because again, I think it gets back to, we take a longer term view of things and we really, I think we treat our vendors as partners.Stephanie:Yep. So key, especially in this industry where so much is happening, so much is changing quick and people can get burned really quickly too.Scott:Right, right, right.Stephanie:It also seems being able to plug into a vendor system like that is important, especially around... It seems a lot of companies are doing private label type of things and launching their own brands. I mean, it's not fully reliant now on the big brands and being able to have that flexibility to pull people into your ecosystem that maybe could have never sold at a DICK'S Sporting Goods before, that seems amazing and really allows access in a way that wasn't here maybe five years ago.Scott:It really does. We're always looking for those bets to make with new and upcoming brands. And our vendor director job channel is a great way to sort of test some of these things. So that's definitely, you hit the nail on the head for us. It's a strategy that we actively have and it's nice because my team who manages that part of our business we'll work with our merchants to say, "What could our strategy be with the supplier or partner X?" Right? Some of these folks are small businesses that can't handle our volumes. So if we buy a little bit more, we can test some of them or we can test it in the vendor direct channel. So it's been a real tool for us.Stephanie:Testing's interesting too. I could see kind of doing AB test quickly and see if people like this product and if they like this one more, okay, here's what we're going to go. Maybe we'll circle back with you next year in a much less risky way to bring people in.Scott:We've gotten really good at testing and specifically on the site with how we're thinking about the experience online. And we test almost everything these days, right? I mean, there's some stuff that I think is just go do things, some go do things that we do. But I think generally speaking, we've really developed a muscle around building an experience and testing it and iterating on it to figure out what's really resonating with the athlete most. So everything from shopping experiences on our site all the way down through the conversion funnel to fulfillment, right? And speed and how we're communicating with our athletes.Scott:So I think we've learned so much, and I'm like constantly reminded when we get these, we all kind of make bets, right, when we launched these tests like what do think's going to happen? And I think I'm wrong so often, it's so important to test.Stephanie:Yep.Scott:Good. Because what you think the consumer is going to do they just don't. And even when you think about surveys, I think there's this everybody lies concept, right? And it's true...Stephanie:And depends on what state they're in or where they're at in the day.Scott:Right, right. So I think it's just so invaluable to us.Stephanie:And we do surveys on the show sometimes just to see who do you want on, and how am I doing? And it's, well, it's depends on probably where that person is, if they're happy, if they're sad, it could be different depending on the place that they're in.Scott:For sure.Stephanie:So what's an example of a test that you ran where you were so sure, you're like this one's going to win, everyone was kind of on board with one scenario winning and then the results come back and everyone's wrong?Scott:That's a good question. We just ran one recently that I did win on, which is the one that was top of mind for me coming into this. Let me talk about that one for a second. So the one we launched on same-day, we're trying to figure out what are our athletes appetite is for same-day services. And we did definitely get a lot of engagement on the test. I kind of thought it was going to be more than it was, but it was still interesting, right? So I think that's something that we're going to continue to have conversation on.Stephanie:They wanted it, the majority of the [inaudible]?Scott:I think they did. It wasn't as much as I would've thought, really.Stephanie:Because that's an interesting one that some people on the show said, people just want to know when it's getting there, they're okay if it's not same day, versus if it's more of a commodity product, you better get it to them the same day. And to kind of seems it depends what it is and how much delayed gratification someone can have on it, it depends, it seems.Scott:Yeah. Some of the tests that I think that we've run that have been less intuitive, I just think how products are set up on the site and how people search, right, and find products like you would think that sometimes when you put the best or most visible sort of notable product of the top search results, that's going to create a better conversion and sometimes it just doesn't, right? So it's really people come in I think with a lot of intent around how they're shopping and sometimes what you think is going to happen just doesn't because I think there's so many different ways that people shop.Stephanie:Yep. How do you think about shifting the website either, from what you learned from last year or when you're approaching peak season, are there certain key elements that you adjust knowing that maybe the consumer's are in a very different mindset than they were at any other time in history probably?Scott:Yeah. I think I can speak more to the way that we think about fulfillment in this regard. I always, I historically had thought, that's another example of what I thought was going to happen. I historically thought that during, for example, Black Friday weekend speed was really important, right? I need it, I want to get it fast. And it turns out that weekend in particular speed is not the most important, getting what you want is the most important, right? So getting the deal is the most important. I think it makes sense because most people are thinking, I've got three or four weeks that this thing can get to me. I'm not super concerned to get it next week, just to make sure that I get it, right?Scott:So that's one that we adjust in terms of making sure that we're really being honest with how we're going to fulfill. Thankfully we've got an extraordinarily resilient fulfillment network and we do really well in speed and but historically had been surprised as we've really measured that one over Black Friday weekend. It's really about getting the deal, not the speed.Stephanie:Versus Christmas when everyone's probably last minute shopping, it's probably opposite.Scott:Very different.Stephanie:Okay.Scott:Very different. And as you get into December and you get through towards the ground cutoffs and you get, depending on what's happening, the speed becomes a real issue. Last year was was nuts. I mean, FedEx was running commercials, right? They talked about the speed or buy early. And we definitely saw a little bit of a shift in terms of how people were thinking about buying.Stephanie:So how are you building up that resilience fulfillment network that you mentioned to be able to basically say I can offer anyone the endless aisle, we have unlimited of these, in one moment and then be, okay, now next month got to go, got to be there in three days or less type of scenario?Scott:I think you mentioned it when we kicked off the show, it was we've got over 700 fulfillment locations when you think about our store network, which is a blessing for us because it allows us to really, not only be closer to our athlete and get things there faster, but also allows for a lot of flexibility when... It's just load balancing, right? When you think about a business that has a couple of three, in my past one fulfillment center, when that thing gets backed up, or you have a labor problem or you have whatever the case, would be trucks that don't show up on the receiving dock or the outgoing dock, you're kind of backed up, right?.Scott:And so while that definitely happens across everybody's network, including ours, having all of these different nodes that are moving product out each and every really helps mitigate the risk. And so it also helps us, at peak time, it helps us staff up and get stuff out. And we have we've built a really sophisticated way to manage the way that orders are routing. So we're able to identify where we might have congestion points, for example, and try to proactively avoid those as we see those things happening, right? So we can move orders to one node or another, or block a node if we've got a weather issue or something, or we've got, in the fall when you have hurricanes in Florida, right, or in the Southeast, we're able to really change the way that our orders route to get product out of different places that aren't having those issues.Stephanie:And is that kind of done in the background where it's looking at all these different inputs and then kind of making decisions that you can come in and adjust if you need to, but it's already routing it for you in the background?Scott:Yeah. So part of it's automated part of it's people, right? And it's still a lot of people, right, washing the switches each day. But we've got a great team of people that are communicating, we're communicating out of our stores to my team and fulfillment. We're communicating from my team into stores and we're using the technology that we've built to really manage the capacity and the inventory across the entire network.Stephanie:It seems that is so important too you when you essentially have two business units when it comes to fulfillment, you've got your store locations with one set of data, inventory is probably very hard to track because it's always getting grabbed, it's always getting shipped out, and then you have just maybe a fulfilment center that's a whole different beast probably. How do you get to that consolidate view? Is that part of the backend tech that's kind of looking at it at a higher level, treating it all as one?Scott:It is and it's definitely complex for the reasons that you noted. And it creates, sometimes it can compromise how close we can get to the athlete if we think we've got a unit in Austin, Texas and we actually don't. The fortunate part is instead of canceling that order on you or that unit on you, it's going to go to maybe it'll go to a Dallas store, right? And we can still stay pretty close to you and get it to you. And we're also trying to look at things like, how do we keep packages together? Of course, anybody that's listening to this that manages freight will say, yep, really important from a cost perspective. And frankly, even from, as I mentioned earlier, that athlete experience, people want to get one box, right? I don't want to order three or four different things and get three or four different boxes. And sometimes that's unavoidable, but we're trying everything we can to not let that happen.Stephanie:Oh, blessing.Scott:Totally, right?Stephanie:I get, one company I'm not going to mention their name, they will send a can of soup, anything a bone broth. I mean, it's in these little bags and they just come one at a time. I'm like, "Oh my gosh, I just would have rather just gone to the store and picked it up myself than getting random of one item at a time."Scott:It's so wonderful when the customer experience need and the business need align, right? So when you think about, nobody wants to ship more packages to you, right? We want to get it to you, we want to get to you fast and we want to get it to you in one package. And that's also a great experience for you. It's the same thing we talk about with customer service, which is a traditional metric that people manage as average handle time, right? How long are [inaudible]? And I'm so careful, we collectively are so careful with this metric because it can be so disastrous to the teammate that's on the other end of the phone if they think they're being managed to a handle time, right? I don't want to just get you off the phone, however, and you need to use it for all kinds of different scheduling and making sure you have enough people on the team.Scott:But what's really aligned is generally people want to get to an answer pretty quickly also, right? I want to have an efficient, valuable use of my time. I want to get to an answer and then I want to move on with my day. So that's another example of where if we can do it right and align those desires, we're going to create an awesome experience.Stephanie:The unintended consequences, pizzas is such a tricky thing with thinking about designing roles and KPIs. I mean, I'm doing it right now. I'm thinking about sales and building a sales team and being like, oh wait, this might incentivize bad behavior.Scott:You got to really think about it, right?Stephanie:You just think really strategically about it.Scott:The outcome or the impact is very different than the intent in some cases.Stephanie:Yep. Are there any external inputs right now that you think companies aren't preparing for? I'm thinking about the algorithms that are kind of running everything behind the scenes when it comes to your fulfillment and things like that. Is there anything that you guys are watching now that maybe you weren't watching a couple of years ago and letting it help influence how things are routed or how things are kind of being redirected, anything like that?Scott:I mean, I think we're constantly trying to get to be more precise, and we're very fortunate that if everything goes right, we can get you an order really, really quickly. So we're really trying to pay attention to, where are things not going perfectly and we've called this thing the perfect order, what's our perfect order, right? And how do we get more of those? So we're spending a lot of time thinking about how we can perfect our fulfillment network. And I mean, it is, as you can imagine, just an infinite number of variables that dictate how this thing goes. But we're working a lot on that. I do not think that...Stephanie:[inaudible] like local stuff, because that's something that kind of came to mind. You're paying attention to weather and higher level things are you down in the weeds of, okay, well there's a festival this week here so that means... Is it that [inaudible].Scott:It can be. I mean, for example, when we're doing a hot market event, so Super Bowl, NCAA Tournament, they're national events, but their inventories largely local, right? So we're really paying attention to what the traffic is doing and the inventory is doing it at those local levels for sure.Stephanie:I'd love to talk about events a bit because I know that's a focus is the athlete experience online and in person as well. And I saw that you guys are opening more retail locations. You're opening, I think I saw a golf center, I soccer center, I mean, these full on experiences. And I'd love to hear how you guys are thinking about that.Scott:I'm glad you mentioned that we're really proud. We just opened recently the House of Sport up in Victor, New York, which is an expression of what we think the future can be for DICK'S Sporting Goods. And it's really an experiential retail location. So you can go in there, obviously we've got golf simulators and we've got fitting in there. We've got rock walls to climb. We've got an outdoor fitness field where we're doing things and we're engaging the community in different ways. So we're running clinics and figuring out how we can get local teams into their... Engaging in the community in this way has been a part of our brand since 1948, right? So I think, if you read the story of DICK'S and how we were involved in the Binghamton New York community, when the business was founded, it'll give you a sense for why this is important to us.Scott:And we just believe that, we say it all the time, we believe that sports makes people better. So how do we think about engaging in the community where we're at? We've done this forever in community marketing, and you see how we donate equipment to local teams and so forth. This is kind of another evolution of that, where we think we can make a big impact, we can change the way that people think about retail. And I think it'll quickly get to how do we merge the online and the brick and mortar or traditional retail experience? So I think that's a place that is really exciting to us right now.Stephanie:I was just thinking about, how do you create, you have a view where you know this person came in to this event and they were using the golf simulator, and they really liked this club. And then they either bought in store or maybe four weeks later they ended up online and bought the one that they were using? Do you feel you're moving in a direction where you're going to have that viewpoint? And it's not a hard time to get there.Scott:Yeah, I think we're getting there. I think we're really focused on data and analytics, right? And so I think our ability to stitch together these experiences, we're building that muscle. I don't think that we're totally there yet, but we've got really smart people that are thinking about this. And I think we're moving in that direction because that's the key. We're not really worried about what channel you buy in, right? I think it's more about, are we the retailer of choice for you, right? And however that experience, the experience that we can build for that, it's important to measure it because then I think it unlocks the investment in the targeted areas that are going to drive more of that for our athletes. So I think that's where we're really focused.Stephanie:Have you thought about creating essentially kind of a guide shop, but you have the soccer experience or something, and then just a small shop where maybe you can look at a few other things, but then essentially you're going back online to order whatever you played with and got to experiment with, or are you doing full on retail location as always, and then often this area we're doing our experience center?Scott:We haven't done really pop up experiences, guide shop experiences like that. We're moving more towards, how do we create a more scaled experiential experience in store and then how do we measure that in terms of who might go online to buy.Stephanie:Mm-hmm (affirmative). I love that. I'm excited to see... I need to visit one of those stores, especially the soccer one. I mean, I don't know what it's going to be happening there, but I want to be there.Stephanie:I want to hear, which I feel you'll have a great answer for is what are you all most excited about right now over the next one to two years? What are you most passionate about?Scott:We're excited about a lot of things. And as usual, we have a very full plate. So I think things that we've already deployed that we'll continue to refine, things like our curbside program or a buy and pickup in store program for online, we're really excited about that. That's got a long runway of improvement, enhancement, and creativity that's going to be placed into that program. We are really excited about this merger of... I'm really excited about the merger of stores and online specifically around becoming a trusted advisor to our athletes. So if you think about the breadth of the teammates that we have, and when you walk into our stores or you talk to our people online, everybody's got a passion, right? Your passion is lacrosse and soccer.Stephanie:Mm-hmm (affirmative).Scott:How do we think about unlocking that potential, right, in terms of then being able to help our customer, whether that customer is buying first player pair of soccer cleats for their son, to getting ready to play club soccer, to getting ready to go off and play soccer at a D1 level or beyond, right? So how do we look at that continuum of expertise and really become that trusted advisor, both online and in our stores? And I think that is incredibly exciting venture. And we do it well today. I think there's an opportunity to do it even better. So we're really excited about that. We're really excited about the assortment, right, that we're going to continue to launch online. I think it's going to be differentiated. I think it's going to keep our position in the market really strong.Scott:So I think the product that we put in there, the expertise that we put in there is going to be differentiated in the market, right? And that I think is probably more incremental and more incremental expression to the core business. And then we're going to continue to press. Game Changer has been a great business for us for years. And that team is great. And they continue to build a technology that service the baseball market. But we're always looking for different ways that we can expand or innovate across the industry.Stephanie:I love that, you know what? We need like, what do you do after college? I always think about that and I'm like, I loved playing sports. But then you start working, and then you have kids, and then you're, I still want to play, but how do I get back into it? And something is missing there, Scott. [inaudible].Scott:No, but I love... So that's who we want. That's another sort of persona that we really want to love to serve in our stores. Because I'm one of them.Stephanie:I'm your person.Scott:Right.Stephanie:We're the people.Scott:We're the people. And I think what we want to be able to do, I love talking about this. I think in our stores and online, our ability to listen and inspire, right, how do we help you meet that goal, right? "Hey, I'm doing a couch to 5k first time. I'm starting to get active." Or, for me, the 5'8 guy that always had a dream of the NBA that never came to fruition because my vertical is about that high. I still play. I want to make sure that I can get all the gear that I need to be competitive, right, or to achieve my personal best.Scott:So I love the fact that we can really positively impact people's lives in that way. And I think we want to make... I would love to make sure personally that anybody that walks into our store and knows that we're not just a sporting goods retailer, right? I think we want to make sure that we're helping, we want to facilitate you achieving your dreams. And then we talk a lot about that internally. So if we can translate or transmit that feeling to our athletes, I think that's really powerful.Stephanie:And also makes me think about creating custom leagues too, where it's, this is a different kind of league. It's not the traditional school. It's not even people creating their own volleyball leagues. It's we are a part of this. We're making sure that this can happen for people who struggle to even find those networks. I mean, I know back when I was in DC, I looked for where's some other women who play lacrosse? I don't really want to play with guys who are going to be checking me and I count find it, super hard to find. I mean, it's easy to find some sports in a community setting, but it's very hard to find people in certain other sports settings.Scott:You're right. There's a social, I don't want to, careful to say social network, but there is this idea of how do I plug into people that are me within a certain geographical area, right? That would be interesting. That's really interesting. Thanks for that one. Let me...Stephanie:Take it back to leadership. We just need a parenting kit. It's, here's everything you need so that we can go play our sports and then your kids are entertained. They get many lacrosse sticks. You go there and then I'll go off on my own so I can actually play, give me the kid.Scott:I love that idea.Stephanie:I want to think like such parents. Anyone who's not a parent is probably, "What are y'all talking about right now?"Scott:What are you talking about? Yep.Stephanie:Yep. All right. So let's shift over to the lightning round. Lightning round is brought to you by Salesforce Commerce Cloud. This is where I ask a question and you have a minute or less to answer. Are you ready?Scott:I think so.Stephanie:Okay. So I'm sad, I haven't asked this yet and don't know this, but what is your favorite sport?Scott:Basketball.Stephanie:Oh, nice.Stephanie:And who's your favorite sports team?Scott:It's always been the Chicago Bulls since back in the day, which is probably blasted me because I live in Pittsburgh. So to not say football and the Pittsburgh Steelers is a problem.Stephanie:You'd probably get egged.Scott:Probably. But they're close second.Stephanie:That's good. What is the nicest thing anyone's done for you?Scott:Oh, wow. I'm going to struggle. I'm going to go to my kids. I think my kids being, this is going to sound so cheesy, but it's so serious. The way that my kids treat other people with respect and kindness, I think is the thing that comes to mind for me first. And I know that's probably not the answer that you would normally get.Stephanie:Nope, I like it.Scott:To me that's pretty important. So I'm really proud of them. And I think that's probably the best thing that somebody could do for me.Stephanie:I love that. There's so much you can learn from kids. I think about that all the time. So I'm the person who is here for those cheesy kind of kid answers. You're in the right space. What's one thing you don't know that you wish you understood better?Scott:American history comes to mind?Stephanie:That's a good one.Scott:I don't think that's on topic, but that's the first one that comes to mind.Stephanie:When you want to feel more joy, what do you do?Scott:It's going to sound crazy. I tell people, thank you.Stephanie:Mm-hmm (affirmative).Scott:Right. So I just believe that there's a lot... I get a lot of energy from being grateful, right? And so that's what I do. If I'm really feeling a little down or if I'm really stressed or some of the times the way that I work out and I get the endorphins mode going, that's one way to do it, and the other way is to be grateful for things. So I feel that's the way I get a lot of energy.Stephanie:I love that. All right. And then the last one, I mean, it seems you guys are very much ahead on a lot of things within the ecosystem. What do you do to stay on top of the trends? Are you watching other companies? Are you reading things, what are you doing to stay on top?Scott:I think it's a combination of experiencing and reading. I don't read nearly enough, it's hard, right? There's so much the content that comes out and not enough time. So I'm trying to just experience things out in the wild right? I'm talking to a lot of people, whether it's parents at a game or if it's just my own experiences online, and I'm trying to translate that to what's happening and why companies would do things a certain way. And then my team is doing the same thing. So I think we're trying to stay close. We're trying to stay close that way and certainly reading and engaging in conversations like this also kind of help.Stephanie:Good. That's awesome. Well, cool. Well, Scott, thank you so much for joining us. It was really fun to hear all about what you guys are up to. Where can people find more about DICK'S Sporting Goods and find you?Scott:I think www.dickssportinggoods.com. For the story of Public Lands and Golf Galaxy, and you can find me at LinkedIn, on LinkedIn.Stephanie:Amazing. Thank you so much.Scott:Thank you so much for having me. It's been a great time.

Scott: How did you get to the airport? Zelda: On an airplane. Scott & Zelda This is the true (well from what we can remember because we were mostly pissed) story of us, Scott and Zelda. From eating handmade noodles to meeting Paris Pete in San Michel, we had quite an adventure. The first of […]

2:07 - 2:13 Scott: “It was originally sort of a hobby and a marketing effort to develop a brand in health care.” 16:22 - 16:25 Scott: “So I understood the niche marketing concept, being in a niche within health care.”19:10 - 19:18 Scott: “It wasn’t until 7-8 years ago when we started, you know, really thinking about this as a serious business, where somebody said, ‘Oh, you’re in business-to-business media.’” 24:28 - 24:51 John: “I just get the sense that there’s still this antagonistic relationship between pharmacy and Pharma. … Pharma has not been able to demonstrate the value that they bring to the table.”26:02 - 26:14 Scott: “There’s this constant issue with pharmacy officers of, ‘Are we getting the right drugs, or ... is somebody pushing us drugs that don’t really make a difference but have a huge impact on the cost?’” 27:59 - 28:03 John: “I think people are willing to pay for the game changers, [but] not so much for the ones where there’s that marginal benefit.”32:58 - 36:16 Scott: "How do you mix in your strategy some of the things that were sort of ignored or not brought to the front as strong as they were before, like health equity and making sure that you’re a lead on health equity, not just in revenue on fee for service and your five great service lines?”Scott Becker is the publisher and founder of Becker’s Healthcare and Becker’s Hospital Review. He is also a CPA and a partner and former board member of the law firm McGuireWoods, where he served as chair of the national health care practice for more than 12 years. Scott is a graduate of Harvard Law School.John Marchica, CEO, Darwin Research GroupJohn Marchica is a veteran health care strategist and CEO of Darwin Research Group, a health care market intelligence firm specializing in health care delivery systems. He’s a two-time health care entrepreneur, and his first company, FaxWatch, was listed twice on the Inc. 500 list of fastest-growing American companies. John is the author of The Accountable Organization and has advised senior management on strategy and organizational change for more than a decade.John did his undergraduate work in economics at Knox College, has an MBA and M.A. in public policy from the University of Chicago, and completed his Ph.D. coursework at The Dartmouth Institute. He is a faculty associate in the W.P. Carey School of Business and the College of Health Solutions at Arizona State University, and  an active member of the American College of Healthcare Executives.About Darwin Research GroupDarwin Research Group Inc. provides advanced market intelligence and in-depth customer insights to health care executives, with a strategic focus on health care delivery systems and the global shift toward value-based care. Darwin’s client list includes forward-thinking biopharmaceutical and medical device companies, as well as health care providers, private equity, and venture capital firms. The company was founded in 2010 as Darwin Advisory Partners, LLC and is headquartered in Scottsdale, Ariz. with a satellite office in Princeton, N.J.

Are you still hungry to learn? Lifelong learners never settle for the status quo or staying inside their comfort zone. They’re constantly evolving to figure out what fulfillment means to them.    Today you’ll hear from a special guest who’s learning how to squeeze as much as possible out of life's opportunities.   Scott Danish is on a mission to explore what’s truly important to him. He’s discovered some amazing things about himself — and his connection to others — along the way.   In this episode, we dig into Scott’s courageous story as he walks on many different paths in search of meaning. He shares why living in student mode has brought him on an incredible journey, including a story that resonates with me so deeply that it put a chill down my spine.   We covered:   Why a growth mindset about aging meant turning 55 wasn’t difficult for Scott How staying in your comfort zone can become a prison of complacency The simple idea of giving yourself permission and space to figure out what brings you joy What gratitude taught Scott about taking action and building a better life How the discovery of not having all of the answers transformed his outlook The real reason why we shouldn’t fear the concept of failure

Tim Ferriss Show Podcast Notes Key Takeaways Telling kids they need to do better won’t motivate them. They need a goal and a purpose that will set them straight. For Kelly, once he decided the wanted to be an astronaut, he started taking school a lot more seriously: “There has to be that thing, that inspiration, that spark, that just provides inspiration to get people moving in the right direction. And that’s what Tom Wolfe’s The Right Stuff was for me.” – Scott KellyAn important life lesson from Scott:“How good we are when we start something is not related at all to how good we can become at anything” – Scott KellyYou’re going to experience failure on the road to success, it happens to everyone:“Failure is an option…It’s something that we all probably experience and, hopefully, we learn from it and move forward.” – Scott KellyThe most successful people tend to be the ones that push themselves and fail often:“I always feel like if we’re not always moving that bar higher and risking failure, then we’re not really reaching our potential…The people that are really successful are the people that are willing to take the risk of failing.” – Scott KellyGoing to Mars would be expensive, but NASA is a great investment. They provide high paying jobs to scientists and create new technologies that can be used in other industries.“NASA is a moneymaking prospect in that it generates more tax dollars than it uses. A mission to Mars would be the same thing. A mission to Mars would develop technologies that we may not have today.” – Scott KellyA message to everyone: The Earth is NOT flat“If the Earth was flat, wouldn’t the edge be the most popular tourist attraction on Earth? I would just go set up a taco truck and make a billion dollars with my edge-of-the-Earth tacos.” – Scott Kelly Read the full notes @ podcastnotes.orgScott Kelly — Lessons Learned from 500+ Days in Space, Life-Changing Books, and The Art of Making Hard Choices | Brought to you by Rokform rugged cases for iPhone and Galaxy, Athletic Greens all-in-one supplement, and 99designs global creative platform. More on all three below. Scott Kelly (@StationCDRKelly) is a former military fighter pilot and test pilot, an engineer, a retired astronaut, and a retired US Navy captain. A veteran of four space flights, Scott commanded the International Space Station (ISS) on three expeditions and was a member of the yearlong mission aboard the ISS, the single longest space mission by an American astronaut. In October 2015, he set the American record for the total accumulated number of days spent in space.Go for Launch: How to Dream, Lead, and Achieve is Scott’s two-hour audio course available exclusively on Knowable. In this candid and entertaining audio course, Scott shares instructive stories from his childhood in New Jersey, his days as a US Navy test pilot, and his year hurtling around the globe at 17,500 mph and teaches hard-earned lessons on perseverance, personal motivation, and the human side of success, drawn from his experiences in the most competitive, extreme environments imaginable. You can find it now at knowable.fyi/scott.Please enjoy!*This episode is brought to you by Rokform! Rokform is the active lifestyle iPhone and Galaxy protective case company. Their protection is beyond great, with thousands of 5-star reviews and customer testimonials—or “Survival Stories” as Rokform calls them—that include a drop from the upper deck of a baseball stadium and a 75-foot cellphone tower fall.Rokform’s rugged cases have been called the Swiss Army Knives of phone cases due to a versatile design that allows you to use your iPhone or Galaxy phone in ways you never thought possible. Each case is built around an integrated magnet that is completely safe for your phone. The magnet allows you to instantly attach your device to any magnetic surface—toolboxes, file cabinets, refrigerators, golf carts, you name it. The Tim Ferriss Show listeners — that’s you! — get 25% off at Rokform.com when you use promo code TIM.*This episode is brought to you by Athletic Greens. I get asked all the time, “If you could only use one supplement, what would it be?” My answer is usually Athletic Greens, my all-in-one nutritional insurance. I recommended it in The 4-Hour Body in 2010 and did not get paid to do so. I do my best with nutrient-dense meals, of course, but AG further covers my bases with vitamins, minerals, and whole-food-sourced micronutrients that support gut health and the immune system. Right now, Athletic Greens is offering you their Vitamin D Liquid Formula free with your first subscription purchase—a vital nutrient for a strong immune system and strong bones. Visit AthleticGreens.com/Tim to claim this special offer today and receive the free Vitamin D Liquid Formula with your first subscription purchase! That’s up to a one-year supply of Vitamin D as added value when you try their delicious and comprehensive all-in-one daily greens product.*This episode is brought to you by 99designs, the global creative platform that makes it easy for designers and clients to work together to create designs they love. Its creative process has become the go-to solution for businesses, agencies, and individuals, and I have used it for years to help with display advertising and illustrations and to rapid-prototype the cover for The Tao of Seneca. Whether your business needs a logo, website design, business card, or anything you can imagine, check out 99designs.You can work with multiple designers at once to get a bunch of different ideas or hire the perfect designer for your project based on their style and industry specialization. It’s simple to review concepts and leave feedback so you’ll end up with a design that you’re happy with. Click this link and get $20 off plus a $99 upgrade.***If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts/iTunes? It takes less than 60 seconds, and it really makes a difference in helping to convince hard-to-get guests. I also love reading the reviews!For show notes and past guests, please visit tim.blog/podcast.Sign up for Tim’s email newsletter (“5-Bullet Friday”) at tim.blog/friday.For transcripts of episodes, go to tim.blog/transcripts.Discover Tim’s books: tim.blog/books.Follow Tim:Twitter: twitter.com/tferriss Instagram: instagram.com/timferrissFacebook: facebook.com/timferriss YouTube: youtube.com/timferriss

In April of 1986 a nuclear accident occurred at the Chernobyl Nuclear Power Plant in the then Soviet Union. The fallout from the accident and the Soviet government’s response compounded into one of the worst manmade disasters of the nuclear era. In his masterful work of nonfiction, Midnight In Chernobyl, Adam Higginbotham weaves together the stories of the individuals and systems that contributed to the creation of one of the worst disasters in human history. It is not only a sharp eyed and empathetic look at Chernobyl, but it is a particularly timely story about all the things that fall together to create disaster.RELATED READING:Midnight in Chernobyl: The Untold Story of the World’s Greatest Nuclear Disaster by Adam HigginbothamSeeing Like a State by James C. Scott“How the Coronavirus Revealed Authoritarianism’s Fatal Flaw” by Zeynep Tufekci

In this episode Scott talks about self-righteousness and how it kills our freedom. The episode begins with a reading recommendation from Scott - How to Exasperate Your Wife and Other Short Essays for Men by pastor and author Douglas Wilson. 1) Ask yourself the question, “If my household was a story, what kind of character would I be in it?” Would you be the good guy? The bad guy? The knight in shining armor? The villain? 2) Godly discipline is not confined to one aspect of our lives. It affects everything, it spreads to everything, and is always growing. We see that lust produces envy, strife, and discontent whereas self-control produces patience, kindness, and joy. In your life, are you currently experiencing more envy or more patience? More strife or more kindness? More discontent or greater joy? 3) Discipline drives us to be the people we are becoming daily. What type of person do you want to become? What disciplines are required to become that person? 4) Self-Righteousness is a freedom killer, and one reason for this is because no one thinks they struggle with it. Do you agree or disagree? Why? 5) Self-righteousness is a rejection of what Jesus has already provided for us in an effort to provide for ourselves. How does this play out in your world? 6) Self-righteousness doesn’t give in very easily, it tends to hide. In what areas of your life do you fight off a sense of superiority over others? 7) Share where you’re at with this topic and pray for one another where you need to see Jesus transform you.

OVERVIEW During this episode, Scott Shay, businessman and author of In Good Faith: Questioning Religion and Atheism and Getting Our Groove Back: How to Energize American Jewry talks to your host Miro Wcislo. Find out what modern society’s view about religion, and its effect on our communication with each other. Find out how bad things happen, and what does God really do to prevent such? Episode Highlights: What is Idolatry? What did Idolatry did to the Golden Rule? What good did detachment from technology did for Scott? How can there be bad happenings if there is a God? How did Scott Shay start his career? What are Scott’s favorites? Who is Scott’s greatest mentor? Is entrepreneurship a fad? Key Points: The use of social media and other means of gaining popularity has lots of positive output, but humans must be weary of its adverse effect and its backfire to themselves if not utilized properly. God does not simply turn a blind eye, it is us that does not believe that doing the right thing is good. Tweetable Quotes: “There are three groups of people - who don’t believe, who believes but thinks its irrational, and those who believe in God.” - Scott Shay “God believes in us, the question is do we believe in ourselves to do the right thing?” - Scott Shay Resources Mentioned: Visit Scott’s website at https://www.scottshay.com/ Check his Facebook at www.facebook.com/ScottShayAuthor Check his Twitter at https://twitter.com/ScottAShay1 Check his new book, In Good Shape: Questioning Religion and Atheism Liar's Poker: Rising Through the Wreckage on Wall Street By Michael Lewis

Scott Nelson is a co-founder of Joovv, the first company to develop a full body light therapy device designed for convenient in-home use.Prior to starting Joovv, he spent his entire professional career in leadership positions with some of the largest medtech companies in the world.Scott is best friends with his wife Liz and loves spending time with his four kids. And fun fact - in his spare time Scott is also host of Medsider Radio, a top ranked medical device podcast.Join us as I ask Scott:* How do our bodies access this phenomenon in nature?* Is red light therapy safe for your eyes?* How is photobiomodulation different from an infrared sauna?Scott will also fill us in about:* How our bodies ‘metabolise’ light wavelengths in different ways.* How mitochondria responds to near infrared light therapy.* The future of photobiomodulation in our lives.* His recipe for a delicious life!Scott has a real enthusiasm for natural health and wellbeing, and I was taken aback when he told us:“93% of the average person's day is spent inside under artificial light. It should be the opposite!”Wow..!To find out more about Scott and the red light therapy, visit https://joovv.comI’d love to know your thoughts and experiences - join the conversation on my Facebook page.For more episodes of Recipes For Life, find us on iTunes at https://apple.co/2NpsIba, Spotify at https://spoti.fi/2NpSiN0, Whooskhaa at https://www.whooshkaa.com/shows/recipes-for-life-with-pete-evans, click the link on https://peteevans.com, or just look up "Recipes For Life" in your favourite podcast app.I'd love to spread the knowledge in these podcasts far and wide. If you liked this episode, I'd love it if you could share it with your friends, and perhaps even leave a review on iTunes.This podcast is proudly presented by The Institute For Integrative Nutrition, or IIN for short.I've completed this amazing health training course through IIN, and I would thoroughly recommend it for anyone wanting to start a career in the health coaching and wellness space.This course is conducted over a year long period and it's constructed in a way that if you're a full time worker or a busy parent or wherever you are in your life you'll still be able to complete all the required curriculum and modules.Please see the link included in this post on my Facebook or Instagram page or on iTunes, to access the free sample class and first module of the program, to get a great taste of the format and structure as well as utilise my special discount that I can offer you if you decide to sign up.Just go to https://geti.in/2K2QcAw, email admissions@integrativenutrition.com or call +1 (212) 730-5433 outside the US, (844) 780-3300 within the US.Make sure you tell the admission team that you're part of the Pete Evans tuition savings to claim your very substantial discount. More info is at https://www.integrativenutrition.comTheme music by Mandharu - https://goo.gl/DAztoQ. Audio production by Andy Maher - https://andymaher.com. See acast.com/privacy for privacy and opt-out information.

Scott Nelson is a co-founder of Joovv, the first company to develop a full body light therapy device designed for convenient in-home use.Prior to starting Joovv, he spent his entire professional career in leadership positions with some of the largest medtech companies in the world.Scott is best friends with his wife Liz and loves spending time with his four kids. And fun fact - in his spare time Scott is also host of Medsider Radio, a top ranked medical device podcast.Join us as I ask Scott:* How do our bodies access this phenomenon in nature?* Is red light therapy safe for your eyes?* How is photobiomodulation different from an infrared sauna?Scott will also fill us in about:* How our bodies ‘metabolise' light wavelengths in different ways.* How mitochondria responds to near infrared light therapy.* The future of photobiomodulation in our lives.* His recipe for a delicious life!Scott has a real enthusiasm for natural health and wellbeing, and I was taken aback when he told us:“93% of the average person's day is spent inside under artificial light. It should be the opposite!”Wow..!To find out more about Scott and the red light therapy, visit https://joovv.comI'd love to know your thoughts and experiences - join the conversation on my Facebook page.For more episodes of Recipes For Life, find us on iTunes at https://apple.co/2NpsIba, Spotify at https://spoti.fi/2NpSiN0, Whooskhaa at https://www.whooshkaa.com/shows/recipes-for-life-with-pete-evans, click the link on https://peteevans.com, or just look up "Recipes For Life" in your favourite podcast app.I'd love to spread the knowledge in these podcasts far and wide. If you liked this episode, I'd love it if you could share it with your friends, and perhaps even leave a review on iTunes.This podcast is proudly presented by The Institute For Integrative Nutrition, or IIN for short.I've completed this amazing health training course through IIN, and I would thoroughly recommend it for anyone wanting to start a career in the health coaching and wellness space.This course is conducted over a year long period and it's constructed in a way that if you're a full time worker or a busy parent or wherever you are in your life you'll still be able to complete all the required curriculum and modules.Please see the link included in this post on my Facebook or Instagram page or on iTunes, to access the free sample class and first module of the program, to get a great taste of the format and structure as well as utilise my special discount that I can offer you if you decide to sign up.Just go to https://geti.in/2K2QcAw, email admissions@integrativenutrition.com or call +1 (212) 730-5433 outside the US, (844) 780-3300 within the US.Make sure you tell the admission team that you're part of the Pete Evans tuition savings to claim your very substantial discount. More info is at https://www.integrativenutrition.comTheme music by Mandharu - https://goo.gl/DAztoQ. Audio production by Andy Maher - https://andymaher.com.  See /privacy for privacy and opt-out information.

Blockchain is coming to the energy industry in a big way.We're at the beginning of a fierce hype cycle, when new startups are emerging weekly to tout their Initial Coin Offerings and tokenization platforms for energy trading. Utility executives are grappling with yet another distributed technology that proponents say will demolish the traditional power delivery business.Still having a hard time understanding why all this matters? Getting lost in the maze of new terminology? We've got you covered.On this week's Interchange podcast, we're starting a new segment called "consensus." We'll bring a blockchain-related topic that we don't understand -- a term, a business model, or an application -- and present it to GTM's resident blockchain enthusiast, Scott Clavenna, to see if he can help us out. Hopefully we'll reach consensus.In this week's segment, we're bringing two questions to Scott: How does WePower's tokenized energy trading work? And how to different variations of cryptocurrency mining?If you need a blockchain 101 course, try listening to our earlier Interchange episode on the subject.This podcast is brought to you by Fiveworx, a turnkey customer engagement platform for utilities. Find out more about how Fiveworx can help your customer engagement program succeed -- and get you beyond the meter.Recommended reading:GTM: Can We Prevent a Global Energy Crisis From Bitcoin Mining?GTM: WePower Expansion Hints at Adoption of Blockchain for Energy TradingCome to our Blockchain in Energy Forum in New York CitySubscribe to The Interchange podcast via Apple Podcasts, Google Play, Stitcher or wherever you find your audio content.

Lee Egstrom of Passinglane has this question for Clate and Scott: How do I know when to introduce a particular product or technology? It’s about making small bets, making them often, and looking for a 10x return. Listen to this hot seat as Clate and Scott help Lee figure out how to do it and use automation without seeming like Big Brother. Learn more about automating the right way with our ebook “25 Things Every Small Business Should Automate.” Check out this and other episodes at smallbusinesssuccess.com.